BRAND PORTFOLIO METAPHORS BASED ON AAKER’S BRAND PORTFOLIO STRATEGY Kent Dahl kentd@kth.se Different Relevancein Different Contexts Proffesional World Indek/IPD‚ Guest Lecturer Master Thesis‚ Endorsed by Uggla Educational World Educational Music World Professional Music World Music World Internal& ExternalPerspectives What a weak sub‐ brand! Portfolio Roles No‚ it’s a Linchpin brand! Product Defining Roles ProductDefiningRoles
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Strengths LVMH has a strong brand positioning meaning that the company strongly placed itself as a leader in the luxury sector. The company offers more than 60 brands of high value perception and identity to their customers. Due to high customer loyalty‚ image of their brands and value perception those brands are less affected by economic cycles. Most evidently‚ LVMH expressed resilience against the economic conditions specifically in 2009 and 2008. This is an indicator that the strength of their
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1. Country specific advantages are the advantages which can be captured by any producer in that particular country. For LVMH‚ which is originated from France‚ can benefit from some privileges of France: Country of Origin: ¡§Made in France¡¨ represents classics and quality so that people are loyal to the luxurious products manufactured in France. France is also a leading luxurious market worldwide which brings France reputation on high-end product. Good supply: Excellent and the best textiles
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expansion into multiple brands and businesses justified? LVMH has business in all of the products such as‚ leather goods‚ fragrances/cosmetics‚ wines and spirits‚ specialty retailing‚ and auctions. One thing that got LVMH successful was the brand power that they made popular in every segment‚ which was helpful by using the name to sell more and attract more customers towards different products. The name itself will give benefit for the company if they want to sell different brands and expand their business
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03/17/04 LVMH IN 2004: THE CHALLENGES OF STRATEGIC INTEGRATION The correct strategy is to know where a particular brand is headed and the managers and teams of each brand must imagine that. Then‚ we watch what is done at the group level and we extract a number of learnings: what are the businesses to acquire‚ where do we have to invest to develop this or that brand to benefit the group as a whole. —Bernard Arnault‚ Chairman and CEO‚ LVMH Moët Hennessy Louis Vuitton1 INTRODUCTION LVMH was created
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MOËT HENNESSY: EXPANDING BRAND DOMINANCE IN ASIA Bibliography: Pan‚ Yingang Asia Case Research Centre (University of Hong Kong) October 14th‚ 2004 Louis Vuitton Moët Hennessy Group‚ the world leader on the market of luxury products‚ was created in 1987 and resulted from the merger of Louis Vuitton (an upscale luggage company) and Moët Hennessy (pppsdcnmzxan upscale producer of champagne and cognac). Since its creation‚ LVMH has made changes to its structure and in 1997 LVMH started creating business
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BRAND PORTFOLIO MANAGEMENT AND THE ROLE OF BRAND ACQUISITIONS A Dissertation Submitted to the Graduate Faculty of the Louisiana State University and Agricultural and Mechanical College in partial fulfillment of the requirements for the degree of Doctor of Philosophy in The Interdepartmental Program in Business Administration (Marketing) by Yana Kuzmina B.S.‚ Moscow State Technical University (Russia)‚ 2001 M.B.A.‚ Southeast Missouri State University‚ 2004 August‚ 2009 ACKNOWLEDGEMENTS
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Business Report of LVMH Group members: Rining Mutang Beili Yin 10130350 10153456 10095036 Sekit Chubuppakarn Xu Yang 10095786 10136050 Mahsa Tolou Sharifi 0 Executive summary LVMH‚ the world s largest luxury group‚ came into being with the mergers of Moët Hennessy and Louis Vuitton in 1987. Besides its traditional strengths in wines & cognac and leather & fashion goods‚ other three are perfumes & cosmetics‚ watches & jewelry and selective retailing. In the external
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1. Brand Portfolio a. What is your 5 year plan regarding the brand portfolio across the two markets. Give justification Our Period 2 results have swept the industry and we have become number one team in our industry. We are the leaders in value market shares (23%) and unit market shares (29%) in Squazols market. Our 5 year plan will focus on maintaining the brand equity in the Squazols market as we can see the 5-year anticipatory growth in manufacturing and construction sector and
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http://www.economist.com/node/14447276 LVMH in the recession The substance of style The world’s biggest luxury-goods group is benefiting from a flight to quality‚ but the recession is also prompting questions about the company’s breadth and balance Sep 17th 2009 | Paris | from the print edition * * Bloomberg “THERE are four main elements to our business model—product‚ distribution‚ communication and price‚” explains an executive at LVMH‚ the world’s largest luxury-goods group. “Our
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