Global Marketing - Louis Vuitton in India With a GDP growth rate of more than nine percent‚ India is one of the fastest growing economies in the world. The population size exceeds one billion‚ including around 83‚000 dollar millionaires (2005)‚ recording the world’s second fastest growth in the number of high-net-worth consumers. Luxury brands like Louis Vuitton can take advantage of a steadily increasing upper class and a more and more affluent middle class. Moreover‚ 51 percent of the population
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Louis Vuitton in India Executive Summary Louis Vuitton Moët Hennessy‚ the world’s leading luxury brand‚ made the decision to formally enter India in 1999. India was a familiar market for Louis Vuitton as the company had filled custom orders from maharajahs since the late 19th century. However‚ the Indian market was unlike any in which the company was currently operating. The changing socio-economic conditions of the developing nation opened up opportunities for the brand but also posed unique
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1. Assess the opportunities and threats for Luxury goods in India. Is there a product- market fit for luxury goods in India‚ in particular‚ given that India is still a low- income economy overall? A. Opportunities 1-The first mover advantage amongst the luxury goods segment. Also the historic business association with the LV brand create a strong brand recall in this segment. 2-The emergence of of high net worth consumers which is the 2nd fastest growing in the world. Also the Ascendance of
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Louis Vuitton Case Study Teressa Bunton Louis Vuitton Case Study Question One Luxury retailers must focus on providing a rounded customer experience. Providing intimate one-on-one experiences and offering brand-wide scale for off-the-shelf goods are two perks that lure consumers into their stores. Louis Vuitton’s success also comes from their profound marketing strategy of providing their customers with the most luxurious products and services while broadening their market
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barriers. Bernard Arnault‚ the head of the Louis Vuitton Moet Hennessy brands‚ recognizes that penetration‚ growth and development in these emerging markets are a critical part of the brand’s long-term global strategy. LVMH is the parent company of around 50 sub-companies that run autonomously and implements the Star Brand formula. The company is determined to capture the growing Asia market with particular focus on China‚ Japan‚ South Korea and India. Although these areas are quite affluent and
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[pic] Louis Vuitton: New product introductions vs. product availability In the spring of 2004‚ Mr. Marcello Bottoli‚ CEO of Louis Vuitton‚ the largest and most profitable subsidiary of LVMH (Louis Vuitton-Moet Hennessy)‚ the #1 luxury goods company in the world‚ was called upon to arbitrate a ongoing conflict between Mr. Jean-Marc Loubier‚ the company’s vice president for marketing and sales‚ and Mr. Emmanuel Mathieu‚ the vice president for manufacturing and logistics. For
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INTRODUCTION Louis Vuitton is one the world biggest brands in the luxury apparel segment. It essentially caters to a niche market segment due to its high prices and exclusive apparels. Louis Vuitton is a flagship of the Moett Hennessy Louis Vuitton (LVMH) Group. The flagship of LVMH‚ Louis Vuitton has been a major driving force behind the growth of the LVMH Group. The Company has seen various changes in the operations and strategies over the years‚ which have helped it evolve and maintain its premium
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Louis Vuitton(LV) was est. in 1854 in France and is known as one of the oldest French luxury fashion houses. The brand became famous for its exclusive leather bags and trunks. Over the years the LV line expanded from leather goods to fashion‚ selective retailing; wines & spirits; perfumes & cosmetics; watches & jewellery making the brand one of the most luxurious brands worldwide. The LV brand is most recognizable for its logo‚ quality‚ uniqueness and price. It resonates a sense of prestige‚
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Louis Vuitton and the Indian market for luxury goods Louis Vuitton redefines luxury. The Louis Vuitton Moet Hennessy (LVMH) group is a global leader in a variety of luxury industries spanning across various categories including: fashion and leather‚ wines and spirits‚ perfumes and cosmetics‚ and watches and jewelry[1]. The LVMH group has thrived in conventional markets such as Europe and the United States because both markets are characteristically and densely populated with high-income individuals
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Case Study- Louis Vuitton 1 Table of Contents 1. Introduction 2. The company Louis Vuitton 3. Supply Chain Strategy 4. Constraints of the Luxury Industry 4.1. Supply Chain Strategy of Louis Vuitton 5. Process map of buying process 5.Order Qualifiers and Order Winners 5.1. 5.2. Performance Dimensions Trade-off among Performance Dimensions 6. Internal Operation Practices 6.1. Manufacturing Process 6.2. Customization Point 6.3. 6.4. 6.5. 6.6. Service Package and Service Level
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