Case Study Of Luuxottica

The Luxottica Group is an Italian eyewear company founded in 1961 by Leonardo Del Vecchio. Luxottica is the leading designer, manufacturer, and distributor of luxurious and designer eyewear controlling over 80% of the world 's designer eyewear brands. Luxottica has become a leader in the prescription eyewear business in North America with retailers that include LensCrafters and Pearle Vision brands, Asia-Pacific with OPSM and Laubman & Pank brands, and in South America with the GMO brand. Luxottica also operates points of sale for its retail licensed brands in North America under the Sears Optical and Target Optical brands.

In a perfect society, a company’s products and services would rise and fall on their own merits. The best products would rise to the top and lesser products would become unprofitable so they would go the way of the Edsel. However, our society is not perfect and many consumers are sheep. The popularity of a brand typically has more to do with the amount of money that a company is willing/able to spend on advertising and the price point of the item than it has to do with the quality of the product.

For years, Louis Vuitton enjoyed high profit margins from the luxury market in Japan until other competitors such as Prada and Gucci entered the market. Counterfeiting also became a threat to the firm’s brand by satisfying consumer demand at lower prices. Other external global environmental problems included highly priced products, limited availability in stores only, and a heavy dependency on the Japanese market (Pearce & Robinson, 2013, p. 14-18). Moreover, “the after-shocks of the global recession were a threat to Louis Vuitton’s luxury business in Japan”, and Japanese women became less interested in the brand’s products (Pearce & Robinson, 2013, p. 14-18). Alternatively, Louis Vuitton could “reinvent itself and regain what used to be its well-attested

Another challenge for Louis Vuitton is the market and brand dilution as it has already entered and successfully fit in the Japanese market. The products have already maintained the “acceptable” group, and the company has become to feel difficult to increase the revenue. The figure provided in the case showed that nearly half of the Japanese have Louis Vuitton-monogrammed items by the time of 2007. This seemed to make LV prevalent but not luxury any more. To maintain its brand image, it is

Corporates integrate themselves into the daily lives of their consumers by choosing social normalities solely for their selfish interest. Bartyzel in his article mentions how individual lives become normal without realization that those social changes are made by corporations for their own selfish benefits. She writes, “excessive repetition of Princess products, which encompassed everythingfrom pens to Band-Aids, had a significant effect on her daughter. It even informed how adults interacted with her child, offering ‘princess pancakes,’ pink balloons, and even a ‘princess chair’ at the dentist office” (Bartyzel 468). Pink color and princess dresses became normal thing and all girls are thought of having those similar interests. Another impact

The purpose of this paper is to practice critical thinking by applying elements of reasoning to the article “Benetton Brouhaha”. The question I will answer: “Is Benetton’s approach to advertising as depicted in the article more strategic or structural in nature?” I will approach this question by applying critical thinking concepts with an eye to the established Elements of Reasoning as they apply to the case. I will analyze the “Benetton Brouhaha” by looking at concepts, theories, definitions, axioms, laws, principles, and models; specifically by applying

This project intends to comparison of the stores of Swatch & Tissot watches. In the 1st stage of the project report the importance of branding in luxury retailing with specific reference to the watch I industry have discussed.

The eyewear industry is a tough industry to break into with the giant of Luxottica that has been dominating the competition and it has constantly been looming over it in recent years eager to buy up any threatening competitor that emerges. This section of the paper examines the eyewear industry in terms of consumers, competitions, market/submarket and the existing marketing environment along with highlighting any existing trends.

Cacharel fragrance brand was acquired by the L’Oreal group in 1975 (Insead, 2007). L’Oreal is known as a house of diverse corporate and umbrella brands, namely just a few: L’Oreal Paris, Lancome, Cacharel, Giogio Armani, Ralph Lauren and many others. Each of these umbrella brands has below it numerous products brands and line brands. They constitute so-called a multi-brand matrix (Marketing Mastermind, 2008). Cacharel umbrella brand belongs to the Luxury Products Division, one of three divisions of the L’Oreal group, which offers up-market premium products to consumers. Every umbrella brand has established distinct identity, image to focus on different target market, in turn; the Cacharel umbrella itself is perceived as an encompassing combination of prestige, femininity, charm and romanticism. (Kepferer, chapter 11, p292). As a result, Anais Anais was the most responsible for creating Cacharel’s identity by its extraordinary succeed. In the shoes of Katsachnias, we have been encoding the Cacharel brand identity in some extends, whether it helps to revitalize the brand at its crisis? We continuously perceive this insight in the next question.

In society today, everything has a name for it. If the product doesn’t have a well-known name, it goes by name that a well-known product that is similar goes by. Branding has made its impact on society and it’s never going to go away. In this situation, all we can do from here is analyze more and more until we fully understand its presence in society and its effects. Branding has its biggest effects on consumerism, which makes us question consumerisms power in society. Has our society become one big, replicated consumer or can a consumer or even a person still be unique and individual? Branding creates competition amongst companies throughout the world and creates a competition for the consumers. Not only, it also creates issues, creates

competition and high prices. It costs hundreds of dollars to buy a pair of sunglasses and only about 30$ to produce the same pair of sunglasses. Luxottica also has contracts with major companies such as Coach, Ralph Lauren, Channel, etc. Luxottica also owns Sunglasses Hut which is a very popular place to buy sunglasses. An interviewer asked the creator of Luxottica a bunch of reasonable questions, in which he avoided. One of the questions was “Are consumers happy with the expensive prices? Should sunglasses really cost that much?” The owner of Luxottica replied saying that consumers

Gucci is a multinational fashion brand based in Italy. The brand specialises in leather goods, clothes, and fashion accessories for both and women aged between 24 and 30 years. Gucci was founded in 1921 in Florence, Italy by Guccio Gucci (Gucci Official Site United States, 2016). The main purpose of this paper is to provide an in depth brand analysis of Gucci. The paper will investigate and evaluate Gucci’s vales and identity, and will discuss how successfully these are reflected by Gucci’s business model, supply chain management, and Corporate Social Responsibility (CSR) activities. In addition to that, the paper will critically evaluate Gucci’s brand identity (identity) in relation to its brand image (external).

Luxottica Group are the world’s largest eyewear company, based in Milan, Italy. Their long-term corporate strategy is to create the best possible eyewear to satisfy its clients, and expand their market share by growing its various businesses, whether organically or through acquisitions1. The Company will continue to focus on the following strategic pillars: vertical integration, design and technological innovation, brand portfolio management, market expansion, financial discipline and the development of talented and committed employees1. Building strong brands that create enduring relationships with consumers is key to how Luxottica plans to sustain its business in the future.

What is interesting in this market is that there are no clear leaders. Even though each company’s goal is to make the more profit as possible, we can’t define any leader since they have different strategies and objectives.8 [ (Tower) ] For example, Patek Philippe’s core ideology is to have the most prestigious brand and to make the most expensive watch as possible, and target the most prestigious people which is a really niche market. In comparison, Rolex’s purpose is to be a more accessible luxury brand and make the most sales as possible. It is difficult to compare them in terms of success, Rolex sells more but Patek has a much higher reputation.

On the first meeting at the board room, we announced our brand identity as luxury represented on our flagship model TX7. Although it was the most expensive and luxury model among us and other competitors, we found a success in the market with market share growth from 1% to 2.5% as shown in Figure 1. Most successful business takes time to build a reputation in the market, even more for the luxury market (Luxury brand management, 2008). TX7