Louis Vuitton Case Study

During the mid-1990s, Carrefour Group initially established a representative office in Moscow as its early enter strategy, however, as the result of financial storm in 1998, Carrefour had to exist Russia market. Till June 2006, Carrefour slowly started to plan to enter the retail market in Russia again. During the years 2006 and 2007, due to Carrefour decided to spend plenty of time on studying the Russia retail market, they had to postpone the time of entering the Russia market. After that, in 2008, because of the financial crisis, Carrefour had to delay its entry project again. A group executive director of Carrefour named Thierry Garnier said that their strategies were waiting for the best opportunity to enter Russia market, and they are rather coming late, because it would be more efficient to purchase a chain that already established distribution and logistics network (Andrew E, 2009). However, things went contrary to their wishes. By the time Carrefour prepared for taking action to enter the Russia market, other competitors had already built the significant presence in the Russia market early. For example, Auchan had opened 34 hypermarkets and presented in the eight Russian cities. Even during the Financial times, Auchan didn’t delay its opening program. Metro also had established 74 stores throughout the Russia market. At the same time, some local retail players also had achieved better performance and profit growth behavior in the local market. Consequently,

LV was conceived in 1854 with the opening of the shop in Paris. Since then, the company has seen huge amounts of growth and has attracted world markets, also enjoying the celebrity appeal including its amazingly successful campaign with Audrey Hepburn (Travel and Leisure). Incredibly, LV has been most popular in Japan. It entered the Japanese market in 1978 with its own stores in Tokyo and Osaka. Its revenues increased 50-fold in the following 10 years. (Official blog)

Louis Vuitton “was established in France in 1854 by Louis Vuitton and became known as one of the oldest French luxury fashion houses” in the industry (Pearce & Robinson, 2013, p. 14-2). The firm’s products range from high quality “leather goods, handbags, trunks, shoes, watches, jewelry, and accessories”; manufactured by highly skilled and expensive laborers in France (Forbes.com, 2016). In addition, Louis Vuitton market their products “in 50 countries with more than 460 shops and generates more than €7-billion ($9.5-billion U.S.) in annual sales” (Wendlandt, 2013).

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

EEOC vs Abercrombie and Fitch, a case where a practicing Muslim Samantha Elauf, sued the clothing store from discrimination. Although she passed her interview with the store, she was not hired due to head wear that she was wearing. Elauf wears as a part of her observation of her religious practice. Abercrombie policy prohibits head wear and the maintain more of a West Coast California image. Elauf’s claim was disparate treatment from Abercrombie. She was granted $20,000 in the District Court but the 10th Circuit Court reversed that decision. The Supreme Court the appealed and ruled in an 8-1 favor of EEOC. The majority stated that Abercrombie violated Title VII of the Civil Rights Act, whether they had knowledge or not of her religion, they were still held liable. They concluded that an applicant need not to prove the reason for accommodation based on religious reasons. Justice believed that Abercrombie was aware of Elauf’s religion and illustrated discrimination by failure to accommodate her.

1. Considering the five forces of competition and how they direct the profit potential for a given industry, discuss how the forces help explain Lululemon’s performance.

The Supreme Court case I chose was Equality Employment Opportunity Commission V. Abercrombie and Fitch. Equal opportunity is defined as the policy of treating employees without discrimination, especially on the basis of their sex, race, and age. In 2008, 17-year-old Muslim girl named Samantha Elauf applied for position at Abercrombie Kids in Tulsa, Oklahoma. Elauf wore a headscarf to her interview and was denied the position.

Earning Call Talking Points of Lululemon Both GAAP and adjusted non-GAAP financial measures are included in the commentary. -The impact of ivivva restructuring and related tax makes effects. -The impact of ivivva was excluded in the adjusted financial measures. -More details are offered by the financial tables at the last section. Total net revenue rose 12.9% to $582.2 million.

The Plaintiff, Louis Vuitton Malletier ,is a French fashion house founded in 1854 by Louis Vuitton. The famous label is well known for its LV monogram, which is featured on most of its products. Louis Vuitton is considered as one of the world’s most valuable and prestigious brands. The LV monogram was created in 1896 by Louis’ son Georges Vuitton who invented the symbol and the letters represent his father’s initials. The logo is a Japanese-inspired flower motif which initially was created as a way to prevent counterfeiting. This

American Apparel, is an American multi-national clothing manufacturer, distributor and retailer since 1988based in Los Angeles, California. Dov Charney, a Canadian business man was a founder and former CEO of the company. He was involved in nearly every part of the business process from design and manufacturing to marketing. The Ernst & Young named Charney Entrepreneur of the Year in 2004. He was also termed "Man of the Year" by various fashion

Louis Vuitton Moet Hennessy, a luxury goods provider is looking to expand their brand dominance in Asia. In order to expand successfully LVMH must evaluate challenges that may arise and get in the way of their successful expansion. In the Asian market, LVMH must deal with political and cultural uncertainties, the threat of counterfeit products, and the increased cost of products in Asia compared to France.

Lululemon is a Canadian athletic apparel retailer which was founded by Chip Wilson in 1998 and it started as a design studio in Vancouver, British Colombia, their current headquarters are still in the same province and city. Lululemon from the beginning is running its head office from the same city in British Colombia in my perception they should keep it the way it is as they will have to incur more expenses to set up a new headquarter, but talking about the manufacturing and supply they have neither their own manufacturing or supply chain.

Louis Vuitton Malletier, most commonly referred to as Louis Vuitton, was established in 1854 by Louis Vuitton, who pursued his impetuous passion for the fashion industry by constructing his own luxury fashion retail company. Louis Vuitton, who was only 10 when his mother passed away, decided to leave his home at the age of 13, alone and on foot, bound for Paris. He traveled for more than two years, taking odd jobs to feed himself along the way and staying wherever he could find shelter, as he walked the 292-mile trek from his native Anchay to Paris. He arrived in 1837, at the age of 16. After arriving, Louis noticed the wide spread poverty, but what really peaked his interest was how Paris was being transformed by the industrial revolution. Vuitton met a successful box-maker and packer named Monsieur Marechal, who took Louis on as an apprentice to his craft. In 19th-century Europe, box-making and packing was a highly respectable and urbane craft. A box-maker and packer custom made all boxes to fit the goods they stored and they personally loaded and unloaded the boxes. It took Vuitton only a few years to stake out a reputation amongst Paris’s fashionable class as one of the city’s premier practitioners of his new craft.

On the other hand, the large market potential has drawn a host of luxury-goods companies to enter the China market, which makes the competition fiercer and fiercer. And it is troublesome for LV that there are plenty of fake goods imitating LV’s style prevailing in China, which are actually not likely to reduce LV’s high-end consumers, but would exert negative influences on consumers’ impression and awareness of LV.

This work is an introduction to the fashion industry of Pakistan which has made quite a lot of progress in just a few years. Ten to fifteen years from now, this industry was still unknown to actually exist to the masses. Later with the formation of fashion councils and education centers under the enthusiastic few who wanted to make a difference and promulgate this very institution of fashion, did the very fashion industry took its concrete contour from the old tailor culture that formerly existed. Today it is one of the most progressing industries in the country.