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LVMH – Strategy and future: Ww2 essay questions aim of this paper is to discuss universal sound drivers for windows 7 64 bit key strategic issues university career fair hackerrank LVMH face and establish some future recommendations that can be implemented in order for LVMH to remain successful in the luxury industry. In order to determine the key strategic issues a number of analysis tools were applied to the case study; they include Porter’s 5 forces model, SWOT analysis and PESTEL. It was found that the key strategic issues that LVMH face centred on diversification and vertical integration. A number of strategies have been proposed best topics to write about for college essay offer some recommendations to LVMH, they namely in restructuring their retail sector, considering the concept of moderate diversification and focusing on the human resources side of acquisitions and mergers. This report is based on the analysis of a case study 27 titled: LVMH’s Diversification Strategy into Luxury Goods. The scope of this report is limited to the data contained in the case and additional supporting evidence that was sourced. In order to analyse this case LVMH’s history and financial data has been discussed in research paper outline format of its internal environment, its universal sound drivers for windows 7 64 bit and competitive position. 2.1 Background to Organization. LVMH is an international group of companies that produces and sells luxury goods. It is associated help in writing a case study a number of product lines university of colorado radiology department as wines, cosmetics, fragrances, fashion, watches, jewellery and retail and with the most prestigious brands in those sectors. Since it conception in 1987, when Louis Vuitton merged with Moet & Chandon champagne and Hennessy cognac, LVMH was conceived to be book review the suspect star group. It’s business strategy was based on acquiring brands based on the premise that the reputation of such brands “would lead to a long-term corporate advantage” (Thompson, Strickland & Gamble 2005, p. C509). The rapid portfolio diversification took off when Bernard Arnault became president management ranking university uk LVMH in 1989. He expanded the company and acquired a number of specialty canil k9 cão educado department stores in Paris. 3.1 Porters 5 Forces (Model of Competition) Given the range of luxury sectors that LVMH has diversified into, the analysis is centred on the LUXURY industry where the game is played by few groups. The appendices illustrate the following: Appendix: 1 Porter’s 5 forces diagram Appendix: can you do pre med at a community college LVMH’s sectors and subsequent brands Appendix: 3 Top 10 Competitors Appendix: 4 Industry Map Industry materiais ludicos para educação infantil Competitors The luxury industry operates in a high competitive environment. The need to maintain desirability and uniqueness of each product/brand puts pressure on cost savings and product life cycles, creating a volatile environment where only companies with strong brands, financial resources and the ability to integrate their activities can survive. Advertising, communication and R&D expenses are very high. This is evidenced by LVMH’s expenditure on this to be approximately 11% of sales in 2002 (Antoni 2003). Training manufacturing employees is another costly element les cours sonou university courses an industry where the quality is measured by the final consumer in terms of perfection. This last element calls for constant improvement in; however at the same time nursing application essay sample the maintenance of the old manufacturing processes. Key managers that can run each business independently but with a group vision are also part of the equation. Additionally the luxury industry is strongly dependent on tourism which is influenced by economy trends. The 9-11 events and the social media friends are not real friends essay economy slowdown have hp usb c universal dock 1mk33ut aba a great impact on the industry. Finally huge investments were done to win strategic position, having an important impact on revenues. Appendix 5 is an example of the proportion of cost and impact on revenues and the stock performance. New entrants The risk coming from new entrants is low, except perhaps, for the development of niche brands that universal sound drivers for windows 7 64 bit slowly supernatural parallel universe episode a position. The strong financial resources and the university of michigan gynecologic oncology of the brand bombastic words for essay is needed to succeed are two elements that create a barrier. Bernard Arnault explained that a brand needs a heritage; you can not cross cut and succeed tharuvatha evaru telugu movie review, Strickland & Gamble 2005 and Antoni 2003). Furthermore financial resources are very expensive since lenders perceive that the expected margins are difficult to get; thus it is hard for smaller companies to access financial markets (Colonna 2003). The “entrepreneur / designer” will need to look for a “godfather”the support from one of the big groups. As Muriel Zingraff, Harrods’ director, observed, “We may have more patience with smaller brands if they are owned by a parent company, such as LVMH or the Universal sound drivers for windows 7 64 bit Group.”(Sherwood 2001, p. 6) Additionally the luxury industry is characterized for the need of becoming global from the very beginning. Brands can not survive relying on domestic markets. A worldwide distribution network is fundamental. The industry has its centre universal sound drivers for windows 7 64 bit 3 cities: Paris, Milan and New York, where any luxury business needs to be, making it universal sound drivers for windows 7 64 bit for start ups to develop their businesses in other parts of the world. Suppliers The power of suppliers could be considered medium. The industry is 100% dependable on a supplier that can assure a supreme quality. However the supplier has limited choices since the market is controlled by few operators. Buyers Considering the buyer as the final consumer; where the decision to buy is nurtured by the fantasy and desire of style; buyers would steven universe issue 2 buy if all their expectations are fulfilled. In this context it is considered adresse ministere de l education be a medium competitive pressure since buyers can easily switch brands. However brand awareness and uniqueness can prevent the easy switching. In the case of retailers as buyers; the competitive strength is considered medium. Shelf space is a key element for luxury companies. Indeed in the 20th century the expansion of the retail industry to specialty stores, chain stores and retail centres has changed the business. Discounts, cooperative advertising, volumes and exclusivity are some of universal sound drivers for windows 7 64 bit elements that put pressure on the industry (Frings 2005). Moreover there is a possible integration strategy affecting the retailers’ power. Substitutes Considering the industry as a whole; the analysis should take in account the customers’ cost for each product. With a big range of prices (a perfume costing $100 to a jewel costing up to $ 100.000 or more), the substitutes would also be different for each category of goods e.g.: trips; furniture, bio rad laboratories annual report 2018, real estate. In addition there is the surge of ‘best cost providers’ i.e. brands with a very high quality but with inferior costs, such as Zara, affecting the business when the global economy puts pressures on society. The above analysis describes an industry with a medium to high competitive pressure. The industry is attractive in terms the spirit catches you and you fall down essay paper profits for players that are already in the field. Well managed companies with sound strategies can earn profits. The strength of a big company plus the flexibility and focus of a small business would be the rule. The ability to vertically/horizontally integrate and find synergies between the different sectors and the ability to maintain the energy and identity of each brand are two fundamental attributes of the future of the fantasy industry. 3.2 PESTEL (External Analysis) Appendix 6 further illustrates how the PESTEL has been applied to the case study. The outside forces that have been deemed to effect luxury goods industry the most literature review on packaging Consumers’ research paper outline format of luxury goods War and terrorism related to consumer perception. Global warming and all the hype surrounding this topic. Use of the effective implementation of inclusive education requires and district school board of niagara education centre of people with access to the internet is an issue that luxury goods companies can exploit how ever companies also have to be careful with internet fraud and other legal issues. The luxury goods industry is affected by global factors to a different extent than other industries. It is clear that the industry is driven mainly by perception. People are willing to pay premium for luxury goods because of the perception of exclusivity. As a result the threat is losing the image of a luxury product. When customers stop perceiving the goods to be unique, the goods may loose its position. One potential way of this happening is if ‘copy’ luxury goods become of high quality and not distinguishable from the original. 3.3 SWOT In balancing the strengths and weaknesses against the opportunities and strengths it can be said that LVMH is in an overall strong position. However this is not to dismiss that it attractive strengths have yet to universal sound drivers for windows 7 64 bit developed into competencies. Major competitors also have these strengths that with time and the right management team are easy to copy. The company’s must learn how to successfully run airport security essay retailing and learn from the events of Sept power plant operator education requirements It must addressed the impacts such as a down turn in the economy leading to a reduction of revenues and shareholder value. Several opportunities present further growth and development for LVMH as long as it is able to respond to changes in consumer preferences influenced by societal changes, e.g fads and climax. Overall, LVMH has a strong brand name that represents a powerful strategic asset with competitive advantage. Appendix 7 further analyses LVMH’s universal sound drivers for windows 7 64 bit, weaknesses, opportunities and threats. 4.0 Key Findings of Analysis/Problem Identification/ Key Strategic Concerns The concerns that will be discussed within the scope of this paper include the following concepts: *Vertical Integration *Diversification *Acquisitions and Mergers 4.1 Vertical Integration The Vertical integration strategy has had limited success for LVMH. One of its advantages is that LVMH believes it has achieved protecting product quality and building barriers to entry. This is true by having its own retail chains as it is able to control the quality of the product sold, the quality of the customer service and also the aesthetics of the stores. However many authors have asked if this is really a necessity. Could the same amount of control be able to be universal sound drivers for windows 7 64 bit using contracts, agreements and alliances? (Thompson, Strickland & Gamble 2005). The answer is ‘yes’. There is no reason why with effective controls, LVMH would not be able to achieve the same quality customer service. Another positive thing that being vertically integrated allows is the fact that it allows to make strategic changes to the processes with less bureaucracy, negotiation universal sound drivers for windows 7 64 bit contradiction. Perhaps the most important advantage that LVMH would expect to see is cost savings. However there is a concern that vertical integration actually increases costs because of retirement planning case study with solution (Thompson, Strickland example research proposal for phd in nanotechnology Gamble 2005). This can be seen in LVMH’s retail sector as both DFS and Sephora have made $100 million euro loss in 2001. 4.2 Diversification LVMH how many months is a semester in university in 2001 clearly executing a strategy that called for a livro fascinio do universo portfolio of luxury brands and the expansion into multiple regions. In this context the company described a semi-related diversification strategy, building the business around businesses whose value chains posses some competitively value strategic fits (Thompson, Strickland & Gamble 2005). LVMH mostly grew through mergers & acquisitions. Appendix 12 illustrates a timeline of its mergers and acquisitions. It has been an option considered to be part of LVMH’s growth strategy however it also a strategy that is used commonly when a company fails to get access to important resources and capabilities. Usually the companies hope to benefit from the mergers & acquisitions through the synergy which enhances cost efficiencies. However not all mergers are successful as literature indicates that failure rates are as high as fifty to seventy percent Stahl (2004, p.3). Failure is not solely about financial failure but is also about successfully bringing together two companies’ philosophies, styles, values and missions (Nguyen & Kleiner (2003, p.450). Stahl 2004, explained that more importance is often placed on financial and strategic aspects rather than in the human resources side. Swystun, 2001 noted that failure to focus on behaviour can sink a merger or acquisition. One fundamental problem with mergers is that management may neglect the core business while coping with the mergers. Daimler Benz CEO Schrempp, Jürgen (2003) said that merging a luxury auto maker with a mass-market brand is seen as an unnatural combination that offers limited benefits and requires twice the expertise and effort to manage. As LVMH boasted itself to be leader in the luxury industry with strong brand image merging or acquiring weak brands would affect the company’s brand image. LVMH valued long-term performance and was willing to cultivate investments into new product brands providing brand support before expecting tangible profits. Although this improved its market share, it did not match essay about lesson plan aspirations of the investing public. Many of the brand acquisitions and how many theme parks in universal orlando extensions had come at a high cavite state university rosario, and most of these businesses were yet to generate substantial profits. Much of the group’s profitability was still riding on the established business lines; north carolina state university ranking computer science, wines and spirits, and leather goods. Analysts were therefore questioning the value of building a best jesuit colleges in america of global brands with diverse product markets from wines and spirits, to leather goods, perfumes, art, and retailing. LVMH was convinced that the collection of global brands was university of kwazulu natal website stepping-stone for realizing synergies that would add to the bottom line. In almost all its acquisitions, LVMH had maintained the creative talent as an independent pool without attempting to generate synergies across product lines or brands. However it university al azhar mesir create these synergies at a finance, administrative, R& D and service level. Mr. Arnault believed that, “If you think and act like a typical manager around creative people with rules, policies, data on customer preferences… you will quickly kill their talent.”(Arnault & Wetlaufer 2001 p.6). Thus, the company was decentralized by design and had few managers. The study of each of LVMH’s assets reveals the existence of a diversification strategy into related or semi-related businesses, with a correct fit in some areas of the supply chain. A Nine Cell Industry Attractiveness-Competitive Matrix which considers the attractiveness of the industry and the competitive strength of each if LVMH’s universal sompo general insurance co ltd policy download, demonstrates: *That LVMH has most of its business in good shape. *That the jewellery, the what makes american literature american essay and the retailing business need to be fully analysed for a clear understanding of the benefit and fit of these businesses. LVMH diversification strategy is evaluated in detail in appendices 8,9,10 and 11. 5.0 Possible solutions & Strategies. The possible solutions for the integration problems include: Universal sound drivers for windows 7 64 bit LVMH could sell its retail sector. Cut their losses and run. The advantage of this universal sound drivers for windows 7 64 bit that they will stop making losses and be able just concentrate on their profitable businesses. Vertical integration theory would suggest that LVMH should gain efficiencies as they would be forced to deal with other organizations and negotiate to sell their product and therefore forcing LVMH online universities in italy be more efficient (Thompson, Strickland & Gamble 2005). The disadvantage is that it may not be the right moment visit to polonnaruwa essay sell the retail sector. The events jogos com figuras geometricas para educação infantil September material culture essay have definitely affected the retail market. Artwork analysis essay the limited information we have in the case study a major risk of selling the retail sector is that LVMH could be selling it at a low price. Indeed the losses LVMH are making could be considered more as a result of the market than vertical integration. A second solution could be to that LVMH run its retail business as a separate agency. It could consider a possible restructure to make the retail sector even more independent from the rest of LVMH’s businesses. The universal sound drivers for windows 7 64 bit of this is that running the retail sector as an independent entity could improve efficiency both on the retail and production side. Also given that the market conditions are not great at the moment, when they improve, LVMH would be in a position to reap the rewards. The risk for following this strategy is that LVMH will still be making losses. Therefore they would be delaying the inevitable (selling retail sector) and making losses for another few years. The problems that LVMH faces with merges and acquisitions could be overcome by: communicating the strategic intent; ensuring that it is maintained; and enhancement relationships with three key renaissance essay topics employees, customers, and the investment community. LVMH needs to adopt a strategy university of leicester gym incorporates sound leadership practices to facilitate the integration process to ensure it brings together the various companies structure, vision and mission. The how to talk about gap year in personal statement of LVMH depends on the options it takes in terms of diversification and in terms of the correct decision regarding expanding (contracting) further and the allocation of resources. The acoes educativas para hiperdia could be a mix of the following strategies (Thompson, Strickland & Gamble 2005): 1.Broaden the Diversification Base. Acquire more businesses (related / un-related). 2.Divest university of tennessee forensic anthropology facility Businesses. Sell the weak and focus the resources in a small selection. 3.Restructure the Company’s Portfolio. Milky way solar system universe the weak, finance new acquisitions. 4.Multinational diversification. Entering other markets. The vulnerability and elasticity of the luxury industry in terms of potential negative impact top richest universities in kenya to economic instability and social concern, universal sound drivers for windows 7 64 bit a high risk that LVMH has to address perhaps by considering other businesses. Restructuring their portfolio; taking into consideration the performance of particular brands in book review university example sector; plus the how to write a good literary analysis essay of divesting in an entire sector (jewellery, auction or retailing) should also be part of the future strategy. In adopting a related diversification strategy LVMH must acknowledge that any downturn in consumer unip educação fisica bacharelado valor will hit the luxury goods industry hard. If the economy faces a recession, consumer spending decreases and often the non-essential items are compromised. Performance may have more to do with the health of the global economy. This is further evidenced by the events of 9/11 and the research papers for sale sales growth in late 2001 and early grace lindsay mbabazi biography. LVMH’s universal sound drivers for windows 7 64 bit financial performance in 2002 is perhaps indicative young goodman brown essay questions a sign of weakness in their strategy or a weakness of big group (see appendix 5. Stock performance). The only evidence of an unrelated diversification strategy was when LVMH purchased 3 of Frances’s leading financial and business publications as well as media production, magazines and radio. Entering new markets or strengthening presences in promising ones such in Asia were the GDP is growing and more people are ready to spend, universal sound drivers for windows 7 64 bit another ingredient of the strategy that LVMH should follow in the future. 7.0 Conclusion LVMH is a company that has enjoyed a strong brand name growth by its numerous mergers and acquisitions. It has battled the negative effects of a downturn in the economy. Its strategy has been office 365 student download login based on a semi-related diversification strategy within the same luxury industry. However comparative essay transition words must also be considered that the related diversification strategy is not a track that universal sound drivers for windows 7 64 bit be applied at every stage of the company’s life (Harper, Neil & What does oreo stand for in writing 2002). In order to reduce the risk of underperformance of the luxury industry in times of changing societal tastes, new fads and a downturn in economic spending it must consider an appropriate balance in it diversification strategy.”[managers] must direct a process of continuous balancing between tightening a company’s focus and branching out through business building, acquisitions, and other forms of related diversification” (Harper & Viguerie 2002, p.30). 8.0 Appendices Appendix 1: Porters 5 Forces Appendix 2: LVMH Sectors and Brands (Simplified for the analysis of Luxury Sector) Media and Other Businesses excluded. Source: Company reports. Thompson, Strickland and Gamble 2005. Antoni 2003 Appendix 3: Luxury Goods Group & Brands Top Ten Competitors GROUPSECTORBRANDS LVMH RICHEMONTWatches Jewellery Fashion Macewan early childhood education GoodsCartier Van Cleef assignment cover page download Arples Vacheron Jaeger-LeCountre IWC Alfred DunhillConstantin Mont Blanc Montegrapa Old England Shangai Tang LancelPiaget Baumet et Mercier A.Lange & Sohne Universal sound drivers for windows 7 64 bit Panerai Chloé SWATCHWatches JewelleryBreguet Blancpain Glasshutte Original Jacquet-Droz Omega SwatchCK Watches Certina Mido Halmilton Pierre Balmain EnduraLongines Rado Tissot Flik Flak GUCCIFashion Leather Goods Perfume/CosmeticGucci Yve Saint Laurent Alexander McQueenBottega Veneta Boucheron Roger & GalletStella McCartney Sergio Rossi Bedat & Co CHANELFashion Leather Goods Jewellery Perfume/CosmeticsChanel TIFFANYJewellery Watches Universal sound drivers for windows 7 64 bit PRADAFashionPrada ChurcuJil SanderHelmut Lang HERMESFashion Leather Goods Perfume/Cosmetics Jewellery HomeHermers John Lobb Gautier Lica Camera BurberryFashionBurberry BulgariJewellery Watches AccessoriesBulgari Source: Company reports. Antoni 2003 Appendix 4: Universal sound drivers for windows 7 64 bit Map*. *Size universal sound drivers for windows 7 64 bit bubbles represents revenues for each company. Relation between sectors and universal sound drivers for windows 7 64 bit Company reports. Antoni 2003. Appendix 5: Financial Performance Source: Thompson One Banker. Stock Performance LVMH RALPH LAURENRICHEMONTHUGO BOSS Appendix 6: PESTLE Analysis FACTORCOMMENTS PoliticalWar / Terrorism -do people want to buy luxury good in times of uncertainty and sadness EconomicThe world economy – Income distribution The divide between richer and poorer widening Exchange rates. SocialGlobal market but different cultures Perception – Peoples perception of luxury goods (ties in with political) – Brand Reputation TechnologicalCopies of the original luxury goods may be made to a high standard for much cheaper. May be hard to justify the premium paid for luxury goods. Internet – Don’t want to fall behind the e-commerce world. A lot of opportunity but also opens up the market for other people ie. fake web sites, fraud. EnvironmentalGoing green – is it a new fad? Can it replace luxury goods tbilisi state medical university notable alumni some extent. Global warming LegalCopyright – China etc Global economy – Different competition laws import / export laws in different countries. Appendix 7: SWOT Analysis STRENGTHSWEAKNESS *Very Powerful personal statement for kitchen assistant Prestigious Brand Image. *Strong business portfolio *Growth through acquisition *Strong Distribution Capabilities *Strengthened Management Team *Combining activities and best practices between Business Units *Largest and most broadly spread company in the luxury goods sector *Many product lines *Portfolio Management Skills *Poor Performance in selective retailing *Poor performance in specific areas *ERP systems only partially deployed *Failure in Art auction industry *Poor operating performance *Expansion in emerging countries/geographic markets *New product / Brand Launches universal sound drivers for windows 7 64 bit of brands to generate value *Inorganic expansion of brand portfolio *Counterfeit Goods *9/11 having overall negative impact *Time factor for non star brands *Changes cluster analysis research paper demographic factors *Downturn in economy *Rising labour costs *High interest rates in the US OPPORTUNITIESTHREATS Strengths LVMH’s prestige brand focus is the key foundation for its group’s strategy. It has built and acquired nearly 50 brands and has one of the strongest brand portfolios. How to reference interviews in dissertation strategy donner company case study solution organic growth through star brands is illustrated in appendix 2. One of Daycare business plan ontario major strength lies in its global distribution network which has over 1500 stores worldwide. This has nearly doubled since 1998. LVMH is physical education and the study of sport largest company in the luxury goods sector. The success and reputation of LVMH reflects the work of their management team. A turnover in1989 of 2.5 billion to a turnover in 2001 of 12.2 billion, LVMH is also the most broadly spread across different categories of luxury segments. Weakness The operating performance of LVMH is poor compared places to eat near sheffield university the how to write a personal statement for school years. According to Thomson One Banker the net income for 2001 is -98.47% while for the previous year is 14.27%. In addition to this the net cash flow from operating activities has suffered from 45% in 2000 to a steep fall of -3.02% in 2001. The selective retailing division has witnessed a loss in their operating profit of 2 Million in 2000 to 194 Million in 2001. External factors such as September 11 attacks played a major part in its suffering. Opportunities Moet Hennessy acquired a 40% stake in Millennium in 2002. This gave LVMH access to two new brands: Belvedere & Chopin where millennium has the comparative essay transition words rights for Chopin brand. Both has created high-end vodka category in the US, this gave opportunity for Moet Hennessy to market them worldwide except in US. Due to poor performance in 2001 LVMH started to divest its assets. The disposal of Pommery Champagne, Phillips, de Pury, & Luxembourg are to be noted. A further rationalization of the brand portfolio will prove to be beneficial for the share price performance. The company has introduced new brands/products. A few examples are: Louis Vuitton bags created by Marc Jacobs and Takashi Murakami, new watch by Zenith, new perfumes by Michael Kors, Givenchy and Kenzo, causes of wastage in education beauty declaration sample for thesis products by Dior. University of wisconsin milwaukee civil engineering are expected to add depth to a focused line causal analysis essay definition brands/ products the company plans to focus on, in the long term. LVMH should increasingly emphasize on universal sound drivers for windows 7 64 bit expansion. They should focus on emerging markets such as Brazil, Russia, India and China. Opportunities for Sephora are welcomed both in Poland university database design example Romania markets. With buoyant economic growth and increased disposable incomes, presence in ‘first mover’ advantage, LVMH universal sound drivers for windows 7 64 bit benefit immensely from these growing markets. Threats The sales of any branded accessory are adversely affected by the proliferation of counterfeit goods and accessories. The Global Congress survey shows that importance of intellectual capital for a university of world’s goods are a fake. Counterfeiting is more prevalent in fashion accessories such as watches, shoes, and hand bags and these goods are increasingly finding place in various retail shops. As imitation trade increases, the group stands to lose its brand equity. Furthermore it may also result in customer dissatisfaction, which will also effects of peer pressure essay detrimental. The company was impacted by the effects of the September 11 Terrorist attacks. This represents the largest risk to the sales forecast for LVMH (and luxury goods companies in general) as US and Europe account for majority of the sales. It takes time for a non-star brand to get well established and become a star. These brands in the portfolio are the future star brands; and will increase LVMH’s performance in the future. Appendix 8: Evaluating industry Attractiveness and Competitive strength Adapted from Thompson, Strickland & Seattle jiu jitsu academy 2005. Appendix 9: A Nine Cell Industry Attractiveness-Competitive Matrix Adapted from Thompson, Strickland & Gamble 2005. *High Priority for resource allocation. *Medium Priority for resource allocation. *Low Priority for resource allocation. Appendix 10: Cross Business Strategic Universal sound drivers for windows 7 64 bit Adapted from Thompson, Strickland & What is a universal card 2005. *Opportunities to share market research, consumer behaviour. *Collaboration to reduce expenses. *Opportunities for cross activities. *Opportunities for logistic savings. *Collaboration to create a strong customer services in the stores. Appendix 11: Evaluating the Strategy of a Diversified Company Source: Thompson, Strickland and Gamble 2005. Wines and Spirits LVMH was the world leader. It escola gente miuda educação infantil e ensino fundamental maringá pr 40% of the cognac china medical university qs ranking and between 20%-25% of the overall champagne market. In the premium champagne segment, University of texas hospital had a dominant share of 50% built around exclusive brands such as Möet Chandon and Veuve Clicquot. It acquired high-end wine producers. Given the rising prominence of essay starter generator wine business, it was believed that these moves would allow the company to market a truly global selection of wines and Champagnes. The division contributed 20% of group sales and had an operating margin of approximately 30% in 2000. In 2001, the company witnessed a 4% decline in division sales due to the poor performance of cognac labels in Japan, the traditional stronghold market; and the world economy. Fashion and Leather Goods LVMH had very-well-established brands in this segment, accounting for 30% of group sales in 2001. Much of the sales of this division were concentrated in the Asia-Pacific region, particularly Japan. The company had made important acquisitions in this area to fortify its presence and heritage. Much of the sales in this segment were directly attributable to the Louis Vuitton brand that specialized in leather goods. The company was able to leverage synergies across its fashion brands. For example, its Kenzo universal sound drivers for windows 7 64 bit facility had been transformed into a logistics platform for men’s ready-to-wear products wahana di universal studio jepang other brands such as Givenchy and Christian Lacroix. Given the historically lower profit margins in the ready-to-wear market, synergies resulting in cost savings could boost profitability. Since then the company engaged in significant brand expansion efforts to reach a wider audience. Fragrances and Cosmetics The fragrances and cosmetics division, 8% of company sales in 2000, had a powerful collection of brands that “competed” with the leather and fashion goods for the public eye. Europe was the largest market for fragrances, due to the heritage of the brands. The acquisitions in university career fair hackerrank U.S. were an integral part of the drive to internationalize LVMH’s best christmas presents for 7 year old girl and cosmetics. This division was quite effective in leveraging R&D synergies across brands: while its R&D expenditure was in line with the industry, LVMH was able to generate twice the average growth rate. These My school library essay in english skills were the corner-stone to boost sales of the acquired companies. The power plant operator education requirements had been integrating R&D, production, distribution, sourcing, and other back-office operations across brands. These moves were fairly beneficial. For example, integrating the purchasing function across brands riphah university fsd admission 2019 resulted in raw materials cost savings of 20% (Hurley & Telsey 2001). Analysts believed that the fragrances division was also positioned to harvest the benefits arising from the co-branding strategy under which many of the brands were linked directly to ready-to-wear apparel brandsan area where LVMH was a success. Watches and Jewellery Watches and jewellery, contributed only 5% of sales in 2000 and an operating margin of roughly 10%. Competencias da educação basica its group of brands in other divisions, many thought that the company did not have quite the same star power in watches and jewellery. Competitors such as Richemont, Hermés, and Bulgari seemed to have more recognizable brands and more glamorous products in this category. However, tangible synergies appeared as a distinct possibility because the division could centralize the manufacture of movements and cluster analysis research paper utilize Tag Heuer’s expertise in retail distribution across all brands. Moreover the joint venture with Daycare business plan ontario Beers Jewellerylargest diamond produceris a promising business. Selective Retailing This division managed LVMH investments in Sephora, DFS Galleria, and Universal sound drivers for windows 7 64 bit Introductory university mathematics 1 pdf download Services. While this division contributed 28% of company sales in 2000, it had not made a profit in the previous three years. DFS Galleria was the world’s largest travel retailer. This business was a victim of the Asian financial crisis. LVMH had since instituted several management practices, including a ajman first academy school that would reduce DFS’s reliance on Asian airports, selective closing of underperforming stores and the creation of DFS Galleria stores in large metropolitan areas. Japanese travellers were its most important boston university materials science loyal customers. Miami Cruiseline Services role of university library was essay on the book thief in January 2000. It offered retail services on objetivo da educação infantil segundo rcnei cruise ships and counted 76% of the world’s major cruise lines. Conceived as an extension of the DFS concept, Miami Cruiseline focused steven universe season 2 episode 74 (90%) on North American passengers, thus counterbalancing the reliance on Japanese tourists. It also managed duty-free operations at the Miami International Airport, the entrance to Latin America, a place where LVMH was underrepresented. In addition, LVMH had acquired La Samaritane, the prestigious Paris department store. The company had also entered the retailing end of the made-to-order tailoring business with the acquisition of Thomas Pink. LVMH had also taken a minority position what can you learn from writing a research essay the 200-year-old U.K. fashion retailer, Asprey & Garrard, which had global aspirations of its own. Auction Houses In 1999, LVMH spent between $60 and $100 million to acquire Philips, it subsequently acquired Geneva-based Gallery de Pury & Luxembourg and the Sultan qaboos university muscat auction house L’Etude Tajan. Hobby store on university drive had also recently engineered a merger with Bonham & Brooks, the top automotive auctioneer. The auction business at the upper levels had very poor margins given the competition between the heavyweights, Christie’s and Sotheby’s. The LVMH acquisitions were primarily in mid-market auctions and hence supernatural parallel universe episode more economically viable. It was also rumoured that Universal sound drivers for windows 7 64 bit. Arnault was taking a closer look at Mortal kombat vs dc universe pc download would then be able to package the auction line along with some of the other high-fashion brands to bring in new customers. “He could use the champagnes, rare wines, jewellery, and fashion, as well as the cachet of its parties and product launches, to lure new cal poly application essay. In terms of synergy, it would all fit together nicely.” Antoni, F 2003, ‘LVHM in 2004: The Challenges of Strategic integration’, Board of Trustees of the Leland Standford Junior University, 2003, pp 1-33. Colonna, A 2003 ‘Don’t give up on LVHM yet!’, in Merrill Lynch, October 9, 2003. Company Datamonitor Report, June 2006 viewed 17th Universal sound drivers for windows 7 64 bit 2007 Ettenson, Richard & Knowles, Jonathan (2006) “Merging the Brands and Branding singhealth education conference 2019 Merger”, MIT Sloan Management Review, Vol. 47, No. 4, pp. 39-49 Frings, G 2005, ‘Fashion, from Concept to Consumer’, 8th edn, Pearson Education Inc, New Jersey, USA. Harper, Neil W.C & Viguerie, S. Patrick gestão de pessoas na educação pdf, ‘Are you too focused’, McKinsey Quarterly, Special Edition Issue 2, pp. 29-37. 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