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Contemporary issues in branding

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  1. Introduction
  2. Brand identity
  3. Global brand strategy
  4. Brand strategy/Brand extension
  5. Conclusion

This paper will first analyze the Giorgio Armani brands in relation to contemporary branding theories and models and secondly consider the future for the Armani brand focusing on the potential areas for development over the next 5-10 years. Since 1979, Armani has designed and developed many sub-brands in clothing including Emporio Armani, Armani Collezioni, Armani Juniors, and Armani Jeans. It also has extended its brand to different product categories including accessories, watches, glasses, cosmetics, fragrances, jewellery, cakes and flowers? Armani has also extended its operations into different services for example the Armani hotel resorts and cafés, which has enabled diversification and expansion into different market segments.

The Italian fashion house has become one of the strongest and most respected luxury brands in the world with a value of around 3 billion Euros. Today, Armani employs 5000 workers in 13 factories located in 5 continents and 500 stores in 46 countries.
The Armani brand stands for superior design and ?haute couture? in luxury products worldwide. Giorgio Armani understands what is needed to create an elegant and desirable product: ?To create something exceptional, your mind-set must be relentlessly focused on the smallest detail?. Giorgio Armani has been one of the most influential stylists of the last years, breaking the boundaries of masculine and feminine by creating neutral style. The Armani brand reflects the unique personality and image of Giorgio Armani himself; he is the only shareholder of the company. Its success has therefore been largely due to the talent, effort and initiative of its creator.

[...] A small change in Armani private will cause a similar change to the following brands. As we saw in part the brand's identity and success is based on Giorgio's personality. The company needs to be very careful and take proper actions before Giorgio Armani retires. To ensure that there is no lack of continuity in terms of appeal to the consumer and therefore market share. To prevent damage in the future, Armani should make sure there is a group of managers who will focus on a plan for the company's future. [...]


[...] Giorgio Armani was one of the first to recognize and exploit the potential of the Chinese market He embraced this market in 2004 when he opened his flagship store in Shanghai but did not stop there and continued by adding 19 other stores by 2007 in Shenyang, Jinan, Chengdu followed by online stores. ACNielsen (2006), argues that the future survival of a brand is longevity, therefore Armani should seek to expand into growing markets especially CIVETS: Colombia, Indonesia, Vietnam, Egypt, Turkey and South Africa. [...]


[...] Accessed in December. Adidas group Giorgio Armani S.p.A. and Reebok International Ltd. announce new global alliance, Milan - January [online] Available at Alessandra Galloni and Christina Passariello Armani's one-man brand: Designer ponders future of empire. The Wall Street Journal [online], Tuesday, April Available at: < http://www.post- gazette.com/pg/06101/681031-28.stm#ixzz1gdJ0Wcx8> Accessed end of November Bang Media Giorgio Armani says genius won't take over label. Sundaily [online], 7th of December. Available http://www.thesundaily.my/news/231137> Accessed beggining of December. Corinne Scemama Le luxe se diversifie. L'express [online] 6th of May 2010. [...]

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