In this paper, we will focus on logistics and strategies of luxury companies. We will also analyze their future prospects. Initially, key concepts and existing models in terms of logistics are defined in the first paragraph. Therefore, one sees three different types of strategies, the offensive, pragmatic and traditional models, and we will have the opportunity to develop these concepts.
After having highlighted the significant differences between these models, we will be interested in the problems faced by luxury houses. This applies to different aspects ranging from internationalization of activities to adaptability, the time taken to market them, through the optimization of the assortment in stores. In short, all problems faced by luxury companies are highlighted. The development of this thesis will help us understand how this memory was organized and conducted, particularly through the methodology used to carry out this work.
Indeed, the theoretical framework and research question will be allowed to pose hypotheses, the latter being the key to give concrete answers to the problems of memory. The second part of the development is devoted to comments that were made from different searches, so that they allow us to see how they tend to develop logistics strategies of luxury brands. To conclude this section, we will examine the future trend of logistics strategies in relation to the challenges and constraints facing this sector.
We will see one of the key features concerning the evolution of existing models that will probably be the emergence of new models in logistics. Indeed, each company will, increasingly, optimize the control of its Supply Chain and at the same time increase the transversal nature of the value chain to maintain a competitive position in future markets.
We will see an overhaul and a total reorganization of what already exists and what will be required if companies want the luxury industry to enter a new era. The last part of this thesis is devoted to consideration of the LVMH group, and specifically analyzes the company Louis Vuitton. It shows how this group has organized since its inception until today, and we also see how a company like Louis Vuitton organizes its logistics.
The luxury industry learns to live sparingly because of expensive, here become economical, but it must be said that the crisis has not spared. Indeed, jostled by the changes taking place in their market, such as concentration, or pressure on costs, the luxury goods industry are starting to develop a logistics offensive.
That's why companies try to operate luxury various levers to increase their sales. They increase spending on marketing, covet new markets and new customers and to achieve their expansion, even homes bought other brands and continue to seek alliances.
Therefore, we understand that logistics has become one of the key features in luxury homes, and that, because of their stage of development and strategic issues they face every day.
It is therefore important to ask what the logistics strategies of luxury homes are today, and especially what are their prospects?
In this brief, we will attempt to provide precise answers to this question by focusing initially on specific logistics in the luxury sector. After a brief definition of key concepts, we will highlight the existing logistics models in the luxury sector, namely the models offensive, pragmatic and conservative.
Tags: luxury sector; Louis Vuitton; strategies used by luxury companies
[...] However, this finding is not checked in the luxury industry, to the extent that the "Made in France" will be an additional guarantee of quality. It is obvious that some houses have production centers in foreign countries, but the phenomenon is still very marginal. These relocations will not be made specifically for the purpose of reducing costs, but in optical proximity to the market where the products will be sold. Indeed, luxury homes will not seek cheap labor, or more generally to reduce costs, because they are very attached to the brand quality products, which are always made of traditional way, following manufacturing techniques handed down from generation to generation. [...]
[...] To complete the theoretical part, we study guide to the field, by focusing mainly on the example of the company Louis Vuitton. Although the logistics strategies of luxury companies hardly differ from those of other sectors, there are still significant differences mainly due to the fact that in the luxury industry, each will generate a very large margin and feed each Once the brand of the company. After analyzing, comparing and show the limits of the logistic models, we will try to understand the logistics orientations luxury homes face the problems of the sector, which will enable us to understand, ultimately, why the supply chain can be a factor improving business performance, or otherwise become a factor declination strategy Assumptions. [...]
[...] In 2000-2001, Bernard Arnault begins to bring a new sense of focus on the business of luxury and organic growth target by the intensive exploitation of the potential of each brand. Streamlining its portfolio and is first passed through the disengagement and non-strategic assets were sold (eg study Phillips, Pommery Champagnes, Urban Decay cosmetics, watches Ebel . This shift is then operated by strengthening the brand and each company has retained in this context an independent management to remain as differentiated as possible. [...]
[...] Regarding the second and third parts of this paper, it was necessary to concentrate benefits on the ground, and in particular the company Louis Vuitton. Why this company, simply because it is one of the jewels in the French luxury and having a few contacts in the business, information gathering has been more or less easy. The method of data collection has been carried out through interviews and interviews with some officials of Louis Vuitton, including the supply chain manager of the company, which operates in the logistics center in Saint- Ouen-l 'Alms. [...]
[...] and Dornier PP, January 2006. - Les Echos, luxury tightens belt, V. Tibounier, October 2005. - Les Echos, the Champs Elysées grow luxury, D. Chapuis, May 2006. - Strategies Logistics, Supply Chain Management in the luxury industry, Cantet G., January 2006. • Websites - Www.logistique.com, logistics, what is T. German, June 2005. - www.industrie.gouv.fr , Panorama of the French luxury industry. [...]
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