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Analysis of Christian Dior SA

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  1. Introduction
    1. Strategic analysis of the company Chupa Chups, in general
    2. Segmentation strategy of Chupa Chups
    3. The BCG Matrix
    4. Porter's Model
    5. Analysis of Mc KINSEY
  2. The analysis of Chupa Chups, by Strategic Business Area
    1. SWOT analysis of the SBU "Traditional"
    2. SWOT analysis of the SBU "Diet"
    3. SWOT analysis of the SBU "Fanciful"
  3. Conclusion of part 1
  4. The marketing plan
    1. Analysis and diagnosis of Chupa Chups and its environment
    2. Analysis of companies on the market Chupa Chups
    3. Analysis of variables Mix
    4. Strategies and objectives
    5. Means
  5. Action Plan
    1. .The action program
    2. Our latest recommendations and budget to devote
  6. Conclusion

In recent years, the luxury market has been experiencing a real boom. This boom is the consequence of the recent democratization of luxury brands. The democratization of luxury brands has made it possible to develop accessories that have become more accessible.

This phenomenon has resulted in the expansion of businesses and has increased the customer base. With a turnover of 12.46 billion euros, Christian Dior SA happens to be one of the largest luxury groups in Europe. This group is involved in different spheres of activity such as clothing, wine & spirits, leather goods, perfumes, cosmetics, etc.

Inspired by LVMH, the Dior Group has developed many prestigious brands like Dior and Vuitton, by combining creativity and originality. As part of this study, our focus will be on finding the answer to the question: What strategy has the Dior group come up with in order to find new sources of growth and development?

Product diversification:
? Creating new lines of accessories at lower prices, relative democratization of the product and brand image
? Development of a men's collection in 2001
? Development of sectors such as luggage

Diversification of clientele:
? The new ranges have lower prices, allowing the group to reach a new and younger population with purchasing power below that of traditional customers. This implies an increase in the total number of customers, but with less frequent purchases.
? Reach younger customers (18-35 years)

Tags: Product diversification of Christian Dior, Christian Dior expansion strategy, Democratization of luxury brands

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