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Sergio Rossi : challenges in the emerging market

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  1. The brand history: at the beginning.
    1. International development.
    2. Joining the Gucci Group.
    3. Partnership with the Gucci Group: a new step forward.
    4. About Gucci Group.
    5. Brands' acquisition from 1999.
    6. Sergio Rossi and the competition.
    7. Sergio Rossi distribution policy.
    8. Latest and future openings .
    9. Sergio Rossi's new global store concept.
    10. Communication policy.
  2. Global analysis of luxury market in China.
    1. The size of target market.
    2. China's retail market.
    3. Luxury brands chase emerging countries.
    4. Defects of China's luxury market.
    5. Luxury shopping malls in shanghai.
    6. Three on the Bund.
    7. Dragon Attack-Cartier .
    8. Dragon Attack-Armani.
    9. Consumer behavior differences.
  3. Distribution, marketing and communication strategic plan.
  4. Bibliography

The brand history: at the beginning : Sergio Rossi learned the art of shoe making by working beside his father. He established his own brand in the 50's at San Mauro Pascoli. He created shoes for urban and sophisticated customers. Demand increased during the 60's and 70's while Italy's quality shoe market exploded. International development : In the 80's Sergio Rossi's success allowed him to go beyond his own borders. He expanded his distribution network in Europe by opening his DOS in Milan, Florence, Rome, Düsseldorf and Paris. In the 90's he opened independent stores in Osaka and Hong Kong and his first sales outlet in the US in New York. Shoe collections for some of the most visible creators: Gianni Versace, Azzedine Alaïa and Dolce&Gabbana. Perspective to enter into the market of mainland China : Opportunities : Competition between shoemakers in Mainland China is not as intensive as in HK because the market is not highly diversified and saturated, especially for high-end footwear. Even though Ferragamo, Jimmy Choo and other traditional prestigious shoemakers entered this market several years ago, they still haven't constructed a framework of high competitive advantages. For other luxury multi-product brands as LV, Gucci, Prada, they still focus on their core businesses Challenges : Immature and complicated market (sales and logistics, culture and training, location); long-term on return of investment; no brand image; sales staff quality On conclusion, this market is promising but not promised; it takes more time to enter.

[...] Most of the territory covered by On Pedder is not or very little developed, in particular Mainland China Keep relationship with On Pedder Pros Take advantages of the leading position of Imagine X group in HK New consumer exposure/more precise market feedback Cons Multi-brand strategy of Pedder group will make Sergio Rossi difficult to be differentiated in HK market Contradictions among brands in Pedder Group: brand competition, position in the market, promotion and sales methods, wrest customers from each other Ex: Pedder Red If keep, how to improve the relationship with On Pedder Repositioning the brand in HK market Negotiating the licensing contract with On Pedder: Enhancing brand Image should be done by Sergio Rossi itself through PR policies Elaborating rational sales revenues in HK to push Pedder group to find more retailers or wholesalers in HK, not just limiting on Lane Crawford and On Pedder Boutiques Find new partnership Pros Increase the importance of Sergio Rossi in the portfolio of the new sales agent. [...]

[...] DOS, franchise stores, duty-free boutiques, department stores in major markets throughout the world Gucci Group is owned by PPR, a global player in retail and luxury goods. About Gucci Group Figures: World's 3rd largest luxury goods group 2003 Revenues: 2,587 M 2003 Employees: 11,254 throughout the world A specific role for each brand Sergio Rossi and the competition A very competitive market but three main competitors: Jimmy Choo Manolo Blahnik Bottega Veneta Sergio Rossi distribution policy 13 DOS in DOS in 2005 About 500 points of sale worldwide which include specialty and department stores As for I.Guichot, Sergio Rossi has neglected its wholesalers. [...]

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