LV品牌介绍【英文】.

1、Index CaseQuesbons HowtoUseYourWorkshooResounces DtsdaimerWorkshops CaseAnalysis DebfiJte LeaminqObjectives ConglomerateCompany LuxuryGoodsM忍et Overview AnnualResults20022005LVMHStrategy IntroductiontoLVMHClickonImageSource:www.musicone.deIndexCompetitisRsition:CompetitiveAdvantagePnncidesofStratecn

2、cPhnrunQPrncidesofStrategicManagement GlobalStrategies CorporateStrateayChapterOutlines CompetitiveStrategy:theAnalysisofSttai«siK_&5itiQn-Lecture CorporateStrateav:AddingValueinMulti-Business_FirrnsLecture GlobalStrategiesandIngmationalAdvjoiasB-LectureWorkshopThisworkshopseriesisdesignedt

3、ocomplimentTeachingandLearningStrategiesforundergraduate,postgraduateandexecutivelevelStrategicManagementandrelatedprogrammesandcoursesusingthecasestudiesfeaturedinthe'StrategyAnalysisandPractice"textshownontherightTed&CgxsAnalysts&Practice3STRATEGYStrateayAnalysisandPacti8Theoveral

4、laimistosupportthelearningcontentsofferedinthe_relevantchaptersofthebookwhilstexpandingparticipants'knowledgeandskillsbaserequiredtounderstand,reviewandanalysetheissuesfacedbyLVMH'sintheprogressofinandreviewingthestrategy.JohnMcGee,WarwickBusinessSchoolHowardThomas,WarwickBusinessSchoolDavid

5、Wilson,WarwickBusinessSchoolCaseAnalysisClickonImageSource:DoyleResearchrAcasestudyisaparticularmethodofqualitativeresearch.Ratherthanusinglargesamplesandfollowingarigidprotocoltoexaminealimitednumberofvariables,casestudymethodsinvolveanin-depth,longitudinalexaminationofasingleinstanceorevent:acaseT

6、heyprovideasystematicwayoflookingatevents,collectingdata,analyzingirrfQimatigandreportingtheresultsJAsaresulttheresearchermaygainaIsharpenedunderstandingofwhytheuslancehappenedasitdid,andwhatmightbecomeimportanttolookatmore/extensivelyinfutureresearch.CaseAnalysis©rhallinksThescopeandrelevanceo

7、fcasestudiesTypesofcasestudy Illustrativecasestudies Exploratorycasestudies Criticalinstancecasestudies Programimplementationcasestudies QroarameffectscasestudiesCcimulativecasestudies Businessschoolcasestudies MedicalcasestudiesHistoryofthecasestudyConclusionsNotablecasestudiesReferencesWorkshopDeb

8、ateWorkshopdiscussiontopicshavebeendividedintofourpartsaccordingtotherelevantchaptersofthebook:2.IntroductionCompetitiveP8ition:Advantaqe4.5.CorDorateStrteav:PErentinqAdvz门tageGlobalStrategiesManagingStrategicChangeYoushouldensurethatyouhaveunderstoodthe8ntentsofchapters6,9,丄乙and15priortoattendingan

9、yoftheabovedebatesObjectivesAlsosee:wtoUs©YourWorkshopResourcesearningfromCaseStudies:AShortGuideforStudents1PleaseNote:Atyourinstructor'sdiscretiontheindicativequestionsbelowandelsewhereinthisresourcemaybevariedordeemedunnecessaryforteachingandlearningpurposesforsomecoursesormodules.Alsose

10、eLEaminqUsinqCaseStudiesforfurtherinformation.CaseQuestionsHowtoUseYourWorkshopResourcesNavigationYouwillneedeitherMSPowerPointprogramorPowerPointViewerinstalledonyourcomputer.ThelattermaybedownloadedfreefromMicrosoftwebsitehere.Most,ifnotallpictures/imagesare'clickable；i.e.linkedtoitssourcewhic

11、hprovidesfurtherinformationonthetopicorthecopyrightholder.TheLearningContents(LiteratureReviews)arelinkedtoarelevantpublicdomainontheInternet.IfyourversionofPowerPointdoesnotshowthenavigationbuttonsontheslide,rightclickonthescreenandselectyourdestinationfromthedialogueboxAlternativelyusesmallarrowhe

12、ads,indicating'previous*and'next*respective!y.Y-IViewingIDisclaimer口4LearningObjectives口Itisthenatureofthemedia(Internet)thatsomeofthepagesmaynotalwaysbeavailableduetobrokenordeadlinks,withdrawals,etc.Whilstthepublisherswillbepleasedtotakeanyappropriatecorrectiveaction,forexample,byreplacing

13、orremovingthesourceswhenpossible,theyunabletoassumeanylegalresponsibilityforunavailabilityofanythirdpartymaterialforwhateverreasonbeyondtheirdirectcontrol.Thisinformationisprovidedwiththeunderstandingthattheauthorsandpublishersdonotassumeanylegalresponsibilityforthecompletenessoraccuracyofthecontent

14、soranyopinionsorviewsexpressedonthesepagesorlinkeddestinationsourcesstrategicthinkingskillsappreciationsofthecomplexdecisionmakingprocessinvolvedineconomicstrategiessuchasmigrationandoutsourcinganalyticalandcriticalthinkingskillsbyreviewingthefactorsthatInfluencedcorporatecentre'sdecisionsontheb

15、usinessesintheirportfoliosThemainobjectiveoftheworkshopistoevaluatethestrategicdevelopmentpracticesandimplementationprocessofLVMHParticipantswillhaveanopportunityofdevelopingandenhancingtheirClickonImageSourceBYGPublishingLuxuryGoodsIneconomicsaluxurygoodisagoodforwhichdemandincreasesmorethanproport

16、ionallyasincomerises#contrastwithinferiorgoodandnormalgood.Luxurygoodsaresaidtohavehighincomeelasticityofdemand:aspeoplebecomemorewealthy,theywillbuymoreandmoreoftheluxurygoodThisalsomeans,however;thatshouldtherebeadeclineinincomeitsdemandwilldropItmustbenoted,though,thatincomeelasticityofdemandisno

17、tconstantwithrespecttoincome,andmaychangesignatdifferentlevelsofincome.LuxuryGoodsThatistosay,aluxurygoodmaybecomeanormalaoodorevenanInferiorgoodatdifferentincomelevels,e.g.awealthypersonstopsbuyingincreasingnumbersofluxurycarsforhisautomobilecollectiontostartcollectingairplanes(atsuchanincomelevel,

18、theluxurycarwouldbecomeaninferiorgood) Perception MarketcharacteristicsLuxurybrands LocationsSealso<ExternallinksLReferen£e$LVMHOverviewConglomerateCompanyLuxuryGoodsOverviewAnnualResults20022005ClickonImageSource:ChristianDiorSAStrateavLVMHOverviewVuitto"9>A(Euronext:MC),usuallyshor

19、tenedtoLVMH,isaFrenchholdingcompanyandtheworld'slargestluxurygoodsconglomerate.Itistheparentofaround50subcompaniesthateachmanageasmallnumberofprestigiousbrands.Thechildcompaniesarerun,toalargeextentautonomouslyThegroupwasformedaftermergersbroughttogetherchampagneproducerMoet1etChandonandHennessy,aleadingBmanufacturerofbrandy.ncculrrflI,ClickonImageSource:ITAPIntemational