Introduction In this report we will be critically analysing the marketing concepts used by a particular company; namely, Donna Karan International (DKI). DKI is part of the Moët Hennessy Louis Vuitton SE (LVMH) a French luxury goods company and falls in its fashion & leather goods business group in their reports. The purpose of this report is investigating the reasons behind the rise in sales for DKNY during 2009 to 2013. The report will also recommend preventive measures for DKNY. Recent contributions
also its associated values in terms of class-consciousness, emotional and artistic appeal, a unique design and a cultured and refined taste (p. 1). Let’s have a look at some products of the LVMH group. LVMH is divided in a five separate areas of business: fashion and leather, wines and spirits, watches and jewelry, selective retailing, perfumes and cosmetics.
which differentiates itself in many areas. Zara is part of the group Inditex, which is the world’s first largest clothing retailer. The group improved its position on the market thanks to its incredible business model, based on innovation and differentiation. To its innovative approach towards the business development, the Spanish group succeeded in a very fast international expansion. It is now present in 88 countries, with 6,683 stores and 137,054 employees around the world, including 2000 Zara stores
Few brands have pushed as far and as fast as Burberry, which a decade ago shifted its entire business strategy to digital. Burberry makes full use of technology to ensure a rich experience both online and at the store now it is a master of social media marketing and storytelling, as proven by more than 42 million followers across 20 global platforms and
international markets was a strategy priority for Tata Motors. Their commercial vehicle strategy also included plans to refurbish commercial vehicles, sell annual maintenance contracts, and provide service parts and services to the defense department in India (Gamble, Peteraf, & Thompson, 2015). Tata introduced a separate division with the company that had a significantly different target market. This brand was known as the Jaguar and Land Rover (JLR). Tata Motor’s strategy for JLR was to capitalize