By Jonas Hoffmann, Laurent Lecamp
Lately, luxurious manufacturers have deviated from the rules of workmanship, rarity, area of expertise and historical past. Conglomerates equivalent to LVMH and Richemont have grown at an unheard of velocity and exhibit no signal of slowing. This publication explains the significance of innovation and argues why self sufficient manufacturers are very important to the survival of the undefined.
Read or Download Independent Luxury: The Four Innovation Strategies to Endure in the Consolidation Jungle PDF
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Extra info for Independent Luxury: The Four Innovation Strategies to Endure in the Consolidation Jungle
Cheval Blanc is indeed a case to be followed, given the backing of LVMH and the fact that hospitality is a completely different business from that of product-based business models. 58 Yo ar ung ex e m er fo per ore clie th r ex ime eag nts an pe nt e ba rie , to r to dg nce se es s r ar of at ch sta her tu s A driver for this shift is the relatively young age of clients in China, Brazil, India and other emerging markets, around 40 years old on average, compared with over 50 for clients of traditional luxury markets.
Remo Ruffini, the president and artistic director of the Moncler group, in an interview for Luxury Society,19 expressed a view shared by owners of independent luxury companies: “But in private equity, numbers are numbers. They only think about numbers, they don’t always think about what is best for the company, because they go into companies to exit and to invest in another company. Obviously they have to work like that […] For me it is different, I am the company, Moncler is my company and I am always thinking in terms of ten years, twenty years, thirty years.
4. Scenario frameworks: build two to four scenarios using inductive or deductive approaches. 5. Scenario stories: develop scenario stories to provide a vivid and challenging view of the future. 6. Stakeholder implications: analyze the consequences of the scenarios in terms of opportunities and challenges for the company’s strategy and for its main stakeholders. 7. Strategic options: identify actions that could be taken to benefit from the opportunities and/or overcome the challenges. 8. Indicators and signposts: identify a set of indicators to observe which scenario is unfolding and define monitoring activities.