Sergio Rossi : challenges in the emerging market

Étude de cas Marketing & marques Marketing sportif

Date de publication :

28/09/2006

Langue :

Anglais

Format :

.ppt

Nombre de pages :

51 diapos

Niveau :

expert

Consulté :

4 fois

Avis client :

non évalué

Validé par :

le comité Oboulo.com

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Sommaire :

Sommaire

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.
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.
Distribution, marketing and communication strategic plan.

Résumé :

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.