Strategic Appraisal of a Louis Vuitton
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Added on 2020-02-03
Strategic Appraisal of a Louis Vuitton
Added on 2020-02-03
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Strategic Appraisal of a Louis Vuitton
TABLE OF CONTENTSIntroduction......................................................................................................................................1Part 1: External Analysis.................................................................................................................11.1 Macro environmental Analysis..............................................................................................11.2 Industry Analysis...................................................................................................................31.3 Opportunity and Threats on the basis of External Analysis..................................................4Part 2: Internal Analysis..................................................................................................................52.1.1 Analysis of Louis Vuitton Resource and competencies.....................................................52.1.2 Distinction between Threshold and Distinctive Resources & Competencies....................72.1.3 Resources & Competencies................................................................................................9Part 3: Corporate and Business Strategy.......................................................................................103.1 LV Corporate Strategy.........................................................................................................103.2 LV Generic Strategy............................................................................................................10Part 4: LV main Issues and Challenges.........................................................................................114.1 Challenges and Issues of LV...............................................................................................11Part 5: Strategic Options for Growth.............................................................................................125.1 What are the strategic growth options for LV.....................................................................125.2 Evaluating strategic options.................................................................................................125.3 Implementation....................................................................................................................13Conclusion and Recommendation.................................................................................................13References......................................................................................................................................15
LIST OF FIGURESFigure 1: Value Chain Model..........................................................................................................6Figure 2: Competency Framework..................................................................................................8Figure 3: Generic strategies of Louis Vuitton...............................................................................11
INTRODUCTIONStrategic appraisal can be defined as quantify and qualify what is known and unknown byregarding strategic environment in which an organisation operates. In the present study,researcher aims at carrying out strategic appraisal of Louis Vuitton Company which consists ofgeneration, evaluation and selection of strategic options for the firm to grow and develop infuture contingency. It is French fashion giant house founded in the year 1854 by Mr LouisVuitton. Labelling the LV monogram on most of its portfolio ranging from luxury trunksleathergoods, shoes, watches, jewellery, accessories, sunglasses and books (Ahuja, 2014).. It is locatedin almost every part of the world with 3708 stores and online presences Louis Vuitton haschanges the trends in fashion industry (Louis Vuitton: Company Analysis, 2014). Furthermore,the mission of the LV is to represent the most refined quality of products and commoditiesaround the globe. There are many corporate value that guides the company to carry out isoperations within retail sector like: be creative and innovate, be best in all that company does,product excellence and act as entrepreneurs (Cebreros, 2012). Considering the LV Bags portfolio, top level management undertakes differentiationstrategy because it helps them to understand customer needs and preferences, providescommitments to customers and brings innovation within the offerings. In order to carry outbusiness activities, company requires association of different stakeholders (Moth, 2015).Similarly, there are several pillars such as employees, customers, suppliers, manufacturers,business partners etc. of Louis Vuitton which indulge great efforts to carry out businessfunctioning and in return company provides them suitable and reliable returns of their interest. PART 1: EXTERNAL ANALYSIS1.1 Macro environmental AnalysisIn general, macro environment can be defined as the external and uncontrollable factorsthat effects the decision making process of the company and the performance of its strategiesemployed. In order to carry out environmental analysis the most suitable and reliable frameworkavailable for the senior authority of Louis Vuitton is Pestle analysis. By the means of this model,manager can evaluate and analyse various external factors that affects the functioning of businessand create hindrance in success of employed tactics.Political: Operating all around the globe, Louis Vuitton has to face different politicalenvironment to function in the market. However, the global luxury commodities market1 | P a g e
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