Competitive Advantage at Louis Vuitton and Gucci Case Study

Competitive Advantage at Louis Vuitton and Gucci - Case Study Example This research is the best example of comparison of two brands. Both LVMH and Gucci host a number of luxurious brands which have their own individuality in terms of designing, inbound and outbound logistics, marketing and value to these companies. The most important success factor for these companies has been the valuable brands they serve. These brands have a long established history for delivering products which have been appreciated and accepted as the source of luxury. By luxury we mean products or services which have high economic value and have a limited market of the richest and elites. Both companies have cultivated strong marketing tools to ensure that their brands remain active in the market and are not renounced at any times. Furthermore, their presence and major fashion shows in major cities including New York, Paris, Milan, London, Singapore and Berlin creates a real impact for these companies. The overall impact of rejuvenating brand is increasing demand for prestigious products even at higher prices than market average. The second most important success factor is that these companies have constantly engaged in the process of evolving. From just being single business line entities they have not been hesitant to explore opportunities available in the market. This is mainly due to the inspirations and charisma of the groups’ creative directors who had long term vision for making their brands as household name. The companies have grown as conglomerate of brands with product lines in different market segments however keeping in view the value in terms of the extravagance and luxury for their users. The companies have been able to differentiate from their competitors in many ways. Most importantly is that these companies have kept a unique culture and control over the use of their brands. They have not allowed excessive franchising and licensing of their brand which would dilute their brands as experienced by some of the leading fashion brands su ch as Pierre Cardin which lost its presence in the luxury market because of the overuse of the brand in 1980s for over 800 products (Lynch, 2005). The consideration of the companies' value chains indicate that both companies aim to work with controlled suppliers

Appraise the impact of Post-Latham and Egan report initiatives on Essay

Appraise the impact of Post-Latham and Egan report initiatives on procurement pathways and ways of working within the construction industry - Essay Example 1. The government, including public sector organisations such as local authorities and health authorities, should become a best practice client. Clients should remain at the centre of the procurement process and work together to bring value in their projects and promote excellence in design. 4. Although the construction industry is likely to have an output equivalent to approximately 10 per cent of the GDP, the industry’s in-house research and development capital has fallen by 80 per cent since 1981. Investment in research and development is required. 6. In order to achieve 10 per cent annual reduction in construction costs and 20 per cent reduction of defects, radical changes are needed to the processes through which the project develops. These processes need to be explicit and transparent to the industry and its clients. Initially the government (being the sponsoring side) and the key player within the construction industry responded well to both the reports. The drive for change originated from procurement and contractual areas in the UK construction industry. Later years witnessed considerable changes in UK construction industry, which impacted the way projects were managed and reviewed. The construction process at all levels experienced the benefits of collaboration, and ultimately the way of working in the construction industry changed. The main responsible agencies within the government i.e. The Department of the Environment, Transport and the Regions and The Office of Government Commerce, along with the key players in construction industry attempted to improve the performance of departments and Contractors. The report ‘Mordenising Construction’ by the Controller and Auditor General (2001) mentions that, government and key players within the construction industry took several steps to implement the key principles highlighted in the reports. These include: 3.