Corporate audit project: Dior

Résumé du document

The duet Arnault - Galliano is supplemented with wonder: of creative dimension which assembles crowd and other the cold effectiveness of the businessman. Their collaboration will lead to a true handing-over in saddle of the mark: this one attracts from now on younger and more international customers, in particular thanks to its policy of communication and diversification. The artistic directors indeed play a major role in the development of the image of a mark of luxury. Thus in addition to Galliano, Dior also granted the talents of Hedi Slimane, before at SAINT LAURENT for the line Homme and Victoire de Castellane (in the past charged with the Chanel jewels) for the collection of recently launched jewellery. However, we will see that creation is not enough any more to guarantee the viability of a mark of luxury and that a true strategy as well marketing as commercial is essential...

Extraits

[...] In term of distribution, Dior aims at exerting a massive control while proceeding to an increased opening of the clean shops (22 in in in 2005) and by limiting the sales in the stores multi-brands. Today only the department stores are entitled to do it. The control of the distribution makes it possible the mark to protect its picture. Indeed, it can thus take care of the respect of the initial positioning of its products in particular by the means of the merchandising. That also constitutes a tool for fight against the counterfeit, true plague for the products of luxury. [...]

[...] It is thus essential for Dior to collaborate with them. LVMH . The strategic decisions of Dior and LVMH present great similarities and a common logic. Indeed, Bernard Arnault being with the head of the group Christian Dior, the policies applied to the two entities are very dependent. If group LVMH practised until 2001 an exacerbated policy of external growth characterized by the repurchase of companies specialized in various fields of the luxury, it is centred from now on on the internal growth of its wallet of marks (25 companies passed under the control of LVMH in 1999 and 2000 against 1 in 2001). [...]

[...] He is also the general president- director of Christian Dior seams. Between 1983 and 1993 it directed Lancel and had sat the mark while associating for the first time of the signal models with bags. It serves Dior since 2002 and knew to be surrounded by great names of the mode to increase the notoriety of its mark like John Galliano and Hedi Slimane for the seam, or Victoire de Castellane for the jewellery. The direction is rather stable, one counts indeed only 2 departures over the 3 last years among the top executives. [...]

[...] There are countries of production, generally based on France and countries for the sales (Japan, USA, European countries). Christian Dior is organized on the basis of functions and geography according to the corporate objectives. For example, the objectives for Asia and especially for Japan have led the creation of many offices for the different business groups in this part of the world. Christian Dior has the control of all the units in totality or by less at 42%. Christian Dior was born the 21 January 1905 in Granville/Normandie as a son of an industrial magnate family. [...]

[...] The sales of champagne were remarkable in the United States, in Europe and in Japan. The vintages of prestige Dom Pérignon, Krug and Ruinart in particular posted beautiful progressions. For the Hennessy cognac, the rise of top-of-the-range qualities was particularly big this year in the United States and in China. The recent acquisition of Glenmorangie and the majority acquisition of a holding in Millennium reinforce the weight of the group in the marks premium and super premium, whose growth potential is very strong. [...]