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LOUIS VUITTON: A CASE STUDY STRATEGY FOR A POSSIBLE BRAND EXTENSION Fashion Branding Summative Assessment MA Fashion Design Management

The international fashion consumer increasingly seeks the tangible and intangible benefits of a wide variety of local and international fashion brands. Fashion brands and their associated marketing communications have now reached revered status throughout the global economy. The design, development, marketing and retailing (DDMR) of fashion brands have now become an increasingly important and integrated part of many fashion businesses. A case study based on analysing Louis Vuitton will investigate and examine all aspects of international fashion brand marketing, sustainable branding and look at its significant modern growth from both a European and global perspective. This case study analysis provide an opportunity to conduct an in-depth investigation of the branding and positioning strategies used by Louis Vuitton and allow to make recommendations for a possible brand extension or collaboration.

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Positioning: A Case Study

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• John Skupny  

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This chapter is a case study about positioning, but it uses the example of creating a new brand that must be positioned in the market and ultimately in the consumer’s mind. It discusses the use of a strategic audit to organize the elements of a successful brand. The audit includes identifying clearly the mission, objectives, and strategies to be followed. The strategies relate to deciding on product characteristics, sourcing grapes, finding custom production facilities, and determining packaging, distribution, pricing, and promotion tactics. Because this chapter focuses on marketing issues, it does not include other issues of concern, such as financing and internal organization. While considerable attention is devoted to product image, the key lesson is that image must be based on substance. As the experience of this winery indicates, improving a wine’s reality will do wonders for its image.

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Department of Agricultural and Resource Economics, University of California, Berkeley, Berkeley, California, USA

Kirby Moulton PhD ( Economist, Emeritus ) ( Economist, Emeritus )

Department of Science, Agriculture and Natural Resources, University Extension University of California, Davis, Davis, California, USA

James Lapsley PhD ( Chair ) ( Chair )

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Skupny, J. (2001). Positioning: A Case Study. In: Moulton, K., Lapsley, J. (eds) Successful Wine Marketing. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-29965-5_22

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A Better Way to Map Brand Strategy

• Niraj Dawar
• Charan K. Bagga

Companies have long used perceptual mapping to understand how consumers feel about their brands relative to competitors’, to find gaps in the marketplace, and to develop brand positions. But the business value of these maps is limited because they fail to link a brand’s market position to business performance metrics such as pricing and sales. Other marketing tools measure brands on yardsticks such as market share, growth rate, and profitability but fail to take consumer perceptions into consideration.

In this article, Ivey Business School’s Niraj Dawar and Charan K. Bagga present a new type of map that links a brand’s position to competitors according to its perceived “centrality” (how representative it is of the company) and “distinctiveness” (how much it stands out from other brands) with its business performance along a given metric.

Using the tool, marketers can determine a brand’s current and desired position, predict its marketplace performance, and devise and track marketing strategy and execution.

In-depth examples of the car and beer markets demonstrate the value of this tool to managers of brands in any category.

HBR Reprint R1506G

Figure out where you are on the distinctiveness-centrality spectrum.

Idea in Brief

The problem.

Companies have long used perceptual maps to understand how consumers feel about their brands relative to competitors’ and to develop brand positions. But their business value is limited because they fail to link a brand’s position to market performance metrics. Other marketing tools measure brands on yardsticks such as market share, growth rate, and profitability but fail to take consumer perceptions into consideration.

The Solution

The C-D map links perception and performance in a new way. It shows brands’ relative position in the marketplace according to perceived “centrality” (how representative a brand is of its category) and “distinctiveness” (how well it stands out from other brands). It also captures financial performance along a given metric, such as sales volume or price.

The Implications

Using the tool, marketers can determine a brand’s current and desired position, predict its marketplace performance, and devise and track marketing strategy and execution.

In-depth examples of the car and beer markets demonstrate the value of this tool for managers of brands in any category.

Marketers have always had to juggle two seemingly contradictory goals: making their brands distinctive and making them central in their category. Central brands, such as Coca-Cola in soft drinks and McDonald’s in fast food, are those that are most representative of their type. They’re the first ones to come to mind, and they serve as reference points for comparison. These brands shape category dynamics, including consumer preferences, pricing, and the pace and direction of innovation. Distinctive brands, such as Tesla in cars and Dos Equis in beer, stand out from the crowd and avoid direct competition with widely popular central brands.

• ND Niraj Dawar is a professor of marketing at the Ivey Business School, Canada. He is the author of TILT: Shifting your Strategy from Products to Customers (Harvard Business Review Press, 2013).
• Charan K. Bagga is a visiting assistant professor at Tulane University’s Freeman School of Business.  

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