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Giorgio Armani
S.P.A. is an international Italian fashion accommodation that designs, manufactures, distributes, and retails haute couture, ready-to-wear, city artifact, shoes, watches, adornment, accessories, eyewear, toiletries, and residence interiors. The name markets these products under various, highly-specialized sub-labels including Giorgio Armani, Armani Collezioni, Emporio Armani, Armani Jeans, AX | Armani Exchange, Armani Junior
, and Armani/Casa. The Armani canvas has transmute synonymous with high-fashion and couture worldwide .Lacoste snappy
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| Lacoste was dubbed “the Alligator” by the American press after rumors surfaced regarding a wager with the captain of the French Davis Cup Team involving a suitcase made of alligator skin. According to Lacoste, the nickname stuck because it “conveyed the tenacity I displayed on the tennis courts, never letting go of my prey!" He had a friend draw a crocodile, which was promptly embroidered onto the blazers he wore while on court. The crocodile emblem eventually became the rave of elite tennis fans everywhere. In 1933, Lacoste launched his brand, La Societe Chemise Lacoste, with partner André Gillier, president of one of the largest French knitwear manufacturing companies of the time. |
Gucci 193604 Small Joy Red Boston Bag
$325.00 $55.89
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- Model: Gucci 193604
- 29 Units in Stock
Blue/red/blue signature web;
Red leather trim;
Detachable heart charm and light gold hardware;
Zip-top closure with D ring detail and Inside pocket;
Size: W32 x H22 x D17cm;
Gucci 193604 Small Joy Red Boston Bag has double handles,White GG plus with hearts.
As its elegant design, this Gucci Handbags is noble, not out-fashion. It is suitable to all people in all ages. You will be the Hollywood star if you carried with this bag though wearing jeans and white T-shirt without any logo.
Adidas contender
When adidas entered the marketplace some 50 years ago, its focus was to produce shoes crafted specifically for soccer and running. Establishing the brand as the choice for professional athletes eventually parlayed into preference in the mainstream. In the 80's, Run DMC furthered adidas’s street cred with the rap “My adidas,” paying homage to their favorite shell-toe. But by the early 90's, Nike
and Reebok were out-marketing adidas – even in Germany, its own turf. Kids weren’t interested in the sneakers their parents wore, and adidas found itself forgotten in the back of the closet, heading for the Goodwill
The new millennium has since brought about an adidas renaissance; the brand has steadily regained market share over the past five years to become the world's number two athletic shoe company (behind Nike). How did it go about repositioning to once again be among the coolest of kicks?
Adidas claims that, "the brand values of the company – authenticity, inspiration, honesty and commitment – are derived from sport." Historically, this sensibility was demonstrated through early and continued involvement with Olympic athletes, as well as active sponsorship of major global sporting events – like the World Cup. Today these events provide an ample playing field for sportswear companies to duke it out for representation and thus market share. Adidas’s rapid growth in Asia, where revenue rose by 15 percent to US$ 878M last year, may be further propelled in Japan and Korea when those two nations host the World Cup this year – an event which is expected to garner 2.5M spectators and one billion TV viewers worldwide.
However, the key to revitalized success seems to lie in the considerable endorsement deals adidas has developed with world class athletes. Recent sports figures representing adidas don’t only score high marks in their game – they also score high in their celebrity quotient. British football star David Beckham’s relationship with adidas has no doubt lent itself well to the brand’s visibility in the UK. Recently dubbed "Captain of England," Beckham led his team to victory in the 2000 FIFA World Cup. It doesn’t hurt that he’s married to a highly visible, ex-Spice girl and is often seen in the tabloids sporting the adidas logo. With Europe as adidas’s largest market, exposure like this reflects in the numbers; sales grew seven percent to US$ 2.7 billion, last year.
Stateside, Kobe Bryant is another example of a winning adidas endorsee. The LA Laker and youngest NBA all-star player is an athlete with substantial celebrity leverage. This translates directly into sales, young men who idolize Bryant want to play basketball like he does, and thus will want to wear what he wears. The equally compelling Russian born, American-bred tennis star Anna Kournikova also meets these criteria. She’s a young, brilliant professional athlete whose celebrity extends well beyond the world of tennis – like Bryant and Beckham she’s captured the public’s interest in mainstream newspapers, magazines and tabloids.
Reinvention was key, not only for the adidas’s marketing strategy, but also for its product line. On its website, adidas acknowledges that "The markets and industry in which we compete are transforming rapidly, paced by the evolution – or revolution – in how 'sports' are defined. Team sports such as soccer and basketball will always be a fundamental part of sporting competition. Today, however, eclectic, individual, 'no-rules' sports such as snowboarding, inline skating and surfing have grown into significant categories. Activities such as golf, hiking and mountain biking, which used to be seen as lifestyle and leisure activities, are now part of mainstream sports." Increased product offerings in these categories have undoubtedly contributed to a better score for the brand.
To keep up with the competition, adidas generates close to 60 new foot-friendly designs each year. The adidas credo is to regard shoes as feet, resulting in a product with superior fit and performance capabilities. Tactics have been revised in getting these products out for consumption. As a result, products have been repositioned in higher-end and sports specialty stores. As their main competitor has sprinkled flagship NikeTown stores throughout the US, Europe and Australia, adidas has also embarked on a foray into retail. The first adidas-Solomon megastore launched in Paris last year to capitalize on the brand awareness in that market; France scored victories in both the 1998 World Cup and 2000 European Cup football championships. Word on the street is the brand hopes to eventually roll out this concept to more cities in Europe and North America.
Adidas continues to prove itself as a brand built to last through a game plan of reinvention. With the recent acquisition of a lifetime partnership with Orlando Magic's Tracy McGrady (basketball) and its heavy involvement with 2002 World Cup, it continues to strike savvy deals that capitalize on the star power of young athletes and increase its visibility in the marketplace.
It appears that team adidas has honed its strategy to become a revitalized contender in today’s competitive sporting goods market and is now duly recognized as the sneaker of yesterday and today.
Diesel fueled by fashion
If you have a little sister, she wears Diesel jeans. If she doesn’t, she wants to, and is probably working right now, minimum wage, to save up the US$ 100+ per pair for the subtly red-striped pocket. Diesel makes other products – sweaters, tanks, bikinis, watches – but the jeans, Diesel
jeans, are what the cult is all about. And if you don’t own a pair, it’s okay, no worries; not everyone can be cool. But, if Renzo Rosso, Diesel founder and jean deity, had his way, we all would be; cool that is.
Born into an extremely chaotic period in Italian history (1955), Rosso attended an uncelebrated industrial textile manufacturing school. He later colleagued up with some fellow designers in 1978 to form the Genesis Group, which created Diesel (as well as other clothing lines Goldie, Martin Guy and Ten Big Boys). In 1985, Rosso became the sole proprietor of the Diesel brand after a buyout. The primary drive behind Diesel’s success by most accounts, Rosso was named one of the 100 most important people in the world who will contribute to the shape of the new millennium by the English music and trend magazine Select. If Select is right, then the shape of the new millennium might just be liquid, as in urine.
Yes, that’s right. Urine. The liquid is featured as part of Diesel’s latest Ponce-de-Leonian ad campaign as an elixir for youthfulness. In the age of consumer cynicism, it is Diesel’s ability to create fresh, radically rebellious, inspiring and sometimes nauseating ad campaigns that really set the brand apart from the pack – causing Levi’s to look like Floridian golfing apparel. Diesel compels us to stay young and stop aging, asking, “Without young people, who else will keep our discos full?” It is just this sort of obtuse message that Diesel excels at delivering, causing one to ask are they making fun of obsession with youthfulness or criticizing aging?
Orbiting around Rosso’s concept of “for successful living,” past ad campaigns have stirred it up by focusing on gay sailors kissing, “what if” scenarios portraying Africa as a developed superpower, and a personal favorite, nuns in jeans below the copy: “Pure, virginal 100% cotton. Soft and yet miraculously strong. Our jeans are cut from Superior Denim, then carefully assembled by devoted Diesel followers.” Having one’s jeans and sacrilege too has won the brand an absurd number of international awards, including a three-year run at the Cannes Film Festival. Sure, sure, street cred and shock-ad-pap are all well and good, but what about the numbers?
Diesel’s annual turnover is 360 million euros (US$ 320M and a lot of lira). From the headquarters in Molvena in northern Italy, Diesel manages 12 subsidiaries in Europe, Asia and the Americas, employing over 1,000 people. Along with its wholesale distribution operations throughout the world, Diesel has also opened ambitious flagship stores in New York, London, San Francisco and Rome as well as smaller stores in Santa Monica, Paris, Antwerp and Tokyo. Diesel even manages its own haute couture hotel in South Beach, The Pelican. The hotel rooms are designed and decorated to feel like surreal movie sets with names such ha-ha yum-yum and me Tarzan, you vain. The brand also produces several lines of varying design, including Style Lab, D-Diesel, Diesel Kids and 55-DSL.
Really good copy and quixotic megalomania aside, a powerful, more practical, market-friendly force driving Diesel’s popularity is its crossover appeal. Teens buy the jeans to look like the dancing golden calves on MTV while consultants buy the jeans to wear with blazers on dress-down Fridays. Diesel has managed to maintain such a broad appeal by avoiding getting pigeonholed as hip hop, retro or athletic, despite borrowing heavily from each; a chameleon accomplishment most jean brands gave up on without even trying.
However, Diesel’s largest challenge awaits. Despite its growing popularity, it attempts to maintain an outsider image as it becomes the very same “style dictator and fashion forecaster” a Diesel wearer is encouraged to turn his back on.
Versace replica watches
Fully working Customer Service: As the modern watches are manufactured with very advanced techniques, so you cannot depend upon the local watch-repairers whenever they face any technical troubles. In such a situation, you would probably need a very effective and skilled customer service that can handle all the problems related to your watch. Therefore, it is very important for you to make sure whether this company has a fully working customer service or not. You would feel very comfortable that Versace replica watches are supported with very efficient customer service.
No Hassle Return Policy: It is a tested truth that most of the watch manufacturers manufacture different models of watch with ultimate care and attention. However, it is also true that you cannot avoid any technical problem in them. In some cases, it is found that some of the models of wrist watches suffer from irreparable faults. In that case, the watch needs to be returned to the manufacturers. The manufacturer of Versace replica watch has hassle free return policy that helps any customer to return his watch in adverse conditions.
Affordable pricing: This is a very significant and decisive factor that determines the future of any consumer product. Undoubtedly, the modern watches are loaded with great feature and are attractive too. However, you cannot buy any watch until you have the means to buy them. Since these watches are high class in every manner, therefore they are also very costly. It is important for you to find out whether you can afford them or not. It is good to know that all the models of Versace replica watches are reasonably priced and are also very much affordable.
Wide Range of attractive Products: It is often seen that a company has a wide range of products but at the time of purchasing you do not find any of them suitable to your choice. It is therefore very important for you to know that whether the company has good range of attractive watches that may be suitable to everyone’s choice. Here also, the Versace replica watch matches all your requirements.
Excellent manufacturing mechanism: Most of the watches manufacturers claim to maintain high standards of mechanisms, but actually they do not. Therefore, it is very important to satisfy yourself about this very important matter. Again, these reputed Versace watches meet your standards as they truly use high class mechanism to manufacture world class watches.
Authentication of class: It is very important for the reputation of a watch. You must be comfortable to note that the watches of Versace replica are authenticated by ReplicaExpert.US and therefore, they are easily acceptable to all.
Giorgio Armani – The iconic fashion brand
Giorgio Armani started the company in 1975. It is a privately held company with the founder Giorgio Armani being the sole shareholder. With many sub-brands designed under the parent umbrella brand of Giorgio Armani to cater to the specific needs of different market segments, it has become one of the strongest fashion and luxury brands in the world.
Giorgio Armani is very expansive in Asia Pacific with its multiple future growth markets for luxury brands. For example, China is embracing premium fashion and luxury goods at an increasing pace, and Giorgio Armani has been one of the forerunners to exploit the market potential. There are approximately around 10 to 13 million Chinese luxury brand customers. Giorgio Armani opened its Emporio Armani store next to Shanghai’s historic “The Bund” in 2004 and has been opening stores across China since then.
The Giorgio Armani fashion house, like many other fashion houses, has been built primarily on the unique personality and identity of Giorgio Armani himself. The brand takes on the identity of the founder through the designs created.
Though this aspect of the fashion industry provides fashion houses with a strong sense of differentiation that can be conveyed in a tangible and visual form, it also poses a serious threat. When an entire brand and fashion house is built on the basis of the founders’ personality and identity, it becomes a major challenge to keep the brand going after the demise of the founder, something many of the fashion houses have realised in the recent past.
The Giorgio Armani Brand Architecture
Whenever a brand gains popularity and acceptance from its target customers in its core business, the next obvious step for the brand is to charter a new course by venturing into different product lines, different segments, and ever different markets.
Giorgio Armani with its iconic popularity amongst the elite of the society and the fashion literate segment of the market has followed similar steps by extending the brand. Today the Armani brand architecture encompasses one corporate brand and five sub-brands, each catering to different sets of target customers and at different price levels.
The signature Giorgio Armani line: This is the main collection of apparel that consists of the signature Armani suits, Oscar gowns and so on, which are of the ultra-premium price points and essentially targeting consumers in the 35-50 year old age group.
Armani Collezioni: This is Armani’s venture into a slightly lower market segment. This basically caters to the segment of people who aspire to wear Armani apparel but cannot afford the ultimate signature line, or to those who crave to add extra products to their existing portfolios. The Armani Collezioni brand, with a price point of almost 20% lower than the main line, provides an excellent line of affordable fashion.
Emporio Armani: Targeted especially at the young professional segment in the 25-35 year old age group, the Emporio Armani brand provides contemporary designs that are relevant to the target customers.
Armani Jeans: This is the lowest range of Armani apparel. This is to the value segment what the signature line is to the premium segment. Catering necessarily to the young adults in the 18 to 30 year old age group, the Armani Jeans collection provides a trendy yet fashionable and luxurious line of apparel.
A/X Armani Exchange: This is the licensed brand of chain of retail outlets of Armani fashion house. This serves as the ultimate testimony to the power of the brand. By providing the entire range of its apparels and accessories, Armani Exchange provides customers with the complete feel of the luxurious fashion of Giorgio Armani.
These sub-brands help Giorgio Armani to operate in many segments of the fashion apparel market. But this is not all. Not only does Armani straddle many segments of the same product category, but also many different product categories.
Leveraging its strong brand equity in the fashion apparel market, Giorgio Armani has ventured into other related categories like eye wear, watches and cosmetics. These are made available in each of the above-mentioned brand categories.
But Armani has not stopped at just these product categories: Armani has extended the brand into multiple other categories such as Armani Casa (up-market furniture), Armani-branded Dolci (confectionary), and Armani-branded Fiori (Flowers). And to add to this wide portfolio of brands, Armani struck a deal with a Dubai-based property group Emaar to come up with a chain of 14 Armani branded hotels and resorts by 2011.
Giorgio Armani’s future brand challenges
The founders’ dilemma: This phenomenon is classic and occurs for any company that is built on the basis of a strong and charismatic founder and leader. As the main competitive advantage for the company is the founder/leader himself, neither the founder nor the company would think of life after the founder. Moreover, whenever the companies’ success and survival depends very heavily on the existence of a single person, such companies and its leaders should take proper action from an early stage so that proper leaders can be nurtured within the organisation.
Brand dilution due to over-stretch: Strong brands, as is well known, provide companies with a very powerful tool to enter newer markets with limited investments by leveraging their strong brand equity. It gives companies numerous revenue streams. Given this simple but strong fact, it is not a surprise that most of the strong brands in the world have leveraged their brand equity and extended their brands into newer product categories, newer markets and even newer market segments.
Such examples are those of Calvin Klein and Pierre Cardin. One of the main factors that make fashion houses and their products premium are their exclusivity. By franchising their brand names to literally everything, these brands lost a significant portion of their strong brand equity.
Managing brand architecture: Effectively managing this portfolio of brands will prove to be the biggest challenge in the future. As the brand moves into different territories, interacts with different sets of customers, and represents different personalities, it becomes quite a task for maintaining consistency across all of its marketing communications and other activities.
Maintaining financial independence: Armani is a rarity from a financial perspective as well. Giorgio Armani has been the only shareholder of the company from its inception till now. Armani has not taken any bank loans either. Having this financial independence has helped Armani immensely as the company tests newer territories. With no pressures from shareholders and without having to bother about meeting quarterly targets, Armani has been able to operate quite successfully.
But to continue as a one man company in the future could be quite difficult. With consolidation happening in many industries, it might just be a matter of time that it catches up with the fashion industry as well. When such a thing happens, it could pose a big challenge to the working style of Armani and its continued success.
Sustaining consistent brand personality: Building and sustaining a personality that is relevant and resonates with the customer base is one of the most difficult aspects of building a strong brand. Armani’s presence in diverse markets, wide brand portfolio, and diverse set of customers, bring this challenge.
Gucci family baggage
In 2002, Gucci did over €1.4 billion in business with 174 directly operated and 31 franchised stores, selling its brand of leather goods, shoes, ready-to-wear, ties and scarves, jewelry, eye wear and perfume. Its watches alone number at more than a dozen distinct models and are coveted items, generating millions in revenue.
The beginnings of the Gucci empire can be traced back to Florence, Italy, in 1921, when a man mellifluously named Guccio Gucci opened an exclusive leather and luggage shop to cater to a highbrow clientele. Early on, Gucci understood the importance of building a reputation for his brand and did so by stamping an identifier on many of his special edition creations, such as the brand’s trademark striped webbing. His products were a hit and quickly became status symbols synonymous with luxury.
After Gucci died in the early fifties, his sons Aldo and Rodolfo took the reins and lead the Gucci brand to iconic status. Fashionable celebrities such as Grace Kelly and Audrey Hepburn were counted among avid collectors. The Guccis took note of this popularity and expanded aggressively, opening stores in glamorous locations such as London, Paris and Palm Beach.
For all the glamour Gucci represented externally, a great deal of internal dissonance grew within the family. Aldo and Rodolfo each had two sons who began a tug of war over the company in the eighties, pulling the brand in different directions like customers at a factory sale. Aldo's son Paolo wanted more control over product development and got into a feud with his uncle Rodolfo, who managed the Italian side of the business. Paolo then decided to launch a brand under his full name, but the rest of the family stood in his way. To get revenge, Paolo exposed his father's personal tax evasion to the US authorities. Aldo, who had built the Gucci brand, was sent to jail. At his trial, a crestfallen Aldo tearfully forgave his son for his betrayal, but Paolo was exiled from the business and spent the rest of his life broke on a farm in England.
The beginnings of the Gucci empire can be traced back to Florence, Italy, in 1921, when a man mellifluously named Guccio Gucci opened an exclusive leather and luggage shop to cater to a highbrow clientele. Early on, Gucci understood the importance of building a reputation for his brand and did so by stamping an identifier on many of his special edition creations, such as the brand’s trademark striped webbing. His products were a hit and quickly became status symbols synonymous with luxury.
After Gucci died in the early fifties, his sons Aldo and Rodolfo took the reins and lead the Gucci brand to iconic status. Fashionable celebrities such as Grace Kelly and Audrey Hepburn were counted among avid collectors. The Guccis took note of this popularity and expanded aggressively, opening stores in glamorous locations such as London, Paris and Palm Beach.
For all the glamour Gucci represented externally, a great deal of internal dissonance grew within the family. Aldo and Rodolfo each had two sons who began a tug of war over the company in the eighties, pulling the brand in different directions like customers at a factory sale. Aldo's son Paolo wanted more control over product development and got into a feud with his uncle Rodolfo, who managed the Italian side of the business. Paolo then decided to launch a brand under his full name, but the rest of the family stood in his way. To get revenge, Paolo exposed his father's personal tax evasion to the US authorities. Aldo, who had built the Gucci brand, was sent to jail. At his trial, a crestfallen Aldo tearfully forgave his son for his betrayal, but Paolo was exiled from the business and spent the rest of his life broke on a farm in England.
If that wasn’t enough drama, yet more scandal surrounded the Guccis in the mid-1990s. Apparently Maurizio, the only son of Rodolfo, inherited the largest stake in the firm and used this to edge his cousins out of the business. He joined forces with a London-based investment firm called Investcorp to buy the other family members out and share fifty-fifty control with the investment firm. However mirroring history, his cousins informed the Italian police that Maurizio had shady tax issues -- he forged his father's signature to avoid inheritance tax. Maurizio fled to Switzerland to avoid arrest. Maurizio returned to take control of the company after solving his legal problems, but eventually Investcorp decided to buy him out, and the Guccis lost complete control while Investcorp made billions.
While the internal melee was bad enough, equally damaging were careless decisions made about product distribution, which negatively reflected on the brand’s reputation. An ineffective distribution strategy expanded the reach to thousands of retailers, detracting from the brand’s essence of exclusivity. Eventually, retailers were selected more judiciously and the brand’s cachet returned. But all this back and forth took its toll; the brand went from headlines to sidelines, perceived as an old standard in the fashion world.
However, smart leadership in recent years has driven the Gucci brand to more visibility and success than ever before. The two men responsible for this resurrection are Creative Director Tom Ford and President/CEO Domenico De Sole.
Born in Austin, Texas, Tom Ford was educated at New York University and Parsons School of Design and began his professional design career in 1986 working for American designer Cathy Hardwick. Rapidly scaling the rungs of the fashion business, he became Design Director at Perry Ellis just two years later. In 1990, Ford joined Gucci as the company's Women’s Wear Designer, rising to Design Director in 1992. He gradually absorbed the position of Creative Director of Yves Saint Laurent Rive Gauche and YSL Beauté, before finally becoming Creative Director of the entire Gucci Group. Responsible for the design of all product lines from clothing to perfumes and for the group's corporate image, advertising campaigns and store design, it is Ford’s clean, elegant aesthetic that placed this once staid fashion brand back on the backs of the wealthy. Known today as one of the world’s leading visionaries in fashion, Ford has accumulated a great number of accolades on his rise to the top. He’s a three-time winner of the prestigious Council of Fashion Designers of America for International Designer of the Year and has won scores of other prestigious awards for his work with the Gucci brands.
Italian born attorney Domenico De Sole is the other half of this dynamic duo. As President and Chief Executive Officer of the Gucci Group and Chairman of the Group's Management Board, De Sole oversaw the acquisition process in forming the Gucci Group. He began his relationship with Gucci in 1984 as Chief Executive Officer of Gucci America, Inc. Ten years later, he moved to Italy as the Group's Chief Operating Officer and was appointed to his current position the following year. By integrating elaborate advertising and communication campaigns with a marketing strategy that placed the focus on Gucci's core leather products and ready-to-wear, De Sole brought much needed attention back to the quality of the brand while streamlining the back-end of the business and expanding the network of directly operated stores. He has gotten his own share of accolades for his efforts; The European Business Press Federation recognized Gucci's business achievements in 1998, selecting it as European Company of the Year from among 4,000 other companies.
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