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7 cases found.
SK-II, a leading luxury beauty brand in Japan, was experiencing a decline, losing customers to aggressive rivals, and struggling to stay compelling in a changing society. This loss of momentum called for a new strategy that would transform the brand and transcend the competition.
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Reference 6681
Published 17 Jan 2022
Topic Marketing
Region Asia
Industry Cosmetics, Luxury Goods and Jewelry
SK-II, a leading luxury beauty brand in Japan, was experiencing a decline, losing customers to aggressive rivals, and struggling to stay compelling in a changing society. This loss of momentum called for a new strategy that would transform the brand and transcend the competition.
This case explores how an Indian firm breaks into a product category dominated by international players. Titan, a Tata Group subsidiary and leading jewellery firm, wants to enter the fragrance category and challenge established foreign brands.
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Reference 6458
Published 28 Jun 2019
Topic Marketing
Region Asia
Industry Consumer Goods, Luxury Goods and Jewelry
This case explores how an Indian firm breaks into a product category dominated by international players. Titan, a Tata Group subsidiary and leading jewellery firm, wants to enter the fragrance category and challenge established foreign brands.
For over 60 years, Bluebell, a major actor in the luxury B2B ecosystem, has been helping Western luxury brands such as Louis Vuitton, Davidoff, Moschino, Manolo Blahnik or Jimmy Choo enter key Asian markets.
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Reference 6443
Published 29 Oct 2018
Topic Marketing
Region Asia
Industry Wholesale, Luxury Goods and Jewelry
For over 60 years, Bluebell, a major actor in the luxury B2B ecosystem, has been helping Western luxury brands such as Louis Vuitton, Davidoff, Moschino, Manolo Blahnik or Jimmy Choo enter key Asian markets.
This case traces the evolution of the personal networks of Russell Mehta, CEO of Rosy Blue, as he steps out of his father's shadow to run one of the largest diamond companies in the world. His challenge is to adapt his personal networks to drive his organization's success.
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Reference 5975
Published 27 May 2013
Region Asia
Industry Arts and Crafts, Luxury Goods and Jewelry
This case traces the evolution of the personal networks of Russell Mehta, CEO of Rosy Blue, as he steps out of his father's shadow to run one of the largest diamond companies in the world. His challenge is to adapt his personal networks to drive his organization's success.
Yue Sai is L’Oreal’s troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L’Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand’s new general manager, to come up with a turnaround plan that will restore L’Oréal’s reputation in China as the world’s best cosmetic marketer.
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Reference 5960
Published 07 May 2013
Topic Marketing
Region Asia
Industry Cosmetics, Luxury Goods and Jewelry
Yue Sai is L’Oreal’s troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L’Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand’s new general manager, to come up with a turnaround plan that will restore L’Oréal’s reputation in China as the world’s best cosmetic marketer.
De Beers has been immensely successful in introducing diamonds to Asians, making three Asian countries, the second, third and fourth largest diamond markets in the world. However, the Asian crisis and the entry into China, raise the fundamental question of whether De Beers positioning of diamonds as symbols of love has ever been accepted by Asian women.
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Reference 4802
Published 01 Mar 1999
Topic Marketing
Region Asia
Industry Arts and Crafts, Luxury Goods and Jewelry
De Beers has been immensely successful in introducing diamonds to Asians, making three Asian countries, the second, third and fourth largest diamond markets in the world. However, the Asian crisis and the entry into China, raise the fundamental question of whether De Beers positioning of diamonds as symbols of love has ever been accepted by Asian women.
When Japans bubble-economy of the 80s turns towards stagnation in the 90s, Cartier is faced with a need to reposition its range of luxury products through changes in distribution, pricing, advertising and product portfolio. However, its move further up-market may cut Cartier off from the generation of younger spenders.
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Reference 4642
Published 01 Dec 1996
Topic Marketing
Region Asia
Industry Luxury Goods and Jewelry
When Japans bubble-economy of the 80s turns towards stagnation in the 90s, Cartier is faced with a need to reposition its range of luxury products through changes in distribution, pricing, advertising and product portfolio. However, its move further up-market may cut Cartier off from the generation of younger spenders.