Samar College
Catbalogan City
Senior High School Department
MIDTERM REQUIREMENTS
IN
ORGANIZATION & MANAGEMENT
Submitted to:
Mr. Chevin Villaflor
Submitted by:
Joshua Niňo M. Bacolo
Joelle M. Bacalla
Ma. Eloisa Joyce Larido
Christian Dior
The House of Dior was established on 16 December 1946, in "a private
house" at 30 Avenue Montaigne in Paris. However, the current Dior
corporation celebrates "1947" as the opening year. The new couture
house became a part of "a vertically integrated textile business" already
operated by Marcel Boussac, co-owner of the company along with
Monsieur Christian Dior.
Until 1978 Dior brand was owned by Boussac Group, which filed for
bankruptcy that year, and
On 12 February 1947, Dior launched his first fashion collection for Spring-
Summer 1947. The show of "90 models of his first collection on six
mannequins." was presented in the salons of the company's headquarters
at 30 Avenue Montaigne. The new collection went down in fashion history
as the "New Look" after the editor-in-chief of Harper's Bazaar Carmel
Snow's exclamation, "It's such a New Look!" The signature shape was
characterized by a below-mid-calf length, full-skirt, large bust (which had
fallen from style in 1912), and small waist. In refutation to the post-war
fabric restriction, Dior used twenty yards of extravagant fabrics in his
creations. The New Look became extremely popular, its full-skirted
silhouette influencing fashion and other designers well into the 1950s, and
Dior gained a number of promiment high-profile clients from Hollywood,
the United States and the European aristocracy as a result.i
VISION
“To become the world’s most popular brand in all products that inhance
their lifestyle.”ii
MISSION
“True Luxury requires genuine materials and the craftsman’s sincerity. It is
only meaningful when it respects tradition”. Chirstian Dior.
We strive to create the environment that is fun, welcoming and that
encourages customers to tap into their creativity and explore their
personal styles.
Our strive to provide clients with the highest quality promotional
merchandise available [Link]
GOALS & OBJECTIVES
To reinforce the brand recall in the consumer mindset,
To engage with the talents of the local fashion scene; build brand
attachment,
To provoke a positive emotional response from locals towards Dior,
To reinforce the brand equity in the consumers mindset,
To demonstrate Dior savior-faire
To establish an exclusive and privilege community around [Link]
SHORT TERM PLANS
Improve the website
Marketing & advertising towards males
LONG TERMS PLANS
Offer economical line
Counterfeit protection
Develop untapped merketsv
ORGANIZATIONAL STRUCTURE
HIERARCHY DIAGRAM
- Too many brands
- Strong Branding in the portfolio
- Parent company - International
- Broad Product Exposure
- Seasonality
- Changing - Fad life Cycle
- Developing - Counterfeit
economies products
- Limited reach to - Competition in
nations the market
- A demand for - Government
premium Regulations
DIRECT COMPETITION (DIOR vs CHANEL)
Although Dior is one of the most influential and impacting companies
within the fashion sector, other business’s on the same level therefore
become highly competitive to make the same impact on their audience
as Dior. Fashion itself is an incredibly strong competitive market; which is
some cases can help the overall business, as it can push certain
audiences in different directions as they have to choose which brand to
go for. However with negative publicity or a bad review on a garment it
can have a devastating effect on not only the company, but sales too.
One of the biggest competitors in competition with Dior is Chanel; the two
giants of the couture world. Being placed opposite each other in
selfridges and other departments stores, as well as being round the corner
to each other in London’s busy city centre, it causes a lot of friction
between the two brands. Prices, colours, crops and materials are all so
definitive from the catwalks and what is wanted by the target audience
for that season, the chances for individuality are slim, however let alone
competing with big brand. For the last 4 years in a row Dior has been the
most bought perfume range above Chanel, however the Chanel
handbag sales have increased largely over the past 2 years, much higher
than Dior. Therefore, when a large competitor is so close in the market, at
times compromise is the only way around this problem. Dior and Chanel
will however always be trying to out do each other as it is simply the
industry that they find themselves [Link]
INDIRECT COMPETITION
PPR is also a French retailer and luxury goods company. In both size and
earnings, PPR is very comparable to LVMH, but does not have the
international diversification LVMH does. PPR's luxury brands that are in
direct competition with LVMH fall under PPR's Gucci Group and are:
Alexander McQueen, Bottega Veneta, Balenciaga, Yves Saint Laurent,
Stella McCartney, Gucci, Boucheron and Sergio Rossi. PPR also owns
Puma, an affordable men's and women's sportwear line, giving it a
broader market share than just luxury retail.
Compagnie Financière Richemont is primarily focused on watches and
jewelry. LVMH is not a huge competitor for it's main business. However,
Richemont does hold Dunhill, Azzedine Alaïa, Shanghai Tang, Chloé and
the leather goods brand Lancel. These luxury brands compete directly
with LVMH.
Valentino Fashion Group is another international luxury goods
conglomerate just like LVMH. It owns Valentino, Hugo Boss, Marlboro
Classics and M Missoni. Valentino Fashion Group's own brands include:
Lebole, Oxon and Portrait, and they own 45% of luxury American brand
Proenza Schouler. LVMH and Valentino Fashion Group are direct
competitors and sell their products together in high-end department
stores and in freestanding boutiques.
Christian Dior makes men's and women's fashion and accessories. It
operates over 235 boutiques worldwide. Its range of goods includes
fashion and leather, watches and jewelry, perfumes and cosmetics, wines
and spirits, and Dior couture. However, Dior owns a 42% stake in LVMH and
is controlled by Bernard Arnault. A good chuck of their revenues come
from LVMH, so it's difficult to think of them as a direct competitor.
Other competitors include Hermes, Burberry, Giorgio Armani, Polo Ralph
Lauren, Chanel, Coach, Dolce & Gabbana, Jimmy Choo, Mulberry,
Salvatore Ferragamo, Tiffany & Co. and [Link]
BUSINESS PREDICTION
Christian Dior SE, simply known as Dior, is a French luxury merchandise
company. It is controlled and chaired by the French businessman, Bernard
Arnault, who is also in charge of LVMH – the biggest luxury group in the
globe.
It was established by the eponymous designer, Christian Dior in 1946.
Today, it retails and designs fashion accessories, jewelry, fragrance,
skincare products, ready-to-wear, leather goods, footwear, timepieces,
and make-up, while also maintaining its tradition as a creator of
recognized haute-couture (under the Christian Dior Couture division).
Belonging to the apparel sector means this company will be affected
directly and indirectly by a number of disruptive opportunities and
challenges over the coming decades. While described in detail within
Quantumrun’s special reports, these disruptive trends can be summarized
along the following broad points:
First off, 3D fabric printers that can ‘print’ bespoke blazers and sewing
robots that can sew together more t-shirts than 20 humans can in a single
hour will result in clothing manufacturers being able to significantly cut
their manufacturing costs for the masses, while also offering more
customized/tailored clothing options to individuals.
Similarly, as clothing production becomes more automated, the need to
outsource production will be replaced with domestic automated clothing
factories that will cut down on shipping costs and speed up
clothing/fashion cycles.
Automated and local and customized clothing production will allow for
clothing lines to be tailored to localities instead of for national markets.
Fashion insights will be gathered digitally by scanning local news/social
feeds and then clothing to reflect said news/insights/fads/trends will be
delivered to said localities shortly thereafter.
Advances in nanotech and material sciences will result in a range of new
materials that are stronger, lighter, heat and impact resistant,
shapeshifting, among other exotic properties. These new materials will
allow for a range of new clothing and accessories to become [Link]
augmented reality headsets become popularized by the late 2020s,
consumers will begin superimposing digital clothing and accessories on
top of their physical clothing and accessories to give their overall look a
more interactive and potentially supernatural flare.
The current physical retail meltdown will continue into the 2020s, resulting
in less physical outlets to sell clothing. This trend will eventually encourage
apparel companies to invest more into developing their brands,
developing their online ecommerce channels, and opening their own
brand-focused physical stores.
Global Internet penetration will grow from 50 percent in 2015 to over 80
percent by the late-2020s, allowing regions across Africa, South America,
the Middle East and parts of Asia to experience their first Internet
revolution. These regions will represent the biggest growth opportunities for
online apparel companies looking to expand into new [Link]
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