Adidas has a global supply chain with over 1,000 factories in 63 countries producing its products. It uses a multi-layered network including directly contracted factories as well as suppliers, subcontractors, material providers, licensees and agents. The top suppliers are in China, Vietnam, South Korea, Indonesia and other Asian countries as well as some in Europe, North and South America. Adidas aims to delight customers with quality service while protecting the environment and being a preferred partner.
Adidas AG is a large German sportswear manufacturer founded in 1924. It has over 86,000 employees and annual revenue of 14.5 billion euros. Adidas outsources most of its production to over 1,200 independent factories in 63 countries, with major sourcing locations in China, India, Indonesia, and Vietnam. It uses both direct sourcing models where it has direct contracts with core suppliers, and indirect models where agents place orders with preferred suppliers or licensees source directly or through agents.
- Luxottica Group is a major player in the eyewear industry with over 60,000 employees and operations in over 130 countries. It has a portfolio of owned and licensed brands including Ray-Ban and Oakley.
- In 2010, Luxottica Group reported annual net sales of 5.8 billion and net income of 402 million. It operates over 6,300 retail stores worldwide under various brands like LensCrafters and Sunglass Hut.
- Through its OneSight foundation, Luxottica Group provides eye care services and eyewear to those in need, having helped over 7 million people since 1988 through global, regional and community outreach programs.
The document provides details about the NikeTown store located at 300 Newbury St in Boston, MA. It describes the store's prime location with two entrances and large size allowing for multiple departments and displays. It notes the spacious layout without aisles and stocking of a large amount of inventory across men's, women's, and various sport categories. The document also summarizes consumer perceptions of Nike, including likes for innovative designs but dislikes when styles change too rapidly, as well as differences in technology and benefits between Nike and other shoe brands.
DHL is a global logistics company with over 100,000 employees worldwide. It provides international express, supply chain, and freight services through various subsidiaries. The document provides an overview of DHL's capabilities including its large network, long history of operations in India, and various time-definite and value-added shipping solutions.
DHL is a global leader in the logistics and supply chain management industry. It was founded in San Francisco in 1969 by three entrepreneurs. DHL operates across four divisions: express, global freight forwarding, supply chain, and global mail. It has over 200 countries and territories. DHL aims to continuously improve its services and adapt to changing customer needs locally and globally. It follows ISO standards to build trust. Timely and efficient logistics is important as time equals money for both manufacturing and retail organizations. Inventory management techniques help companies manage stock levels and include warehouse management systems, RFID, barcoding and ERP systems. Factors driving changes in logistics include social and environmental concerns, technology innovations, and rising fuel costs.
Adidas is the largest sportswear manufacturer in Germany and Europe, founded in 1949 and headquartered in Bavaria, Germany. It designs and manufactures sports clothing and accessories. Adidas focuses on performance, passion, integrity, and diversity as its core values and considers itself authentic, passionate, innovative, inspirational, and committed with the brand attitude of "Impossible is Nothing." Key markets include North America, Russia, and Greater China. Strategic pillars center around gaining market share in key categories and expanding lifestyle brands. Competitors include Nike, Puma, and Gucci.
The project is a study on how Vertical Integration as a supply chain strategy has worked for Zara in emerging as a fast fashion system. It also focuses on analyzing the competitive advantages and the challenges of implementing Vertical Integration for Zara.
This document provides information about DHL Supply Chain and its services. It discusses that DHL Supply Chain offers customized logistics solutions across the entire supply chain. It then describes the various services offered by DHL Supply Chain, including DHL Express, DHL Global Forwarding, DHL Solutions, DHL Global Mail, cold chain logistics, warehousing and distribution, customer resource area, and challenges and advantages of DHL Supply Chain.
Gucci- Social Media Marketing Strategies using Internet & social networking s...Kriti Sangar
油
This ppt describes the usage of social networking sites being used by Gucci worldwide to market it self. Gucci is present on almost all the social networking sites like Twitter, Facebook, LinkedIn, eBlogger & what not! This ppt has been made with a lot of detailed & extensive research & I hope this helps other researchers as well & provides valuable Information to all. Cheers!
DHL Pakistan has been operating in the country for 26 years and is the market leader in international courier services with over 65% market share. While its main focus is international courier and freight shipping, DHL aims to grow its import business, increase market share, and ensure it remains the customers' first choice. DHL utilizes advanced technology and tailored processes to provide high quality, timely deliveries and stands out through its global network and customs assistance. However, the import service contributes only 10-15% of revenues and needs improvement to better compete with lower-priced local freight forwarders.
Here are some key ways the conflicting goals of different partners and facilities in Barilla's supply chain can be addressed:
- Improve information sharing and coordination across the entire supply chain from manufacturers to retailers. Visibility into demand data can help align forecasting and operations.
- Adopt a Vendor Managed Inventory or collaborative planning approach to transfer responsibility for demand planning to Barilla and better integrate facilities/partners.
- Reduce complexity by streamlining SKU numbers and product varieties to improve forecasting accuracy and production planning.
- Pursue Just-In-Time manufacturing and distribution methods within Barilla's control to minimize inventories while still meeting customer needs. Overall, prioritizing integration, information sharing, and reducing
Ducati has built its brand image as the sports bike manufacturer. Ducati has captured a huge portion of the market in all four categories of the sports bike. They concentrate on dominating a niche Performance-driven motorcycles, lighter frame, forward-leaning eat position, significant handling capabilities, on the other hand, luxury of comfort is sacrificed. However, in the current business situation, Ducati is facing a high competition from its rival bike manufacturers in heavy and cursing bike categories. Customers perception regarding repeat acquiring a bike from the same manufacturer has changed since 2000. Exhibit 16 shows that customers of Harley-Davidson and BMW are more interested in buying bikes from them repeatedly, which is increasing the competition for Ducati to retain its current customers. Ducati is showing a steady growth and profits in its relevant market, but it is not enough to sustain in the industry for a longer period. Hence, the main issues are potential stagnant growth for the company. Should Ducati enter the cruiser market? Will entering the cruiser segment, and broadening Ducati's traditional niche, help them sustain the profitable growth of the organization?
The document provides an analysis of Prada's brand strategy. It begins with a brief history of the brand from its founding in 1913 to its expansion globally in the 1990s under Miuccia Prada. It then performs a SWOT analysis, identifying strengths such as a loyal audience and global store presence, weaknesses like high reliance on leather goods, opportunities like growth in Asian markets, and threats from competitors. Finally, it proposes three strategic recommendations: expanding further into high-growth markets, enhancing its digital and online presence, and pursuing co-branding or product alliances with other fashion brands.
Supply chain management of united colors of benettonPramudha NM
油
Luciano Benetton started a small fashion company in Italy in 1955 that grew into a global brand. By the early 2000s, Benetton had a presence in 120+ countries. While some processes like dyeing remained in-house, Benetton used an outsourced model with over 200 contractors for labor-intensive production. Benetton implemented a dual supply chain system around 2004 with sequential and integrated components to balance demand pull and push strategies. This allowed Benetton to introduce new designs quickly and maintain sales momentum, leading to improved financial performance after adopting the new system.
Project focusing on the distribution of the sports brand Nike understanding their various distribution channels and the selective paths that they choose for each country in order to benefit their business
This document provides an overview of Total Quality Management at DHL Express. It discusses DHL's history and expansion globally since 1969. It outlines DHL's mission, vision and goals, which focus on customer success, respect, and positive contribution. The document then describes DHL's quality assurance programs and process improvement methodology. It lists DHL's seven corporate values and quality policy. Finally, it discusses DHL's future plans and concludes that DHL's focus on ethics, employees, innovation and quality service have led to their success.
Benetton developed an innovative dual supply chain model that allowed for both push and pull operations. Under the push model, 80% of orders followed a traditional 7 month lead time production process. The pull model made up 20% of orders and allowed for flash collections and reorders with a faster 5 week lead time based on customer preferences. Key aspects of Benetton's supply chain included transparency between partners, low inventories through payment terms and high initial seasonal orders, and using a combination of push and pull strategies. When expanding to the US market, Benetton faced challenges of high initial investment costs, stronger competition, and cultural differences in preferences.
Goodyear was considering launching the Aquatred tire, which featured an innovative aqua channel design for better wet traction. The summary discusses:
1) Goodyear's market position in the tire industry in the early 1970s and its financial difficulties in the early 1990s that led to considering new product developments.
2) The Aquatred's unique aqua channel design that channels water away from under the tire for better wet traction stopping distances.
3) Goodyear's concerns about launching the higher priced Aquatred, including dealer and customer perspectives wanting low prices and long warranties.
Zara is a Spanish clothing retailer known for its rapid response to fashion trends. It operates over 531 stores globally using centralized legacy systems. While these provided data integrity and ease of training, they created bottlenecks and limited access. Zara recognized the need for faster processing systems to increase profits. It developed plans for a new distributed system using IT like ERP and RFID to achieve goals of short lead times, more styles, and reduced inventory risk. Key to Zara's success is its quick response supply chain and use of technology for market research, decision making, and inventory control.
LVMH is a global leader in the luxury goods industry formed through the merger of Louis Vuitton and Moet Hennessy in 1987. It has experienced strong growth through strategic acquisitions and expanding into new markets like China. In China, LVMH faces high competition but also opportunities for growth as disposable incomes rise. LVMH can focus on cost efficiency, organic growth through innovation, expanding distribution networks, and managing its portfolio of brands including star brands like Christian Dior and new brands. The future prospects in China include further tapping the growing middle class and exploring new opportunities in rural areas through advanced marketing strategies and long-term commitment to the China market.
This document discusses easyJet, a British budget airline. It provides an introduction to easyJet, discusses factors affecting the airline industry and easyJet's SWOT analysis and strategies. The document recommends that easyJet actively market itself as a green airline to improve its branding and image, lower costs through more fuel efficient planes, and potentially gain free advertising from environmental groups. Positioning itself as green could provide competitive advantages while still allowing easyJet to offer low fares.
Lululemon is a yoga-inspired athletic apparel company known for technical fabrics like Luon and Luxtreme. It was founded by Chip Wilson and focuses on creating clothing to support an active lifestyle. Lululemon has over 200 stores internationally and is popular among celebrities, with key fabrics designed to wick away sweat and prevent odor during workouts.
This document discusses Zara's supply chain and how it contributes to the company's success. It provides details on Zara's vertically integrated supply chain model, which allows it to bring designs to stores in just 2-3 weeks compared to the industry average of 6-9 months. Key aspects of Zara's supply chain include local sourcing, fast production times, mass customization, and using IT to share information. This vertical integration model helps Zara increase revenue through more fashionable and scarce products, while decreasing costs through factors like lower transportation and inventory costs.
Zara is a highly successful fashion retailer known for its fast fashion model. It introduces new designs two weeks after seeing them on runways rather than the industry standard of six months. Zara achieves this through an integrated operation strategy that allows for quick design, production, and distribution. Stores provide immediate customer feedback that designers use to create new items. Factories located in Spain enable rapid production to meet changing demand. An efficient supply chain distributes goods to stores within 24 hours in Europe. This strategy of speed, affordability, and variety has made Zara one of the world's largest clothing retailers.
TESLA: international business strategies- introduction to tesla, Pricing strategy: price skimming, General Environment AnalysisSegment Elements Industry Effect, Five Forces Analysis, SWOT ANALYSIS, International Market strategies, Problems Tesla Should Solve in the Foreign, Factors of Teslas Success in the Foreign Market,
This document discusses the case of Zara, a large international clothing retailer known for its rapid response to fashion trends. It describes Zara's business model, which relies on vertical integration, in-house production, quick response times, centralized distribution, and low advertising costs. The document also discusses Zara's use of information systems across various parts of its business to gather customer data, track sales, coordinate design and production, manage logistics and distribution, and engage in other activities. Some challenges of implementing and maintaining such information systems are also outlined.
Eyewear Industry Overview by Luxottica - 2010Shiv ognito
油
The document provides an overview of the eyewear industry. It discusses key drivers for the industry including an aging population in developed markets and growth in emerging markets. Emerging markets like China, India, and others represent significant new market opportunities. The eyewear industry has seen vertical integration among manufacturers and retailers, consolidation among retailers, and innovation in products especially lenses. Demand for fashion eyewear has increased significantly, especially from emerging markets. Luxottica has evolved its distribution approach with different strategies for lifestyle, fashion, premium fashion, and luxury brands, covering a global network of over 200,000 doors.
The document summarizes a balanced scorecard created for Luxottica, an Italian eyewear company. The balanced scorecard includes objectives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. The financial perspective focuses on growth and profitability. The customer perspective aims to improve customer satisfaction and brand management. Internal processes emphasize efficient manufacturing and logistics. Learning and growth targets training and innovation. The balanced scorecard is intended to help Luxottica measure and manage performance across key strategic areas.
This document provides information about DHL Supply Chain and its services. It discusses that DHL Supply Chain offers customized logistics solutions across the entire supply chain. It then describes the various services offered by DHL Supply Chain, including DHL Express, DHL Global Forwarding, DHL Solutions, DHL Global Mail, cold chain logistics, warehousing and distribution, customer resource area, and challenges and advantages of DHL Supply Chain.
Gucci- Social Media Marketing Strategies using Internet & social networking s...Kriti Sangar
油
This ppt describes the usage of social networking sites being used by Gucci worldwide to market it self. Gucci is present on almost all the social networking sites like Twitter, Facebook, LinkedIn, eBlogger & what not! This ppt has been made with a lot of detailed & extensive research & I hope this helps other researchers as well & provides valuable Information to all. Cheers!
DHL Pakistan has been operating in the country for 26 years and is the market leader in international courier services with over 65% market share. While its main focus is international courier and freight shipping, DHL aims to grow its import business, increase market share, and ensure it remains the customers' first choice. DHL utilizes advanced technology and tailored processes to provide high quality, timely deliveries and stands out through its global network and customs assistance. However, the import service contributes only 10-15% of revenues and needs improvement to better compete with lower-priced local freight forwarders.
Here are some key ways the conflicting goals of different partners and facilities in Barilla's supply chain can be addressed:
- Improve information sharing and coordination across the entire supply chain from manufacturers to retailers. Visibility into demand data can help align forecasting and operations.
- Adopt a Vendor Managed Inventory or collaborative planning approach to transfer responsibility for demand planning to Barilla and better integrate facilities/partners.
- Reduce complexity by streamlining SKU numbers and product varieties to improve forecasting accuracy and production planning.
- Pursue Just-In-Time manufacturing and distribution methods within Barilla's control to minimize inventories while still meeting customer needs. Overall, prioritizing integration, information sharing, and reducing
Ducati has built its brand image as the sports bike manufacturer. Ducati has captured a huge portion of the market in all four categories of the sports bike. They concentrate on dominating a niche Performance-driven motorcycles, lighter frame, forward-leaning eat position, significant handling capabilities, on the other hand, luxury of comfort is sacrificed. However, in the current business situation, Ducati is facing a high competition from its rival bike manufacturers in heavy and cursing bike categories. Customers perception regarding repeat acquiring a bike from the same manufacturer has changed since 2000. Exhibit 16 shows that customers of Harley-Davidson and BMW are more interested in buying bikes from them repeatedly, which is increasing the competition for Ducati to retain its current customers. Ducati is showing a steady growth and profits in its relevant market, but it is not enough to sustain in the industry for a longer period. Hence, the main issues are potential stagnant growth for the company. Should Ducati enter the cruiser market? Will entering the cruiser segment, and broadening Ducati's traditional niche, help them sustain the profitable growth of the organization?
The document provides an analysis of Prada's brand strategy. It begins with a brief history of the brand from its founding in 1913 to its expansion globally in the 1990s under Miuccia Prada. It then performs a SWOT analysis, identifying strengths such as a loyal audience and global store presence, weaknesses like high reliance on leather goods, opportunities like growth in Asian markets, and threats from competitors. Finally, it proposes three strategic recommendations: expanding further into high-growth markets, enhancing its digital and online presence, and pursuing co-branding or product alliances with other fashion brands.
Supply chain management of united colors of benettonPramudha NM
油
Luciano Benetton started a small fashion company in Italy in 1955 that grew into a global brand. By the early 2000s, Benetton had a presence in 120+ countries. While some processes like dyeing remained in-house, Benetton used an outsourced model with over 200 contractors for labor-intensive production. Benetton implemented a dual supply chain system around 2004 with sequential and integrated components to balance demand pull and push strategies. This allowed Benetton to introduce new designs quickly and maintain sales momentum, leading to improved financial performance after adopting the new system.
Project focusing on the distribution of the sports brand Nike understanding their various distribution channels and the selective paths that they choose for each country in order to benefit their business
This document provides an overview of Total Quality Management at DHL Express. It discusses DHL's history and expansion globally since 1969. It outlines DHL's mission, vision and goals, which focus on customer success, respect, and positive contribution. The document then describes DHL's quality assurance programs and process improvement methodology. It lists DHL's seven corporate values and quality policy. Finally, it discusses DHL's future plans and concludes that DHL's focus on ethics, employees, innovation and quality service have led to their success.
Benetton developed an innovative dual supply chain model that allowed for both push and pull operations. Under the push model, 80% of orders followed a traditional 7 month lead time production process. The pull model made up 20% of orders and allowed for flash collections and reorders with a faster 5 week lead time based on customer preferences. Key aspects of Benetton's supply chain included transparency between partners, low inventories through payment terms and high initial seasonal orders, and using a combination of push and pull strategies. When expanding to the US market, Benetton faced challenges of high initial investment costs, stronger competition, and cultural differences in preferences.
Goodyear was considering launching the Aquatred tire, which featured an innovative aqua channel design for better wet traction. The summary discusses:
1) Goodyear's market position in the tire industry in the early 1970s and its financial difficulties in the early 1990s that led to considering new product developments.
2) The Aquatred's unique aqua channel design that channels water away from under the tire for better wet traction stopping distances.
3) Goodyear's concerns about launching the higher priced Aquatred, including dealer and customer perspectives wanting low prices and long warranties.
Zara is a Spanish clothing retailer known for its rapid response to fashion trends. It operates over 531 stores globally using centralized legacy systems. While these provided data integrity and ease of training, they created bottlenecks and limited access. Zara recognized the need for faster processing systems to increase profits. It developed plans for a new distributed system using IT like ERP and RFID to achieve goals of short lead times, more styles, and reduced inventory risk. Key to Zara's success is its quick response supply chain and use of technology for market research, decision making, and inventory control.
LVMH is a global leader in the luxury goods industry formed through the merger of Louis Vuitton and Moet Hennessy in 1987. It has experienced strong growth through strategic acquisitions and expanding into new markets like China. In China, LVMH faces high competition but also opportunities for growth as disposable incomes rise. LVMH can focus on cost efficiency, organic growth through innovation, expanding distribution networks, and managing its portfolio of brands including star brands like Christian Dior and new brands. The future prospects in China include further tapping the growing middle class and exploring new opportunities in rural areas through advanced marketing strategies and long-term commitment to the China market.
This document discusses easyJet, a British budget airline. It provides an introduction to easyJet, discusses factors affecting the airline industry and easyJet's SWOT analysis and strategies. The document recommends that easyJet actively market itself as a green airline to improve its branding and image, lower costs through more fuel efficient planes, and potentially gain free advertising from environmental groups. Positioning itself as green could provide competitive advantages while still allowing easyJet to offer low fares.
Lululemon is a yoga-inspired athletic apparel company known for technical fabrics like Luon and Luxtreme. It was founded by Chip Wilson and focuses on creating clothing to support an active lifestyle. Lululemon has over 200 stores internationally and is popular among celebrities, with key fabrics designed to wick away sweat and prevent odor during workouts.
This document discusses Zara's supply chain and how it contributes to the company's success. It provides details on Zara's vertically integrated supply chain model, which allows it to bring designs to stores in just 2-3 weeks compared to the industry average of 6-9 months. Key aspects of Zara's supply chain include local sourcing, fast production times, mass customization, and using IT to share information. This vertical integration model helps Zara increase revenue through more fashionable and scarce products, while decreasing costs through factors like lower transportation and inventory costs.
Zara is a highly successful fashion retailer known for its fast fashion model. It introduces new designs two weeks after seeing them on runways rather than the industry standard of six months. Zara achieves this through an integrated operation strategy that allows for quick design, production, and distribution. Stores provide immediate customer feedback that designers use to create new items. Factories located in Spain enable rapid production to meet changing demand. An efficient supply chain distributes goods to stores within 24 hours in Europe. This strategy of speed, affordability, and variety has made Zara one of the world's largest clothing retailers.
TESLA: international business strategies- introduction to tesla, Pricing strategy: price skimming, General Environment AnalysisSegment Elements Industry Effect, Five Forces Analysis, SWOT ANALYSIS, International Market strategies, Problems Tesla Should Solve in the Foreign, Factors of Teslas Success in the Foreign Market,
This document discusses the case of Zara, a large international clothing retailer known for its rapid response to fashion trends. It describes Zara's business model, which relies on vertical integration, in-house production, quick response times, centralized distribution, and low advertising costs. The document also discusses Zara's use of information systems across various parts of its business to gather customer data, track sales, coordinate design and production, manage logistics and distribution, and engage in other activities. Some challenges of implementing and maintaining such information systems are also outlined.
Eyewear Industry Overview by Luxottica - 2010Shiv ognito
油
The document provides an overview of the eyewear industry. It discusses key drivers for the industry including an aging population in developed markets and growth in emerging markets. Emerging markets like China, India, and others represent significant new market opportunities. The eyewear industry has seen vertical integration among manufacturers and retailers, consolidation among retailers, and innovation in products especially lenses. Demand for fashion eyewear has increased significantly, especially from emerging markets. Luxottica has evolved its distribution approach with different strategies for lifestyle, fashion, premium fashion, and luxury brands, covering a global network of over 200,000 doors.
The document summarizes a balanced scorecard created for Luxottica, an Italian eyewear company. The balanced scorecard includes objectives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. The financial perspective focuses on growth and profitability. The customer perspective aims to improve customer satisfaction and brand management. Internal processes emphasize efficient manufacturing and logistics. Learning and growth targets training and innovation. The balanced scorecard is intended to help Luxottica measure and manage performance across key strategic areas.
Luxottica Group is a global leader in eyewear that has grown over 50 years through strategic acquisitions and organic growth. It has over 70,000 employees, manufactures 75 million frames annually, and serves over 8 million patients through its OneSight vision care program. Luxottica has a vertically integrated business model with house brands, licensed brands, design, manufacturing, logistics, retail stores in 130 countries, and generates over 7 billion in annual group sales. The company's carefully planned growth through acquisitions and expansion has transformed it into the largest eyewear company in the world.
The document provides an overview of departments and responsibilities for Lookinglass, an eyewear company. It includes sections on finance, sales & marketing, procurement, operations, and logistics. Finance will identify reporting requirements. Sales & marketing will prioritize customer order methods. Procurement will prioritize supplier order methods. Operations will prioritize warehouse automation. Logistics will identify carrier integration technology. The document also includes preliminary budgets, sales forecasts, customer relationships, and supplier details.
The house of Louis Vuitton is a leader in the fashion industry due to its devotion to traditional craftsmanship paired with innovative avant-garde. Louis Vuitton now excels in the production of ready to wear, shoes, watches and jewelry in addition to the traditional luggage, bags and accessories. Louis Vuitton owns 17 production workshops, an international logistics center, and exclusive shops worldwide.
Louis Vuitton had to change their manufacturing process to keep up with their customers needs and expectations and to maintain and compete for market share. Louis Vuittons supply chain process was very inefficient and slow. After several changes they created a modern and efficient supply chain. The supply chain changes resulted in an increased availability of their products in their stores around the world, a new and improved distribution center and store strategy.
Keywords: Luxury, Supply Chain, Innovation, Fashion
Luxottica is a market leader in eyewear that controls its supply chain from raw materials to retail stores. It uses a dual sourcing strategy, sourcing raw materials and manufacturing frames in both Italy and China, then shipping to an assembly center in Atlanta for distribution.
Warby Parker entered the industry by providing prescription frames online and through a home try-on program. It outsources manufacturing to factories in China but sources raw materials from Italy, shipping raw acetate to China for cutting, assembling, and finishing frames in New York labs before distribution.
While Luxottica controls its entire supply chain, Warby Parker maintains some flexibility by finishing frames and adding lenses in New York, allowing it to be responsive
Bruno Bismuth is a 50-year-old French national currently serving as CEO of OCTIUM Jewelry, where he oversees strategic and operational responsibilities including budgeting, relationship management, and team leadership. He previously held commercial director roles at Hermes Group and international retail coordinator roles where he helped launch new store concepts and expand sales networks globally. Bismuth has over 30 years of experience in luxury retail and brings skills in marketing, operations, training, and business development to client firms.
This document provides an overview of Luxottica Group, a global leader in eyewear. In 3 sentences: Luxottica has over 50 years of experience in eyewear and operates the largest eyewear manufacturing facility. It has a global retail network of over 7,000 stores and distributes brands to over 130 countries. Luxottica also operates an independent nonprofit called OneSight that has provided vision care and eyewear to over 8 million people in need around the world since 1988.
Fashion and You (FNY) is an Indian e-commerce company that sells fashion products online through private sales events. It has over 400 partner brands and 2.7 million registered users. FNY raised $40 million in funding in 2011 from investors like Norwest Venture Partners and Intel Capital. FNY has experienced rapid growth since its founding in 2009. It employs over 450 people and sees over 1 million page views per day. FNY aims to be the global leader in online apparel retail within 5 years.
Intervento di Sergio Farrioli (Corporate Social Responsability e Zero Waste Project Director di Luxottica Group) al Workshop: Crescita e nuove sfide di mercato: 'Social Enterprise' come modello di successo per l'impresa competitiva del 18 ottobre 2012
L'oreal Presentation from the Supply Chain Insights Global Summit 2018Lora Cecere
油
Presentation by L'Oreal on the future of Supply Chain at the Supply Chain Insights Global Summit 2018. L'Oreal is a Supply Chains to Admire award winner for the period of 2016-2019.
Collaborative innovation in Luxottica: Idea.Lab Anna Li VecchiOpenKnowledge srl
油
Luxottica Group is a leading manufacturer and retailer of eyewear. It has over 130 countries, 11 plants, 45 brands, 7,000 stores and serves over 60 million customers. The company has 64,000 employees and has been operating for 50 years. It has a strong portfolio of house brands and licensed brands. It is a leader in optical and sun retail through stores like LensCrafters and Sunglass Hut. Luxottica has launched a Zero Waste initiative and Lux Idea Lab, a social innovation platform, to encourage employees to generate and evaluate ideas to improve sustainability. The platform aims to establish a collaborative culture of innovation within the company.
Luxottica controls over 80% of the luxury eyewear market through owning major brands like Ray-Ban and Oakley and licensing deals. This raises questions about whether brands maintain authenticity and provide real consumer choice. While Luxottica aims to deliver the brands' visions through new designs, some argue true authentic brands reflect their core values through every aspect. As consumers seek more meaningful connections, the public perception of brands could be damaged if they knew one company controlled so much of the market.
Consumer Goods, Retail & Ecommerce - Company Presentation by Dirk Graber, Founder & Managing Director of Mister Spex at the Axel Springer NOAH Conference 2018 in Berlin, Tempodrom 6-7 June 2018.
Operational Efficiencies In The Luxury IndustrySushanta Das
油
Post the 2008 downturn, the luxury industry is on a growth spree. However, improving efficiencies remains a key focal point. Some of the factors are discussed in this presentation.
This presentation is about Luxottica company and their practice of investor relation. This presentation was made by 4 guys from Nepal, Italy, and France. In this presentation, we discuss organizational structure of company, IR team, IR activities, their IR tools, IR website analysis as well as CSR (corporate social responsibility) activities of the company.
This document discusses Luxottica's investor relations activities. It provides an overview of Luxottica's brand portfolio and share capital structure. It then describes Luxottica's organizational structure and board of directors. The document outlines Luxottica's investor relations department and the tools they use, including their website. It discusses Luxottica's key investor audiences like institutional investors and analysts. Finally, it covers Luxottica's corporate social responsibility activities.
Analysis of company and strategic recommendation for the future of the business. Collaborative project. Responsible for analysis/research, idea generation, strategy development, content and presentation.
WW1 British military uniforms were made to keep soldiers safe, hidden and able to do their duties in the difficult conditions of trench fighting. Using khaki wool tunics, Brodie helmets and puttees, these new uniforms were designed to be useful in active service. for more detail.....
https://replicamilitary.com/product-category/ww1-british-army-uniform/
A&S Creations is a proud leader in wildlife conservation and its habitat pres...A&S Creations
油
A&S Creations is a proud leader in wildlife conservation and its habitat preservation. For more than 18 years, our company has been instrumental in providing technically advanced speciality equipment to Wildlife and Forestry Departments in India. Our commitment to conservation is reflected in the variety of technologies we have brought to India, including Camera Traps, Radio Collars, GPS, Drones, Night Vision Devices, Range Finders, Bird Flight Diverters, and Water Desalination Vehicles.
Product datasheet for the BRWall Br40 video wall controller, exclusively distributed by LightJSC in Vietnam - Datasheet s畉n ph畉m b畛 i畛u khi畛n mn h狸nh gh辿p BRWall Br40 do LightJSC ph但n ph畛i 畛c quy畛n t畉i Vi畛t Nam.
B畛 i畛u khi畛n mn h狸nh gh辿p BR40 Series l s畉n ph畉m x畛 l箪 h狸nh 畉nh chuy棚n nghi畛p th畉 h畛 m畛i d畛a tr棚n s畛 ph叩t tri畛n c畛a c担ng ngh畛 i畛u khi畛n hi畛n th畛 tr畛c quan, 畛 ph但n gi畉i c畛c cao v nhi畛u c畛a s畛. So v畛i c叩c b畛 i畛u khi畛n mn h狸nh gh辿p kh叩c tr棚n th畛 tr動畛ng, d嘆ng BR40 達 n但ng c畉p dung l動畛ng h畛 th畛ng v s畛 d畛ng chip x畛 l箪 trao 畛i c董 s畛 6,25G, do 坦 c坦 l畛i th畉 叩ng k畛 v畛 t畛c 畛 x畛 l箪 v i畛u khi畛n hi畛n th畛 chuy棚n nghi畛p. Trong khi 坦, b畛 i畛u khi畛n d嘆ng BR40 h畛 tr畛 nhi畛u d畛ch v畛, m畉t 畛 giao di畛n I/O v 畛 tin c畉y l但u di. 但y l s畉n ph畉m t畉t c畉 trong m畛t c坦 x畛 l箪 畉u vo v 畉u ra 4K, Gi畉i m達 video IP, i畛u khi畛n gi叩m s叩t, Ci 畉t tr動畛c c畉nh, Qu畉n l箪 nh畉t k箪, Qu畉n l箪 ng動畛i d湛ng v c叩c 畛ng d畛ng ti棚n ti畉n kh叩c 畛 叩p 畛ng nhi畛u y棚u c畉u 畛ng d畛ng h畛 th畛ng chuy棚n nghi畛p
BR40 Series video wall controller is new generation professional image processing product which is based on the development of multi-windows, ultra-high definition and visual display control technology. Compare to other video wall controller in the market, BR40 series has upgraded its system capacity and use 6.25G base exchange processing chip, so that there is a significant advantage on the processing speed and professional display control. Meanwhile, BR40 series controller supports multiple services, density of I/O interfaces and long term reliability. It is an all-in-one product which has 4K input and output processing, IP-Video Decoding,Monitoring control, Scene preset, Log management, User management and other advanced applications to meet a variety of professional system application requirements
Qcall.ai Sales Deck - Agentic AI Call Center SolutionUdit Goenka
油
Your phone is buzzing, dashboards are glowing red, yet 62 % of prospects never get a call back
Every silent minute puts fresh cash in a rivals pocket
Enter QCall.ai, the AI closer that never clocks out.
AI agents grab each lead in 5 s, chat like locals, and book demos before your coffee cools
24 / 7 presence.
Human-grade banter.
7 a minute.
Cheaper than a chai run
The voice-AI gold rush is shooting from \$2 B in 2024 to \$7.1 B by 2030
India alone will vault to 3,760 Cr
Late movers get crumbs
Real results:
1 425 Meta-ad leads auto-dialed in one afternoon.
866 answered
460 flagged hot
Cost per qualified lead: spare change
No head-count, no shifts, no missed breaks
QCall fires 5 000 calls per minute without dropping a syllable
Plug into Salesforce, HubSpot, GoHighLevel in a click.
Built-in DND scrub and TRAI badges keep compliance teams smiling
HIPAA ready for clinics.
DPDP ready for India.
Encrypted end-to-end so your CISO sleeps easy
Healthcare reminders, property walk-throughs, cart nudges, EMI pingscopy, paste, launch
Every word lands in transcripts, sentiment tags, and live dashboards so you fine-tune scripts before lunch
Users report 60 % more conversions and 70 % lower costs inside one quarter
Starter tier: Free.
Growth: pay as you talk.
Enterprise: your rules
Local numbers in 70 countries let you sound like the neighbour next door
Change management woes?
Let AI clear the routine while humans chase whales
Analysts say it beats email ROI three-fold.
Founders call it a team of perfect reps that never quit
Your board wants growth.
Your CFO wants savings.
Your customers want answers yesterday
QCall ticks them all
Zapier paths, open APIs, fast onboardinggo live in 30 seconds
Still wondering if it sounds robotic?
Book a live showdown and guess which voice is siliconmost bet wrong and buy on the spot
Spin up extra agents in minutes, crush festival peaks, no overtime rupees
The bot hits every script word for word, logs each vowel, and never forgets mandatory disclosures
Geo-redundant servers, 100 % uptime SLAIT finally relaxes
BFSI, SaaS, D2C, EdTech, GovTechif a workflow starts with a ring, QCall owns it
One-click templates warm leads, recover carts, nudge renewalsedit, save, deploy
Live A/B every opener and closerwatch win-rates climb in real time
Traditional BPO minutes hover near 30; QCall lands at one-third and slides lower as you scale
Brand X lifted revenue 27 % during Diwali week on auto-pilot
Time to decide
Paste this deck in your team chat and say, Heres our new secret weapon
Act fast.
We cap new accounts each cycle to keep white-glove onboarding tight; miss the window and you queue behind the wait-list
QCall.ai grab the phone before someone else does
The Role of Assignment Help in Postgraduate Research in Australia.pptxHead of Writers
油
Postgraduate research in Australia is a challenging yet rewarding academic journey. As one of the top destinations for international students, Australian universities offer a rich research environment, world-class faculty, and access to cutting-edge resources. However, the rigorous academic standards and high expectations can often become overwhelming for postgraduate studentsespecially those managing multiple responsibilities. This is where Assignment Help Australia plays a crucial role.
2. Global leader in eyewear/sunglass
Designs, Manufactures and distributes & retails
Fashion, luxury and sports eyewear
High technical and stylistic quality
1961 founded in Agordo, Italy by
Leonardo Del Vecchio
Across 150 countries
7,200 retail stores
3. 12 manufacturing facilities
18 Distribution centres worldwide
3 Showroom (Paris, NYC, LA)
59% retail 2015 net sales
41% wholesale net sales
93 million eyewear manufactured
2000 design
79,000 employees
Net sales of approximately Euro 9 billion
150 wholesaler (50 subsidiary)
Competitors
Walmart and online eyewear
4. LUXOTTICAINDIA
India consider as Emerging Market
Wholesale Subsidiary and manufacturing subsidiary
210 employees
Half in manufacture & half in wholesale
35 retail store in India
7. MANUFACTURING -
Italy 6 plants where it contribute 41% of global production
China & India 2 plants it contribute 45% of global production
USA 4 plants where it contribute 10% of global production
Brazil 1 plants where it contribute 4% global production
8. LOGISTICS HUB -
LOGISTICS HUB Units managed per day
Italy (36,000 m2) 2,35,000
(Europe, the Middle East, Africa)
China (26000 m2) 1,90,000
(Asia Pacific region)
USA 1,50,000
(North America)
REMAINING HUB -
North America5 Asia Pacific2
South America4 Europe1
12. ORDER PROCESSING -
Highly automated order management system
Stock reallocate to warehouse as per the local market demand.
Order processing were done by direct consumer within less
delivery time and cost and keep the inventory level low.
14. WAREHOUSING -
Luxottica are having its own warehouse in Italy or otherwise it is using
3PL(JDA &SAP) for the warehouse management with automated
technologies like WMS,WRS.
15. TRANSPORTATION -
Luxottica are using 3PL system which is outsourcing of a companys fulfilment
transportation services to a 3rd party company.
Luxottica is using 3PL system which help the organisation to focus on the core
business/manufacturing.
Luxottica is using inbound and outbound transportation system.
16. INVENTORY MANAGEMENT -
Daily monitoring of global sales performance and inventory.
Optimisation of inventory in warehouse.
Reduction in cost and increase the in-stock postion 90-95%.
17. DISTRIBUTION-
Global distribution network
18 distribution hubs -
1)11 in US
2) 5 in ASIA
3) 2 in EUROPE
4 main distributers -
1) Sedico (Italy) in Europe
2) Atlanta in US
3) dungguan in China
4) jundai in Brazil
Retail stores and Wholesale networks of third party
2-3 million pieces of inventory
3,00,000 units per week to retail store
1,70,000 units per week to wholesale
Efficient distribution network (customer)
18. WHOLESALE -
Covers 150 countries
50 are subsidiaries
100 are independent
2002 - STAR
(superior turn automatic replenishment)
End of 2015 STAR served 6300 stores.
19. RETAIL DISTRIBUTION-
Strong portfolio(segment)
In Dec 2015
1) 7256 stores (35 India)
2) 676 franchise
59% retail division
Unique understanding of the end users
21. OTHER THAN DISTRIBUTIONACTIVITY
+ +
250 MILLION PEOPLE AROUNDTHE WORLD SUFFERFROM THE POOREYE VISION
AS TODAY LUXOTICCA IS ONE OF THE MOST LARGEST EYEWARE COMPANY WHICH HELP
THE 7 MILLION PEOPLE WORLDWIDE AND PROVIDE FREE EYE MEDICAL CHECKUP IN
BACKWARD REGION