Global desi vs biba

History global desi ( brandsoftheworld.com)

Founded in 1995 by Anita Dongre, Meena Sehra and Mukesh Sawlani, House of Anita Dongre Limited is one of India’s leading fashion houses today—a well-recognised, well-respected and well-loved name. The company
owns and operates four brands each with their own distinct identity. AND with its line of chic contemporary western wear for women; Global Desi, a vibrant and free-spirited brand of boho-chic ensembles; Anita Dongre
offering exquisite bridal couture and a prêt line for men & women along with Pinkcity, handcrafted jadau jewellery; and Grassroot by Anita Dongre which is a tribute to the handcrafted traditions of India, seeking to
revive and sustain heirloom traditions and empower artisans in villages.

Today, House of Anita Dongre has a widespread reach that extends not just across the country, but beyond the borders as well. Within India, the network includes well above 1,090 points of sale with more than 280
exclusive brand stores and over 820 multi-brand large format stores in over 105 cities. Globally, House of Anita Dongre marked its first international presence in Mauritius in 2013 with Global Desi followed by Anita
Dongre & AND in the city in 2014. In July 2017, Grassroot by Anita Dongre launched its first international store in New York City, USA.

In April 2015, the company shifted its headquarters to the serene, green hills of Rabale in Navi Mumbai. The new, ergonomically-designed building is a reflection of everything that the company stands for and believes in.
Earth-friendly, animal-friendly, work-friendly—the special architecture of this green space uses air, water and sunlight in the most efficient and economical manner, creating a work environment that is completely in
sync with the natural environment.

2013 was a momentous year for House of Anita Dongre as it became the first and the only fashion house in India to be invested in by General Atlantic, a leading global growth investment firm. House of Anita Dongre’s
board of directors comprising of Anita Dongre, Meena Sehra and Mukesh Sawlani was strengthened further by appointment of Sandeep Naik (Managing Director, General Atlantic, Mumbai) and Shantanu Rastogi
(Managing Director, General Atlantic, Mumbai) as its directors. In March 2015, Milind Sarwate, Former Marico Group CFO, joined the board as an Independent Director, followed by the appointment of Dalip Sehgal,
Former Man .aging Director of Godrej Consumer Products Ltd. as an Independent Director in September 2016.

Kangana Ranaut Announced As The New Face Of Global Desi.

Tagline global style Indian threads

Liquidity position: The Group’s liquidity remains adequate, supported by unutilised bank limits and
unencumbered cash and equivalents of Rs. 45 crore as on March 31, 2019. The average working capital
utilisation as a percentage of sanctioned limits has been around 72% for the 13 months leading up to
May 2019. The Group’s ability to improve its profitability and optimise its inventory levels will be crucial
to support its liquidity position(https://www.icra.in)
https://www.mbaskool.com/ ( swot)

Below is the Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis of

Global Desi. Strengths are:
1. Anita Dongre’s reputation as successful designer behind brand
Strengths 2. New collections every season maintains the vibrancy of the brand
3. Brand’s social work through Aseema an Ngo to protect the human rights of
underprivileged children
4. Stores located in over 20 Indian cities

Here are the weaknesses in the Global Desi SWOT Analysis:

1. Presence of strong competition means high brand switching and low customer
Weaknesses loyalty
2. Presence only in a few Indian cities & limited brand recall due to lesser
advertising compared to leading apparel brands

Following are the Opportunities in Global Desi SWOT Analysis:

1. Growing spending on lifestyle brands.
Opportunities
2. Promotion of Indian wear in foreign countries.
3.Can tap new forms of retailing like online stores to cater to a larger customer base

The threats in the SWOT Analysis of Global Desi are as mentioned:

1. Competition from other premium designer brands
Threats
2. Govt Tax policies on apparel
3.Highly fragmented fashion industry can be a serious threat

Global Desi Competition

 Below are the top 4 Global Desi competitors:
1.Vikram Phadnis designer wear
Competitors 2.Sabyasachi designer wear
3.BIBA
4. FabIndia

History of biba

( indianretailer.com)

In 1986, Meena Bindra started the company from her home in New Delhi. She took 8000 rupees loan to start a small business. [4][5]
Some years later, Bindra allowed her sons, Sanjay and Siddharth, to help her to manage the business. In 2010, Sanjay left Biba and started his own apparel business,
Seven East.[citation needed]
Biba opened its first standalone store in Mumbai in 2004.[6] Kishore Biyani’s Future Group acquired a 6.5% stake in Biba in 2007.[7]Future group divested from Biba
Apparels in 2013.[8] In 2014, Biba Apparels acquired a minority stake in the designer label Anju Modi. [9]
Biba, in October 2014, launched its own e-commerce portal biba.in, to leverage the country's fast growing e-commerce space.[10] In order to tap the value segment
market and the youth segment of tier 2 and 3 cities, a new line of Indian wear under brand Rangriti was launched by Biba in 2014.[11]

Biba Apparels Pvt Ltd has signed Bollywood actress Parineeti Chopra
Tagline fashion at affordable price
Biba wants to be a 2000crore company
Wants to make a 100 outlets
In the start after 2007,30 crores and300crores by 2012
And by 2013 estimated to be 500 crores
Risks and Challenges
Biba has been careful in choosing locations for its stores. Its rental costs are less than 10 percent of sales, and only nine of its stores have shut
down so far, mostly owing to the closure of malls. Maintaining this rent-to-sales ratio will be crucial for the Bindras. “Sub-standard locations
or high-priced leases don’t work,” says Warburg’s Mahadevia.

But Biba is ready to tackle these challenges. Its journey from a house-company in Delhi to a pan-Indian fashion brand is testimony to the
spirit and determination of its founders.

(This story appears in the 25 July, 2014 issue of Forbes India.

https://youtu.be/fOwh7kmsHrk
Currently, BIBA earns 15-17% sales from online channel including marketplaces and from their own site. However, from its own site, the
sales percentage is between 4-5% (https://retail.economictimes.indiatimes.com/ )
New Delhi: Indian ethnic wear brand BIBA aims to achieve a sales target of Rs 900-1000 crore by financial year 2017-2018.

“As a company we are growing at a rate of 30-35% CAGR in the last 7-8 years and we are targeting sales of 900-1000 cr for financial year 2017-2018,”
said Siddharth Bindra, managing director, BIBA.

Currently, BIBA earns 15-17% sales from online channel including marketplaces and from their own site. However, from its own site, the sales
percentage is between 4-5%.

The ethnic wear industry worth closely around Rs 70,000 crore although 70% of the market is still dominated by the unorganized players and the
segment is expected to grow at a CAGR of 9% to reach Rs 1,26,210 crore in 2019.

Currently BIBA holds 1% or 1 ½ % of the market share and as per Bindra, the focus is to achieve 5% of the market share in next 3-4 years.

“We are expecting a lot of developments in the branded apparel section in next 4-5 years and hope the implementation of GST will accelerate it further.
But we have no plans to venture into western wear segment,” he clarified.

Keeping a focus on its core category, BIBA said, the brand plans to open 10-12 stores in the coming 6-12 months under BIBA Girls’ brand which
exclusively caters to young girls aging between 2-15 years.
https://www.mbaskool.com/ ( swot)

Below is the Strengths, Weaknesses, Opportunities &

Threats (SWOT) Analysis of BIBA. Strengths are:
1.Emergence of a successful brand in the ethnic wear
category with several awards like the Golden
Seale trophy and consistently rated as the most
admired ethnic wear brand
2. Pioneer of Bollywood merchandising in India with
several successful film projects
3. Strong presence in over 40 cities with over 90
stores and in several MBO’s like Shopper’s Stop,
Pantaloon, Lifestyle, Central etc.
4. Strong product mix which includes mix-match and
unstitched fabrics
5. Done effective youth marketing on social media
with campaigns like Quirky closet, guess the look

Here are the weaknesses in the BIBA SWOT

Analysis:
1.Strategic alliance with Future group in unstable
Weaknesses due to financial concerns
2.Lack of self- procuring facilities would be a
problem in the long run
3. Limited global reach where NRIs stay

Following are the Opportunities in BIBA SWOT

Analysis:
1. Along with effective online marketing campaigns
that it is currently into BIBA can think of selling
Opportunities merchandise online which has emerged as an
effective medium.
2.It can also take to export and showcasing the
merchandise in International markets to earn greater
visibility globally

The threats in the SWOT Analysis of BIBA are as

mentioned:
1. Entry of several Indian designers in the Indian
Ethnic wear segment poses a serious threat
Threats
2. Highly fragmented fashion industry would lead to
low brand loyalty
3. The recent Govt. tax policies on apparel would
lead to a price rise.
SUNDARAM MULTI PAP LTD. (SUNDARAM)

HISTORY(HTTPS://WWW.BUSINESS-STANDARD.COM)

Sundaram Multi Pap Ltd is one of the leading companies in the notebook industry. The company
designs, manufactures and markets paper stationery products exercise note books, long books,
note pads, scrap books, drawing books, graph books - for students of all ages, as well as office/
corporate stationery products and printing, writing & packaging paper. They have over 190
varieties of paper stationery products under the brand 'Sundaram' which are very popular
among the student communities and enjoy very high reputation in the market for its superb
quality and durability. The company has their head office at Mumbai Sundaram Multi Pap Ltd
was incorporated on March 13, 1995 as a public limited company and obtained the certificate
for commencement of business on April 10, 1995. The company was promoted by Amrutbhai P.
Shah and Shantilal P. Shah. The company took over the partnership firm, namely Starline
Industries engaged in the manufacture of exercise note books, account books and other paper
stationery products, with its assets, bank liabilities and business and the said promoters were
the partners of this partnership firm. The company made their maiden public offer of 1.8 million
equity shares of Rs 10 each for cash at par aggregating to Rs. 18 million on February 23, 1996
which was fully subscribed and obtained the listing of their equity shares on Pune and
Ahmedabad Stock Exchanges. Initially, in the year 1995, the company had a capacity of 5 tons
per day of conversion of paper into paper stationery, which was increased to 20 tons per day
during the year 1998 with the addition of two German made machines. They further increased
the capacity to 50 tons per day during the year 2001 with the addition of one more unit, and to
60 tons per day during the year 2003 with the addition of one more unit. During the year 2008-
09, the company finalized their plan to market the eco-friendly copier paper in India under the
brand name of 'Mr Green' and this will be launched in September 2009 with a punch line 'Go
Green With Mr Green'. During the year, the company formed a wholly owned subsidiary in the
name and style of 'Sundaram Edusys Pvt Ltd'. Through their subsidiary, they came out with the
innovative educational content for 8, 9 & 10 standards of Maharashtra S.S.C Board, for all
subjects, except the languages, in Marathi and English. This educational content is developed
under the brand name 'e-Class' and has bee successfully marketed to schools, coaching classes
and individual students. During the year 2009-10, the company, with the expansion of
manufacturing facilities at Palghar, enhanced the current capacity to 120 tons per day on
conversion of paper into paper stationery. They also undertook development of educational
content for 1 to 7 standard students, in Marathi and English, and plans to develop from next
year, educational content for students of S.S.C Board of other States. The company's equity
shares were listed on the Bombay Stock Exchange Ltd (BSE) and National Stock Exchange Ltd
(NSE) with effect from March 12, 2010 and June 2, 2010 respectively. During the year 2010-11,
the company bought a new land at the existing plant at Palghar on which the construction of
new plant has started. The existing plant has a fully automatic production line of the exercise
books and we have installed additional one at the existing plant. The company plans to install
two ore such fully automatic production line of the exercise books. Also, the existing old units at
Palghar plants are under renovation and will be in full fledge operations by Back to School
2012. During the year, the company completed the up-gradation of machine at the paper mill at
Nagpur by setting up a new modern machine and they successfully started the commercial
production. In April 2011, the company expanded the 'e-class' to cover syllabus of all classes
from 1st to 10th standard in Maharashtra for English, Marathi & semi English medium due to
overwhelming response of its success from large number of coaching classes, schools and
individual students from major cities as well as interiors of Maharashtra. The name of the
company's wholly owned subsidiary company was changed from Sundaram Edusys Pvt Ltd to E-
class Education System Pvt Ltd with effect from December 15, 2011. The subsidiary company
converted into public limited company and the name was changed to E-class Education System
Ltd with effect from December 28, 2011. In January 2011, the company's wholly owned
subsidiary, E-class Education System Ltd launched their new Tablet PC, 'e-class tablet'. The
tablet pc has the entire syllabus of a selected standard in a video format which has various
animations, audio and visuals which make learning very interesting.

Over the past 32 years the company has grown by many folds and diversified into various other verticals of business.

Our dedication and passion to deliver the best has led us to explore new avenues and foresee the future.

With a wide range of over 200 products today Sundaram sells more than 5 lakh books everyday through its strong

distribution network of 15000 dealers and distributors.

We design, manufacture and market paper stationery products – exercise note books, long books, note pads, scrap

books, drawing books, graph books – for students of all ages, as well as office/ corporate stationery products and

printing, writing & packaging paper.

With the strong brand and market penetration we are present in pan Maharashtra and have a strong brand recall

among consumers. The brand Sundaram stands for trust, quality products and for a legacy. As its rightly said,

“Education is the strongest weapon” we want to deliver quality products at the best rates to the entire country.

The times have changed, people don’t take the risk of buying substandard products any more. The market for

branded products is very huge today, and it can demand a premium. The extended products and high quality paper

premium products can be introduced under the same brand. The brand will be used for other stationery products in

the market in the near future.( http://www.sundaramgroups.in)

BOARD OF DIRECTORS & KMP Mr. Amrut P. Shah (Chairman & Managing Director)
Profit /loss for the year 479.62lakhs
 Particulars STANDALONE CONSOLIDATED 2017-18 2016-17 2017-18 2016-17 Total Income 10,942.25
9,844.92 11,204.37 10,374.68 Total Expenses 10,578.69 9,378.44 10,875.60 9,868.79 Proit / (Loss)
before tax (1,486.53) (503.51) (1,521.31) (464.10) Less: Deferred Tax - - 363.96 155.60 Less:
(Excess)/Short Provision for earlier Years 0.17 2.45 0.17 2.44 Proit / (Loss) after tax (1,486.36) (501.06)
(1,885.10) (584.25) EPS (0.58) (0.22) (0.73) (0.27)

Market overview

The Rs 20,000 crore stationery industry in the country is poised for innovation and growth.

 Little over 90% of the manufacturing is within the unorganized sector, which is the main reason for the region-wise

fragmentation of the market.

 The industry is expected to register CAGR growth of 15 per cent in the next few years. The writing paper industry is

estimated at Rs 10,000 crore and notebooks have share of Rs 7,000 crore,“ Federation of Maharashtra Stationery

Manufacturers & Traders Association.

 The average global per capita consumption of paper is 52kgs; while the Indian average is 8kgs.

 The continued economic reforms and emphasis on eradication of illiteracy will fuel the growth in consumption of

paper.

 The paper stationery business relates directly to the rate of literacy, which is currently about 68% in India.

 With revival in economy at large the paper consumption is expected to increase as the GDP Increases.

 Domestic demand for paper will increase to 10 million tones by 2017 and 30 million tones by 2018.

 Import rose from 2 thousand to 10 thousand tones.

 Paper industry is at 35 in the high priority list.

Asia’s Largest Paper Stationery Mfg. Plant, Palghar

Our state-of-the-art manufacturing unit at Palghar district, is spread over 4 acres of land. From managing loading of

goods to warehousing, all the activities are done systematically. We produce all our products with quality and well

managed time scales by using advanced machinery and superior printing/ruling units.

We have various plant heads and union heads to manage the work force. In order to keep them motivated we have

also created a yoga pyramid box and an entire farm for their relaxation and peace.
MARKETING STRATERY
Radio Ads
Bus Panels, Bus Stand Ads
Print Ads
Posters, Hoardings, Banners
Participation In Trade Fairs & Consumer Exhibitions
Seminars & Workshops
School Level Competitions
Retailers’ Meet & Brand Tie-Ups

A4/A5/A3 Book
Long Book
College Book
Hard Bound Book
Note Book
Sketch Book
Lekhan Book
Drawing Book
Practical Book
Laboratory Book
Graph Book
Scrap Book
Pocket Book
Six Subject Book
Graph & Map Sheet
Answer Book
Answer Sheet
Origami Paper Sheet
Tinted Sheet
Duplicate Book
Cash Memo Book
Challan Book
Conference Pad
Voucher Book

Parent Company
Sundaram Group
 Category
Paper and Stationary

Sector
Media & Entertainment

Tagline/ Slogan
Education is Nation’s Strength. We stand by it.

USP Sundaram Groups, leading in stationary manufacturing & paper mill industries in
Maharashtra.

Sundaram Multi Pap STP

Segment
Customer and Institutions who needs paper

Target Group
Students, Schools and Office

Positioning
Prominent player in the paper industry

Sundaram Multi Pap SWOT Analysis

Below is the Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis of

Sundaram Multi Pap. Strengths are:
Strengths 1. No.1 in Maharashtra with a strong presence all across India.
2. 50, 000 sq.ft manufacturing area with 200 employers ensures good quality
3. Large capacity to deal with fluctuations in export.
4. State of the art machines with fully automatic exercise books line and advanced
machinery

Here are the weaknesses in the Sundaram Multi Pap SWOT Analysis:
Weaknesses 1. Low Market share in northern and eastern part of country.
2. Less extensive distribution channel
3. Institutional alliances in Maharahstra only.

Following are the Opportunities in Sundaram Multi Pap SWOT Analysis:

Opportunities 1. Export opportunities in Asia, Africa and other continents.
2. Complementing it with their e-education venture to reach out to maximum
students
3. Used its brand equity to develop more channel partners.

The threats in the SWOT Analysis of Sundaram Multi Pap are as mentioned:
Threats 1. High competition from big brands like ITC and chinese competitors
2. Taxes and Regulation on exports
3.Long run threat from shifting to digital media

Sundaram Multi Pap Competition

Below are the top 3 Sundaram Multi Pap competitors:

Competitors 1. ITC
2. Naveen
3. Local players like Classic

(https://www.mbaskool.com)

Classmate is an Indian brand of student stationery products. ITC Limited (formerly Indian Tobacco Company) launched its Classmate brand in 2003

with the notebooks category. Subsequently, Classmate added pens, pencils, mechanical pencils and geometry boxes to its portfolio. Classmate products include
notebooks, pens, pencils, mechanical pencils, diaries, mathematical drawing instruments, scholastics, erasers, sharpeners and scales and art stationery products.
 As part of ITC’s centenary initiative, Classmate launched the largest student contact program- Ideas for India challenge. It provided a platform for Indian youth to brainstorm and
address the issues and challenges which our nation faces and help in developing the nation. ITC also launches a lot of digital campaigns to ensure maximum participation.

Classmate did its promotions through classmate cover hunt contest where many people came along and gave their suggestions for the cover page. This contest helped build the
brands facebook fanpage of about 1484 contestants and 179 contestants on twitter

Classmate brand, has clocked revenues of Rs 1,000 crore in terms of consumer spends.
"When the company got into the stationery business way back in 2003, there was a lot of scepticism, but today we are market leaders in the
branded notebooks category," says Chand Das, chief executive, education and stationery products business at ITC.
The company's rise to the Rs 1,000-crore mark took a little over 10 years, which according to Das is the fastest in the history of the stationery
business in India.
Companies such as Navneet, for instance, despite being around since 1956, have a turnover of less than Rs 1,000 crore.
Das, who was moved from the company's packaging business to run this business way in 2002, has played a major role in getting consumers
to think brands while buying a commoditised category like notebooks.
The organized market for notebooks is around Rs 4,000 crore, where ITC's Classmate is the market leader with a 20 per cent share. The other
national brand, Navneet, is a distant second with 7 per cent share. The rest of the market is controlled by a host of regional brands.
Das is now set for the next round of market expansion. He is currently testing brand Saathi, which would be a notebook brand targeted at
what he calls "less prosperous markets". Brand Saathi would be priced 15 per cent lower than Classmate, whose average price is around Rs
25. "The idea is to ladder the portfolio," says Das.
He also plans to launch a premium offering called Classmate Pulse. This, he says, will be strong on design elements and would have features
such as dividers and pockets. But how many Indian consumers are actually brand conscious when it comes to buying a notebook? Das says
that in the last decade, he has succeeded in capturing the mindshare of the students by actively investing in various school contact
programmes. "Our target audience, both consumers and the trade, understand brands," he says.
Almost 85 per cent of the company's revenue comes from notebook sales, while the rest is from other stationery products such as pens and art
stationery. This ratio will change to 70:30 in favour of notebooks in the next five years, says Das.
vering superior and sustainable stakeholder value
navneet

In the financial year 2018-19, the Company’s revenue grew by 18.81% from INR 1,16,145 lacs to INR
1,37,992 Lacs.

PUBLICATION GROWTH

13.14%
STATIONERY GROWTH

29.38%
. with a turnover of ₹ 71, 076 Lacs as compared to ₹ 63, 138 Lacs in the previous FY 2017-18.
 SHARE PRICES
FY High(₹) Low (₹)

2018 - 2019 158.35 99.15

2017 - 2018 193.60 127.75

2016 - 2017 174.70 82.05

2015 - 2016 113.90 76.10

2014 - 2015 119.7 57.00

Navneet Education Limited is a purpose-driven organization, doing what it takes to move the needle and promulgate knowledge.
The Gala Family established the brand in 1959 and since then we have been the major force in the dissemination of knowledge to
the little learners of India.

VISION
To provide the highest quality of educational products and services to customers in the language/medium of their choice.

MISSION
 To provide students with best quality supplementary study material and curriculum text books at affordable price.
 To harness the power of Information Technology and bring home its wonder to children through e learning.
 To provide students with scholastic stationery products.
 sundaramMission:
To attain customer loyalty by providing the highest standards of quality products suitable for various business segments
and for all age groups across India and the world.
To focus on innovative production processes through constant research and development as well as to use a raw
material and technology that is environment friendly and that further caters to the interests of the future generations.
 Vision:
To excel in serving the demands of paper and paper products worldwide.

Navneet Education Limited (BSE: 508989) is an Indian company that is in the business of educational and children book
publishing, scholastic stationery and non-paper stationery products.[5] It operates in three segments: Publication, Stationery and
Others. Its products are Navneet, Vikas, Gala, YOUVA. It produces titles in the children and general book categories, which includes
children activity, board, story, health, cooking, mehendi, and embroidery books. It has more than 5000 titles in English, Hindi,
Marathi, Gujarati and other languages.[6]

Navneet Education Ltd, founded by the Gala Family, is in the business of Educational, Children and General Publication, Scholastic Paper
Stationery and Non-Paper Stationery products. Over the years, the company has built a strong brand in Publications and Stationery and gained a
leadership position in Western India. Since 1959, NAVNEET has been a major force in the dissemination of knowledge. It is a dominant player
in the field of publishing with more than 5,000 titles in English, Hindi, Marathi, Gujarati and other Indian and Foreign Languages.
www.navneet.com

Category

SWOT Analysis of NPIL

Strengths Weaknesses

• Over 80% market share in • Seasonality of sales (Most sales in

Gujarat and Maharashtra for curriculum publishing segment occur in the first
based books quarter
of the financial year)
• Owns around 5,000 titles in English
and 11 other national languages • Can generate high sales in the
curriculum
• Navneet has about 300 products in based books markets only in years when
the syllabus changes
paper stationery segment and about 50
in
the non-paper stationery category

• Exports stationery to international

retailers
such as WalMart, Target and Tesco

Threats
Opportunities
• Second hand market for school books
• India has the largest population in the
6-14 years (school going children)
bracket
which will benefit Navneet

• Recently entered into the e-learning

space
which analysts expects will generate
good
revenues post FY11

• Recently entered into Andhra Pradesh

 in
curriculum based business

Valuation
Navneet is currently trading at 19 times its EPS of Rs. 3 and has maintained an average payout ratio of
~42% over the last 10 years. The company’s management expects that its earnings will increase by more
than 12% in the coming years following the syllabus change in Gujarat and Maharashtra.

The management also expects 25% growth in stationery exports in FY11. The company is also slowly
and gradually increasing its stake in e-Sense (E-Learning subsidiary of NPIL) and expects that this new
segment will generate revenues of ~15 crores in FY11.

Due to its consistency in earnings growth, dividend payments, high ROE of +20%, and sound business
prospects this stock should yield better returns over the long term time frame of 5 years. This stock is
currently available at Rs. 50; investors can start accumulating the stock at current price and can increase
the holding if further price correction sets in.

The Company was incorported on 18th September, and obtained the Certificate of Commencement of Business on 12th October, 1984. It
was promoted by Jaisinh Kanji Sampat, Chatrabhuj Kanji Sampat and Dilip Chatrabhuj Sampat. - The Company carry on business as
printers, publishers of educati books, newspapers, journals, etc. A new printing press was set up at Dantali in Gujarat incorporating latest
printing technology and performing varied production functions like printing, binding, etc. - 70 No. of equity shares subscribed for by
Signatories to the Memorandum of Association. 4,99,930 No. of equity shares then issued at par of which 1,99,930 shares were reserved
and allotted to promoters, directors, friends, etc. The remaining 3,00,000 shares were offered for public subscription during November
1984 (all were taken up). 1986 - 12,00,000 Rights equity shares were offered at par in prop. 12:5 during January 1987 (all were taken
up).

Read more at: https://www.goodreturns.in/company/navneet-education/history.html

 Tropicana Products, Inc. is an American multinational company which primarily
makes fruit-based beverages. It was founded in 1947 by Anthony T. Rossi in Bradenton, Florida. Since 1998, it has been
owned by PepsiCo. Tropicana's headquarters are in Chicago. The company specializes in the production of orange juice.

Anthony T. Rossi[edit]
Anthony T. Rossi (1900–1993) was born in Italy on the island of Sicily. He had the equivalent of a high school education and
immigrated to the United States when he was 21 years old. He drove a taxi, was a grocer in New York, farmed in Virginia,
and then moved to Florida in 1940 where he farmed and was a restaurateur. His first involvement with
the Florida citrus industry was fresh fruit gift boxes sold by Macy's and Gimbels department stores in New York City, New
York.[1]
In 1947, Rossi settled in Palmetto, Florida and began packing fruit gift boxes and jars of sectioned fruit for salads under the
name Manatee River Packing Company. As the fruit segment business grew, the company moved to a larger location in
east Bradenton, Florida and changed its name to Fruit Industries. [1] The ingredients for the fresh fruit salads on the menu of
New York’s famed Waldorf-Astoria Hotel were supplied by Fruit Industries. [2] At the east Bradenton location, Rossi began
producing frozen concentrate orange juice as a natural extension of the fruit section business.

Sold to PepsiCo and twenty-first century: 1998–present[edit]

Tropicana was acquired by PepsiCo in 1998, which combined it with the Dole brand for marketing purposes. [1] It has become
the world’s leading producer of branded fruit juices.[9] Tropicana headquarters moved to Chicago in 2003. [10]
Due to the decreased productivity of Florida's orange crop in the wake of several damaging frosts, Tropicana began using a
blend of Florida and Brazilian oranges in 2007.[11] Citing an increased consumer interest in the origin of food products, the
company announced in February 2012 that its Tropicana Pure Premium line would return to sourcing oranges only from
Florida,[12]. Tropicana later reverted to sourcing its oranges from both Florida and Brazil.

Strengths in the SWOT Analysis of Tropicana :

Strong Brand Image: Tropicana has created a strong brand image for itself and has positioned itself
as a substitute for fresh juice. Tropicana has been successful in creating a strong market for itself.

Strong credibility: Tropicana is a 60-year-old brand and has successfully expanded around the
world. It has been able to garner credibility around the world and has created a strong customer
base for itself.

Global Presence: Tropicana, being a PepsiCo product drives on its global presence and is currently
present in over 60 countries around the world and is continuously on the lookout
for geographic expansion.

Healthy options: The identity of Tropicana is health oriented and is a healthier alternative to
aerated drinks. The number of health conscious people around the world is increasing and thus it is
an advantage for Tropicana.

Strong distribution: Tropicana, as a product requires special attention during distribution. This is
where PepsiCo helps Tropicana tremendously. Since the tome Tropicana has been acquired by
PepsiCo, the distribution has improved tremendously.
Weaknesses in the SWOT Analysis of Tropicana :
Considered Costly: Tropicana is considered to be costly as compared to local products or aerated
drink, in the same quantity. This reduces market share and limits customer base.

Reduced Quantity: Instead of increasing price of products, Tropicana resorted to reducing quantity
of product to about 8-10%. This also creates an image of a costly brand.

Low Rural Penetration: Packaged Juices are difficult to distribute and are more dependent on
higher margins than mass sales. This resists Tropicana to penetrate more in rural.

Opportunities in the SWOT Analysis of Tropicana :

Increasing Health Consciousness: Health awareness around the world is increasing which
creates the great opportunity for Tropicana to take advantage of. A transitional shift from aerated
drinks to healthier drinks is expected to happen.

Focus on low-calorie drinks: flavorsTropicana has introduced No Pulp as a product with 50% less
sugar. Tropicana should focus more on low-calorie products by including flavours and increasing
penetration.

More variants: Tropicana has many variants under its arsenal but most of them are common from
the competitors. Tropicana should look to bring out more fruit flavors which are not easily available.

Tie-ups with Hotels and restaurants: Tropicana can look for tying up with large chains of hotels
and restaurants which will help increase its awareness and revenues.

Increasing consumer spending: Consumer spending especially in the emerging markets is

increasing with increasing disposable incomes. Tropicana is well positioned to benefit from
any demand created.

Threats in the SWOT Analysis of Tropicana :

Presence of Fresh Juice Joints: Fresh juice is still more preferred than packaged juice. There is
high local competition with fresh juice joints ion the market. This reduces market share of Tropicana.

Promotion of healthy products may affect PepsiCo’s other products: PepsiCo’s major products
are its aerated drinks brand which include Pepsi, Mountain Dew and 7Up etc. Promoting
consumption of healthy products may backfire in the sales of its major products.

Intense competition: Tropicana faces intense competition from many competitors around the world.
Its major competitors are Minute Maid, Saints, Del Monte Juices and Real Juice etc. High
competition enforces pricing wars and limits market share.

MARKET SHARE:

We’ll aim to make Tropicana available across 250,000 retail outlets, 2.5 times of 100,000 now by the end of
this year. From less than 100 towns, Tropicana will be made available across 300 towns.
For Tropicana, the company has appointed Hindi film actor Katrina Kaif as brand ambassador. Kaif has been
endorsing its mango drink brand Slice for some years. Slice was launched in India in 1993 as a mango drink
and rebranded as Tropicana Slice in 2014.
In the 100% juice segment, Tropicana had a 41.5% market share (retail volume) in 2016, up from 40% in 2015

Marketing Mix of Tropicana analyses the brand/company which covers 4Ps (Product, Price, Place,
Promotion) and explains the Tropicana marketing strategy. The article elaborates the pricing, advertising & distribution strategies used
by the company.
Let us start the Tropicana Marketing Mix:

Product:
The product strategy and mix in Tropicana marketing strategy can be explained as follows:
Tropicana mainly specializes in orange juice but it also has a number of other flavors like apple, grape, mango, guava, and cranberry. It
has a total of 70 different juice kinds and also offers smoothie products in its marketing mix. Some of its well-known products are
Tropicana Farmstand which is a 100% juice blend with fruits and vegetables, Trop50 which is orange juice with 50% less sugar and
calories, Probiotics which is a 100% juice blend containing 1 billion probiotics per 8 ounce with no added sugar or artificial flavors,
Tropicana Pure Premium which is a 100% orange juice with no added sugar, water or preservatives and the Premium Lemonades and
Drinks. Tropicana selects the best fruit to manufacture the best quality juices, develop innovative processes and explores new markets for
its products. Tropicana aims at helping the consumers maintain a healthy lifestyle by ensuring that its products are naturally nutritious
and provide the daily benefits that one needs. Freshness is the guiding principle of the brand and it positions itself as a breakfast
beverage.

PricING:
Below is the pricing strategy in Tropicana marketing strategy:
Tropicana adopts a value based pricing strategy. Its products are costlier compared to similar products offered by other fruit

juice brands, because, it uses the best quality fruits, and manufactures high quality juices with innovative processes. However,

the price of Tropicana products is not too expensive and they can be consumed by middle-income group families on a daily basis.

The 200 ml tetra pack is priced at Rs.30 whereas the 1000 ml tetra pack is priced at Rs. 120. It also offers value packs which are

a combination of 3 different flavors in 1000 ml tetra packs each priced at Rs.360. In the recent years, Tropicana sales have been

increasing, as more and more people have become health conscious and prefer consuming healthy fruit juices instead of

carbonated drinks.

Place in the Marketing Mix of Tropicana :

Tropicana targets all the market segments with its fresh, tasty and healthy juices. There is not a
single person today who doesn’t want to be healthy or one who doesn’t want their loved ones to be
healthy. Unfortunately, unlike the case with other healthy brands, Tropicana offers users brands that
are cheaper and affordable. Anyone from the middle-income base can, therefore, afford to buy it.

Its commercials that encourage people to have Tropicana every morning is a clear picture that
everyone and anyone can take the juice. And though it has its headquarters in Chicago, the
company has spread throughout the six continents where it has an impressive market share
and customer base.

Promotions in the Marketing Mix of Tropicana :

Tropicana is a very successful brand as it has managed to penetrate and maintain a formidable
market share. Its success is greatly attributed to its market strategy. There are few companies that
have invested in TV commercials the way Tropicana has. In fact, during its primary years, Tropicana
was dominant in TV commercials in all the markets that it has already managed to penetrate.

And its commercials themselves were impressive, no wonder within no time, customers were
flocking to their shelves so that they can get a taste of the products. For instance, its “Have a
Tropicana Morning,” which is a more recent TV commercial has made many to start using the
product every morning.

The company has not given the print media a back as many companies have done. Newspapers
and magazines and other forms of print and electronic media are channels Tropicana is advertising
its products through. Tropicana also sponsors concerts, games and sporting events.

Tropicana’s St. Petersburg Florida Field Stadium that has a 45360 seat capacity and hosts baseball
has done the company a lot of good as far as marketing is concerned. But it is its message about
natural, freshness, health-oriented and 100% juice taste emphasis that boosts the confidence of this
health conscious population the morE
FUTURE PLANS:
PepsiCo India aims to double Tropicana business by 2020
.
For Tropicana, the company has appointed Hindi film actor Katrina Kaif as brand ambassador. Kaif has been
endorsing its mango drink brand Slice for some years. Slice was launched in India in 1993 as a mango drink
and rebranded as Tropicana Slice in 2014.
In the 100% juice segment, Tropicana had a 41.5% market share (retail volume) in 2016, up from 40% in
2015. Slice, which is considered a regular juice drink, lost market share from 19.4% in 2015 to 18.1% in 2016,
while Coca-Cola’s mango drink Maaza gained from 28.8% in 2015 to 29.7% in 2016, Euromonitor added.

Dabur India plans to launch a new fruit-based beverage brand later this year. The
company, which is the market leader in the juice category with its brand Real, is expected
to position the new brand in the hydration and refreshment space.
 BOTH T AND R

The market is growing 13 to 14 per cent annually and is dominated by

players like Pepsico's Tropicana and DaburNSE -0.32 %'s Real, the
company said.

Read more at:

//economictimes.indiatimes.com/articleshow/63712841.cms?from=mdr&ut
m_source=contentofinterest&utm_medium=text&utm_campaign=cppst
In the year 2004, Dabur Foods launched a sub-brand Real Junior to target kids below six years.
Real Junior is rich in calcium and is available in two flavors apple and mango in 125 ml packs. The
vibrant packs with animated characters of fruit have been a hit with kids. Dabur Real Juice offers
multiple size options to suit individual needs. Its diversified product portfolio includes
 MARKET SHARE:Dabur India’s Real juice
leads the market with a 43.5% share,
according to data compiled by market
research firm Euromonitor International. Pepsi's

Tropicana loses 5% of market while Dabur's Real gains 2.5% share

Read more at:

//economictimes.indiatimes.com/articleshow/57678367.cms?from=mdr&utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst

Marketing Mix of Dabur analyses the brand/company which covers 4Ps (Product, Price, Place, Promotion) and explains the
Dabur marketing strategy. The article elaborates the pricing, advertising & distribution strategies used by the company.
Let us start the Dabur Marketing Mix:
Product:
The product strategy and mix in Dabur marketing strategy can be explained as follows:
Dabur has a wide range of product portfolio. The following are the products in the marketing mix strategy offered by Dabur
globally:
• Hair Care : Dabur Amla and Vatika Naturals are the brands in this category
This category includes products such as Hair oils, Shampoos, Conditioners, Hair Cream, Hair oil treatment, Shampoo
replacement, Men’s hair tonic, Men’s hair cream and kids oil.
• Oral Care: Dabur Herbal and Dabur Miswak are the two brands offered in this category
The products include a range of natural toothpastes from the house of Dabur (Classic range, Gel range, Premium range, New
ingredient range)
• Skin Care: DermoViva USA, Fem and Jaquline are the brands offered in this category.
The prodcuts include face wash, face scrub, face mask, body creams, body lotions, sun care, soap, body wash and hand wash.
• Baby Care: DermoViva Baby is the brand offered in this category.
The product list includes Hair Oils, Massage Oils, Soaps, Shampoos, Body lotions, Creams, Enriched powder and baby wipes.
The following are the product categories offered by Dabur in India: Health Supplements, Digestives, Shampoos, Hair Oils, Skin
Care, Foods, Oral Care, TC & Ethicals, Home Care, Guar Gum. Dabur positions its products as healthy for its customers. Its
committed in offering its customers products that are of excellent quality and are herbal.

Image: company website

Price:
Below is the pricing strategy in Dabur marketing strategy:
Dabur follows different pricing strategies in its marketing mix for different product offerings. For its premium products such as
Dabur Herbal (Premium range), Sun care, body wash, body creams are priced at a premium as they are targeted at high end target
segment. For its low cost products, the prices are kept low and competitive pricing strategy is followed. More emphasis is given
on the product quality and its products are priced low to gain more customer base. Its main aim is to sell more units although
through a lesser margin. Since it a competitive industry with major players, Dabur has to follow a competitive pricing policy for
its non-premium products to sustain itself in the long run.

Place:
Following is the distribution strategy of Dabur:
Dabur is one of the leading FMCG companies in India. The main aim of the FMCG company is to make its products available at
most number of outlets and also to ensure that there is no stock out. Shelf space also plays an important role in creating visibility.
Being in the industry for many years, Dabur has built an extensive network of distribution channels. The marketing mix
promotional strategy of Dabur is dependent upon its manufacturing plants, distributors and retailers. The distribution is not only
in India but abroad as well.
In India, Dabur has various plants manufacturing located throughout the country. Most of its plants are located in Himachal
Pradesh, Rajasthan and Madhya Pradesh. From these plants, the products are transported to the carrying and forwarding agents.
From there they are passed down to the stockists, distributors, wholesalers and then retailers and Kirana stores from where the
final consumers can purchase the products.
Sometimes the products are transported directly to the supermarkets and modern retail through the distributors.
Dabur also exports its products to Dubai, Bangladesh, Egypt, UK, Nigeria, US and Nepal where they have overseas offices which
manage the distribution and sales.
Promotion:
The promotional and advertising strategy in the Dabur marketing strategy is as follows:
Dabur does its major promotions through TV advertisements. In India, famous celebrities and sportsmen endorse their products.
Amitabh Bachchan is seen in ads like Dabur Chyawanprash and Dabur Hajmola. Sonakshi Sinha endorses for Dabur Vatika. It
also advertises on newspapers. Hoardings are put up at retailers and supermarkets. This covers the marketing mix of Dabur.

About Dabur:
Dabur is India’s largest Ayurvedic medicine and related products manufacturer. It was founded in 1884 by SK Burman. Its
headquartered in Ghaziabad, Uttar Pradesh. Its 2015-2016 revenue is US $1.3 billion. Dabur's main competitors are HUL, Godrej
Consumer, Colgate, Marico, Jyothi labs among others.

Dabur Real Juice Brand Analysis

Parent Company
Dabur

Category
Beverage

Sector
Food & Beverages

Tagline/ Slogan
My Real Fruit Power

USP
Fruit flavored health drink

Dabur Real Juice STP

Segment
For all people seeking a healthy fruit based drink for regular occasions, parties

Target Group
All age groups Lower, middle and upper class people

Positioning
A fruit juice made from real fruits

Dabur Real Juice SWOT Analysis

 Below is the Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis
of Dabur Real Juice. Strengths are:
Strengths
1.Strong Dabur brand name
2.Excellent branding and advertising
3.Excellent distribution and availability

Weaknesses Here are the weaknesses in the Dabur Real Juice SWOT Analysis:
1.Slightly higher priced

Following are the Opportunities in Dabur Real Juice SWOT Analysis:

Opportunities 1.Leverage successful brand Dabur
2.Advertise more
3.Buy out competition

The threats in the SWOT Analysis of Dabur Real Juice are as mentioned:
Threats
1.Threat from other drinks competitors
2.Threat from substitutes like fruit juices

Dabur Real Juice Competition

Below are the top 2 Dabur Real Juice competitors:

Competitors
1.Onjus
2.Minute Maid
HISTORY
ESTEE LAUDER
Estée LauderJosephine Esther Mentzer in Queens, New York was an American beautician and business
executive who started a beauty company with a skin cream developed by her chemist uncle. After
years of selling products on her own, she officially formed Estée Lauder Cosmetics Inc. in 1946. In
1953, her Youth Dew beauty oil took her company to a new level of success. Lauder was as
innovative with her marketing strategies as her cosmetic products, eventually making her the richest
self-made woman in the world.
DIOR
Christian Dior was a French couturier, best known for his eponymous fashion house which is often
referred to as just Dior.
 He founded the house of Christian Dior on December 16, 1946 at 30 Avenue Montaigne Paris,
backed by Marcel Boussac, a cotton-fabric magnate. Officially, the house of Dior considers
1947 to be the year of conception as that is when Dior showed his first collection.
 On February 12, 1947, Dior showed his debut collection,

presenting the 90 different looks. Named "Corolle" and "Huit", the

lines were quickly christened the "New Look"

BRAND IDENTITY PRISM

SWOT analysis of Christian Dior analyses the brand/company with its strengths, weaknesses, opportunities & threats. In
Christian Dior SWOT Analysis, the strengths and weaknesses are the internal factors whereas opportunities and threats are the
external factors.
SWOT Analysis is a proven management framework which enables a brand like Christian Dior to benchmark its business &
performance as compared to the competitors and industry. Christian Dior is one of the leading brands in the lifestyle and retail
sector. The table below also lists the top Christian Dior competitors and elaborates Christian Dior market segmentation, target
group, positioning & Unique Selling Proposition (USP).

Christian Dior SWOT, Competitors, Marketing STP & Brand analysis Table

Christian Dior Brand Analysis

Parent Company
Christian Dior S.A

Category
Apparel and Accessories

Sector
Lifestyle and Retail

Tagline/ Slogan
Admit It; Explosive is your Dior

USP
Christian Dior is the complete lifestyle designer luxury brand

Christian Dior STP

Segment
Urban upper class men and women.

Target Group
Fashion conscious men and women from the premium class

Positioning
Christian Dior is a complete luxury lifestyle brand

Christian Dior SWOT Analysis

Below is the Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis

Strengths of Christian Dior. Strengths are:
1. Christian Dior has a strong legacy of over half a century and strong presence
over various luxury avenues across the world with more than 200 wholly owned
 points of sale.
2. The brand has successfully forayed into all lifestyle product lines like
perfumes, footwear, eyewear.
3. The acquisition of Louis Vuitton one of the largest luxury firms in the world
has been a great plus for the brand.
4. The concept stores by Christian Dior with each store having a unique theme
gives the brand a unique identity
5. Strong brand name and reputation worldwide
6. Excellent branding and advertising through TVCs and print ads makes
Christian Dior a popular brand name
7. More than 80000+ people are employed with the organization

Here are the weaknesses in the Christian Dior SWOT Analysis:

1. The fluctuations in the exchange rates of various countries can lead to loss of
Weaknesses
revenues for the brand
2. Tough competition means limited market share growth for Christian Dior and
also replicas create a problem to brand identity

Following are the Opportunities in Christian Dior SWOT Analysis:

1. Christian Dior can foray into online retailing which has proved to be an
effective medium
2. As a prominent fashion brand it can focus on green initiatives which are
Opportunities
gaining popularity among people
3. The brand can look to expand in emerging markets as there is growing demand
for luxury products
4. Tie-ups with leading fashion houses and hotel chains can help Christian Dior
reach out to the customers

The threats in the SWOT Analysis of Christian Dior are as mentioned:

1. Fake imitations can affect the business for Christian Dior
Threats
2. The foray of various designers into the field of exclusive wear is a threat to the
brand
3. Global slowdown and recession can decline the luxury market

Christian Dior Competition

Below are the top 11 Christian Dior competitors:

1. Chanel
2. Gucci
3. Burberry
4. Ralph Lauren
Competitors 5. Prada
6. Zara
7. Louis Vuitton
8. Hugo Boss
9. Hermes International
10. Versace
11. Valentino S.P.A
 Strengths of Estee Lauder – Internal Strategic Factors
As one of the leading organizations in its industry, Estee Lauder has numerous strengths that enable it to thrive in the market place.
These strengths not only help it to protect the market share in existing markets but also help in penetrating new markets. Based on Fern
Fort University extensive research – some of the strengths of Estee Lauder are –
 Successful track record of developing new products – product innovation.
 Superb Performance in New Markets – Estee Lauder has built expertise at entering new markets and making success of them. The
expansion has helped the organization to build new revenue stream and diversify the economic cycle risk in the markets it operates in.
 Highly successful at Go To Market strategies for its products.
 Strong dealer community – It has built a culture among distributor & dealers where the dealers not only promote company’s products but
also invest in training the sales team to explain to the customer how he/she can extract the maximum benefits out of the products.
Weakness of Estee Lauder – Internal Strategic Factors
Weakness are the areas where Estee Lauder can improve upon. Strategy is about making choices and weakness are the areas where an
organization can improve using SWOT analysis and build on its competitive advantage and strategic positioning.

 Days inventory is high compare to the competitors – making the company raise more capital to invest in the channel. This can impact the
long term growth of Estee Lauder
 High attrition rate in work force – compare to other organizations in the industry Estee Lauder has a higher attrition rate and have to
spend a lot more compare to its competitors on training and development of its employees.
 Financial planning is not done properly and efficiently. The current asset ratio and liquid asset ratios suggest that the company can use
the cash more efficiently than what it is doing at present.
 There are gaps in the product range sold by the company. This lack of choice can give a new competitor a foothold in the market.
Opportunities for Estee Lauder – External Strategic Factors
 The new technology provides an opportunity to Estee Lauder to practices differentiated pricing strategy in the new market. It will enable
the firm to maintain its loyal customers with great service and lure new customers through other value oriented propositions.
 Government green drive also opens an opportunity for procurement of Estee Lauder products by the state as well as federal government
contractors.
 Lower inflation rate – The low inflation rate bring more stability in the market, enable credit at lower interest rate to the customers of
Estee Lauder.
 New environmental policies – The new opportunities will create a level playing field for all the players in the industry. It represent a
great opportunity for Estee Lauder to drive home its advantage in new technology and gain market share in the new product category.
Threats Estee Lauder Facing - External Strategic Factors
 Growing strengths of local distributors also presents a threat in some markets as the competition is paying higher margins to the local
distributors.
 Increasing trend toward isolationism in the American economy can lead to similar reaction from other government thus negatively
impacting the international sales.
 The demand of the highly profitable products is seasonal in nature and any unlikely event during the peak season may impact the
profitability of the company in short to medium term.
 Shortage of skilled workforce in certain global market represents a threat to steady growth of profits for Estee Lauder in those markets.
 FINANCIAL PERFORMING:

The Estée Lauder Companies achieved another year of strong financial performance in
fiscal 2018, demonstrating the strength of our winning strategy of multiple engines of
growth fueled by our diversified portfolio of brands. We invite you to explore select
highlights and successes from our year in the features below. And, please click on
featured products or brand names throughout these pages to be directed to purchase.

 25+Prestige brands
 $13.68Net sales in billions
 $2.05Operating income in billions
 2018 results
 The Christian Dior group recorded revenue of €46.8 billion in 2018, an increase of 7%
* over the previous year. Organic revenue growth was 11%, and 12% excluding the
impact of the closure of the Hong Kong airport concessions at the end of 2017. All
business groups recorded excellent performances.
 Organic revenue growth in the fourth quarter was 10% ** (excluding the impact of the
closure of the Hong Kong airport concessions). The quarter continued the trend that has
been underway since the beginning of the year.
 Profit from recurring operations amounted to €10.0 billion in 2018, up 20%. Operating
margin reached a level of 21.4%, an increase of 2.2 percentage points. Group share of
net profit amounted to €2.6 billion, up 14%

MARKET OVERVIEW OF DIOR AUGUST 2019

 Global Rank
Worldwide

14,668


Country Rank
United States

11,230
 ESTEE LAUNDER AUGUST 2019

 Global Rank
Worldwide

34,524


Country Rank
United States

7,634

ESTEE LAUDER

Fabrizio Freda CEO

William P. Lauder EXCEUTIVE CHAIRMAN

DIOR
Since February 2018, he has been Chairman and CEO of Christian Dior Couture. He also
becomes a member of the LVMH Executive Committee.

DIOR

Mission – “True Luxury requires genuine materials and the craftsman’s sincerity. It is only
meaningful when it respects tradition”

Vision – “Not Available”

Tagline –“Dior Love Chai

Market analysis in the Marketing strategy of Dior –

Various market forces affect the companies in luxury fashion & accessories segment. Counterfeit
products brands create negative word of mouth for the brand.

Future plans for expansion of ESTEE LAUDER

Estée Lauder aims to reallocate its investment spending among brands and media formats that positively
impact the operating income of makeup products. The company continues to strengthen its makeup category
through new product offerings and innovations.

In addition to expanding travel retail (XRT) sales, EL plans to grow freestanding retail stores, specialty multi-
brand retailers, and prestige salon channels for makeup products. Also, the company’s focus is to expand its
Aveda makeup brand, which manufactures innovative botanically based products. This will help EL to increase
its consumer base and gain a competitive advantage over L’Oréal (LRLCY), Shiseido (SSDOY), and Avon
(AVP).

Changing lifestyle, Fad short life-cycle, rising labour costs, supply-side imitation risk,
customer loyalty, negative word of mouth are some of the factors affecting the companies
operating in this industry.

Customer analysis in the Marketing strategy of Dior –

Customers of Dior are the people in the age group of 15-40 who have an inclination towards the
fashionable apparels & accessories. Customers of Dior are from upper middle income and upper-
income social groups.