What is Christine Dio? It is a master tailor. It is a Paris fashion house. It is a highly ordered French product. It also sells clothes, handbags, shoes, jewelry, watches, perfumes, sunglasses, and even pens and mobiles all over the world. Since 1984, Christine Dio has been transformed into a legend of modern commercial empire by the small fashion company on the verge of collapse in the territory of Bernard Arnault.
One day a few years ago, when Sini Doridano (Sidney Toledano), wearing a black coat, walked in a nameless street in Moscow's city, the sky was flutters and the streets were silent. The whole city was as desolate as a small village. This is Moscow's first visit to Dori Dan Nur. It is clear that this red city is completely different from the familiar Paris, New York and Tokyo.
But he is a shrewd businessman who always sniffes business opportunities. "A brand should not only cater to consumers, but also foresee the needs of consumers and invest in the market that may not grow in real terms in the next 6 years." He once summed up his investment judgment. So he chose Moscow.
Products and services provided by Dior fashion company: Haute Couture advanced customization
Dori Dan Nur is the CEO of Christian Dior Couture, a famous fashion company. After joining the company for 15 years, he has devoted a large portion of his energies to the establishment of Dior's sales network, developed new markets and new customer groups, and achieved remarkable results in.
For Moscow, Dior is no stranger. Since 1947, when the whole world has begun to sweep Dior's "new look", Dior has also made a great contribution in Moscow. In 1959, Dior even held its first fashion show in Moscow. But the cold war began in 1960, leaving fashion and Commerce in the second place. The Soviet Union focused on spy satellites instead of Dior fashion.
40 years later, the Soviet Union has become Russia, and Moscow has become another rich city because it has gathered a large number of oil and financial tycoons. But when Dori Dan Nur Di came here, the whole city did not seem to be rich enough to support Dior in opening a direct store. Everyone asked him, "why do you want to shop there?"
A bath towel and a luxury empire.
Dior's first fashion shop in Moscow was opened in 1989 by agents. With Dior's acquisition of Russia's proxy back a few years ago (this is also a global plan), its direct shops have entered Russia for the first time. Dior fashion store opens in Red Square, central Moscow, on October 2006.
Like shops in Beijing, Shanghai, Dubai and other places, Dior quickly gained sales results in Moscow. In addition to Dior's traditional high fashion, consumers here prefer handbags and jewelry, which means that Dior can get higher sales profits in these areas. In mid 2008, Dior also took the lead in issuing more than 3000 euros mobile phones in Russia, and the sales volume was amazing.
According to the latest financial data from Christian Dior Group, the sales revenue of Dior fashion company in the first 9 months of 2008 was 564 million euros, 3.5% higher than that of the same period last year (calculated at constant exchange rate), and the entire Dior group including LVMH (Mo t Hennessy-Louis Vuitton, Lu Wei Moxuan group) achieved 12 billion 505 million euros in sales revenue in the first 9 months, an increase of 10% over the previous 9 months. Financial reports said that in the face of the severe economic crisis, Dior group still achieved strong growth in its performance, mainly due to the eye-catching performance of emerging markets such as China, Russia and the Middle East. At the same time, the performance of the European market is also commendable.
From the perspective of ownership structure, the relationship between Dior group and Dior fashion company is simple, and the relationship with Dior is not complicated. Its 2007 financial year's results show that Dior group consists of Dior fashion company and LVMH two major sections, of which Dior group wholly owns the shares of Dior fashion company and holds LVMH 42.4% of the world's largest luxury group through another wholly owned holding company, Financi re Jean Goujon. The Dior group is Bernard Arnaud, a luxury industry tycoon. As of December 31, 2007, the Arnaud family company held 69.35% of Dior group and had 81.32% of the voting rights, while none of the remaining 30.65% shareholders had a shareholding ratio of more than 5%.
That is to say, through the most ingenious and the least investment, the Arnaud family controls the luxury business of tens of billions of euros per year, and more than 50 brands such as Christine Dio, Louis Weedon (Louis Vuitton) and Hennessy (Hennessy), spanning many fields such as fashion, leather goods, jewelry, clocks and watches, perfume, cosmetics, wine, luxury retail, media and so on.
For decades, the small fashion house in Paris, founded by Mr. Bernard Arnaud in 1946, has become an important part of the luxury empire of Bernard Arnaud in the 80s of last century after its complicated commercial operation. The turning point of this long and tortuous story is said to be related to a bath towel.
Arnaud claimed that Dior would be brought back to life, but no one believed him.
Born in Lubei, northern France in 1949, Arnaud did not have a family tradition of fashion or luxury. His father is an industrialist and runs a construction company. In 1971, Arnaud, 22, graduated from university with an engineering degree degree. He joined his father's company and inherited his father's career as president of the company in 1979.
In May 10, 1981, after fierce campaigning, Francois Mitterrand became the first socialist president in French history. The new president vowed to nationalize banks and insurance companies, increase taxes on the rich and raise wages for the general public. These plans make the owners and financiers extremely nervous and unstable. Arnaud chose to leave France for the development of the United States.
According to French fashion and luxury management expert, Mary French Pohina, author of Dior biography, recalls that Arnaud had already bought a real estate in Xinluo, Scher, Arnaud, and set up a new company. One night, he needed a bath towel and went to buy the most famous department store in America near Dyer, the famous American department store. The shop also sold Dior products. "The Dior products there made me suddenly think of France, and the things before me are obviously more elegant than other products, and occupy a prominent position in my memory." Arnaud described the scene to Pohina. "Later, as long as I had the chance to buy Dior's products, I would think of the Dyer shop. I have no doubt that I was influenced by it unconsciously."
At that time, Arnaud had acquired the relevant assets document of Willot Group, which was on the verge of bankruptcy, and this company just owned Dior brand.
In 1946, with the help of Marcel Boussac, a business tycoon, Mr. Dior founded the first fashion house in Paris. At the end of the Second World War, people tried to extricate themselves from war, especially women, dressed in thick denim clothes for war, and dressed as strong as men. In February 12, 1947, Mr. Dior held the first press conference in his fashion house, launching a fashionable new dress that highlighted the feminine curve of soft shoulder line, waist waist and big round skirt, shocked the fashion industry. Kamel Snow (Carmel Snow), editor of the Harper s BAZAAR, exclaimed: "this is the new look (It" s a New Look!), and Dior has started its brilliant operation for ten years.
In the same year, Dior perfume company (Christian Dior Parfums) was established, Dior business rapidly developed to Europe and the United States. In October 1957, Mr. Dior, 52, died of heart disease, and the Christian Dior Co was in chaos. In 1968, because of the problem of operation, Dior's Dior perfume company sold MOET & CHANDON perfume group to Mo t Hennessy, and continued to manage Dior fashion business and authorized agency business. In 1978, the company declared bankruptcy and its assets were acquired by the whole group. 3 years later, the latter was also on the verge of bankruptcy.
In 1984, with the stability of the domestic political situation in France, Arnaud returned to France. He made the first attempt to acquire the weapon. With only $15 million in cash and $80 million in loans, he bought the whole group. After the completion of the acquisition, he immediately sold most of the assets of the group, leaving only two departments of Dior brand and Lok Ma Ge department store. At that time, Arnaud was ambitious to claim that Dior would come back to life and become the world's first fashion brand. But no one believed him.
To be the largest luxury group in the world
In 1987, MOET & CHANDON Hennessy merged with Louis Weedon into LVMH, which laid the rudiment of a luxury empire. Arnaud also significantly increased LVMH holdings through Christian Dior Co, attempting to gain control of LVMH with minimal input. His behavior aroused strong dissatisfaction among the management at that time, but the stock crash in 1989 helped him achieve his ambition. Over the past year, he has increased LVMH shares to 44% at a low price, quickly replaced the original management and set up the ambition of LVMH as the world's largest luxury group.
The acquisition will play a strong role after that. In the 90s of last century, Arnaud bought luxury brands through LVMH, Givenchy, Fendi, Fendi TAG and so on. However, in order to maintain the uniqueness of the brand, he has granted the independent management right of the brand management (usually the family manager) to maintain the family management and independent operation of each subsidiary, but his brand can share the retail channel and share the strong retail network from entity to Internet.
"We have a wide range of brands, including champagne, brandy, fashion, watches, jewelry, perfume, cosmetics and so on. This product mix is very interesting," Arnaud once said. "This means that products must be coordinated, as if our employees, though invested in luxury goods, are full of passion and creativity, but must be accustomed to the work of cross brand platform. Because of this, we can always attract good career managers to work for us, which is one of the reasons for the success of our group. "
CEO Dior Sini Da Li Dan Nu is one of Arnaud's talents. He joined Dior in 1994 and was initially responsible for leather goods business. After that, he was responsible for international business. After 4 years, he was appointed Dior fashion company CEO. So far, he has become one of the longest term CEO in the luxury goods industry.
When Arnaud joined the company, it was also the time for Arnaud to re adjust the layout of the group. In 1995, Arnaud became independent of Dior fashion company and became a wholly owned holding company. He integrated all the high-end custom fashions, garments, men's clothing, leather goods and jewelry into Dior fashion company. Dior perfume and cosmetics, Dior watches and clocks continue to operate by LVMH. Meanwhile, Arnaud is determined to break Dior's deadlock. He pursued the method of mining the history of the brand, finding the right designer to express the brand, so as to clearly define the brand characteristics, strictly control the quality and distribution, and carefully create market publicity.
The design of fashion itself is not the most important. The most important thing is the positioning and image of the brand.
At that time, Arnaud's rival GUCCI group (Gucci) had taken the lead in getting out of the trouble. In 1994, 28 year old Tom Ford (Tom Ford) was in danger and became the GUCCI creative director at that time. Apart from having a great talent for design, Ford is also quite commercially sensitive. He declared that in today's fashion industry, the design of fashion itself is not the most important, and the most important thing is the positioning and image of the brand. This new concept has made GUCCI transform from an old accessories company into a diversified boutique company. This mode also imitated other brands.
But it is not easy to find a designer who has both Dior temperament and business intelligence for Dior. After the death of Mr. Dior in 1957, a large number of teachers were appointed as Dior designers: Yves Saint Laurent, Mark Bojang (Marc Bohan), Afranco Ferre (Glanfranco Ferr), etc. People are looking forward to the next design genius who can save Dior.
In 1997, John Galliano (British Galliano) was the creative director of Dior. For this choice, Arnaud explains, "I first choose to be a Frenchman, but my talent is not national, and Gary riano is a genius like Dior."
In the first year of becoming Dior creative director, the genius met Dior brand's 50th anniversary birthday. At this time, the Dior spring summer series launched is the first major examination of Gary riano. He staged the theme of "tribute + revolution", a classic tulip style, to pay tribute to the founder of Dior, a mermaid gown, a Chinese style shawl, and a huge Marseilles necklace, making the new New New Look. His debut at Dior caused heated debate in fashion circles, and also made Dior's design reborn.
Star designers become Dior's magic weapon. In 1998, Victoire de Castellane, who was born in the French aristocracy, became the first designer of Dior's top jewelry in Victor Castelain. In 2000, the Dior Homme, which was designed by young designer Eddie Slimane (Hedi Slimane), pushed the Paris classic fashion brand to a new climax. Slimane
Under the leadership of CEO Sini Domini, the sales performance of Dior fashion company is also growing rapidly. Sales of Dior fashion rose from 127 million euros in 1994 to 787 million euros in 2007; the number of Dior outlets increased from 6 in 1994 to 221 in 2007. The Paris fashion brand, which has experienced many vicissitudes, has grown into a global luxury luxury empire.
"Dior fashion company will double its performance in the next 5 years," said trendy. "Maybe there will be difficulties ahead, but if you look at the Middle East, China and even Europe, I believe that there will be growth in the future, and our core is to continue developing the sales network, improve the supply chain, and launch products that are fashionable and in line with Dior spirit."
Dior, brand is the most valuable asset.
Dior took the lead in establishing the concept of "brand" through the registered trademark, thus leading the French high fashion industry from the traditional family workshop to the modern enterprise group. Dior knew that the brand identification is an important part of the brand equity, taking the courageous and resolute, from "Christian Dior" to "Dior" and "CD". Every group of major initiatives in the evolution of brand identity accurately grasped the best time to become a classic successful case of brand marketing; Dior's franchise business mode was the first step in the global fashion industry.
Throughout the development of Dior's brand, the following points are worth noting:
1. continuous brand competition advantage is the fundamental meaning of Dior group's development. Facing the uncertain future of the world, how to grasp the stakes between the long-term impact and short-term compromise is the key to maintain the sustainable development of the group and the continuous growth of brand value. In the asset structure of Dior group, brand intangible assets account for 47% of the total assets of the group, indicating that brand equity plays an important role in the development strategy of the group.
2. optimize the brand structure to enhance the competitiveness of Dior group: Dior group Financi re Jean Goujon, wholly owned by Dior group, owns 42.4% of the world's largest luxury group LVMH group, and Dior's profits depend on LVMH's performance. Its vigorous development of watches and jewellery made Dior brand product line expand its brand while improving its brand status in this field.
3. the accurate brand expansion has won steady growth for the group. At the beginning of its brand development, Dior had planned to expand the different business of the group to Cuba, Mexico and other countries from the height of the global strategy, and established a huge business network around the world. At present, the Asian market has taken up 30% of the total sales of the group and has become the second largest market in the world. In view of China's mainland market, Dior group has stepped up its development of potential market in addition to key tier cities. 14 stores in mainland China have become an important driving force for Dior group to achieve revenue growth. Dior group is fully aware that increasing investment in high growth and emerging markets is an important strategic step in Dior's brand expansion, and it can win stable high growth for Dior.
