Étude de cas Lacoste
Étude de cas : Étude de cas Lacoste. Rechercher de 53 000+ Dissertation Gratuites et MémoiresPar amandinek • 8 Juillet 2019 • Étude de cas • 2 325 Mots (10 Pages) • 1 650 Vues
THE CASE OF LACOSTE
MERCREDI 5 DECEMBRE
AMANDINE KERLEGUER, NARJISS ASSALI, BEKZOD OKBOEV, BIJAY SHERPA
Introduction :
Lacoste is a french company based in Troyes, specializing in the manufacture of ready-to-wear high-end men and women. It was founded in 1933 by André Gillier and René Lacoste following the retirement of the famous tennis player. André Gillier is the inventor of the mesh that made the brand famous. In november 2012, Lacoste was bought by the swiss group maus frères holding for an estimated cost of over € 1 billion. The brand achieved a turnover of 2 billion euros in 2017.
Some figures :
Employees: 10 000 women and men represent and make live the brand on 4 continents.
1 200: points of sale
120: countries
10 600: wholesale points of sale
19: online stores
History of logo :
1923 - The first crocodile, the birth of a symbol After a Davis Cup match in Boston, an American journalist
named René Lacoste "The Alligator" in reference to a bet launched with his coach about a crocodile suitcase.
The crocodile will take shape in 1927 as Robert George.
1927 - The meeting: Simone, champion of golf Simone Thion de la Chaume, René Lacoste's future wife, won the British Amateur Girls Golf Championship in 1924, then became thirteen times French champion of the discipline.
- Segmentation before ( target, criteria use )
The target before :
People who likes sport, mainly men who played tennis and/or golf.
Segmentation variables for consumer markets :
Geographic variables :
Type of product : Sport product
- Region :France
Demographic variables :
Type of product : Sport product
- Age: 18-44
- Gender : Male
- Income : 279€ / person monthly disposable income
- Occupation : Athletic/business orientated,corporate and service.
Psychographic variables :
Type of product : Sport product
Social class : Upper middle class, Upper class
Personnality: Sophisticated ,active in sports,focus on details and practicality pursuing the luxurious lifestlyle. Seeking comfortable, high quality clothing for casual or sports wear
Behavioural variables :
Type of product : Sport product
- Benefits sought : The Lacoste's customer was trying to pursue a higher social and fulfil social need by using Lacoste products.
- Loyalty status : Urban classic/hard core loyals. Usually prefered buying products at full price.
- Attitude towards product : People who used Lacoste were positive about the product. People who didn’t use Lacoste aspired to use it or are enthusiastic about it.
- Positioning before ( perception map, competitors )
Perception map :
[pic 1]
Competition analysis :
Potential entrants :
There was not as much competition as today so the potential entrants was higher
Buyers :
Lacoste customers were generally middle to upper class athletes who had relatively high buyer power as they tended to have more disposable income.
Substitutes :
Lacoste was one of the brands of textile most affected by the counterfeit. These first counterfeits appeared in the late 1960s in South America. In 2002, Lacoste spent 3.5 million euros each year globally to fight against the market.
Counterfeit clothing could be a significant threat to revenues in some countries, such as China, India and Indonesia. This means that there were plenty of substitutes circulating in the market, and possible revenue loss.
It was a moderate pressure.
Rivalry competitors :
The global apparel retail sector was fragment. There was room for a large number of small players in this sector. Although Lacoste had many direct competitors such as Fred Perry, Books Brothers and Burberry.
- Why a repositioning?
To resist the competition, Lacoste must be more inventive.
Indeed, the brand has had a period of depression during the 90s. Also, in the 2000s, the brand seduces more than the elderly.
The brand's sport positioning and lifestyle is no longer attractive to young people.
In the 90s Lacoste lost his image"chic".
Lacoste is a brand that is forced to renew itself to exist, so adapting its sport positioning to a more fashionable positioning was a necessary step to boost new sales of the brand.
The brand wants to show the image of an "affordable luxury".
They have created collections for women, children and men focused on fashion.
The cuts are therefore closer to the body, they work on new materials such as cotton, and they diversify the offer by offering soft pants for example.
The men's collection is modernized by adding colors such as turquoise or purple and using new materials such as linen or cashmere.
The women's collection is modernized with graphic shapes, colors and cuts close to the body.
Finally, the children's collection and revitalized thanks to the launch of its Lacoste Live collection which is colorful and dynamic.
- Segmentation after
The target :
All sportmen and fashion conscious people who want to look sporty, trendy with an expensive brand name.
Segmentation variables for consumer markets :
Geographic variables :
Type of product :Urban product /Sport product
24 % America, 23 % France, 16% Asia, 37% EMEA : Europe, Africa and middle east ( except France )
Demographic variables :
Type of product : urban product
Age:1-70
Gender:34% Male - 66% Female ( en 2018 )
Income:1538 € / person.
Type of product :Sport product
Age:1-70
Gender:Male – Female
Income : person 1538 € .
Psychographic variables :
Type of product :Urban product /Sport product
Social class :Upper middle class, Upper class.
Personnality:People who like innovation, fashion and newness.
Behavioural variables :
Type of product :Urban product /Sport product
Benefits sought :the Lacoste customer is trying to fulfil social need by using Lacoste products
Loyalty status:About 70% hardcore loyals. 30% split loyals.
Attitude towards product : People who use Lacoste are positive about the product. People who don’t use Lacoste aspire to use it or are enthusiastic about it.
- Positioning after
Perception map :
[pic 2]
New Entrants: High pressure :
The global apparel retail industry has grown only modestly in value in recent years, which limits its attractiveness to new entrants. Negligible switching costs for consumers mean that they are free to transfer their custom to a new player. Retaliation by existing players, such as the launch of a price war, is a possibility, especially where a new entrant moves into a more concentrated segment. Although Lacoste has a long history and rich heritage, similar products from new competitors that have lower price point.
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