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moleskine

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madda manfredi

on 16 April 2013

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Transcript of moleskine

Moleskine A case study Facts and figures Future strategies Positioning and Competitors BCG Matrix Greenfield:
Moleskine America
Moleskine Shanghai --> Moleskine Hong Kong

Future strategic investments:
Horizontal + Vertical integration SWOT Analysis Growth Revenues by Areas History Products Mission and Vision The company A global brand with a unique position '800
French typografist
manufactures leather notebooks. 1996
Modo&Modo starts
producing Moleskine. 2006
Acquired by
private Equity firm
Syntegra Capital. 2013
Listed on
Milano Stock
exchange. “Losing my passport was the last of my worries; losing one of my notebooks would have been a catastrophe”
Chatwin Moleskine accompanies the creativity and imaginations of our times: a symbol of contemporary nomadism worldwide, in symbiosis with the digital world. Vision Mission Moleskine is a brand that encapsulates a family of design objects, open platforms for creativity and communication which contribute to the development and sharing of culture and knowledge with essential, practical items that accompany daily life and special events, becoming an integral part of our personality. 1. Paper: the classic collection.
2. WTR: writing, travelling and reading,
launched in June 2011.
3. Digital: templates, apps and smart notebooks,
launched in 2010. Distribution Moleskine sells in 90 different countries all over the world, through 3 affiliates: Moleskine in Milan, New York and HongKong (and Shanghai).

The main Market is currently Europe, but the american continent, Asia and Australia present a fast growth. Identity/Design Technology Tradition Functionality MOLESKINE White Lines Florentina Field Notes Leuchtturm Piccadilly Target The target is identified as the creative class:
1. Age between 18 and 55.
2. With high educational level.
3. Living in urban centres. The estimated potential target is about 228 millions.
The current estimated consumers are 3,3 millions.
This results in a market penetration of 1,5 % with
considerable margins for growth. 5000 notebooks 10 mln notebooks Capitalized 480mln €,
2,3 €per share. B2C: indirect distribution. It is the most used method, distributed through libraries, department stores, stationery stores and museums.

B2B: directly through its commercial structure, customised editions for businesses.

E-commerce: through its website.

Retail: flagship stores which sell the whole collections, directly managed
by Moleskine. At present, there are 6 in Italy and 4 in China.
They are located in train stations or shopping malls. PORTER’s FIVE FORCES MODEL The growth is primarily driven by higher sales volumes and residually by higher selling price. Competitors Potential new Competitors Customers' bargaining
Power Threats of substitutes Suppliers' bargaining
power Medium Decreasing because of the rising
visibility due to the admission
in Milan Stock exchange. Medium and rising Brand equity
Tech innovation (apps)
and design
Marketing, events,
Communication. High Because of the concentration of the Chinese supplier. Low Target is growing
Economic growth is
boosting in many
countries. High Low entry barriers
No market regulation
No need for technical skills or
specific know-how. expand our presence (market share) in Asia
consolidate our market position with rising up revenues in Europe Why DOS? to rise in-store sales;
easy implementation & low risk;
geo-oriented strategy;
high visibility: DOS involve huge BRAND EQUITY:
it affects B2B, E-commerce, large-scale retail's sales, stock exchange market. Federica Fiorenza
Jing Guan
Maddalena Manfredi
Leonardo Siciliano Prices Medium-high due to the
quality and brand image of the product. For future strategies we will maintain the same prices
considering the high purchasing
power of the potential market. Promotion Word of mouth
Detour: Travelling project
Stands at Biennales and festivals
Blogs
Viral videos
Social networks
B2B Investments: FDI Purposes: Strategie internazionali delle imprese
AA. 2012-2013
Prof. BUCHI, Prof. CASALEGNO
Full transcript