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MBA论文:巴宝莉公司成功案例分析

论文作者:meisishow论文属性:短文 essay登出时间:2014-12-17编辑:meisishow点击率:7066

论文字数:2253论文编号:org201411131332458704语种:英语 English地区:加拿大价格:免费论文

关键词:巴宝莉奢侈品品牌Angela Ahrendts

摘要:巴宝莉老大如何做到与苹果公司的完美匹配,在这篇文章之中我们可以了解到它的发展史。也可以学习到一篇论文该如何去写。

在很多的奢侈品品牌之中,巴宝莉老大Angela Ahrendts也行是其中最为特别的一个。她把这家有150年历史的英国老牌公司带成了行业内最有技术含量的公司。她自豪地表示,巴宝莉将被打造成第一家“点对点全数字化管理”的奢侈品公司。当10月14日苹果将她从巴宝莉挖角来掌管其零售业务的时候,她能带给苹果什么?也许我们的最终得出的答案是出乎意料的:向一些快要倒闭的公司注入资金。


许多的奢侈品代理商们会把产品放在互联网上,因此价格会卖得很低,这使得很多厂商都苦恼不已。据一家名为巴黎银行的投行的数据显示,全球100个最大的奢侈品牌中,仅56家有自己的在线交易网站。而Ahrendts女士作为一个自2006年起接管巴宝莉的美国人,他们并没有因此而感到苦恼。


AMONG stewards of big luxury brands Angela Ahrendts, the boss of Burberry, is probably the geekiest. Her main achievement has been to make the 150-year-old British company the most technologically savvy of its peers. Burberry plans to be the first luxury company that is “fully digital end to end”, she boasts. But what can she do for Apple, which on October 14th said it would poach her to run its retailing operations? Probably the opposite: revive a sense of style at a tech firm that has lately looked a bit dowdy.


Many purveyors of luxury fret about cheapening their wares by selling them online. Of the 100 biggest luxury brands just 56 have transactional websites, according to Exane BNP Paribas, an investment bank. Ms Ahrendts, an American who took over Burberry in 2006, had no such hangups. Not content with flogging calfskin trench coats online, she has deployed every platform, device or bit of software she could think of to romance customers and spark collaboration among employees and suppliers. iPad-wielding salespeople in Burberry stores can look up what customers have already bought, and suggest what might take their fancy next.


Ms Ahrendts should add pizzazz to Apple’s bricks-and-mortar shops, which are the most profitable in America measured by sales per square foot. But that seems a small job for a woman who last year was the highest-paid chief executive of a company in the FTSE 100 share index. At Apple, from next spring, she will merely be a senior vice-president.      


So the odds are that her brief will go well beyond managing Apple’s stores. She can help it crack the Chinese market, where its iPhones are also-rans in the race against cheaper smartphones from Samsung and local manufacturers. Burberry earns more than a third of its revenue in Asia compared with Apple’s 28%.

A bigger job will be to ready Apple for the coming fusion of fashion and technology. The most talked-about new devices are wearable. Google’s Glass smuggles a smartphone into a pair of spectacles. Samsung’s Galaxy Gear squeezes some smartphone functions into a wristwatch. Apple is also keen to surf the wearable wave. An iWatch, which Apple may launch next year, would pull it towards Ms Ahrendts’s home turf, since it would compete with fashionable timepieces like Burberry’s.


Apple has long been something of a fashion house. Its product launches are choreographed like catwalk shows. But its glamour has faded since the death of Steve Jobs, its founder, in 2011. His successor, Tim Cook, is striving to regain it. He recently hired Paul Deneve, the boss of Yves Saint Laurent, a French fashion house. Sir Jony Ive, Apple’s design guru, now oversees the look of software as well as hardware. Ms Ahrendts brings another eye for beauty, and a knack for seducing consumers.


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