Employee Performance Measurement - Full Strategic Appraisal of Louis Vuitton January

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ZAMBIA CENTRE FOR ACCOUNTANCY STUDIES

FIRST NAME:                        BABS

LAST NAME:                        000945809

COURSE TITLE:                        MANAGING STRATEGY

LECTURER:                        MS MALANIYA CHANAKIRA

TITLE:        FULL STRATEGIC APPRAISAL OF LOUIS VUITTON JANUARY – APRIL 2016

TABLE OF CONTENTS

                                                                        Page Number

Introduction …………………………………………………………………………3

Company Background  ……………………………………………………………3 -  4

Part 1

External Analysis …………………………………………………………………..4

• Macro environmental analysis (PESTEL) ………………………………….4 – 5
• Internal analysis (Porters five forces)……………………..........................6 - 7
• Opportunities and strengths …………………………………………………7

Part 2

Internal Analysis ……………………………………………………………………7

• Value chain ……………………………………………………………………7 – 9
• Competency framework………………………………………………………9
• VRIO framework……………………………………………………………….9 - 10
• Strengths and weaknesses ………………………………………………...10 - 11

Part 3

Company’s corporate Business Strategy ……………………………………..11

Part 4

Issues and challenges facing the company……………………………………11 - 12

Part 5

Identifying and evaluation of main strategic options for growth………….....12 – 13

Part 6

Recommendation and conclusion……………………………………………….14

References…………………………………………………………………………15 – 16

Appendix …………………………………………………………………………...17

INTRODUCTION

The main purpose of this report is to provide a snapshot of the appraisal of Louis Vuitton, a company that operates in the luxury goods industry. The luxury  In the first part of the report  ‘Macro-Environmental analysis’ through the application of the PESTEL model, ‘Industry Analysis’ through applying Porter’s five forces of competition. Second part is an internal analysis of the company through application of acronym VRIO (Valuable, Rare, inimitable, Organisation) framework, Competence framework and Value chain framework. The third part describes the company’s corporate and business strategy through application of Generic strategy model or Strategy clock model. Part four looks at identifying issues and challenges being faced by the company. Part five looks at identifying and evaluating the main strategic options for growth through the application of Ansoff matrix or Tows Matrix and SFA framework. Finally part six is the recommendation and conclusion.

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