Travel Retail

MINTEL http://0-academic.mintel.com.wam.city.ac.uk/sinatra/oxygen_academic/search_results/show&/display/id=169015/display/id=218605 bookmark | export Stretching the brand None of the retailers have chosen to create completely separate brand identities for their financial services operations (unlike the online banks for example). Sainsbury’s banking arm is simply Sainsbury’s Bank, Marks & Spencer’s is M&S Money and ASDA’s is ASDA Financial Services. Instead they have chosen to piggy-back

meet new challenges and further its development. The Group’s resilience was largely due to the diversity of our businesses: while our Wines & Spirits and Watches & Jewelry brands were most impacted by the crisis due to destocking at distributors and retail traders, the businesses where we are in direct contact with our customers, through our own store networks, enjoyed better conditions. Our strategy of focusing our efforts on our star brands, key markets and opportunities offering the best return on

insurers • Select credit card companies • A few retail banks • A few Internet companies Level 2 Leveraging key competency to drive select customerfocused initiatives** • Club-based direct mailers • Many catalog companies • Most airlines • Many Internet companies • Select retailers (e.g., high end, strong credit) • Some direct financial services companies • Select entertainment/ travel companies Level 1 Early efforts* • Most store-based retailers • Many traditional insurers Industry examples •

systems have undergone significant modernisation throughout Latin America over the past several years, leading to reduced systemic risk and greater clearing and settlement efficiency. These technological upgrades underlie important improvements in retail payment products, particularly card-based and Internet-based products. Enhancements to these products over the past few years have resulted in greater convenience and reduced costs for buyers and sellers as well as increased security, greater international

Ryanair’s history makes us understand how fast they grew up and highlights its offensive strategy. Let’s focus on the key dates of its success story: 1985/1986: Ryanair was set up by the Ryan family from Irish and Liam Lonergan, the owner of Irish Travel Agent. At the beginning the firm had got poor resources and started with just 1, 30 £ and 25 employees. However in 1986 thanks to the permission of the regulatory authorities, Ryanair added a second route flying Dublin Luton International Airport

Boomers • Generation X • Generation Y • • • • • Born between 1946 and 1964 Represent 28% of the population; earn 50% of personal income Many mini-segments exist within the boomer group Entering peak earning years as they mature Lucrative market for travel, entertainment, housing, and more The Macroenvironment Key Generations • Baby Boomers • Generation X • Generation Y • • • • • • Born between 1965 and 1976 First latchkey children Maintain a cautious economic outlook Share new cultural concerns

that we could bring our champagne. The distribution of the wines of Champagne is distributed as follows among the different circuits: • Chain Retailer: 35% • Independent Retailers: 25% • Restaurants: 24% • Hotels and clubs: 14% • Wholesalers: 2% While price competition is exacerbated, especially when faced with a concentrated distribution, major retailers expect business conditions more attractive, which should lead to reduced margins. In this context, some brands of champagne show a very aggressive

indulge, with or without money. When I think about elegance, I think of how one achieves it only be silencing loud trends! » Giorgio Armani In an interview with Giorgio Armani he stated that ‘his sources of inspiration are ever since the same - travel, film, books, music and art; essentially the culture that surrounds him. He believes that clothing should always celebrate the personality of the wearer, and not overwhelm it. People express themselves through their dress. This is different to the

sport et les chronographes de prestige. Fig.4 Chiffres clés du DAS : Montres et Joaillerie * Distribution sélective : travel retail et distribution sélective La distribution sélective est un véritable domaine d’activité stratégique car elle permet de distribuer et implanter les produits du groupe sur un marché mondial. Ce DAS est composé de 2 segments : le travel retail (vente de produits de luxe à la clientèle des voyageurs internationaux), métier de DFS et de Miami Cruiseline, et la distribution

corresponding Graph/Chart) II-15 Colognes - Need Expansion in Product Focus II-16 Men's Fragrances - Emerging into a Dynamic Sector II-16 Classification of Men's Perfumes based on Olfactory Feature II-16 A Hint of Masculinity II-16 Young Customer Base II-17 Travel Fragrances II-17 Fragrance Habits II-17 Duty-Free Benefit II-17 Steady Male Mass Fragrance Segment in Europe and the US II-18 Fragrance Penetration II-18 Bouncing with Sheen - An Introduction to Hair Care II-18 Consumers Prefer Products Based on Natural