The case portrays a subtle situation in international marketing – the marketing of high-end brand into a low-income nation, or the expansion of Louis Vuitton in India. This luxury good marketer faced practical problems in India, such as the challenge of identifying potential customers, the lack of media to build its brand, and the lack of main roads, shops open. In Europe and the U.S., luxury goods are often sold through its own stores that cluster in a particular area of ​​the … Read more »

The case portrays a subtle situation in international marketing – the marketing of high-end brand into a low-income nation, or the expansion of Louis Vuitton in India. This luxury good marketer faced practical problems in India, such as the challenge of identifying potential customers, the lack of media to build its brand, and the lack of main roads, shops open. In Europe and the U.S., luxury goods are often sold through its own stores that cluster in a particular area of ​​the city (ie luxury retail cluster). After opening a branch in every New Delhi and Mumbai, two luxury hotels, paired with Louis Vuitton other western brands to develop a shopping center. The case is designed to explore the possibility of using a luxury mall as a substitute for luxury retail cluster.
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from
Shih-Fen Chen,
Ramasastry Chandrasekhar
Source: Ivey Publishing
16 pages.
Release Date: 1 December 2008. Prod #: 908A20-PDF-ENG
Louis Vuitton in India HBR case solution

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