prospective marketing planning - jean-françois daviddavidjf.free.fr/mkingplan/marketing plan...

Dauphine Summer Executive Education – Luxury Management Seminars

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UniversitéParis‐DauphineProspective Marketing Planning - Jean-François David9/28/2009DSEE–DauphineSummerExecutiveEducationMIB5


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Université Paris-Dauphine MIB 05 Prospective Marketing Planning Jean-François David Object: Marketing Plan: Executive Education Market – Dauphine Summer School Client: Département d’Education Permanente – DEP Paris-Dauphine Enterprise: K Team = Dauphine Summer Executive Education (DSEE) Proponents: Alexandra Cammareri, Bénédicte Bureau, Caroline Hammett, Juliana Kwast Yazbek, Lejla Torshova, Philippe Etienne


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TABLE OF CONTENTS CONFIDENTIALITY STATEMENT………………………………………………………. 6 PART 1: THE ENTERPRISE ……………………………………………………………...7 1. WHO WE ARE? …………………………………………………………………………..7 2. OUR STORY ……………………………………………………………………………...8 3. COMPANY PRESENTATION …………………………………………………………..9 A. Dauphine Summer Executive Education…………………………………..9 B. Organization ………………………………………………………………….9 C. Slogan ………………………………………………………….…………….10 D. Planning………………………………………………………………………10

1.Gantt Chart……………………………………………….……………….10 2.The PMI Method……………………………………………………..……11

PART 2: SITUATIONAL ANALYSIS ……………………………………………………12 1. MARKET ANALYSIS …………………………………………………………………..12

A. Current Target Market ……………………………………………………..12 1. External analysis: PEST Analysis …………………………………...12

a. Political ……………………………………………………………..12 b. Economic…………………………………………………………...13 c. Social …………………………………………………………….…14 d. Technological ………………………………………………….…..14

B. Analysis of the luxury market to emphasize opportunities……………...16 1. Correlation between the worldwide GDP and the luxury market…..17 2. Global Growth…………………………………………………………...17 3. Evolution of the High Net Worth Value population around the world…………………………………………………………..18 4. Worldwide Population of High Net Worth Individuals….…………...19 5. Evolution of the worldwide luxury market………………………….…20 6. Repartition of the luxury market by regions……………………….…21

2. BUSINESS OPPORTUNITY………………………………………………………..…..22

A. Executive Education Market…………………………………………….….23 B. Market size of luxury in India…………………………………………….…24 C. Target Market……………………………………………………………..….26

3. STRATEGY………………………………………………………………………………..28

A. Forces analysis – Porter’s network model…………………………...……28 1. Suppliers…………………………………………………………...……29 2. Clients……………………………………………………………………29 3. Competitors……………………………………………………………..29


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4. New intrants …………………………………………………..………..30 5. Substitution ……………………………………………………………..30 6. Other forces …………………………………………………………….30

B. Ansoff matrix – which strategy for Dauphine? ………...……………..…..31 C. Asset / Appeal Matrix ………………………………………………….…....32 D. Critical Success Factors ………………………………………………..…..33

PART 3: PRODUCT ANALYSIS/MARKETING MIX……………………………..…..34

1. SWOT PRODUCT……………………………………………………………………..….34 A. Dauphine's SWOT as an executive education provider……………...…..34 B. SWOT of our Executive Education program…………….……………..….36

1. Strengths…………………………………………….………………….37 2. Weaknesses………………………………………………………..…..38 3. Opportunities……………………………………………………….…..38 4. Threats……………………………………………………………….…38

2. MARKETING MIX………………………………………………………………………..40 A. Product………………………………………………………………………..40 B. Partnership…………………………………………………………………...43 C. Sponsorship……………………………………………………………….....45 D. Competitors……………….………………………………………………….47 E. Price…………………………...………………………………………………49 F. Place…………………………………………………………..………………49 G. Promotion……………………………………………………...……………..51

1. Who and What?..............................................................................52 2. How and Where?............................................................................52

H. People…………………………………………………………………………57

PART 4: BUDGETING…………………………………………….……………………….. 58 1. FIXED COSTS ……………………………………………………………..……………..58 2. VARIABLE COSTS …………………………………………………………..………….59

A. Premium Formula ………………………………………………………..….59 B. Prestige Formula ……………………………………………………...…….60

1. Permanent Professors’ Salary…………………………………..…... 60 2. Speakers …………………………………………………………..…...60 3. Accomodities ……………………….……………………………..…...60 4. Food during …………………………………………………………....60 5. Rent Costs ……………………………………………………………..60 6. Visit Paris ……………………………………………………………....60

3. SCENARIO ……………………………………………………………………………....62 A. Premium Formula Scenario …………………………………………….…62 B. Prestige Formula Scenario ………………………………………………..63


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PART 5. RISKS AND RECOMMENDATIONS …………………………………………64 1. RISKS ……………………………………………………………………………………64 2. RECOMMENDATIONS…………………………………………………………………64

PART 6. FUTURE OPPORTUNITIES …………………………………………………..65 1.MARKET EXPANSION………………………………………………………………….65

A. BRICs…………………………………………………...………………...65

2. PRODUCT EXPANSION ………………………………………………………………66 A. Example of Dauphine Summer Seminars in India ……………………..66 B. Contents …………………………………………………………………….67 C. Public ………………………………………………………………………..67

CONCLUSION………………………………………………………………………………70 APPENDIX…………………………………………………………………………………..71 BIBLIOGRAPHY …………………………………………………………………………..73


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Confidentiality Statement The content of this Marketing Plan (information, data, and charts) is strictly

confidential and is the sole propriety of Dauphine Summer Executive

Education Department. Any reproduction or divulgence of the content of this

report without the written consent of the DSEE is prohibited.


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PART 1: THE ENTERPRISE

Dauphine Summer Executive Education

A Trad i t i on o f Exce l l en c e . A Pas s i on f o r Luxury…

1. WHO WE ARE?

Dauphine Executive Summer School begins in 2005, when 6 old friends from

6 different countries (Brazil, England, France, Russia, Slovakia and Viet Nam)

decide to put their competencies together in order to teach people how to

manage.

They shared one common passion: Luxury…

Bénédicte, Caroline, Lejla, Juliana, Philippe and Alexandra have all a master

degree from Paris Dauphine MIB. It was important for all of them to continue

their studies, and got a MBA from the world’ most prestigious school, such as:

◊ London School of Economics, Executive MBA, UK (Caroline)

◊ Harvard Business School, Executive MBA, USA (Philippe)

◊ Stanford University, Sustainable Development and Microfinance,

USA (Alexandra)

◊ HEC, Luxury MBA, France (Bénédicte)

◊ Fundação Getulio Vargas, Luxury MBA, Brazil (Juliana)

◊ ESSEC, Executive Luxury MBA, France (Lejla)


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2. OUR STORY

This story begins one beautiful November morning in Paris (ok, there is no

BEAUTIFUL morning in November in Paris, but it’s just for the story), when

Bénédicte was sitting on Paris La Défense Café’ Terrace, drinking her

Starbucks and reading her Wall Street Magazine. Then she said to herself: « I

don’t want to continue like this. I want to do something I am interested in»

(she used to work for a huge French oil company). And she thought « What if

I try to work with Luxury, I always loved it. But I actually can’t do it alone. Who

would join me? ». And the answer came by itself…

MIB’s « Gossip Girls », Caroline, Juliana and Alexandra, British, Brazilian and

Russian. Always together, always reading « Vogue » in class instead of

listening, always speaking behind people’s backs. The three of them were

top-models; and the three of them were Luxury-obsessed.

Actually, Bénédicte didn’t like them that much, but she decided to make an

effort in order to achieve her goal. And she didn’t regret it. Thank to their top-

model careers, they had developed a huge network in the Luxury Industry.

The girls thought that they needed to change their profession of top model for

something more serious, and the idea to create their own company which

would bring together management and Luxury was brilliant.

So their new-born company had a CEO, Public/ Private Relationship Officer,

Communication Officer and Operation Officer. Financial and Marketing

missing…

Bénédicte decided to convince her old MIB classmate, Philippe, who was

actually a France’ Main Telecommunication Company’ Chief Financial Officer.

But at this time, his work was very stressful, and he even started to think

about suicide… The possibility to join a new dynamic company gave him a

new hope.

Lejla, a little MIB’ Marketing genius, had returned to Slovakia, her native

country, after finishing her ESSEC’ Luxury MBA, but when Bénédicte called

her and suggested to her to join DSEE, she accepted immediately.


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So, there were 6 people, 6 countries, 6 cultures and 6 different characters,

and they learned how to work together in order to achieve their common goal:

to teach French style’ Luxury management.

3. COMPANY PRESENTATION A. Dauphine Summer Executive Education Dauphine Summer Executive Education is a Paris Dauphine University

Department, specialized in Executive Summer Education, which offers an

intensive training on Luxury management.

B. Organization ORGANIZATIONAL CHART

Thus, Dauphine Summer Executive Education is also composed by invited

professors and speakers.


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C. Slogan This slogan represents Dauphine Summer Executive Education’s vision and

living art:

« A T rad i t i on o f E xce l l en c e . A P as s i on f o r L uxury”… - the quality of education is our main value, and we would like to transfer our passion for this beautiful world that is Luxury. D. Planning

1. Gantt Chart GANTT CHART

DSEE MARKETING PROJECT

Today's

Date: Project Lead: BENEDICTE BUREAU Start Date: 28.08.2009

[42]

First Day of Week

(Mon=2):

WBS Tasks Task Lead Start End D

urat

ion

(Day

s)

% C

ompl

ete

Wor

king

Day

s

Day

s R

emai

ning

1 The enterprise BENEDICTE 8.28.09 8.28.09 1 1% 1 31

1.1 Logo, slogan, history, DSEE ALEXANDRA 8.29.09 8.29.09 1 2% 1 30

2 Situation analysis CAROLINE 8.29.09 8.29.09 1 5% 1 30 2.1 market analysis LEJLA 8.30.09 8.30.09 1 9% 1 29

2.1.1 luxury market and opportunities 8.30.09 8.30.09 1 12% 1 29

3 Product analysis Marketing Mix JULIANA 9.01.09 9.01.09 1 19% 1 28

3.1 SWOT analysis BENEDICTE 9.02.09 9.09.09 8 24% 1 19 3.2 Marketing mix 9.11.09 9.13.09 3 25% 2 15 3.3 Strategy 9.14.09 9.16.09 3 27% 3 13 4 Budgeting ALEXANDRA 9.17.09 9.22.09 6 29% 4 06 4.1 Fixed costs PHILIPPE 9.23.09 9.23.09 1 31% 1 05 4.2 Variable costs 9.24.09 9.24.09 1 25% 1 04 4.3 Formule prestige 9.25.09 9.26.09 2 28% 2 02 4.4 Formule premium 9.25.09 9.25.09 1 50% 1 03

5 Risk and recommendations PHILIPPE 9.25.09 9.25.09 1 55% 1 03

5.1 Risks LEJLA 9.26.09 9.26.09 1 62% 1 02 5.2 Recommendations 9.26.09 9.26.09 1 89% 0 02

6 Future opportunities CAROLINE 9.26.09 9.27.09 2 90% 2 01

6.1 marketi expansion JULIANA 9.26.09 9.26.09 1 93% 1 02 6.2 BRIC's 9.27.09 9.27.09 1 98% 1 01 6.3 Product expension 9.27.09 9.27.09 1 99% 1 01

7 PROJECT PRESENTATION 9.28.09 9.28.09 1 100% 0 00


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2. The PMI Method This method helps in weighing the Pros and the Cons of our Decision.

Hereby we are focusing on selecting a course of action from a range of

options. Before we move straight to action on this course of action, it is

important to check that it is going to improve the situation (it may be best to do

nothing).

We have decided to create this Dauphine Summer Executive Education

(DSEE) project.

The question is will this project be on successful demand?

Therefore we drew up the PMI table below, regarding the location of

seminars, duration and costs comparing with those of our competitors. The

package advantages as well as cost of courses given by CEO’s of top luxury

world groups.

Plus Minus Interest University Paris Dauphine is a leading superior education establishment (+4)

ESSEC main competitor with great reputation if luxury education program (-8 )

India-oriented executive education Luxury program (-5)

Strong partnership with top luxury firms (+7 )

Weak reputation of Dauphine as Business School (-9)

Big future prediction of Indian market growth ( -2)

Opportunity to obtain maximum of knowledge in a shortest time (+3)

High costs per seminar with CEOs of LVMH, American Express and Chanel (-10 )

Possibility to mix education and visit one of the most beautiful city in the world (-3)

Paris – capital of luxury and fashion (+7)

Possibility for CEO’s of Top Luxury Groups to attend the seminars (-5)

Seminars are located in the crossroad of the historical, business and luxury part of Paris (-4)

Only DSEE has possibility to make fast visa for its foreigner participants (+10)

Full seminary Packages to be sold for 60 people (with hotels, flight tickets and visa included). (-8)

Seminars taught by CEO of LVMH, American Express, and Chanel (+8)

Affect of crisis on luxury world ( + 4)

TOTAL : + 39 TOTAL: -32 TOTAL: -18

We scored the table as the following: PLUS (+39) – MINUS (-32) – INTERESTING (-18) = ANSWER (+ 25) For us, the project of DSEE in Paris outweigh the + 25 and we can conclude

that this project is worth launching, and it has all chances to succeed on

nowadays high competitive executive education in luxury field oriented to

Indian market.


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PART 2: SITUATIONAL ANALYSIS

1. MARKET ANALYSIS A. Current Target Market 1.External analysis: PEST Analysis

The PEST analysis will help to assess the market, from the standpoint of a

particular business.

a. Political

The courses being in France, we analyze the political situation of this country,

even if the courses have for target the Indian market.

France is a European country, member of the European Union and enjoys a

political stability according to euromoney.com.

Concerning its legislation, French laws and regulatory bodies authorize the

development of executive education programs.

Being an educational program, our project is not subject to any lobbyists or

international pressure groups.

Our executive education program has nearly no carbon footprints since it

relies on the sharing of knowledge in a classroom. Whatever the evolution of

mentality and legislations on environment is, there are no threats on this point

for our program.

We can conclude that on the political aspect, there is no major hurdle to our

project.


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b. Economic

India has a GDP of $1.21 trillion in 2008 using the official exchange rate, but

according to the cia.gov website, if we use the purchasing power parity, India

has a GDP of $3.297 trillion in 2008, which ranks the country 5th richest

nation after the European Union, the United States, China and Japan.

India's economy has posted an average growth rate of more than 7% in the

decade since 1997. It achieved 9.6% GDP growth in 2006, 9.0% in 2007,

6.6% in 2008 and is estimated to a 7.2% growth in 2009.

India's GPD per capita is low ($2.900 in 2008) but the 10% of highest incomes

represent 31% of the consumption. This means that the money is not evenly

spread within the country and that these 10% have a high purchasing power

and can afford luxury products. According to the cia's study, the typical Indian

luxury brand consumer is in the 25-34 age bracket, usually an industrialist.

The survey indicates that the Indian consumer wants to get the best before

others, demands value for money through tough negotiations, and looks

forward to recognition and respect. We can understand that the lifestyle trend

of this target is consumerist.

The size of the Indian luxury market in India is estimated at around $3.5 billion

and it could easily leapfrog to $30-billion by 2015 if given the right impetus,

according to a consulting group, so the economic trend for suppliers is

optimistic, whether there is an economic downturn or not. And if the economic

climate is good for firms, they will logically increase their presence on the

Indian market, and so, the demand for our program will be positively affected.

India is also capitalizing on its large number of well-educated people skilled in

the English language to become a major exporter of software services and

software workers. Strong growth combined with easy consumer credit, a real

estate boom, and fast-rising commodity prices fueled inflation concerns from

mid-2006 to August 2008. Rising tax revenues from better tax administration

and economic expansion helped New Delhi make progress in reducing its

fiscal deficit for three straight years before skyrocketing global commodity

prices more than doubled the cost of government energy and fertilizer

subsidies. The ballooning subsidies, amidst slowing growth, brought the


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return of a large fiscal deficit in 2008. In the long run, the huge and growing

population is the fundamental social, economic, and environmental problem.

c. Social

We previously described the economical opportunities and final targets of our

program's attendees. Let's focus on our future students.

Being top managers in luxury firms potentially from all over the world, they are

aware of fashion and sensible to, formal and informal, advertising and

publicity in their network.

We assessed that they had an appetency for luxury and so they would enjoy

their stay in Paris program with an all-inclusive and comfortable program to

attend our course in the best conditions, and the mind free of any external

concern.

We identified no ethnic, religious or ethical factors that could affect the

perception of our program by our potential attendees. They may be from

different countries with different initial cultures but their state of mind about

our program and its importance to be efficient on the Indian market is the

same.

d. Technological

The technological paradigm is a tool for our program and can't be or become

a threat by any means. Its evolution will be continuously watched and if

necessary, we will use the new technologies in our educational program.

The social and technological quadrants in the analysis are less described than

the others but the size of the quadrants vary significantly depending on the

type of business. For instance, social factors will be more relevant for

business to consumer issues, political factors may be more relevant with

problematic business such as weapon manufacturing or a potentially polluting

industry.


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However, it remains an important factor to consider. Indeed, more and

more universities use advanced technologies to deliver courses. For example,

in Dauphine, WebCT is a tool that helps sharing files and documents between

teachers and students.

Moreover, serious games are quickly stepping into the business world. It is

becoming a management tool, used by several big companies. They use it for

recruitment, training, handicap awareness…

The luxury industry is concerned by this new tool, L’Oréal has already

developed “Kerastase E-academy”. It is a form of serious games testing the

hairdresser’s knowledge on several shampoos.

Consequently, since these technological games may become in the near

future a necessary tool to have a competitive advantage in the luxury industry,

our DSEE program has to keep a close eye on their development. Indeed,

since our program is specifically designed for executives who wish to develop

their business in the luxury industry, if serious games become a tool for

competitive advantage, we should understand them, and offer seminars and

courses on how to use and develop them, so that our students succeed in

growing their business.


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B. Analysis of the luxury market to emphasize opportunities 1. Correlation between the worldwide GDP and the luxury

market

According to Xerfi, the PIB is an advanced indicator of the luxury market. The

growth of GDP and its components have direct or indirect repercussions on

the worldwide demand for luxury products, through tourism, change rate

effects, and on the long run, through the richness effects and the emergence

of « new rich » people. If the evolution of the GDP and the luxury market are

correled, the variations of the GDP have bigger consequences on the luxury

market. The growth rate is generally multiplied by two on the luxury market.


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2. Global Growth

We can see on this chart that Asia, excluding Japan and including India, is the

only area with a high growth in 2009 and a previsional high growth for 2010.


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3. Evolution of the High Net Worth Value population around the

world (potential demand for luxury goods)

We see a contraction of this population in Asia and a growth in Latin America,

which indicates a future potential market to address in our executive

education program.


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None of the BRICs have been spared on the recent period and India has been

the most affected.

4. Worldwide Population of High Net Worth Individuals (in millions)


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5. Evolution of the worldwide luxury market

In the previous years, the market has been struck in 2001 by the September

11th attack, then by the sickness in Asia in 2002, followed by the war in Iraq in

2003. In 2004, the recovery was confirmed but after five years of growth, the

luxury market falls again due to the economic slowdown. The global sales are

estimated by Xerfi at 157 billion euros, a loss of 10% compared to 2008.


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6. Repartition of the luxury market by regions (source Xerfi)

Source : Xerfi (both) Brazil has a very high growth of its millionaires (+34% between 2004 and

2008). This development benefits to the luxury market although this one is

dedicated to an elite who got its wealth from industrial revenues, but also from

financial revenues. De facto, the luxury market relies on a younger and

younger population who develops a real culture of the appearance.

Russia represents 7% of the worldwide luxury market. Until now, luxury was

statutory but the Russian oligarchy is reshaping its consuming behavior in

favour of a less ostentatious luxury.

India represents now a small market for luxury goods, only the elite are

consumers. The potential of growth is huge according to the economical

growth of the country and the fast progression of the amount of millionaires.

The luxury market is helped by the tradition (luxury is part of the lifestyle of the

higher castes) and by the trends defined by the Bollywood stars who are

models for the young Indian generation.


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China gathers on its own more than 360 millionaires in dollars (about 5% of

the world’s population of high net worth individuals). The fast growth of the

living standards in an economy in expansion incites the chineses to an

ostentatious and statutory consumption of luxury goods, as a proof of

success. The young generation, 20 to 35years old, constitute the core

customers of luxury products in China, a guarantee of growth for next years in

spite of the aging population (the 20 to 35 years old are about 10millions and

own 40% of the country’s wealth, according to Xerfi).

As this study shows, there are real opportunities of development and a real

growth of demand to attend for luxury firms in the BRICs countries, including

India. These firms will naturally ask for expertise to be prepared to these new

changing markets.

2.BUSINESS OPPORTUNITY

(Our idea of business thanks to the market analysis)

University Paris Dauphine is a leading superior education establishment,

centered around seven disciplines: management, economy, mathematics,

computer sciences, law, sociology and political sciences. Its multiple

educational programs offer a wide range of degrees suitable for all people and

needs. Highly oriented towards the professional market and its particularities,

Dauphine offers a complete Executive MBA for top executive officers,

managers or young professionals willing to enhance their managerial and

leadership competences and to be up to date with the latest innovation in the

field.

As a center of excellence, University Paris Dauphine is always looking for

efficient methods to boost its students’ abilities. Extremely aware of the needs

and specificities of the executive education’s public, the University has


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launched a unique Summer School Program: the Luxury Brand Management

Executive Seminars focused on emerging countries. Amongst them, India has

proved itself to be the most suitable market.

A. Executive Education Market

As seen in our market analysis, there are few luxury-oriented executive

seminars with a short duration (from one day to four weeks) in France. These

kinds of courses allow active executives to absent themselves from

companies for only a few days, without harming their business routine.

Moreover, due to partnerships with the most prestigious luxury

establishments, executives make the most of their time in Paris getting to

know in loco luxury brand management activities, without mentioning the

evident integration with the local deluxe cohort.

The main competitor of Dauphine in luxury brand management is ESSEC.

They present a renowned Executive MBA in Luxury Brand Management,

which counts 40 students per year, originally from 18 different countries. They

represent a market share of 100% in France, as they are the only of a kind.

As for their short length courses, they receive around 500 students per year.

These students choose between 5 modules of seminars, which are organized

in sessions of 1 to 9 days, with costs varying between 1000€ and

5000€/module. They have partnerships with luxury companies, who bring their

top executive managers as lecturers, and with luxury establishments for in

loco studies. Finally, they animate an e-community where students can give

continuity to their learning and network expansion.

Dauphine Summer School has all of that and more. It is the only course that

aims at the development of business opportunities within India’s rising luxury

market. It presents seminars sur mesure focused on relevant issues regarding

how to do business in India, for instance “Indian caste system and Luxury”,

“Indian luxury trends” or “Innovative methods of textile manufacturing”.

Moreover, it offers a wide range of customized services – from airport shuttle

to 3 Michelin stars’ restaurants reservations – aiming to provide a full French


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luxury experience for both Indian and India-oriented executives.

B. Market size of luxury in India The Indian luxury market has grown by 14% per year in the past 3 years.

Analysts are now predicting that over the next five to ten years, India could

become the world’s biggest luxury market. Today, there are 1.6 million Indian

households able to afford articles of luxury brands. This number should

increase up to 3 million by 2010. These households earn more than 100,000€

annually and spend 7% of their income in luxury acquisitions. Because they

are young and India has a strong culture of gift giving, the consummation of

these items only tends to rise.


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“Indians are lapping up luxury assets, services and goods with voracious

appetite, according to a comprehensive survey done by AT Kearney for The

Economic Times. Indians splurge $2.9 billion on luxury assets spend another

$953 million on luxury services and top it by buying luxury goods worth $377

million, said the survey. The typical luxury brand consumer is in the 25-34 age

brackets, usually an industrialist. Apart from industrialists, the big spenders

identified in the survey include professionals, self-employed and top

professionals working for leading corporations. A very interesting fact

highlighted by the survey was the potential of India to be a source of luxury

goods for consumers across the world. Manufacturing of luxury items in India

can grow to $500 million. India’s include traditional craftsmanship and low

labor cost.” 1

1 Embassy of India. India News, n 7. Switzerland, 2007.


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Most French companies have already realized the importance of having their

brand represented in India and are creating headquarters in the country.

“In luxury, Louis Vuitton’s recent 20 percent acquisition of HiDesign in India

and foray of other brands such as TagHeuer, Dior from the LVMH stable can

add insights to local Indian brands to become global players. Here French

luxury companies can contribute in fashion and luxury education, brand

management, retail organization, retail concepts and high standards of

productivity, while India can partner with French fashion brands, develop IT

modules for textile and retail and provide textile and craft skills.” 2

For that to come, India will demand highly trained executives to be able to

cope with the expansion of the segment. Since Dauphine disposes already of

a high-level executive education and business expertise, it could easily sell its

tutoring services to numerous corporations and individuals seeking for

improvement. Furthermore, as India encompasses a significant number of

secondary school establishments along with increasing luxurious commercial

centers, Dauphine would be able to ascertain partnerships in order to make

use of the existing infrastructure when carrying its seminars directly in the

country.

C. Target Market In studying the BRICs luxury market, we have noticed a high demand of

luxury goods as well as a low offer in executive education luxury oriented

2 Som, Ashok. India and France: Managing Mutually Beneficial Growth. January 2008


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courses. This is especially true for the Indian market. So far, the only school

that offers a luxury brand management course is the Indian Institute of

Management of Ahmedabad (IIMA), in partnership with ESSEC for a double

MBA degree. Here again, we find ESSEC as a direct competitor; yet it shows

us at the same time that the demand for our product exists.

In France, on the other hand, we do not find any India-focused luxury brand

management program. The dual-program of ESSEC does not present any

special schooling on the subject.

A French certificate for an Indian student or a double-certificate from India and

France would mean a great career not just in Europe but also in India, with

the booming business between India and France and also increasing

operations of French companies in India. France and India can add value

together. The new business partnerships between these two countries are a

great success story as it is, but is waiting to be harnessed.


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3. STRATEGY

A. Forces analysis – Porter’s network model

Porter’s network model will help us in understanding the intensity of the

competition in our industry. It enables us to see all the pressures and

difficulties that DSEE has to deal with.

We are interested in analyzing summer programs offered by large famous

business schools around the world.

Let’s consider each factor one by one to assess their bargaining power. This

means we will be analyzing their influence on our industry.


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1. Suppliers

The suppliers are:

‐ Our sponsors

‐ Partnerships

We can consider different facts to assess their bargaining power. First of all,

suppliers don’t have any transfer costs: it is possible for DSEE to change its

sponsor. Moreover, there is little differentiation between what the sponsors

offer: they all offer money so that they get publicity. Lastly, there is no risk for

the moment that the sponsors decide to give summer seminars themselves.

Consequently, we can evaluate as very low the bargaining power of

sponsors.

However, partnerships have a higher bargaining power. Indeed, they might

decide to give summer seminars themselves, and it is much more difficult to

change partners than to change sponsors. Our partner needs to be a long-

term one, so that students exchange schools and the process of exchanging

is easy.

2. Clients

DSEE doesn’t have many clients, since it’s just getting launched, and the

seminars are in small groups. These clients bring in most of the money. Also,

DSEE doesn’t have any transfer costs. Consequently, this means that they

can easily decide to choose to go to another existing summer school for the

next time.

Thus, clients have a very high bargaining power.

3. Competitors

In Paris, there are only two business schools offering summer seminars

specialized in luxury: ESSEC and our new program, the DSEE.

On the one hand, there aren’t many competitors, and this lowers the

bargaining power. However, on the other hand, both schools have quite a

similar culture and objectives.


30

Consequently, we can consider that competitors have a medium bargaining

power.

4. New intrants

The main way to evaluate their bargaining power is by checking if there are

entry barriers to this market or not. In this case, there aren’t very high

entrance barriers: other business schools could easily decide to offer a similar

program if they realize that it is a growing and promising business.

Consequently, we can consider that new intrants have a quite high

bargaining power.

5. Substitution

There aren’t really substitution products to summer executive seminars. We

can consider regular university programs, like MBAs, or online lessons, e-

education…

These remain very different to what we offer, so we evaluate the bargaining

power of substitution as low. 6. Other forces

We can also consider the other forces that are added to Porter’s model.

These include: employees, shareholders, government, research. ..

Here, the one that is really important that we need to underline are the

employees. Our business is to provide our customers with an adequate top

quality seminar specialized in luxury. We are very dependent on the work of

the employees, since they are the one organizing the events, finding the

interventions etc.


31

B. Ansoff matrix – which strategy for Dauphine?

Products Present New

Present M A R K E T S New The element of risk increases the further the strategy moves away from

known quantities. Diversification carries the greatest risk of all strategies.

Entering new market means there are new competencies to acquire, that is to

understand the consumer’s needs, and also we don’t know our sponsors and

partners already.

In our case, Dauphine is using a diversification strategy. It is developing what

we can consider to be a new product: the summer seminars for executive

businessmen. It is also developing a new market: we can consider that for the

moment, the Indian executive business men are not part of its market.

The advantages of such a strategy are that risky activities (such as this new

one for example) do not threaten Dauphine’s core activities. Indeed, Dauphine

will keep its reputation and its other products (regular graduate and

undergraduate courses) even if this summer school fails. Here, “effets de

synergie”.

The disadvantages of such a strategy are that management of these different

activities becomes quite complex. That is why DSS will be quite independent

from the regular activities.

MarketPenetration

ProductDevelopment

MarketDevelopment

Diversification(DEE)


32

C. Appeal / Asset Matrix (“matrice atout / attrait”)

We can use such a matrix to analyze Dauphine’s different activities. It can

help us understanding what the resources of each activity are. Here, the main

resource we consider is the reputation of the education program offered.

Indeed, in education, the success of a university or of a program is mainly due

to rankings and general reputation on the market. For example, most

graduates chose their degree according to the SMBG ranking.

We can see on our matrix that both Dauphine’s executive MBA and the

graduate degree it offers currently have a very good reputation. However,

their market share isn’t growing so much. We can imagine that they will

provide us with the visibility that is needed to start and maintain Dauphine’s

new activity: the DSEE.

Our new activity, DSEE, will probably grow rapidly, but require a lot of time

and investment, but it won’t really help with Dauphine’s main asset: its

reputation and the success of its education programs. This is because at the

beginning, its market share will be relatively low. This is why it is a bit risky to

launch this new program at the beginning. This is also why we analyze


33

carefully in this paper if this program is worth the investment, analyzing the

costs, budget and outcomes

However, we are forecasting that this same DSEE will become, on a middle-

term basis, both relatively famous, and still growing quite a lot.

D. Critical Success Factors

Thanks to our analysis of the market and of our company, we can find the

critical success factors. They answer to both questions:

- what do our customers want?

- how can we compete against our competitors?

For DSEE, we have deducted that the critical success factors are:

- The quality of the welcoming: customers who pay such a price for our

seminar that is specialized in the luxury industry, obviously expect a good

level of welcoming, with services such as airport pick up, and many little

cocktails organized. This also enables them to meet each other, and develop

their network of future business partners, which is an indirect goal of our

seminar.

- Flexibility: our customers are busy executives, who don’t have much time, or

can have unexpected meetings. That is why our seminars last only for 4 days.

Our customers can then choose to participate to several of them.

- The quality of the courses and seminars delivered: our customers are

already graduates, and have several years of business experience behind

them. Consequently, they expect courses that are adapted to their level, and

meetings with specialists of the luxury industry, not regular management

courses.


34

PART 3: PRODUCT ANALYSIS/ MARKETING MIX 1. SWOT PRODUCT To assess the quality of our product, we first need to know if the school

hosting our program is a valuable asset.

A.Dauphine's SWOT as an executive education provider:

Strengths Weaknesses

• Already Proposes one executive

MBA

• Teachers from the university and

the business world

• Weak reputation of Dauphine as a

Business School

• Non-differentiated product

Opportunities Threats

• An attractive program able to

renew the university’s image

• Very competitive market : there are

a lot of other executive MBAs

As we can see, Dauphine is already operating in this market but its reputation

and brand have to be renewed. It needs a new program to strengthen its

visibility on the executive education market.

This is a huge opportunity for our summer school program because Dauphine

is an insider needing a new program to reinforce its position on this market

and to widen the range of products it can offer.

The current weaknesses of Dauphine can be easily overcome.


35

Since we want to develop a summer school program, we will overcome a

weakness of Dauphine: the non-differentiation of its offer. This weakness will

be overcome by two means: our program format differs from the usual

programs, and the theme of the courses has fewer competitors.

With an adequate communication, and a satisfying quality of our program, the

reputation of Dauphine as a Business School should become a strength within

three years.

Furthermore, the new program will contribute to extract Dauphine from the

highly competitive market of MBAs since this kind of offer is less developed in

the French executive education sector.

If Dauphine seizes the opportunity to become a major actor on the market, it

will benefit from our expertise and the competitive advantages of our program.

We can see its SWOT matrix below.


36

B.SWOT of our Executive Education program:

Strengths Weaknesses

• Paris, capital of fashion and luxury

• An all-inclusive program

• Teachers from the university and

from the professional world

• Partnerships with luxury brands

• Partnerships with foreign business

schools

• The only summer executive

education dedicated to luxury

• Specialization in the Indian luxury

market

• Cheaper fees than in traditional

business schools

• Effective use of IT

• Market segment

• Open market : India

• Low expertise of Dauphine in the

luxury market, hiring is required

• Our brand name has to be

improved as we are a new entity

Opportunities Threats

• High growth of the luxury market in

India that would lead to a higher

demand of our executive education

• Potential clients are aware of their

environment

• Opening to the other BRICs if the

product is a success and if the

other markets are viable

• Competitive market with programs

close to ours

• Other French business schools

with an established reputation may

also develop a Summer School

specialized in luxury.


37

1.Strengths

Locating our courses in Paris is not an innocent choice. Since Paris is the

capital of fashion and luxury in the mind of everyone, our executive education

will be more valued with that location.

By providing an all-inclusive aspect, we surely take in charge all the logistic

aspects. That way, the top managers attending our courses will have no other

concerns than learning and enjoying their stay in Paris after school.

To build the reputation of our program, we established partnerships with

luxury brands such as Cartier, LVMH, L’Oréal, Chanel etc. and with the Indian

School of Business, the most famous Indian Business School. This

partnership allows us to build notoriety within the luxury business and the

education business in India.

This program will provide an in-depth training on the luxury market and the

exciting opportunities for India in this industry. Attendees will study the

business models and best practices of the luxury market and strengthen their

understanding of management competencies in the Luxury Industry.

Benefitting from the expertise of both schools of higher education, students

will expand and share horizons of knowledge in the business context of the

Indian and French luxury markets.

For now, we are the only provider of executive education on luxury offering

short courses of 4-6 days and this differentiates us a lot from our competitors.

This format allows some flexibility for top managers attending our courses

because they can attend training without being disconnected from their

business for too long. The educational program focused on the Indian luxury

market may appear to a neophyte as a niche but it is not! First, Indian firms

operating in the luxury segment may be interested. Moreover, European firms

and American firms may be interested in implementing new businesses or in

strengthening their knowledge of the market. Hence, all brands of the world

are concerned by our program. In France, the average of top managers in

companies is 17%. So our program may draw the intention of 17% of the

world's population working in the luxury segment.


38

2.Weaknesses

As the luxury seminar is new in Dauphine, there are no professors for the

moment and the reputation of quality is not established yet. Thus, we need to

hire highly qualified and motivated teachers and professionals to build this

new pole of competencies.

3.Opportunities

The Indian luxury segment is going to be very profitable. World recession or

not, the Indian luxury market experiences a double digit growth. This is mainly

due to the money not evenly spread in the country.

According to AT Kearney, the size of the luxury market in India is estimated at

around $3.5 billion and it could easily leapfrog to $30-billion by 2015 if given

the right impetus.

As our potential customers are aware of their environment, they will quickly

hear about our program and the luxury industry being a small world where

every top manager knows its counterparts in other firms, they will discuss

about our program and its quality and thus, we will have more customers over

years with this informal way of communication.

If the program is a success, we can use the infrastructure we built for the

program focused on the Indian market to extend the concept to other BRICs

countries. As a reminder, BRICs stands for Brazil, Indian, China, Russia and

these countries incarnate the motors of growth of the next twenty years. The

only concern when that time comes will be to find qualified teachers.

4.Threats

The existence of programs such as the ESSEC MBA International Luxury

Brand Management is a major concern because their program addresses the

same subjects as ours. Although the duration of courses and price are

different, their existence shadows our program and may drain a part of our

potential customers.


39

By the way, the economic potential of the BRICs market has now been

assessed by a lot of companies and is of common knowledge so we can

logically imagine that other executive schools will be tempted to develop a

similar program in the near future. To prevent this, or to be prepared when

that moment comes, we have planned to quickly develop our reputation and

to establish long term partnerships with firms of this sector, to secure a basis

of clients.


40

2. MARKETING MIX

A. Product DSEE is offering executives a 4 to 6 days seminar in luxury management.

These seminars will be divided in 2 different ways of learning: the punctual

and private seminar, and a seminar which will be a complement to an

executive education period in famous Indian school.

Our company is willing to develop and offer to Indian executives a very elitist

type of seminars which will focus on specific activities in the luxury industry,

and will adapt the program to their particular needs of the moment. Our

PRICE Our prices are high but we offer high quality seminars 1950€ per participants

PARTNERSHIP Many partnerships will be necessary to reach our goals: universities, syndicates, famous companies’ managers.

PLACE Seminars will take place at Dauphine or at La Défense depending on contents and groups

PRODUCT DSEE seminars specialized in luxury industry - 4 to 6 days targeting Indian top managers

PROMOTION DSEE website, Ads in on-line luxury and printing airline companies’ magazines in airports, events…

PEOPLE Our team members are key factor to success, building partnerships and organizing all seminars

SPONSORS This part will allow us to have more visibility and recognition thanks to our sponsor’s reputation.


41

seminars will be organized around these four main sub-sectors of the French

luxury lifestyle: fashion trends, jewelry and gems, cosmetics and perfumes.

Executives will be able to choose between these different topics, according to

their activities, and our program will be adapted to their needs in

management. In order to satisfy all of our customers, we created different

offers as follows:

DSEE luxury seminars offer the possibility to choose topics dealing with

different corporate fields, such as opportunities and threats on international

markets, marketing and communication for luxury goods, finance, negotiation

of all types of contracts, selected distribution, benchmarking and image

management of a luxury brand in India. Our main approaches with the Indian

luxury market will be on Fashion trends and Jewelry

‐ Fashion trends => aiming at familiarizing participants with the

“Mode” and luxury universe and to understand and apprehend

problematics and issues in this industry.

‐ Jewelry and Gems => we decided to separate jewels from

fashion trends as India is a very large market for these products.

We are aiming to improve the quality of management of

managers on this activity to get the best results on the Indian

market or to extend it to new markets.

‐ Cosmetics and perfumes => one of our pride is our French

brand of cosmetics, we have some famous names in France

such as Dior, Channel, L’Oreal, etc. that have an international

scope. Participants would benefit from professional

management advice to help their extension to the Indian market.

This part will deal with tourism and how to welcome and suit our

customers’ needs.

Our position on the market is aimed at the top direction managers of luxury

companies. We are offering elitist seminars (20 to 60 people) on the basis of

the customers’ needs. That means we will try to answer every single question

our customer would ask, and we want to introduce them to all important fields

that fit in their industry and that they would pay for. Seminars will all be

presented in English.


42

We have different kinds of targets, divided between the different activities, as

the following shows:

‐ Fashion: stylists and creators (we have a partnership with a

famous Indian stylization school that is offering its students to

attend to our executive summer education), owners of luxury

brand franchise and owners of big companies and groups that

may be dealing or be in contact with the luxury industry.

‐ Jewelry and Gems: especially jewelers and jewel makers, jewel

traders.

‐ Cosmetics & perfumes: owners of luxury brand franchise and

owners of big companies and groups that are specialized in

cosmetics and perfumes.

We will present customers our 2 different offers:

• The « PREMIUM » offer will include courses for a special

seminar (previously oriented on the participants’ needs basis) +

all commodities, that means: hotel, restoration, transport (a

personal car and driver for transfer from airport to Dauphine,

Dauphine to airport and to move in Paris during the journey).

These seminars will last from 4 to 6 days depending on the

contents.

• The « PRESTIGE » offer will include the same basic services

such as the adequate seminar, all commodities (a personal car

and driver for transfer from airport to Dauphine, Dauphine to

airport and to move in Paris during the journey). This package

also includes French enterprises and historical visits to give our

customer the chance to experience our French history and

lifestyle. This package will last from 5 to 6 days depending on

the contents.


43

B. Partnerships

DSEE is essentially oriented towards executive education. Nevertheless,

finding partnerships with famous Indian universities will be a great opportunity

to develop a network for our project. The partnership relation would include a

training to our company purpose, with Indian teachers and professionals. We

are planning to attract people by offering them a first contact course in the

luxury management directly in India to talk about the Indian market in

particular and then suggest to participants to come to France to pursue

courses in another environment.

‐ Universities and high education

o First of all, we are in relation with famous MBAs in

London (LSE) and in the United States (Georgia State

University & San Francisco University). These prestigious

universities are a positive point for the Dauphine image

and credibility with people.

o We are now in relation with the Association of Indian University (AIU), which is evaluating courses, programs

and standards of foreign universities, such as Dauphine,

to find equivalence in India. This organization is looking

after recognition of Indian and foreign degrees in order to

admit courses in high level Indian universities. This AIU is

also an agency which is dealing with cultural exchanges

between India and other countries in the education field

related to foreign qualifications.

o The “Indian Institute of Management” (IIM) and the

“XLRI - Xavier Labour Research Institute” are

management schools based all over India and will

communicate with their students and network about the

possibilities to pursuit courses in France in luxury

management


44

‐ Government accordance

DSEE is in collaboration with the French embassy and Indian embassy. We have special agreements with them to provide

our SUMMER SEMINAR participants and partners Visa to come

to France.

‐ Transportation

o We have concluded a special accord on prices with “AIR FRANCE” and “KINGFISHER” companies. Therefore, on

our website we will diffuse advertising for them and we

could offer them business flight tickets at better prices if

needed. Our DSEE clients will be hosts in the greatest

way from their departure from airport to their arrival.

o We are also in touch with a “Jet 7 Prestige” in the 17th

district in Paris, prestigious car rental with drivers we will

use during our summer seminar travels into Paris area.

‐ Hospitality

o For the seminars, we have partnership with

“EUROSITES”, specialized in renting seminar rooms for

professional events in La Défense”.

o For the clients’ rest, we will make them stay in 4 to 5 stars

hotels in Paris to keep them in the luxurious French

environment. It is better to negotiate partnership with

hotel chains such as “Royal Hotel” (Champs Elysées),

“Hotel Ampère” (Paris 16th district) “Sofitel”(La Défense),

which are also top-of-range hotel in comfort. Moreover,

“Sofitel” and “Sheraton” hotels are also based at Roissy

Charles De Gaulle airport and can be more convenient in

case we have to deal with flight problems.


45

C. Sponsorship

DSEE has major sponsorship agreements with AMERCIAN EXPRESS, AIR

FRANCE and the FRENCH EMBASSY.

1 LVMH 10 000 euros

60 bottles of Moet Hennessy Champagne, 2 AMERICAN EXPRESS Credit Cards, Travelers Cheques, +12 000 units 3 FRENCH EMBASSY Quick French VISA delivery to DSEE

participants 4 CHANEL Perfume, Seminar with Executive Manager 5 Mont Blanc Pens, bloc notes AMERICAN EXPRESS SPONSORSHIP: “DSEE AE OFFICIAL CARD” ABOUT AMERICAN EXPRESS: American Express Company is a diversified

worldwide travel, financial and network services company founded in 1850. It

is a world leader in change and credit cards, Travelers Cheques, travel,

financial planning, business services, insurance and international banking.

A deal with AE means Card members get exclusive benefits.

Three types of cards: 1. GOLDEN CARD: one unique account – the only holder of the card is the

Chief Office of DSEE, and only with this card can all the payments be

made.

2. SILVER CARDS: these cards are delivered to conference members, and

partners.

3. PREMIUM CARD: these cards are delivered to conference participants,

clients of DSEE.

The agreement, which designates American Express as a Founding Partner

of the DSEE delivers in-venue signage and exclusive benefits for DSEE,

including 10 free flights with AIR FRANCE FROM FRANCE TO INDIA AND

BACK.


46

BENEFITS FOR AMERICA EXPRESS: Excellent opportunity to rice up the

income. We introduce their logo at out conferences. They have the possibility

to attend our conferences for free (ONLY CONFERENCE ATTENDANCE IS

POSSIBLE – 10 places if reservation is made for American Express

Chairmen.

Our partnership with American Express is clearly one of the most

extensive and far-reaching agreement.

BENEFITS FOR DSEE:

DSEE AE OFFICIAL CARD offers exclusive benefits and

personalized service, card members benefit from a quick, safe and

effective pay for hotels, flight tickets and seminaries.

• GOLDEN CARD: Each participant that makes a reservation for the DSEE

seminar can transfer money (pay for the seminar) to only one GOLDEN

CARD account. That gives points to the Golden Card. This card has a

strong copywriter security. The GOLDEN CARD is also used to pay for

participants that are not owners of PREMIUM, GOLDEN OR SILVER

cards. This payment could be done only under the agreement of

Accountant Chief Office of DSEE. Payments for flight ticket and hotels.

• SILVER CARD: Member of this kind of card are participants of the

seminars and members of the DSEE group. They receive on this account

the salary and they can benefit from the exclusive prices for Air France

flights, and hotels. • PREMIUM CARD: These cards are to be delivered to those participants of

the DSEE seminaries that have made a complete booking of the hotels

and seminars as well as flights. This card enables them to have their own

account that could be used in case they have problems with their credit

card during their stay in France. The card is delivered to them in 5 to 10

days after the payment of the seminar complete package. The member of

the card is free to transfer any amount of money from his personal account

to this Premium Card account. The transaction is free of charges, and any

payment in Europe by this card is also free of charges. That is possible

only with DSEE.


47

AIR FRANCE • AF is interested in delivering special prices to DSEE members as they are

a premium client.

FRENCH EMBASSY IN INDIA:

• The French Embassy in India has a agreement with DSEE to deliver fast

visa to the participants of DSEE seminaries, regardless of their nationality.

LVMH THE MAIN SPONSOR OF DSEE LVMH is the main sponsor of Dauphine Summer Executive Seminars.

Moet Hennessy Louis Vuitton, the world’s leading luxury Goods Company, got

a big interest in project and decided to be a main sponsor of Paris DSEE

project. This announcement was made at a main world luxury conference

meeting in India by BERNARD ARNAULT, THE CHAIRMAN OF THE BOARD

AND CEO. LVMH investment in DSEE project is 10,000 euro.

We believe that luxury is a lifestyle that should be cultivated, even in tough

economic times. Now more than ever, luxury needs to support an art de vivre

and a better lifestyle.

D. Competitors

According to our analysis of the market study, we detected that our main

competitors were big European schools. LSE executive summer school and

HEC executive management seminar are typically the same concept of

courses aimed at top managers but they are evolving in a different direction

from ours.

LSE seminars are 3 weeks courses on different topics, such as management,

but it is not targeting the Indian market or the luxury industry in particular

whereas we are offering a 4 day seminar to be more convenient for

customers.

On the other hand, HEC is organizing management seminars too, and one in

particular is consecrated to the luxury market in Korea which means we do

not have the same target customers.

It appears clear from this study that our main potential competitor is l’ESSEC,

which organizes several executive seminars specialized in luxury. It is the

same concept and they are located in Paris too. However, DSEE is targeting


48

a special market which is India whereas l’ESSEC is targeting all kind of

managers including French ones.

Competitors Package Duration Price (only for courses)

Place

« Management

of luxury

patents »

1 day 1016.60€ CNIT

La Défense

« Direction of

luxury store » 5 days 5 083 €

CNIT

La Défense

« Basic

management

of luxury »

3 days 2511.60€ CNIT

La Défense

« Luxury co-

branding

strategies »

1 day 1016.60€ CNIT

La Défense

ESSEC

« Luxury

distribution

strategy »

1 day 1016.60€ CNIT

La Défense

LSE

« Executive

summer

school »

3 weeks

1450£ for

1 course

(=1600.09€*)

LSE

new

academic

buildings

HEC

« Executive

creativity and

management »

2 or 5

days

Between

1560€ and

3340€ for 2

to 5 days

HEC

buildings

DSEE

« Luxury brand

management oriented program »

4 to 6 days

2000€ to 2500€ for 4

to 6 days

EUROSITES La Défense

*Exchange rate on Monday 21st of September 2009


49

E. Price

Our prices will be based on a basic study of our costs and future revenues but

also on our competitors’ positioning and services. We want to have a top-of-

range positioning and thus reflect a high level of quality; this explains why our

prices are so high. Thanks to the financial analysis of our costs, we found that

the best price to be attractive and to counterfeit our competitors would be:

2000€ for a 4 days seminar including, hotel, restoration and transportation in

Paris (air tickets are not included).

Our costs spending will be detailed in the financial analysis part (Part V).

Inscriptions and fees will be registered and paid on-line through a security

system implemented in our own website (www.dsee-dauphine.com)

F. Place

- At Dauphine:

To welcome our particular customers, Dauphine has provided its building with

a very new and comfortable room to fit in the best way our customers’

expectations. The room is located at the top of Dauphine building (at the

seventh floor) on the Paris side and is providing comfortable seats, large

windows to admire the view on the Eiffel tower and a balcony for cocktails

during sunny days. Moreover, this room is equipped by the latest technology

material to be consistent with the future trend of New Technologies we are

developing at Paris-Dauphine. According to the space allocated in Dauphine,

seminar groups should not exceed 25 people. That way, small groups would

have courses directly at Dauphine. However, they would still have at least one

course at “La Défense” so that our customers see the famous business

center.

- At “La Défense”:


50

For large groups and also smaller groups, we negotiated a partnership with

EUROSITES (http://www.eurosites.fr/) at “La Défense” to offer courses in the

most suitable business environment in Paris. Indeed, courses taking place

into the Paris business area will allow our customers to judge for themselves

of our economic center. It will also enable us to program some extra visits in

companies if needed.

EUROSITES has many different rooms which can contain from 10 to 100

people in 4000m2 spaces. Rooms are located in Atlantic and Europe tower at

“La Défense” and offer a large view on Paris thanks to large windows which

enlighten the room. Seminars will be led by professionals, food will be offered

all day long for participants and rooms are equipped with multimedia and

there is free internet connection.

For special demands and depending on the seminar content, we will be able

to book rooms from EUROSITES in George V area in Paris.

DAUPHINE LA DEFENSE

Surface “all rooms” (m2) 70 4000

Number of people 20 to 50 10 to 100

Rooms A 709 (7th floor) Calm

ATLANTIC TOWER EUROPE TOWER (Paris panoramic view) Calm

Internet access Yes, free access Yes, free access

Cocktails Collation, lunch, cocktail Collation, lunch, cocktail

Audiovisual equipment yes Yes

Light in rooms Natural Natural Air-conditioned Yes Yes


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G. Promotion

Our challenge will be to associate Dauphine to the luxury industry and spread

its image all over India to be well-known by actors of this sector in the country.

Also, we would like to become the reference in France and India for seminars

oriented towards luxury. In that way, we will have to deal with the different

supports and Medias to communicate on our service and reach our main

target. We have to define the content, the structure and the style of our

message we will use in the different Medias.

First of all, we are focusing on our brand and brand history as we are

benefiting from Dauphine’s actual image. Our brand name is Dauphine

Summer Executive Education which is directly related to the famous

university. This brand name is totally explicit and people who read or hear

about it know exactly what the company deals with. The contraction of our

name, DSEE, is much shorter and simple. It is important to allocate this

abbreviation in our company campaign as it is easier to remember.

It is important that the brand is associated to quality, trust and efficiency in the

customer’s mind. Good management of the brand image is one of the key

points to differentiate our company from other competitors.

Our brand logo is referring to the traditional dolphin of Dauphine University to

go further into the assimilation of our image. Moreover, our logo has been

customized to be seen as the luxurious part of Dauphine. Golden medals

have been chosen to make it more precious in front of our customers.

Our slogan, “A tradition of excellence. A passion for luxury…” has been

chosen to make our target customer trustful of our company and product. We

wanted the slogan to be understood by most people but above all we wanted

it to be attractive and to create interest or some kind of luxury dream in our

target customer’s mind.

That’s why we focused on the French lifestyle in our communication plan. We

want to make Indian people dream about a journey in France, mainly to assist


52

to the professional seminar, but also to take advantage of being able to visit

one of the most beautiful cities in the world at the same time.

Our message should mainly focus on our location. The benefits France can

offer them in the luxury fields compared to other countries in Europe, are

expanded. All famous fashion brands are French and located in Paris, such

as DIOR, CHANEL, CARTIER, MONTBLANC, LVHM and many others. All

these brands have many stores and also fabrics in Paris area that customers

would be able to visit during the seminar if they choose to come to DSEE.

1. Who and What?

Our targets are executives and sub-managers (financial, sales, marketing…)

in the luxury industry. We are aiming at spreading our luxury management in

India, improve sub-managers’ competencies and create new business

opportunities during our seminars. We need to make a strong and catchy

promotion campaign to reach our goals.

As our main target is Indian executives, the structure of our message has to

be simple and clear to make the message as explicit as possible. Our main

purpose is to directly communicate with our target of executives. We are

evolving on a form of “niche” market and we have to adapt our communication

in consequence. We are positioning our product on the top-of-range

segmentation so we have to be catchy in the way we will transmit our

message and to communicate the right message in the right place.

2. How and where?

To launch our communication plan, we have the choice between advertising

through different Medias and advertising through partners and networking. We

will use both means.

‐ The networking


53

DSEE is working on developing partnerships with the professional syndicate

in the Indian market. Indeed, our aim is to meet our target through promotion

made by the local associations and unions. We plan to demonstrate and give

a condensed training to these people in order for them to be convinced about

our quality, our product… and they will then communicate our brand name

company, product and service to their contacts. That means we could easily

reach our target heart from these Indian organizations which gather all main

actors of a sector of activity in the country.

We made a study on the Indian market and we found the following unions:

• “Syndicate Jewelers Private Limited” which gather all suppliers and

exporters of all kind of jewelry. They are based in Kolkata.

• “The Indian Arts and Crafts Syndicate” which include fashion and

cosmetic products.

• “Daxal Cosmetics Private Limited” which includes all manufacturers

and exporters of all kind of skin care cosmetics

• “Association of Indian university” which is helping us send Indian

executives to France to follow luxury management courses

• And also through our partner universities such as the “Indian Institute of Management” (IIM) all over the biggest cities in India. Universities and high

school education can help us to develop easily our brand name and network.

‐ Medias

The budget allocated to our communication is about 8500€.

To distribute our communication budget the right way, we made a study of the

Indian press and internet publications and also all professional events which

would be interesting in our communication approach.

o Institutional website => First of all, we allocated a budget of 5000€ to

create our own website and 2000€ for its maintenance. We need visibility on

the World Wide Web and launching our DSEE website (www.dsee-

dauphine.com) was the best solution to get it. In that way we will be able to


54

make either promotion on our seminars offers or payment on-line directly from

customers in India. We will reference ourselves correctly on Google and other

search engines to reach the top answer in a research thanks to advertisement

and references into other magazine websites.

o Specialized press and magazines, printing and on-line => We will

be able to negotiate some special agreements to be referenced permanently

in one of these magazines according to our budget. Our analysis reveals that

the “Sphmagazines” seems to be the most interesting investment for

advertising in magazines as it deals with the luxury universe through all Asia

and it could enhance future business abroad. List of these on-line and

printing magazines are following:

‐ On-line luxury magazines:

Buybuy.com : magazine evolving into the luxury and trendy industry

Luxe-magazine.com: this magazine on-line is dealing with all different

sector of the luxury industry (tourism, hotels, beauty, mode & accessorizes,

jewelry, automotive, yachting, golf…). Joyce.fr: in the same way, Joyce.fr is dealing with luxury in

gastronomy, mode, jewelry, design, culture and travels…). Sphmagazines.com: SPH is a magazine on-line specialized in Asian

luxury market. Luxemag.org: luxury magazine covering a large range of activities, we

may advertize on this web magazine as there are already many

advertisement about luxury management master for students and other ads

on the site. Luxury-insider.com: on-line sales of luxury goods in accessorize

restaurant, yachting, and other activities. ‐ On-line Indian newspapers:

Thehindu.com: first Indian newspaper in English on-line. The most

distributed (printing) newspaper in India.


55

In the printing press, our mission could consist in dispatching some ads in

strategic specialized magazines. We would provide the magazine the model

of our ads with our logo, our catching slogan, our special design, and clearly

detailing our company goals and offer.

We are aiming to advertize in international airports in both India and France.

Airports are the best place for luxury good to be sold and top international

managers are travelling a lot in these areas where duty free shops are selling

luxury goods. That’s why we want to be present in airports and particularly in

the Indian departure from France in Roissy Charles De Gaulle and in all the

international area departure in the Indian airports. Indian international airports

are:

Delhi “Indira Gandhi”

Mumbai “Shar”

Chennai “Chennai”

Kolkata “Netaji Subhash Chandra Bose”

Thiruvananthapuran “Trivadrum”

Guwahati “Lokpriya Gopinath Bordoloi”

We are especially targeting airways companies’ magazines:

‐ Air France magazine: named “Air France Magazine” is published

monthly in English and French

‐ Air India magazine: named “NAMASKAAR” is published monthly in

English and Hindi.

Nowadays, internet is the universal way to search and find information. Even

newspapers are now available on the web, which means the internet is a

great opportunity to become known easier, faster and better. On the on-line

version of magazines, we will be able to provide a more dynamic

advertisement with animations to catch more rapidly our target customer

attention during his surfing into the magazine.


56

Professional fairs and events => we are also planning to participate to

professional and international fairs on the luxury market both in India and

other host countries. Our study led us to this list of events where we could

meet our potential customers: see appendix 2: “Fairs and Events”

Hospitality world : hostelry and restoration IIMTF: real estate, cosmetics, decoration, tourism and training Beautyworld India: perfumes and cosmetics

Zak Jewels: jewelry Times ethnic fashion : mode and jewelry

Education worldwide : education

Gjiie : jewelry

Eijsi : jewelry

Hyderbad Jewellery, Pearls, Gem Fair : jewelry

ALTM : Asia Luxury Travel market : asian luxury travels, takes place in

Shanghai

Millionaire Fair : takes place in Amsterdam/Munich/Moscou/Kiev

Top Marques Shanghai : luxury products

- Communication plan

We have established a communication plan to promote our service of DSEE

to the deciding and managing target. We will act successively on the different

means we choose to communicate. Our planning is following a chronological

order:

o The first step will be dedicated to the ads on the web because

they are quicker to put in place and we will have a quick return

on our visibility:

Create our own website www.dsee-dauphine.fr

Make advertisement on on-line magazine websites


57

o Then, when we will begin to generate revenues thanks to our

seminars, we will have to be present on the printing press:

Airport press revue

Other potential interesting luxury magazine known all

over the world.

o Finally after having done several seminars, we will be able to

begin prospection directly on international and specialized fairs

Some of our team members will organize a journey to

India to prospect potential customers on Indian fairs

But our team will have also to take care of the French

market and the luxury world market by participating to

events in France or abroad to spread our brand and give

to it a good image.

H. People People are the most important key factor to the success of our project. To

meet the demand and reach our target, we had to present a complete and

attractive offer. But above all, we had to find sponsorships and partnerships to

make it competitive. In this project, our value is our team members who are

doing their best to elaborate high quality seminars by canvassing and doing

sponsors search, promoting and organizing our seminars.


58

PART 4: BUDGETING

Here we present the Financial Estimations of our Summer Seminars.

1. FIXED COSTS

Marketing/Promotion Costs Amount

Web-Site Maintenance 2000

Plaquettes (2000) 1000

Distribution 500

Magazine Publicity 5000

Total Fixed Costs 8500

Web-Site creation can be considered as a sunk cost, so we didn’t add it to

this table (5 000 euros)

Plaquettes will be distributed in biggest Indian Luxury Fairs, so it will include

printing and distribution.

Magazine Publicity : Airport Magazines, Top International Magazines (GQ,

Time etc.)


59

As it was said, we offer two types of Seminars : Premium and Prestige.

There are two types of variable costs for each of them:

2. VARIABLE COSTS A. Premium Formula

Variable Costs Per diem 20 persons Per diem 60 Persons Per diem 100 Persons

Permanent

Professors 1000 1000 1000

Beverages 165 495 825

Food 50 150 250

Traiteur 340 1020 1200

Hotel 5000 15000 25000

Speeker's Salary 2000 2000 2000

2nd Speeker's Salary 2000 2000 2000

Total per diem 10555 21665 32275

Total Rent Costs for 4 days 20000 20000 20000

Total Variable Costs (4days) 62220 106660 181375


60

B. Prestige Formula

Variable Costs Per diem 20 persons Per diem 60 Persons Per diem 100 Persons

Permanent Professors 1000 1000 1000

Beverages 165 495 825

Food 50 150 250

Traiteur 340 1020 1200

Speeker's Salary 2000 2000 2000

2nd Speeker's Salary 2000 2000 2000

Visite paris 100 100 100

Total per diem 5655 6765 7375

Total Rent Costs for 4 days 20000 20000 20000

Hotel 5000 15000 25000

Total Costs for 6 days 72620 137060 199500

Our Variable Costs include :

◊ Permanent Professors’ Salaries

◊ Speakers’ Salaries

◊ Accomodities (hotel, car, driver, food)

◊ Food during the seminar (2 coffee breaks and evening cocktail)

◊ Rent costs


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1. Permanent Professors’ Salaries

Our seminar will have 2 permanent professors in order to guarantee a

permanent similar basic program (cost is based on salary which is 500

euros per diem for two people)

2. Speakers

We wish invite two speakers every day, one for the morning, and another

one for the afternoon session (2000 euros per diem per person)

3. Commodities

We offer to our guests all commodities: hotel, food (bed, lunch and dinner

formula), car + driver (possible “covoiturage”), 250 euros per person

4. Food during seminar

In order to calculate food and beverages expenses, we take into account 1

morning Coffee/Tea Break (tea, coffee, orange/multifruit juice,

viennoiseries), afternoon break (tea, coffee, chocolate, biscuits), cocktail dinatoire (formule traiteur)

5. Rent Costs

Partnership with « Eurosites » at Paris La Défénse, 20 000 euros for 4

days

6. Visit Paris (prestige formula only)

On Friday and Saturday, course-free days, we organize for our guests

some visits of Paris’ main monument (Louvre, Eiffel Tour, Montmartre,

Champs Elysées, Notre Dame de Paris…)


62

3. SCENARIO A. Premium Formula Scenario We could have had more people per seminar, but we wanted to offer to our

guests the exclusive possibility of developing their international professional

network.

We can see that in this case, the most interesting price is achieved with 60

persons per seminar, it will cost our guests only 2000 euros. The margin of 80

euros per client, and sponsor aid will serve in case of cancellation of

reservation, or in case of missing persons. It means that if we organize a

seminar for 60 people, we can have up to 10 cancellations without any

problem. It is also important to say that the cancellations have to be made 4

days before the start of the seminar. If it is made after, DSEE has a right to keep 50% of the amount in order to cover our expenses.

Scenario 20 persons 60 persons 100 persons

Total Fixed Costs 8500 8500 8500

Total Variable Costs 62220 106660 181375

Total Costs 70720 115160 189875

Per Client 3536 1920 1898,75

Price Paid per client 3700 2000 2000

Profit per Client 164 80 101,25

Total Profit 3280 1600 10125

Sponsors Participation 10000 10000 10000

Capital Risk 13280 11600 20125


63

B. Prestige Formula Scenario The Prestige Formula has a similar scenario, it will cost our guests 2500

euros only, with a visit of Paris included.

Scenarios 20 persons 60 persons 100 persons

Total Fixed Costs 8500 8500 8500

Total Variable Costs 72620 137060 199500

Total Costs 81120 145560 208000

Per Client 4056 2426 2080

Price Paid per client 4100 2500 2150

Profit per Client 44 74 70

Total Profit 880 1480 7000

Sponsors Participation 10000 10000 10000

Capital Risk 10880 11480 17000


64

PART 5. RISKS AND RECOMMENDATIONS 1. RISKS Our project has no deadlines. We have taken a liberty with this project.

However we must deal with our limited budget.

In case of technical risks we are ready to solve them thanks to our very

professional IT people. Our strong partnership is our guarantee for never

having to deal with a possible cancelation of the seminaries. Our great sums

and the time spent on our project is the next strong insurance against failure.

In case of a negative risk, we will apply a Risk Management Plan divided in

four steps: Risk Identification; Risk Quantification, Risk Response, Risk

Monitoring and Control.

Budget:

TOTAL COST 115 160 euro for 60 participants

TOTAL INCOME 2000 euro * 60 people = 120 000 euro

TOTAL REVENUE: 4 840 euro

This price will cover our risks in case of cancellation of the seminars.

We may accept two or three cancellations maximum.

2. RECOMMENDATIONS To avoid any type of risks we have a strong anti-risk policy.

This policy is based on regular partnerships networking and stable

development of our project.

We are very attentive to our clients.

We do our best to satisfy the goals, objectives and desires of our clients.

We follow the golden rules of Grand French Savoir Faire (Know How).


65

PART 6. FUTURE OPPORTUNITIES

1. MARKET EXPANSION “These new customers for luxury are younger than clients of the old luxe used

to be, they are far more numerous, they make their money far sooner, and

they are far more flexible in financing and fickle in choice. They do not stay

put. They now have money to burn. The competition for their attention is

intense, and their consumption patterns-if you haven't noticed- are changing

life for the rest of us." 3

A. BRICs

The BRICs – Brazil, Russia, India and China – are believed to be the next four

biggest economies of the world by 2030. By 2025 the annual increase in US

dollar spending from the BRICs could be twice that of the G6, and four times

higher by 2050. India should experience the most rapid growth potential

among the four countries, validating the choice of it as our first target market.

Despite much faster growth, individuals in the BRICs are still likely to be

poorer on average than individuals in the G6 economies, except for Russia.

As it does to many social and economic situations, Pareto’s Principle, or the

80/20 rule, applies very well to the luxury consumer market: 80% of sales and

profits tend to come from 20% of customers. Consequently, the possible

disparity of income per capita between individuals of each country will not

affect the consuming of luxury goods, as the wealthier minority is responsible

for the majority of sales and profits of luxury companies. Therefore, the luxury

market size will face an enormous growth for the next 50 years, whereas the

same market in Europe and United States tend to shrink. Along with it, the

3 Twitchell, James B. Living It Up: America's Love Affair with Luxury, Columbia University Press, 2002.


66

executive education market will also face an upward expansion that should

start to be addressed right now.

We see a huge market expansion opportunity within Brazil, Russia and China.

Dauphine Summer School should hence develop the same model of

executive education seminars focused at each BRIC country at a time and,

why not, at the four of them at once.

2. PRODUCT EXPANSION

Dauphine Summer School could expand its product not only thematically, as

mentioned before, but also geographically. It could produce external modules

of seminars directly in each country, starting in India, where a network would

have already been developed subsequent to the Paris meetings.

At present, we find a growing market for EMBA in the four countries (this list is

not exhaustive):

• Brazil: Fundação Getúlio Vargas, Ibmec, Universidade de São Paulo,

ESPM, Fundação Armando Álvares Penteado (where there is a luxury


67

management EMBA), with few occurrence of European universities

partnerships;

• Russia: GSOM, MIRBS, AHX, Moscow School of Management, Vlerick

Leuven Gent, Stockholm School of Economics-Russia, partnerships

with HEC-France and some other European and American universities;

• India: all the IIM spread throughout the country, Jamnalal Bajaj Institute

of Management, XLRI Jamshedpur, with partnerships with American

and European universities

• China: CEIBS EMBA, Iowa EMBA, Washington University/Fudan

EMBA, Marshall Global EMBA , Rutgers International EMBA, Smith

EMBA. It is very important to notice that all these EMBA are in conjoint

with foreign universities, which shows a high acceptance and usage of

these kinds of partnerships.

Yet, there are no existing Summer Schools of luxury brand management

focused on the BRICs economies exclusively. Dauphine Summer School

could profit of this opportunity to develop an unknown type of executive

education and thus gain a Blue Ocean position worldwide. An opportunity like

that should absolutely not be disregarded.

A. Example of Dauphine Summer Seminars in India Dauphine Summer Program on Luxury Management

Phase I: June 15-19, 2009 at Dauphine, France

Phase II: August 17-21, 2009 at IIM Ahmedabad

Fees: INR 4,99,000 (for participants from India only), & Euro 8,000 (for non-

Indian participants)

Objectives: This program will provide an in-depth training on the luxury

business, its specificities, implementation of a luxury strategy and the exciting

opportunities in this industry in emerging markets such as India. Studying the

business models and best practices of the luxury market, participants will


68

strengthen their understanding of management competencies in the Luxury

Industry.

Drawing on the expertise of both schools of higher education, students will

expand and share horizons of knowledge in the business context of the Indian

and French/ European luxury markets. In understanding the nuances of this

unique sector and the intangibles that make the industry unique, participants

will gain a competitive advantage in these two challenging markets that will

allow them transform and build international strategies of creating a Luxury

Brand from the prospective of a developed Nation and that of an emerging

market, herein India.

B. Public Professionals with a minimum of 5-7 years of full-time professional

experience are eligible to apply. Suggested profiles include:

• Senior Executives (VP, GM)

• Line-Managers (Brands, Stores, Merchandisers)

• High Potential Young Managers

• Experts in Luxury & Fashion Industry operating in Europe / France and

Indian sub-continent

C. Contents

• Anthropology of luxury consumption

• Branding experience

• Service dimension in luxury brand management

• Effective loyalty program designing and implementation

• Competitive strategy & managing multi-brand conglomerate

• Finance and private equity in luxury industry

• Understanding markets and consumers

• Determining potentials of markets - location and formats

• Managing funds & Costs

• Enhancing supply chain and information efficiencies


69

• Using technology to enhance customer experience and efficiencies

• Customer value based retailing strategy

• Pricing for brand building

• Managing people in the luxury industry


70

CONCLUSION According to our market study and product specificities, we assume that our

market segmentation is prosperous and demand will grow fast within the

Indian luxury managers’ circles. Moreover, this will be enhancing thanks to

our motivated team which will do its best to make DSEE well-known all over

the world in a near future.

Thanks to all different data we gathered about our targeted market we found

that luxury in India is more and more important and is growing in the rich

Indian daily life which is an opportunity for DSEE to implement its specialized

seminars on this market.

Exploring other extended countries allows us to expect new horizons for our

business, such as other BRIC’s countries that are developing well and fast

their luxury markets thanks to the emergence of a new rich people category

due to the development of their economies.

Our segment, our offer and our target customers are willing to be improved

with the time and the market conjuncture. Our team will work even more on

objectives and diversification to create, improve and adapt our offer to our

current customers to make them loyal to DSEE and to new target clients to

get new demand from other BRIC’s markets.

In that way we are attempting to become a reference in the luxury seminars’

activity.


71

APPENDIX

Ideas for the future

We have also been doing some research regarding some web-based

simulations that exist. Our use of them in DSEE will depend on the success of

the seminar, if there is extra-cash, and on the feedback we get from our first

customers.

Nevertheless, it is important to remember that some specific marketing

simulations exist, and we can buy one that would be specific to the luxury or

cosmetics industry. They are offered by a company called StratX.

This simulation would offer a fun-way to learn and not too “scholar”, so that

our customers don’t feel infantilized. They can acquire a form of experience

thanks to this simulation. They learn a lot about marketing excellence,

customer focus, and value innovation, which are key factors to a successful

development in the luxury industry.

Each computer-based simulation recreates the business context of a specific

industry. From there, managers apply their business acumen in the areas of

market strategy, planning and analysis, operations, customer orientation,

finance, performance and more. Complexity of decision rounds can be fine-

tuned for senior management to junior-level audiences. Available formats

include either direct competition (teams battle head-to-head in the virtual

marketplace) or indirect competition (teams face competition generated by the

computer), depending on the learning objectives and time constraints of the

client. Up-to-date business intelligence and live input from industry

professionals help ensure the realism and sophistication of these simulations.

http://www.stratx.com


72

FAIRSANDEVENTSName Place Date Topic

HOSPITALITYWORLD‐BENGALURU

Bangalore25.06‐27.062009

India'slargestHotelandFoodserviceEquipmentAnnualTradeshow

IIMTF‐INDIAINTERNATIONALMEGA

CONSUMERFAIRKolkata

10.09‐22.092009

IndiaInternationalMegaTradeFairfocusonPropertyAndConstruction,Lifestyle,Tourism,Food,Fitness&Health,Beauty&Cosmetics,FurnitureAndInterior,IT,Education,Communication,Books&Gifts,Electronics,AppliancesAndElectricaletc

BEAUTYWORLDINDIA Mumbai04.10‐06.102009

InternationalTradeFairforPerfumery,Toiletries,CosmeticsandHairdressingProducts

ZAKJEWELSHYDERABAD

Hyderabad07.11‐09.112009

InternationalJewelleryExhibition

TIMESETHNICFASHIONVILLAGE

Mumbai26.11‐29.112009

EventonIndianEthnicFashion&Jewellery

EDUCATIONWORLDWIDEINDIA‐

CHANDIGARHChandigarh

28.11‐29.112009

IndiaInternationalEducationFair

GJIIECHENNAI Chennai23.01‐25.012010

Gem&JewelleryIndiaInternationalExhibition

EIJS‐INDIAJEWELLERYSHOW

Kolkata July2010 EastIndiaJewelleryShow

INDIAJEWELLERYFAIR NewDelhi Feb.2011 IndiaJewellery&WatchShowIIJS‐INDIA

INTERNATIONALJEWELLERYSHOW

Mumbai Aug.2010 IndiaInternationalJewelleryShow

HYDERABADJEWELLERY,PEARL&

GEMFAIRHyderabad July2010 HyderabadJewellery,Pearl&GemFair

ALTM‐ASIALUXURYTRAVELMARKET

ShanghaiJune14‐17,2010

AsiaLuxuryTravelMarketShow

IN‐COSMETICSINDIA Bombay09au10sept.2009

TheleadingExhibitionandConferenceforPersonalCareandHomecareIngredientsinIndia

TOPMARQUES‐SHANGHAI

Shanghai Nov.2010

Thisshowoffersanexclusiveopportunityfortheworld’smostluxurybrandstoshowcasetheirlatestinventionofartandemotion,tomeethighnetworthindividualsandtodevelopbusinessrelationshipwithdistributorsandpartnersinChina

MILLIONAIREFAIR MoscowOct.22‐25,2009

InternationalLuxuryGoodsIndustryFair

MILLIONAIREFAIR IstanbulNov.05‐08,2009


MILLIONAIREFAIR AmsterdamDec.10‐14,2009


MILLIONAIREFAIR MunichOct.22‐25,2009


MILLIONAIREFAIR KievNov.04‐06,2010



73

BIBLIOGRAPHY

• Dreaming with the BRICs: the path to 2050Wilson, Dominic and Purushothaman, Roopa.. Goldman Sachs Global Economics Paper n. 99, October 2003.

• India and France: Managing Mutually Beneficial Growth, Som, Ashok. • India: Another emerging luxury market Voight, Rebecca, The New York

Times, November 27, 2007 • India News, Embassy of India., n 7. Switzerland, 2007. • Les Echos, Thursday 24th of september 2009/ “Les prévisions des

croissance des pays du G20 en 2010”sources: OCDE and FMI/ article dealing with the G20 meeting

• Living It Up: America's Love Affair with Luxury Twitchell, James B., Columbia University Press, 2002.

• Management, Stratégie et Organisation, Helfer, Kalika, Orsoni, Vuibert, 6e édition, 2006

Numeric Sources

http://www2.lse.ac.uk/executiveSummerSchool/Home.aspx : LSE website, pages dedicated to the Executive Summer School http://www.exed.hec.fr/fr/Programmes_courts/4 : HEC website, page dedicated to the Executive Education specialized in different topics http://mba.essec.edu/business-school-paris-program/luxury-brand-management : ESSEC website, pages dealing with Executive education and special luxury seminars for professionals www.eventeyes.com : website gathering all international fairs and events all over the world http://www.xerfi.fr/ http://www.businessworld.in/ http://www.lesechos.fr/ http://www.oecd.org/ http://www.essec.fr/ http://www.hec.fr/ http://www.em-lyon.com/ http://www.eml-geneva.com/ http://www.dnaindia.com/money/special_is-india-ready-for-luxury_1239076 http://www.psfk.com/2005/10/fast_growing_lu.html http://www.siliconindia.com/shownews/Indian_luxury_market_expected_to_boom_to_30_Bn_by_2015_-nid-37040.html http://top-b-schools.2iim.com/ http://www.learn4good.com/great_schools/business_schools_india.htm http://www.isb.edu/isb/index.shtml http://edissertations-dev.nottingham.ac.uk/2395/1/FINAL_FINAL_ANAHITA7777%5B2%5D.pdf


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http://www.rue89.com/jeux-video/2009/03/07/serious-games-les-jeux-video-gagnent-lentreprise http://www.atelier.fr/applications/13/06122007/serious-game-session-lyon-apprentissage-par-jeu-35665-.html http://www.stratx.com http://www2.lse.ac.uk/summerSchool/Home.aspx http://www.ifm-paris.com/asp/fr2/summer_1_0.asp

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