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Luxury
2
SUMMARY
THE CHALLENGES OF THE SECTOR .......................................... 3
YOUR PROBLEMS & OUR SOLUTIONS ..................................... 4
THE CONCERNED EXPERTISE ................................................... 5
AMONG OUR REFERENCES ..................................................... 5
Luxury
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Development of new markets, increased customisation for more and more
demanding customers, multiplication of sales channels, all issues to be
addressed by the luxury sector.
New players in emerging countries
• The emergence of new brands shaking up the positions of historical players.
• Uncertain consumption from these new customers: what products? what uses?
• Global availability of items produces in small quantity.
• Ability to increase volumes to meet this demand, despite limiting resources.
A limited and concentrated workforce
• Historical know-how to formalise and transmit.
• Few channels of excellence developing the required skills.
• Dilemma between the multiplication of expertise and the sacralisation of know-how.
• Balance between innovation, brand entry products, and traditional know-how.
A need for customised, sustainable products
• Increasingly demanding customers looking for a unique and personalised product.
• A desire to integrate sustainable development with luxury.
• Need for responsiveness and service.
• Maintain an irreproachable level of quality despite decentralised customisation.
Increase in sales channels
• Digitalisation of customer experience and omni-channel vision of consumption.
• A customer relationship management that must adapt to the "Millennials" generation.
• Traditional points of sale cultivating exceptional brand image despite their multiplication.
THE CHALLENGES OF THE SECTOR
Luxury
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Inventory implementation and logistics strategy
Position the storage points and the logistic network to have the best assortment locally, ensuring availability and responsiveness, at a lower cost.
• Definition of the global logistics master plan.
• Developing tactics and inventory strategies based on targeted service offerings.
• Sizing of logistics nodes
Supply chain planning and procurement process
Anticipate the needs of the markets, staking the collections and operating the links in the supply chain accordingly.
• Developing forecasting and shared decision processes for assortment plans.
• Cascading of the need for products from suppliers to the sales and distribution network.
• Coordination between sales, communication and marketing functions with operations.
Harmonisation and collaboration
Develop cross-functionality among major players by reducing business silos by ‘house’ or product segment.
• Share best practices at the group level without degrading specific identities.
• Training in change management and development of a change manager network.
• Development of business repositories nourishing the exception, the image and the irreproachable service.
Conjugation of excellence and operational performance
Reconcile improved service quality, cost control, and the level of excellence expected by customers.
• Operational performance plan aimed at reactivity of flows and respect for product quality.
• Delayed differentiation levers allow customer customisation in a short time.
YOUR PROBLEMS AND OUR SOLUTIONS
Luxury
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• Performance of industrial operations
• Change management
• IBP, S&OP
• Supply Chain Master Plan
• Stocks – positioning and SLA
THE CONCERNED EXPERTISE
AMONG OUR REFERENCES
Luxury
6
www.citwell.com @ Citwell 2018
Management consulting firm, founded in 2004, specialised in Supply Chain, Operations, Customer Service and Change Management, CITWELL accelerates business transformation
and supports change at the organisational, process and information systems level.
