1. ELIE SAAB: GROWTH OF A GLOBAL LUXURY BRAND
Sania Moazzam

2. Case Facts In July 2008, ES opened its first UK boutique at Harrods
In September 2009, ES signed with Weyves International Ltd and Oceanco, a mega yachting company, to partner on the creation of three mega yachts.
In June 2010, ES opened its first flagship store in Dubai Mall
By 2010, there were four major product line of ES; Haute Couture, RTW, Accessories and Wedding Dresses.

3. ACCESSORIES
HAUTE COUTURE
WEDDING DRESSES
RTW

4. Case Facts
Annual communication budget represented 15% of total sales, out of which 10% was spent on fashion shows.
In 2010, ES positioned itself as the elite class luxury brand for royalty and celebrities.
ES targeted the top tier which consisted of elite people which accounted about 25% of total luxury spending.
The price of custom made gown started with $30,000 and rose above $1,000,000.

5. Elie Saab Born in 1964 Self Trained 1982 Beirut Fashion Label
1997  Italian Camera Nazionale della Moda
2002 Halle Berry
2003  Chambre Syndicale de la Haute Couture

6. Qualitative Statements
Luxury brands evoked exclusivity, enjoyed high brand awareness and perceived quality and retained sales levels and customer loyalty.
At yacht showcase Saab explained his expansion in the following way:-
I always sought to incarnate my vision of modernity and elegance beyond the conventional limits of fashion.

7. Qualitative Statements
Donald Potard of Weyves Couture commented
We are delighted about this collaboration with the fashion house of ES
The Haute Couture product is a lifetime experience. Clients receive personalized service from ES
Cultural shift toward more casual dressing
Continue to follow the trends and needs of today’s woman and be able to satisfy her needs and desires

8. Problems POD Exceptional service Training programs &close evaluation
Interactive, convincing & listening skills
Long term customer relation
Top quality
Efficient production process for lesser delivery time
Customer value

9. Problems NO external factors’ knowledge
Expanding BUT no third party reliance
Meet growing demand for the RTW, June 2010
Study opportunities & design strategies
RTW not at all couture houses yet higher return on investment
Couture Sales increased by 41% (Niche Market)
RTW Sales increased by 59%
Couture gowns rarely sold
THUS need to re-evaluate the marketing strategy

10. Recommendations Maintain brand exclusivity
Goal
Brand extension in new and existing markets
Maintain brand exclusivity

11. Asia Pacific as it is star performer
Recommendations
“World health report 2010”
Merrill Lynch
Asia Pacific as it is star performer
HNWI grew 17.1 percent in 2009
Contraction in world GDP
Asia , HNWI grew by 25.8 percent
Trend to mix luxury has also increased in 2010
“You see a women wearing a $6000 Channel Jacket on top of a $90 pair of jeans from Zara”.

15. Corporate level strategy Business level strategy
1. Geographic expansion by opening new retail stores
2. Expansion and diversification of brand portfolio. For instance, hotels, fragrance, yacht designing
3. Maintain an image of true luxury and exclusivity
Business level strategy
1.Each market presented different opportunities and challenges
2. Adopted different business models for each market
i. Direct ownership of stores in Paris and Beirut
ii. Strategic alliance with Dubai Properties
iii Licensing with fragrance subsidiary, Beaute Prestige International
iv. Third party distribution as the brand is available at 45 multi-brand retailers
Marketing strategy
1. Targets rich and famous fashion lovers with glamorous lifestyles
2. Positioned as a premiere luxury brand for celebrities and royalty
3. Role of Communications and PR team is to advertise, organize fashion shows and dress celebrities
4. Saab interacts personally with celebrities and provides personalized service

16. Thank You 