Kenzo is a brand in the evolving world of fashion, and includes women fashion (jeans, ready-to-wear, haute couture), men's fashion (suits and jeans), and kids fashion. It also includes leather goods and accessories as well as every other product including tableware, linens. There is also the brand Kenzo Parfums, a legal and economic entity that manages the range of cosmetics.
The brand was created in 1970 by Kenzo Takada. It belongs to the LVMH group since 1993 and operates in over 270 outlets. Despite the international dimension of the brand which is found in over 20 countries (Europe, Asia, Middle East), the Kenzo staff is mostly French.
In this document, we will study the structure of the commercial service of Kenzo. This also has a role in the coordination between the departments of the stores, and the departmental stores.
Indeed, here we are seeing an example of organizational dilemma, i.e. the contradiction within a single structure, of division of labor between different actors leading to the development of special interests (differentiation) and coordination of tasks. Indeed, a brand like Kenzo is a known luxury brand which has always been sold in stores.
With the rise of department stores like Galeries Lafayette and Spring, Kenzo was forced to also be present on these niches, although they were less relevant to the brand image. Also, it developed in the commercial service which was worlds apart. These two areas have similar interests (good functioning of the mark) and features. The presence of an actor is an extra weight in department stores (the store itself), giving rise to the true luxury boutique.
However, these two entities are closely related because both depend on the same commercial service and are themselves interdependent. Here we witness what is called a matching community, since the two entities must share common resources including information on the stocks of each point of sale. Thus a rivalry exists among the brands in general. For example, a seller prefers to send a customer to a shop rather than to distant large stores.
Thus, the rivalry will grow among the department stores where the coupling is more accentuated when a seller prefers to send a customer to a shop such as the Galeries Lafayette. Thus, internal competition is very fierce, which can be explained by the poor results of Kenzo in recent years, which made the sellers uncertain about their futures in the more or less long term, within a group such as LVMH.
To overcome these forces of differentiation between sales teams, and find a balance between integration and differentiation, Kenzo has set up quarterly meetings with the various outlets. At these meetings, the particular circumstances of each outlet are discussed, analyzed and then refocused around the overall objectives of Kenzo.
Kenzo SA is a brand which is strongly influenced by two cultures: Japanese and French. Japan, is represented as created by the fashion designer Kenzo Takada, but the brand also represents the French fashion par excellence. One can also speak of a culture of vendors, especially in department stores. Indeed, between different stands, vendors are often face to face in front of the head of department or an unpleasant client.
Tags: Kenzo SA, Kenzo Takada, objectives of Kenzo
[...] Thus, internal competition is very fierce, which can be explained by the poor results of Kenzo in recent years, which made the sellers uncertain about their futures in the more or less long term, within a group such as LVMH. To overcome these forces of differentiation between sales teams, and find a balance between integration and differentiation, Kenzo has set up quarterly meetings with the various outlets. At these meetings, the particular circumstances of each outlet are discussed, analyzed and then refocused around the overall objectives of Kenzo. [...]
[...] We observe the competition and selection by the world of fashion, which forces Kenzo to evolve constantly. The change also follows the life cycle of the product. Some small decisions are made based on the life cycle (remove from sale certain items temporarily, to keep them for some promotional activities). Finally, the objectives may dictate rehabilitation techniques of sales as was the case for merchandising. Conclusion Design, monitor and transform: These three terms play a role in designing the organization and allow for a general overview of its organizational structure. [...]
[...] In fact, right now the market of Kenzo is in is a bit of crisis. Also, when a day starts badly and sales are difficult, the vendor was quick to put the blame on the market, or on a neighbor, or even a booth from another store. To present a single good performance for the entire team is rare, and to make good sales the whole tem they managed to convince themselves that it was a good day. Kenzo is a part of a scheme. [...]
[...] The sales-woman was convinced that to know less and less and allow her to take this hierarchical relationship in parallel was the right thing to do. IV. Decision making Any decision maker whether collective or individual, fits into the organizational process. The latter is particularly influential in his choice through the structure and configuration of interests. Firstly, consider the influence of the structure. Indeed, Kenzo now belongs to LVMH and is built into the overall policy of the group, and influences the strategic decisions of the mark. Secondly, even within the organization Kenzo's very hierarchical structure focused decision making at the highest levels. [...]
[...] Indeed, being a salesman at a department store implies the double hierarchy of the brand, and that of the Kenzo store embodied by the responsible department. Thus, when a customer complains directly about an attitude on the stand Kenzo, it quickly returns to the ears of the department manager in charge, and in turn the highest levels of Kenzo's hierarchy. Therefore, there is a real cohesion among sellers who are willing to accept the defense of each colleague telling his story. [...]
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