For over three decades, Oscar de la Renta (ODLR) has established itself as one of the leading luxury brands in America. Its core business has always been the production and sale of high-priced, fashion / ready-to-wear luxury items. Now, in September 2003, it faced a number of important strategic decisions. First, it ought business growth while preserving its luxury brand? Whether it should diversify its moderately priced segment of apparel and unserved customer segments, as the Latin American market, where it had a strong brand appeal, but the presence of a minor? Second, as a family company, as it can effectively compete with larger state-funded luxury conglomerates? And, how can de la Renta, company founder and chief designer since inception and now 71 years old, effectively prepare the company for the future? Description of the company's business and emphasizes these key tension: the expansion of the luxury brand, holds licensing or organic growth strategy, and to compete with state-owned conglomerates. Includes color exhibits.
To enhance their effectiveness, color cases should be printed in color. "Hide
by Samhita Jayanti, Bharat N. Anand Source: Harvard Business School 27 pages. Publication Date: March 1, 2004. Prod. #: 704490-PDF-ENG
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