The globalization of the economy favors increasingly stringent relations between heterogeneous economic and social systems and companies that are organized and managed very differently. As a consequence, international...The globalization of the economy favors increasingly stringent relations between heterogeneous economic and social systems and companies that are organized and managed very differently. As a consequence, international markets are characterized by actors with different physiognomies for management styles and communication modes. It follows that there is an urgent need to agree on homogeneous standards of information, including for budget statements, traditionally considered as a primary source of disclosure to stakeholders of the company＇s economic and financial assets. Is it still possible to use a single budget that satisfies a so diverse and wider audience of potential users？ In the accounting tradition, in many countries, especially for ＂practical＂ reasons, a principle of uniqueness and therefore of ＂neutrality＂ of the budget has been established which must be drafted to satisfy all potential recipients at the same time： it must be based on independent and impartial norms, to favor the particular needs of only certain categories of users. The paper represents this principle with the ＂prism effect＂： a single source of information should at the same time adequately respond to the information needs of a large and varied audience of operators. Is this still possible in changing global and ＂glocal＂ realities where most economically strong nations want to impose their own accounting languages？ What are the possible solutions to the changing needs of information？展开更多
The aim of this paper is to study and analyse the intemationalisation strategies chosen by the main luxury-goods players in the Chinese market, demonstrating the business intemationalisation processes. The research qu...The aim of this paper is to study and analyse the intemationalisation strategies chosen by the main luxury-goods players in the Chinese market, demonstrating the business intemationalisation processes. The research questions are： ttow luxury companies have developed distribution strategies in the Chinese markets？ What are the main formats of distribution for the Chinese markets？ Are there any differences in the internationalization process between the main players of the luxury markets and the smaller ones？ The methodology is based on the analysis on multiple-case ~.nalysis on a sample of luxury-goods companies and identifies and compares the different strategies used by the players analysed. The research process starts from identifying and selecting the most well-known companies operating in the luxury branded sector, which have established a presence in the Chinese market with their own brand, collecting secondary data for the selected companies （website, corporate profile, articles on websites and in trade magazines and interviews with the management）, analysing the data collected and interpreting the main results to have emerged from the research. The main findings and conclusions are that the route to development in the Chinese market taken by the players in the luxury-goods sector, historically undertaken by delocalising production operations, has in recent years begun to accelerate with new forms in play, principally linked to distribution. The Chinese market tbr luxury brands is ever more an outlet market rather than a production hub. The ability to create brand awareness will become a key factor for successful consolidation of the competitive position in this market, an operation that can only be performed through distribution. Moreover, Chinese high-end consumers are becoming ever more demanding, seeking out an ever more sophisticated shopping experience. Just as happening in other markets, opening directly operated stores is a strategic choice for reaching and convincing end-consumers, since these stores become their point of contact with the brand. Creating a shopping experience plays a central role in communicating the values, heritage and spirit of the brand to consumers. Global luxury-goods enterprises are multiplying their investment in opening new sales outlets, using different formats to create distribution system that is predominantly selective but that ensures adequate distribution coverage. The development of direct distribution channels, alongside the more traditional forms of indirect presence, is accompanied by the more innovative players developing the digital channel to accompany and support their retailing activities.展开更多
文摘The globalization of the economy favors increasingly stringent relations between heterogeneous economic and social systems and companies that are organized and managed very differently. As a consequence, international markets are characterized by actors with different physiognomies for management styles and communication modes. It follows that there is an urgent need to agree on homogeneous standards of information, including for budget statements, traditionally considered as a primary source of disclosure to stakeholders of the company＇s economic and financial assets. Is it still possible to use a single budget that satisfies a so diverse and wider audience of potential users？ In the accounting tradition, in many countries, especially for ＂practical＂ reasons, a principle of uniqueness and therefore of ＂neutrality＂ of the budget has been established which must be drafted to satisfy all potential recipients at the same time： it must be based on independent and impartial norms, to favor the particular needs of only certain categories of users. The paper represents this principle with the ＂prism effect＂： a single source of information should at the same time adequately respond to the information needs of a large and varied audience of operators. Is this still possible in changing global and ＂glocal＂ realities where most economically strong nations want to impose their own accounting languages？ What are the possible solutions to the changing needs of information？
文摘The aim of this paper is to study and analyse the intemationalisation strategies chosen by the main luxury-goods players in the Chinese market, demonstrating the business intemationalisation processes. The research questions are： ttow luxury companies have developed distribution strategies in the Chinese markets？ What are the main formats of distribution for the Chinese markets？ Are there any differences in the internationalization process between the main players of the luxury markets and the smaller ones？ The methodology is based on the analysis on multiple-case ~.nalysis on a sample of luxury-goods companies and identifies and compares the different strategies used by the players analysed. The research process starts from identifying and selecting the most well-known companies operating in the luxury branded sector, which have established a presence in the Chinese market with their own brand, collecting secondary data for the selected companies （website, corporate profile, articles on websites and in trade magazines and interviews with the management）, analysing the data collected and interpreting the main results to have emerged from the research. The main findings and conclusions are that the route to development in the Chinese market taken by the players in the luxury-goods sector, historically undertaken by delocalising production operations, has in recent years begun to accelerate with new forms in play, principally linked to distribution. The Chinese market tbr luxury brands is ever more an outlet market rather than a production hub. The ability to create brand awareness will become a key factor for successful consolidation of the competitive position in this market, an operation that can only be performed through distribution. Moreover, Chinese high-end consumers are becoming ever more demanding, seeking out an ever more sophisticated shopping experience. Just as happening in other markets, opening directly operated stores is a strategic choice for reaching and convincing end-consumers, since these stores become their point of contact with the brand. Creating a shopping experience plays a central role in communicating the values, heritage and spirit of the brand to consumers. Global luxury-goods enterprises are multiplying their investment in opening new sales outlets, using different formats to create distribution system that is predominantly selective but that ensures adequate distribution coverage. The development of direct distribution channels, alongside the more traditional forms of indirect presence, is accompanied by the more innovative players developing the digital channel to accompany and support their retailing activities.
