I. Ray Ban’s Profile 3
1. History 3
2. MOST 3
3. Internal and External Analysis 4
4. Ray Ban’s Issue 4
II. Ray Ban’s Customers 4
1. Value Chain 4
2. Final customer: Care abouts and Solutions 5
3. Kano Model 5
III. Ray Ban’s Defensive Strategy 6
1. Spider Chart 6
2. Ideal Vector 6
3. Market segmentation 7
4. Marketing MIX 7
a. The 3 Ps 7
b. Price-Marketing relationship 7
5. SWOT Analysis 8
a. Ray Ban’s SWOT 8
b. Carrera and Ray Ban’s SWOT 8
c. TOWS Matrix 9
IV. Internationalization Development 9
1. Sources of comparative advantage and strategy clock 9
2. Market selection 10
3. Internalization drivers 10
4. Modes ...view middle of the document...
Despite many ups and downs throughout the years, Ray-Ban managed to cross the barrier of $1.5 million. In the 1990’s, Ray-Ban started having difficulties once again due to the continuous drop in sales, that is why in 1999 Bausch & Lomb sold their brand to the Italian ‘Luxottica’ group for a reported $640 million. This acquisition was very successful making Ray Ban the worldwide leader on the sunglasses market and the most counterfeited product on an international scale. Every other brand started copying Ray Ban’s models and particularly the Aviator and Wayfarer sunglasses. In order to undertake this threatening competition, Ray Ban had to review its strategy which we will present throughout this report.
Mission: Ray-Ban’s first mission was to provide protection from sun rays. Nowadays, it’s more a fashionable and trendy brand known for its high quality products. Therefore, we think that its new mission is to adapt their products to the upcoming generations.
Objective: Although the brand is a leader and almost unbeatable on the sunglasses sector, it is not that famous for its correction frames, and that is exactly why Ray-Ban is trying its best to improve its position on this particular market.
Strategy: Ray-Ban focuses on the quality, elegance and beauty of its products. Its strategy is to continue on this path, and stay the privileged sunglasses for every generation. In order to realize all that, Ray-Ban worked enormously on the innovation of its products, as long as the diversification of its lines.
Tactics: Innovation and diversification are Ray Ban’s strongest points.
Internal and External Analysis
At first, people used to wear sunglasses because it was a need. With time, a huge transition was made: people started wearing Ray-Bans as a fashion accessory thanks to their communication and concentration on product quality and durability. Functionality, comfort and fit were found in every pair of sunglasses made by Ray-Ban.
Ray Ban is a great performer in the field of communication. Their recent campaign “never hide!” was adapted to every country’s culture which illustrates its success.
Here is an example in China.
Ray Ban’s Issue
“A horse never runs so fast as when he has other horses to catch up and outpace” Ovid
This quote is the perfect interpretation of Ray Ban’s current situation: being a leader leads to a much bigger responsibility in order to maintain its position and face the increasing competition. What actions should Ray Ban take? What are Ray Ban’s competitive advantages? Which internationalization strategy should they consider?
Ray Ban’s Customers
Ray-Ban has always tried to satisfy its final customer’s demand, but in order to do this Ray-Ban should satisfy its retailers’ needs first. These needs are called “care abouts”.
Retailers are the ones who make all the sales possible, especially the opticians who introduce the Ray Ban...