Luxury consulting

Our team helped a player in the luxury goods sector to decipher the opportunities presented by biotechnology to offer leather from alternative sourcing and thus meet the challenges of materials that are more respectful of animals and the environment.

To do this, our team developed a 2-stage methodology. Firstly, we benchmarked practices in other sectors. Then, our team identified the players offering skills in leather bioproduction.

Finally, our team prioritised the players of interest according to our customer’s strategy and the maturity of the solutions identified. For our client, this resulted in the creation of a roadmap around alternative leather.

Our customer, committed to sustainable development throughout its value chain, gave us the challenge of finding materials with a more positive environmental impact than plastic.

Our team analysed all the environmental constraints and defined the specifications for all the plastic parts to be replaced. Our team then identified alternatives to these plastics, using both innovative and traditional techniques.

In the end, we came up with very practical solutions to be tested directly on site, and partnerships to be created to meet the challenges of parts for which there were no immediate alternatives.

We worked with one of our clients to develop new digital services for its fashion boutiques in order to meet the challenges of an enhanced customer experience.

To achieve this, our team carried out a study using a number of methodologies. On the one hand, our team identified the possible uses associated with digital for retail. Secondly, our team produced an overview of the digital solutions available on the market and the associated players.

Using a comparative analysis and customer workshops, our team came up with a list of priority technological solutions to be tested for use in shops.

We developed a global customer engagement indicator for one of our clients. The objective of this indicator was to use all available customer data, particularly in terms of responses to communications, to manage activities: to understand what actions triggered customer engagement to make the best future decisions.

Our methodology consisted of two parts. The first part was to create a common definition of what “customer engagement” was for our client and to define the data available for the creation of this indicator.

This resulted in an external investigation (bibliographic research and interviews with key players) as well as an internal investigation via exchanges with the various stakeholders in the company. The second part consisted in retrieving this data to bring out, in real-time, the engagement indicator at different levels of granularity for our client.

Our team supported a company in the luxury goods sector that was facing a highly competitive market environment, and wanted to work with its teams to project the evolution of its competitors, in order to develop action plans for differentiation and gaining or retaining market share.

To do this, our team analyzed the portfolios of major competitors and players with strong positions in niche sub-segments of the market. We then analyzed potential new entrants, based on market trends.

Finally, our team co-defined prospective scenarios with our client, identified the greatest threats and defined the actions to be taken in the short and medium term.

In a context of tightening regulations concerning the recycling of materials in the world of luxury goods, we helped one of our customers to understand the opportunities for developing an upcycling offer.

Our team helped our customer to understand the landscape of players in this field in terms of collection, technical aspects, etc. Then our team followed the rapid changes in this landscape.  Our team also identified best practices from other countries.

The information we passed on to our customer enabled them to make a decision, to orientate their positioning, their value proposition and to establish the first elements of their business model.

One of our clients, a company specializing in cosmetics, active in many countries around the world, and having experienced a fairly rapid development through successive acquisitions, called upon our team in order to conduct a strategic audit of its activities.

Its product portfolio was extremely diversified, and the top management lacked visibility on its real points of strength on which to base its future development. Alcimed conducted a strategic audit covering the entire portfolio and markets, resulting in a simplification into 9 Strategic Business Areas (SBAs).

After an in-depth investigation, our diagnosis was shared, the SBAs likely to support the development were selected, and our work has enabled us to engage our client’s teams on concrete action plans in line with a new strategy that is clear for all.