Dior Product Mix Analysis Research
Journal of Human Resource Management
Volume 3, Issue 4, August 2015, Pages: 33-41
Received: May 21, 2015;
Accepted: Jun. 1, 2015;
Published: Jun. 25, 2015
Views 6181 Downloads 179
Zheng Jingjing, Fashion Design and Engineering, Shanghai University of Engineering Science, Shanghai, China
Ruan Jinhua, Fashion Design and Engineering, Shanghai University of Engineering Science, Shanghai, China
Hu Shouzhong, College of Fashion, Shanghai University of Engineering Science, Shanghai, China
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Dior is synonymous with gorgeous and elegant, is the French fashion brand famous, Dior also is the world's largest high fashion brand LVMH Group's parent company, holding company. The French mix of "God" and "gold", then the golden has become the most common Dior brand colors. Since its inception in 1946, Dior inherits the tradition of French haute couture, fine workmanship, represents the high society women mature aesthetic taste, symbolizing the supreme spirit of French fashion culture. Whether women's clothing, men's clothing, jewelry, perfume, cosmetics or other products, Kristen Dior has been ranked top in the fashion house. With the rapid development of economy, people life rhythm accelerate, fast fashion has become the theme we pursue the trend of Fashion, so many famous clothing brands continue to accelerate the pace of innovation, shorter product life cycle, expand product width and depth. For example, Chanel. GUCCI. Hermes and so on. Today, the Dior brand range also to try, continuous innovation, continuous development. In the expansion of product domain at the same time, Dior can always maintain its elegant style and taste. Dior as the main force in the halls of fashion, the width and depth of its product portfolio is the most. Analysis of the investigation will start to come from a mysterious Dior Europe, product status and development trend of the combination of Dior depth analysis.
Product Mix, Dior, Latest Fashion, Garment Accessories, Makeup
To cite this article
Dior Product Mix Analysis Research, Journal of Human Resource Management.
Vol. 3, No. 4,
2015, pp. 33-41.
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