Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Authors: Scott Snell
Published by: Darden Business Publishing
Originally published in: 2019
Version: 8 April 2020
Revision date: 21-Apr-2020

Abstract

From a single boutique in Damascus, Syria, in 1955, the Chalhoub Group had grown by 2019 to operate more than 650 luxury retail stores in 14 countries throughout the Middle East and North Africa. By blending its knowledge of luxury and its unique Middle East expertise, the Group had built a powerhouse of brands, enjoyed a reputation for excellent service with all its partners, and offered a differentiated retail experience to its customers in the region. However, the company needed to adapt its business model to a changing Middle East. Increased globalization, economic uncertainty, technological disruption, market innovations, changes in customer expectations, and a whole new set of competitors were transforming the luxury retail industry. In recent years, the Group had focused more on the customer experience, modernized its digital presence and data gathering, and invested heavily in innovation. Had it made the right changes, in the right ways, to build organizational agility and capability to drive future performance?

About

Abstract

From a single boutique in Damascus, Syria, in 1955, the Chalhoub Group had grown by 2019 to operate more than 650 luxury retail stores in 14 countries throughout the Middle East and North Africa. By blending its knowledge of luxury and its unique Middle East expertise, the Group had built a powerhouse of brands, enjoyed a reputation for excellent service with all its partners, and offered a differentiated retail experience to its customers in the region. However, the company needed to adapt its business model to a changing Middle East. Increased globalization, economic uncertainty, technological disruption, market innovations, changes in customer expectations, and a whole new set of competitors were transforming the luxury retail industry. In recent years, the Group had focused more on the customer experience, modernized its digital presence and data gathering, and invested heavily in innovation. Had it made the right changes, in the right ways, to build organizational agility and capability to drive future performance?

Related