Window Displays at Louis Vuitton - Essay Example

Window Displays at Louis Vuitton Introduction Merchandise displays constitute special presentations of services and products of stores to the public with need and ability to buy. The form of the displays varies from one industry to another. However, basic principles deigned to increase the purchase of products and consumption of services predicate the merchandise displays. They constitute a core element of the entire merchandising concept aimed at enhancing product sales through facilitated coordination of advertising, marketing, as well as sales strategies (Areni 21). Successful retailers such as Louis Vuitton in London continue to use fixturing today to dispense their merchandise productively as well communicating the right environment on their retail floors. This paper analyses the use of storefront Window Displays at Louis Vuitton. Generally, the company opens on a shopping mall walk or a street with the aim of attracting passersby who would otherwise not enter the store. Windows displays remains an integral part of success in various service design programs and provides many benefits. This discourse undertakes an evaluation of windows displays in service marketing besides highlighting the benefits accrued from application of the same. The paper aims at aiding fellows engaged in the process to express realistically and precisely the actual benefits to aim at. Samples from various literature materials by various scholars indicate that technically three major benefits emanate from windows displays in service design projects (Ray 102). The benefits spread over three categories affecting customers’ services and users, the service design program, as well as the entire institution involved in the design project. It is important to comprehend that the benefits closely relate to the process of enhancing the creative process, management of the project, the service process, as well as long-term influences. This forms the basis of this discourse proposing that people involved ought to draw their goals first before engaging in any windows displays process, then rearrange the goals in tandem with the windows displays activities. This helps in generating related benefits to the drafted goals. Keys to success at Louis Vuitton Windows A view of the windows displays at Luis Vuitton reveals several important elements of successful merchandise (Fox 41). To begin with, the displays are economical. The available space, products, and materials fall into appropriate utilization. Secondly, the displays are versatile. In this case, the windows show almost all kinds of products sold at Louis Vuitton and fit almost every aspect. Furthermore, they convey almost all intended messages. The windows displays at Louis Vuitton are also effective (Ralston & Eric 77). To justify this assertion, displays at Louis Vuitton are readily visible to any person passing close. They have adequate arrangements eliminating any space lag and time wasting to any potential buyer spots a favourable design besides the decision to react to the attractive design (Pegler 66). The window display at Louis Vuitton also shows the client the actual appearance of the product. It is different from other displays that show some intangible and flat picture of the item. Few window displays and especially those at Louis Vuitton provide such a clear presentation of the character of the store and the merchandise (Stockwood & Spiro 39). The designers and management at Louis Vuitton add further refinement that makes the window displays serve their purpose well. The designer apportions the merchandise display expenditure and space well considering customer demographics. The bulk of the displays at the stores have the appropriate shape to catch the interest of the bulk of customers of the business (Myers 213). The management is keen to balance originality and effectiveness without giving room for one aspect to overcome the other. Everything in the display is neat and clean always. It is a very essential element of marketing putting in mind the value of maintaining cleanliness to customers. The displays are spaces without any signs of crowding. Normally, customers do not prefer messy and busy-looking displays. Each display in the store has a single item that also forms as the point of interest to the potential buyer. The interaction of primary articles in the display also develops consistently into a group (Reese 97). The arrangement also has products used jointly or as complementary displayed together. The store has small items properly displayed to avoid the hustle by customers making inquiries from attendants (Cowan 73). Clearly, designers paid attention to the grittiest details during construction. Since customer peep through the window, the illumination is clear that there are no dark spaces. As stated in this paper, business companies and organizations have huge expectations form using windows displays in their planning and organization (Binder 2). This includes among others generating advanced ways of defining services, enhancing the innovation and creativity processes within their organizations, effective organization of projects, maintaining the loyalty of customers. Windows displays using people looking a bit elderly with aim of building their health care services is a good example of coming together with old people increases the development of better understanding of their needs and in the process develop and educate ideas for new forms of services. On the other hand, windows displays with school going children to generate new concepts for New Telecom Services remains a perfect example of how it is possible to develop an out-of-box concept by arranging for workshops with children using co-design. The third best way to illustrate another form of cooperation entails a case where employees and the management engage in various activities to improve logistics services. In this case, cooperation with employees of service providers offered an imminent solution that entailed improving the way existing services in a company are defined. Other scholars hold that benefits provided by the windows displays pay back these costs. However, it is always important to quantify the costs and benefits while operating from the commercial point of view. Nonetheless, risks associated with windows displays make the process of quantifying these figures a necessity. The risks appear in two forms. Diminished control over the program forms the first type of risk. This develops because other departments, individuals, and organizations participate in the project implementation process. Roser and Samson (43) cover this vividly in their discussion of the effects of dependence on outside collaborators. Increasing complexity in the project constitutes the second risk. A real service is not available in the service design project as opposed to re-designing a current project. This of course explains the definition that once it is a designing process, then there is nothing tangible no wonder the fresh design. Clients cannot experience the advantages of windows displays in the process of service delivery directly. They only come to enjoy and realize the benefits after completion of the project and commencement of usage. This comes out clearly in case of cooperating with elderly people to understand concepts in health care provision. Benefits It is common for the management of Louis Vuitton and business institutions that apply windows displays to expect adequate delivery of precise advantages to help them attain specific goals. The benefits are many and vary across various aspects of the project including enhancing the loyalty of customers, minimizing costs, facilitating the wellbeing of people involved in the project, as well as organizing processes of innovation and creativity in an effective manner. By identifying such benefits, it is clear that organizations and business companies that apply windows displays seek to benefit from benefits from diverse backgrounds. This discourse bases on different informal observations to pose speculations that at times fail even when applying windows displays to express realistically and precisely benefits aimed achieving. The windows displays can produce fewer benefits when the company mis-matches the projects goals and the advantages accrued from co-design. This is when compared to situations where people could identify the goals and followed by isolating the benefits expected from the process of co-design, then proceeding to align them to project activities. The same argument explains why this paper proposed identification of goals as the first major assignment by the people involved in the project. Conclusion This paper brought forth three forms of benefits that accrue from using windows displays during the implementation of a service project. First, the benefits relating to the service design project. This includes effective and efficient organization of the company, creation of enhanced definitions of currents services, and developing the innovation and creative process. The second type of benefit related to the services to the user or the client. This centred on developing an appropriate balance between the need of the user and relative experience, as well as adequate satisfaction. The final part touched on the benefits that relate to the company directly. Attention to the customer, enhanced creativity within the organization, and increased motivation for innovation formed part of this major benefit. Windows displays pays special attention to users involved as well as customers engaged in the design process in addition to making experiences at the centre of the whole process. Service design constitutes the organizing and planning people, communication, infrastructure, as well as material elements of a service in this discourse. The aim of this is to enhance the quality of services, relationships between the customer and the provider besides their experiences. To comprehend and internalize two sides of a demand service requires windows displays as a major contributor to service design appearing in various perspectives. One side of the perspective has the needs of clients and users, the other side is the supply side that entails process, and technologies to create and build services that remain successful. Bibliography Alam, I. (2002). An exploratory investigation of user involvement in new service development. Journal of the Academy of Marketing Science, 30 (3), 250-261. Areni, S. (1999). Point-of-Purchase Displays, Product Organization, and Brand Purchase Likelihoods." Journal of the Academy of Marketing Science. Vol 14(1), 21. Binder, T. (2008). Editorial: Design participation (-s). Co-Design, 4(1), 1-3. Cottam, H., & Lead beater, C. (2004). Health: Co-creating services. London: Design Council. 462. Cowan, W. (2013). Store Fixturing and Display—Retailers Strategic Tool for Product Positioning and Productivity in the 90s." Chain Store Age Executive. Vol 4(3), 71-89. Fox, B. (2004). Brand Erosion Potential. Chain Store Age Executive. London: Pearson. 189. Myers, S. (2009). 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