La Martina Case

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1) Problem Statement: La Martina is elite brand for high quality polo equipment. It was being pushed from polo functional equipment to fashion. Fashion also has a lot of potential for growth. The question is how would that affect firms’ sustainability. Should La Martina fight the trend or capitalize it? Was it time to raise more capital and grow internationally or stick to the brand DNA? 2) Alternative Solutions: 1st alternative solution: First alternative for Lando could be taking full control of his brand. He should consider important lecutres from his rich career and rely on his business experiences. Lando should stick to La Martina DNA and raise sells to previous primary niche (society polo players) functional equipment for polo players and put emphasis on polo lifestyle. Having in mind his core target audience, a move towards fashion might not be taken very well. He relies on rich, successful, but also very refined and conservative people to carry his brand and it is likely that they will consider such a move towards wider audience a “sell out” from the side of La Martina. If choosing this strategy the La Martina Management staff shall give a huge emphasis on the PMG activities so the company can retain its position as “exclusive premier” polo brand. The PMG shall also expand its range of activities and bring polo to new markets. Thus, the brand should clearly state that it is polo’s headliner and not it’s follower like the newly established competition from the side of La Dolfina or Etiqueta Negra … and why not – to take action on Lando’s dream to organize a polo competition on the Red Square in Moscow. Popularizing the game in the Russian market would give La Martina Company a strong impetus to break into Asia and Middle East and thus achieving stable and controlled international growth. La Martina Company should also consider the concept of

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