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Chalhoub Group: Transforming the Luxury Retailer
Snell, Scott A. Case S-0319 / Published November 13, 2019 / 12 pages.
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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?


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  • Overview

    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?

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