Innovation Strategy Based on Intrinsic Personality

is immutable, so if a brand wants to develop continuously, it must follow the trend, in accordance with the development of society. The brand must keep up with the trend of social development, that is, it is mandatory to strictly prevent the aging of the brand and carry out brand innovation. Brand image innovation is the most important component in the brand innovation strategy, that is, just constantly creating new brand images, adapting to changes in consumer psychology and it is the process of forming new impressions in the eyes of consumers.

Normally, businesses often focus on changing the packaging of their products. Packaging plays an important role in the success of marketing strategies. Packaging not only represents the product's positioning, but also creates consumer sentiment, creates an impression on consumers, and helps consumers associate with the brand. Packaging is associated with the brand through a combination of materials, styles, graphic designs, etc. For example, in the case of Levi's jeans. In the new era where environmental issues are emphasized, the outer packaging is made from recycled paper and printed with ink whose main ingredient is soybeans, instead of the packaging made from plastic paper as before.

b. Advantages

Brands can adapt to a certain stage, "refreshing" the brand to suit the business's development process and social awareness.

A new brand identity can provide greater new values: consumers feel that their brand is always updated, renewed to meet the trends and tastes of society. Thus, rebranding is to create new perceived values ​​for consumers.

Maybe you are interested!

• Choosing Marketing Strategy Based on Specifications and Position in Competitive Market
• Innovation in Testing and Evaluation of Literature Learning Results Based on the Orientation of Developing Students' Capacity
• Qos Assurance Methods for Multimedia Communications zt2i3t4l5ee zt2a3gs zt2a3ge zc2o3n4t5e6n7ts low. The EF PHB requires a sufficiently large number of output ports to provide low delay, low loss, and low jitter. EF PHBs can be implemented if the output port's bandwidth is sufficiently large, combined with small buffer sizes and other network resources dedicated to EF packets, to allow the router's service rate for EF packets on an output port to exceed the arrival rate λ of packets at that port. This means that packets with PHB EF are considered with a pre-allocated amount of output bandwidth and a priority that ensures minimum loss, minimum delay and minimum jitter before being put into operation. PHB EF is suitable for channel simulation, leased line simulation, and real-time services such as voice, video without compromising on high loss, delay and jitter values. Figure 2.10 Example of EF installation Figure 2.10 shows an example of an EF PHB implementation. This is a simple priority queue scheduling technique. At the edges of the DS domain, EF packet traffic is prioritized according to the values ​​agreed upon by the SLA. The EF queue in the figure needs to output packets at a rate higher than the packet arrival rate λ. To provide an EF PHB over an end-to-end DS domain, bandwidth at the output ports of the core routers needs to be allocated in advance to ensure the requirement μ > λ. This can be done by a pre-configured provisioning process. In the figure, EF packets are placed in the priority queue (the upper queue). With such a length, the queue can operate with μ > λ. Since EF was primarily used for real-time services such as voice and video, and since real-time services use UDP instead of TCP, RED is generally not suitable for EF queues because applications using UDP will not respond to random packet drop and RED will strip unnecessary packets. 2.2.4.2 Assured Forwarding (AF) PHB PHB AF is defined by RFC 2597. The purpose of PHB AF is to deliver packets reliably and therefore delay and jitter are considered less important than packet loss. PHB AF is suitable for non-real-time services such as applications using TCP. PHB AF first defines four classes: AF1, AF2, AF3, AF4. For each of these AF classes, packets are then classified into three subclasses with three distinct priority levels. Table 2.8 shows the four AF classes and 12 AF subclasses and the DSCP values ​​for the 12 AF subclasses defined by RFC 2597. RFC 2597 also allows for more than three separate priority levels to be added for internal use. However, these separate priority levels will only have internal significance. PHB Class PHB Subclass Package type DSCP AF4 AF41 Short 100010 AF42 Medium 100100 AF43 High 100110 AF3 AF31 Short 011010 AF32 Medium 011100 AF33 High 011110 AF2 AF21 Short 010010 AF22 Medium 010100 AF23 High 010110 AF1 AF11 Short 001010 AF12 Medium 001100 AF13 High 001110 Table 2.8 AF DSCPs The AF PHB ensures that packets are forwarded with a high probability of delivery to the destination within the bounds of the rate agreed upon in an SLA. If AF traffic at an ingress port exceeds the pre-priority rate, which is considered non-compliant or “out of profile”, the excess packets will not be delivered to the destination with the same probability as the packets belonging to the defined traffic or “in profile” packets. When there is network congestion, the out of profile packets are dropped before the in profile packets are dropped. When service levels are defined using AF classes, different quantity and quality between AF classes can be realized by allocating different amounts of bandwidth and buffer space to the four AF classes. Unlike EF, most AF traffic is non-real-time traffic using TCP, and the RED queue management strategy is an AQM (Adaptive Queue Management) strategy suitable for use in AF PHBs. The four AF PHB layers can be implemented as four separate queues. The output port bandwidth is divided into four AF queues. For each AF queue, packets are marked with three “colors” corresponding to three separate priority levels. In addition to the 32 DSCP 1 groups defined in Table 2.8, 21 DSCPs have been standardized as follows: one for PHB EF, 12 for PHB AF, and 8 for CSCP. There are 11 DSCP 1 groups still available for other standards. 2.2.5.Example of Differentiated Services We will look at an example of the Differentiated Service model and mechanism of operation. The architecture of Differentiated Service consists of two basic sets of functions: Edge functions: include packet classification and traffic conditioning. At the inbound edge of the network, incoming packets are marked. In particular, the DS field in the packet header is set to a certain value. For example, in Figure 2.12, packets sent from H1 to H3 are marked at R1, while packets from H2 to H4 are marked at R2. The labels on the received packets identify the service class to which they belong. Different traffic classes receive different services in the core network. The RFC definition uses the term behavior aggregate rather than the term traffic class. After being marked, a packet can be forwarded immediately into the network, delayed for a period of time before being forwarded, or dropped. We will see that there are many factors that affect how a packet is marked, and whether it is forwarded immediately, delayed, or dropped. Figure 2.12 DiffServ Example Core functionality: When a DS-marked packet arrives at a Diffservcapable router, the packet is forwarded to the next router based on Per-hop behavior is associated with packet classes. Per-hop behavior affects router buffers and the bandwidth shared between competing classes. An important principle of the Differentiated Service architecture is that a router's per-hop behavior is based only on the packet's marking or the class to which it belongs. Therefore, if packets sent from H1 to H3 as shown in the figure receive the same marking as packets from H2 to H4, then the network routers treat the packets exactly the same, regardless of whether the packet originated from H1 or H2. For example, R3 does not distinguish between packets from h1 and H2 when forwarding packets to R4. Therefore, the Differentiated Service architecture avoids the need to maintain router state about separate source-destination pairs, which is important for network scalability. Chapter Conclusion Chapter 2 has presented and clarified two main models of deploying and installing quality of service in IP networks. While the traditional best-effort model has many disadvantages, later models such as IntServ and DiffServ have partly solved the problems that best-effort could not solve. IntServ follows the direction of ensuring quality of service for each separate flow, it is built similar to the circuit switching model with the use of the RSVP resource reservation protocol. IntSer is suitable for services that require fixed bandwidth that is not shared such as VoIP services, multicast TV services. However, IntSer has disadvantages such as using a lot of network resources, low scalability and lack of flexibility. DiffServ was born with the idea of ​​solving the disadvantages of the IntServ model. DiffServ follows the direction of ensuring quality based on the principle of hop-by-hop behavior based on the priority of marked packets. The policy for different types of traffic is decided by the administrator and can be changed according to reality, so it is very flexible. DiffServ makes better use of network resources, avoiding idle bandwidth and processing capacity on routers. In addition, the DifServ model can be deployed on many independent domains, so the ability to expand the network becomes easy. Chapter 3: METHODS TO ENSURE QoS FOR MULTIMEDIA COMMUNICATIONS In packet-switched networks, different packet flows often have to share the transmission medium all the way to the destination station. To ensure the fair and efficient allocation of bandwidth to flows, appropriate serving mechanisms are required at network nodes, especially at gateways or routers, where many different data flows often pass through. The scheduler is responsible for serving packets of the selected flow and deciding which packet will be served next. Here, a flow is understood as a set of packets belonging to the same priority class, or originating from the same source, or having the same source and destination addresses, etc. In normal state when there is no congestion, packets will be sent as soon as they are delivered. In case of congestion, if QoS assurance methods are not applied, prolonged congestion can cause packet drops, affecting service quality. In some cases, congestion is prolonged and widespread in the network, which can easily lead to the network being "frozen", or many packets being dropped, seriously affecting service quality. Therefore, in this chapter, in sections 3.2 and 3.3, we introduce some typical network traffic load monitoring techniques to predict and prevent congestion before it occurs through the measure of dropping (removing) packets early when there are signs of impending congestion. 3.1. DropTail method DropTail is a simple, traditional queue management method based on FIFO mechanism. All incoming packets are placed in the queue, when the queue is full, the later packets are dropped. Due to its simplicity and ease of implementation, DropTail has been used for many years on Internet router systems. However, this algorithm has the following disadvantages: − Cannot avoid the phenomenon of “Lock out”: Occurs when 1 or several traffic streams monopolize the queue, making packets of other connections unable to pass through the router. This phenomenon greatly affects reliable transmission protocols such as TCP. According to the anti-congestion algorithm, when locked out, the TCP connection stream will reduce the window size and reduce the packet transmission speed exponentially. − Can cause Global Synchronization: This is the result of a severe “Lock out” phenomenon. Some neighboring routers have their queues monopolized by a number of connections, causing a series of other TCP connections to be unable to pass through and simultaneously reducing the transmission speed. After those monopolized connections are temporarily suspended, Once the queue is cleared, it takes a considerable amount of time for TCP connections to return to their original speed. − Full Queue phenomenon: Data transmitted on the Internet often has an explosion, packets arriving at the router are often in clusters rather than in turn. Therefore, the operating mechanism of DropTail makes the queue easily full for a long period of time, leading to the average delay time of large packets. To avoid this phenomenon, with DropTail, the only way is to increase the router's buffer, this method is very expensive and ineffective. − No QoS guarantee: With the DropTail mechanism, there is no way to prioritize important packets to be transmitted through the router earlier when all are in the queue. Meanwhile, with multimedia communication, ensuring connection and stable speed is extremely important and the DropTail algorithm cannot satisfy. The problem of choosing the buffer size of the routers in the network is to “absorb” short bursts of traffic without causing too much queuing delay. This is necessary in bursty data transmission. The queue size determines the size of the packet bursts (traffic spikes) that we want to be able to transmit without being dropped at the routers. In IP-based application networks, packet dropping is an important mechanism for indirectly reporting congestion to end stations. A solution that prevents router queues from filling up while reducing the packet drop rate is called dynamic queue management. 3.2. Random elimination method – RED 3.2.1 Overview RED (Random Early Detection of congestion; Random Early Drop) is one of the first AQM algorithms proposed in 1993 by Sally Floyd and Van Jacobson, two scientists at the Lawrence Berkeley Laboratory of the University of California, USA. Due to its outstanding advantages compared to previous queue management algorithms, RED has been widely installed and deployed on the Internet. The most fundamental point of their work is that the most effective place to detect congestion and react to it is at the gateway or router. Source entities (senders) can also do this by estimating end-to-end delay, throughput variability, or the rate of packet retransmissions due to drop. However, the sender and receiver view of a particular connection cannot tell which gateways on the network are congested, and cannot distinguish between propagation delay and queuing delay. Only the gateway has a true view of the state of the queue, the link share of the connections passing through it at any given time, and the quality of service requirements of the traffic flows. The RED gateway monitors the average queue length, which detects early signs of impending congestion (average queue length exceeding a predetermined threshold) and reacts appropriately in one of two ways: − Drop incoming packets with a certain probability, to indirectly inform the source of congestion, the source needs to reduce the transmission rate to keep the queue from filling up, maintaining the ability to absorb incoming traffic spikes. − Mark “congestion” with a certain probability in the ECN field in the header of TCP packets to notify the source (the receiving entity will copy this bit into the acknowledgement packet). Figure 3. 1 RED algorithm The main goal of RED is to avoid congestion by keeping the average queue size within a sufficiently small and stable region, which also means keeping the queuing delay sufficiently small and stable. Achieving this goal also helps: avoid global synchronization, not resist bursty traffic flows (i.e. flows with low average throughput but high volatility), and maintain an upper bound on the average queue size even in the absence of cooperation from transport layer protocols. To achieve the above goals, RED gateways must do the following: − The first is to detect congestion early and react appropriately to keep the average queue size small enough to keep the network operating in the low latency, high throughput region, while still allowing the queue size to fluctuate within a certain range to absorb short-term fluctuations. As discussed above, the gateway is the most appropriate place to detect congestion and is also the most appropriate place to decide which specific connection to report congestion to. − The second thing is to notify the source of congestion. This is done by marking and notifying the source to reduce traffic. Normally the RED gateway will randomly drop packets. However, if congestion If congestion is detected before the queue is full, it should be combined with packet marking to signal congestion. The RED gateway has two options: drop or mark; where marking is done by marking the ECN field of the packet with a certain probability, to signal the source to reduce the traffic entering the network. − An important goal that RED gateways need to achieve is to avoid global synchronization and not to resist traffic flows that have a sudden characteristic. Global synchronization occurs when all connections simultaneously reduce their transmission window size, leading to a severe drop in throughput at the same time. On the other hand, Drop Tail or Random Drop strategies are very sensitive to sudden flows; that is, the gateway queue will often overflow when packets from these flows arrive. To avoid these two phenomena, gateways can use special algorithms to detect congestion and decide which connections will be notified of congestion at the gateway. The RED gateway randomly selects incoming packets to mark; with this method, the probability of marking a packet from a particular connection is proportional to the connection's shared bandwidth at the gateway. − Another goal is to control the average queue size even without cooperation from the source entities. This can be done by dropping packets when the average size exceeds an upper threshold (instead of marking it). This approach is necessary in cases where most connections have transmission times that are less than the round-trip time, or where the source entities are not able to reduce traffic in response to marking or dropping packets (such as UDP flows). 3.2.2 Algorithm This section describes the algorithm for RED gateways. RED gateways calculate the average queue size using a low-pass filter. This average queue size is compared with two thresholds: minth and maxth. When the average queue size is less than the lower threshold, no incoming packets are marked or dropped; when the average queue size is greater than the upper threshold, all incoming packets are dropped. When the average queue size is between minth and maxth, each incoming packet is marked or dropped with a probability pa, where pa is a function of the average queue size avg; the probability of marking or dropping a packet for a particular connection is proportional to the bandwidth share of that connection at the gateway. The general algorithm for a RED gateway is described as follows: [5] For each packet arrival Caculate the average queue size avg If minth ≤ avg < maxth div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 15pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s7 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s8 { color: black; font-family:Arial, sans-serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 6pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s12 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s13 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-d
• Compare Annual Expenditures for Education Based on Purchasing Power Parity
• Comparison of Activity-Based Costing and Traditional Costing

Branding is a long-term research process: having a new idea and expressing it in an impressive way will help the brand affirm its position and thereby penetrate deeply into the minds of customers.

Branding: making the brand stand out, attracting customer attention and helping customers escape the clutter of products on the market.

c. Disadvantages

In the short term, when implementing a brand renewal, a business will have to incur quite a lot of costs due to having to create and completely change the brand identity system, such as costs for companies to design brand elements, replacement costs, and costs to promote this new brand identity system from scratch.

In fact, very few businesses dare to innovate in appearance like that because to have a logo, a symbol that consumers remember, businesses have to work hard to build for a long time, the cost of "renewal" is very expensive. In addition, not all brand identity systems are good when renewed, some are even more confusing and complicated than the old one. Once a brand has been shaped in the hearts of customers, renewing it is always a huge pressure for businesses. For example, the case of Compaq renewing its logo

Figure 1.1: Compag's old and new logos

Source: http://lantabrand.com/cat2news5234.html (March 25, 2009)

The new logo is a complete failure. Compaq had better things to worry about than changing the logo, because the old one was pretty good. One thing to keep in mind here: it may not be great, but people are used to it. Replacing something that everyone recognizes, unless there’s a specific reason, is never a good idea. In this case, the square font was too risky.

2.2.2.2. Innovation strategy based on internal personality

a. Content

It is about bringing spiritual values ​​to customers. Brands are like people, need to convince consumers to accept the brand as a friend, not just a "one-time" meeting. Brands can renew their image or personality. And in the policy of renewing the brand's internal personality, reforming products to suit new needs is an important and easier part to implement.

Levi's is a prime example of this strategy. Last fall, the 150-year-old brand announced a new line of jeans with a distinctive red label. The introduction of a new style of jeans is not unusual, but the Levi's "Eco" jeans are made entirely from organic cotton. As consumers become more aware of the environmental impact of their products, the use of organic materials has become increasingly popular, stimulating the growth of the organic fashion industry. Levi Strauss & Co. believes that there is already a growing interest in its cotton jeans. Starting this year, the organic treatment used in Levi's Eco jeans will be applied to all of its red-label lines.

b. Advantages

Changing the internal brand personality has the same advantages as changing the external personality. However, changing the internal brand personality will make customers feel more deeply about the brand's innovation. The quality factor is always more important than the design factor.

c. Disadvantages

Changing a brand based on its internal personality is often difficult because once a brand has a personality, it will be deeply imprinted in the minds of customers and it is very difficult to change. Besides, the image of the brand in the minds of customers must be built over a long period of time, so changing that image will waste the company's efforts and resources for a long time.

In summary, Chapter I of the thesis has studied some theoretical issues about branding and some brand development issues as a basis for the thesis to specifically research the brand development strategy of Chanel fashion brand in the period 2000-2010.

CHAPTER II

CHANEL'S BRAND DEVELOPMENT STRATEGY IN THE PERIOD 2000 - 2010

I. General introduction to Chanel fashion brand

1. History of formation and development

Chanel SA, commonly known as Chanel, is a privately held French fashion company. When people mention Chanel, they immediately think of a high-end, luxurious and noble fashion label. Chanel was founded in 1909 with its headquarters in Paris. The founder of this brand is the legendary woman Gabrielle "Coco" Chanel. Currently, the Chanel company is owned by Alain Wertheimer and Gerard Wertheimer, who are the grandchildren of Chanel's original partner - Pierre Wertheimer.

Chanel's history of formation and development goes through 6 stages with 2 main timelines.

1.1. The Era of Coco Chanel

1.1.1. From 1909 to the early 1920s :

The Chanel brand was established and recognized

In 1909, Gabrielle Chanel opened a fashion house in Paris - the beginning of what would become one of the world's largest fashion empires. Initially, Coco introduced and sold fancy hats for women. Then, with the financial help of her friend Arthur Capel, she opened the first "House of Chanel" on Rue Cambon in 1921. After World War I, she opened another shop selling her own designs. Chanel fashion became famous throughout France for its simplicity, elegance and luxury. 1921 saw the launch of Chanel No.5 perfume. The launch of Chanel No.5 was a major turning point for Chanel. Today, this perfume, although very expensive, is the most consumed perfume in the world. Chanel truly created a great revolution in the world of high fashion.

1.1.2. Late 1920s : Chanel Parfum

Parfum Chanel was founded by Pierre Wertheimer in 1924 to introduce and sell perfumes and other fashion products. Wertheimer owned 70% of the company's shares while Coco owned only 10%. In 1924, Coco introduced her first haute couture collection, consisting of a pair of pearl earrings, one black and one white. In 1925, she introduced the world to the knitted sweater, and the following year she introduced the "Little Black Dress" collection. From then on, Coco Chanel truly became the most powerful woman in the fashion industry, not just in Paris.

As Chanel haute couture and Chanel Parfums gained success, the business relationship between Coco and Wertheimer deteriorated.

1.1.3. From 1930 to 1950:

Chanel and the Nazis

In 1932, Chanel launched a collection of expensive diamond jewelry. When World War II broke out in 1939, Coco Chanel retired and moved to the Hôtel Ritz Paris with her new lover, a Nazi officer Hans Dincklage.

When France fell under the control of Adolf Hitler in 1940, Pierre Wertheimer and his family fled to America, so Coco took over the Parfums Chanel. When peace returned to France, Coco was immediately arrested on charges of aiding the Germans. But British Prime Minister Churchill bailed her out and she was released. But with the discrimination of the people, Coco had to flee to Switzerland. At this time, Pierre Wertheimer returned and took over the company.

1.1.4. From 1950 to 1970:

Chanel is back

Chanel returned to Paris in 1953 and again partnered with Pierre for financial support. Their renewed partnership ended with Chanel once again becoming a leading fashion house. Chanel and her spring collection received a Fashion Oscar at the Dallas Fashion Awards in 1957.

In 1965, Pierre's son Jacques Wertheimer took over his father's business.

Gabrielle "Coco" Chanel died in October 1971 at the age of 87. Jacques Wetheimer bought the House of Chanel outright.

Alain Wetheimer, Jacques' son, took over the leadership in 1974. Back in the US, Chanel No. 5 was considered an outdated perfume. Alain invested millions of dollars in a brand marketing campaign, which gradually restored Chanel's position. At the same time, Alain successfully convinced Karl Lagerfeld to become the brand's head designer.

1.2. Post-Coco period to present

1.2.1. From 1970 to 1990

Karl Lagerfeld officially took over as head designer of Chanel in 1983. This talented designer satisfied the expectations of Chanel fashion lovers with designs that still had the style of Coco Chanel but were modernized to suit the reality. During the 1980s, more than 40 new Chanel stores were opened around the world. In 1986, the House of Chanel began to move into the field of watch production and in 1987, the first Chanel watch appeared and created a buzz.

1.2.2. The 90s

The company established itself as a leading fashion house in the field of perfume production and marketing in the 1990s. Strong and extensive marketing investments helped the company increase its revenue sharply.

In 1996, Chanel bought the gun manufacturing company Holland & Holland. The company tried to expand into gun manufacturing but was unsuccessful.

And 1996 also saw the launch of the Allure fragrance and its popularity, a fragrance for men.

In 1999, the House of Chanel launched its first skincare line, PRÉCISION.

1.2.3. From 2000 to present

Alain Wertheimer continued to hold the position of chairman of the board of directors of Chanel. The year 2000 saw the launch of the first unisex watch under the Chanel brand, the J12.

In the 21st century, to keep up with the younger generation, Chanel introduced the Coco Mademoiselle brand in 2003. In addition, the brand continued to expand to Asia with representative stores opened in Hong Kong and in Ginza in Tokyo, Japan.

2. Business field

After nearly a century of formation and development, Chanel has consolidated its brand in the fashion industry with the following main high-end product lines: Clothing, shoes, handbags, cosmetics and accessories.

2.1. Costumes

People still wonder what women would wear without Chanel. When Coco Chanel launched her eponymous fashion label in the 1920s, she introduced a way of dressing that was completely different from the general formula of women at that time: simple, unfussy and always accented by wearing jewelry.

A high-end fashion brand known all over the world. A typical Chanel outfit consists of a knee-length dress with neat embroidery, a blazer with gold buttons and black embroidery. This is a traditional design that has stood the test of time and is still as popular today as it was then.

In addition, small and meticulous patterns on the clothes are always emphasized by Chanel, creating unique features for the designs.

Coco Chanel's clothes have always been highly appreciated for their bold and powerful innovations. All the clothing designs were designed for the middle and upper classes. The innovative but seemingly eternal beauty of Coco Chanel's fashion has shown a magical innate talent of the designer Coco Chanel. And now that beauty has been perfectly inherited by the talent of Karl Lagerfel.