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Etudes de cas déposées (2011), ESSEC Business School

The invisible hand : De Beers, and emerging markets

De Beers’ 122 years of strategic evolution exemplifies Adam Smith’s Invisible Hand. External factors have created a path dependency for De Beers that has led them to retailing jewelry in 2001. With a need to re-invent themselves after the end of their monopoly they leveraged on their tricky heritage in the jewelry industry. The success of their joint venture with LVMH is clouded with embedded reasons for both parties. Ironically, De Beers’ business model has fashioned their largest rising threat- the SRDSIL from India. New players and emerging markets are now chiseling the face of the diamond industry of tomorrow. Lien vers l'article

SOM, A. (2011). The invisible hand : De Beers, and emerging markets. ESSEC Business School.

Mots clés : #Diamonds, #Mining, #Jewelry, #Monopoly, #Ethics, #India, #Business-strategy, #LVMH-(Louis-Vuitton, #Moet-Hennessy), #Heritage, #Vertical-integration, #Legal-issues, #Emerging-markets, #Conflict-or-blood-diamonds, #Social-responsibility, #Strategy-and-General-Management