STATE BASED PROVISIONING OF A CLIENT HAVING A WINDOWS BASED EMBEDDED IMAGE

• 1. 用于具有基于Windows的嵌入式图像的本地客户机的基于状态的供应的装置及方法 [P] . 中国专利： CN103443783B . 2016.12.28
• 2. 具有基于WINDOWS的嵌入式图像的客户机的基于状态的供应 [P] . 中国专利： CN103443783A . 2013-12-11
• 3. State-based provisioning of a client having a windows-based embedded image [P] . 美国专利： US9762440B2 . 2017-09-12

  机译： 具有基于Windows的嵌入式映像的客户端的基于状态的供应

• 4. State-based provisioning of a client having a windows-based embedded image [P] . 美国专利： US9407502B2 . 2016-08-02

  机译： 具有基于Windows的嵌入式映像的客户端的基于状态的供应

• 5. STATE-BASED PROVISIONING OF A CLIENT HAVING A WINDOWS- BASED EMBEDDED IMAGE [P] . 美国专利： US2016359667A1 . 2016-12-08

  机译： 具有基于WINDOWS的嵌入式图像的客户的基于状态的提供

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• 10. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

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