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Kapferer on Luxury

Book Description

Kapferer on Luxury addresses the No 1 challenge of all major luxury brands today: How can these brands pursue their growth yet remain luxury? How do you reconcile growth and rarity?Kapferer on Luxury offers a selection of the most recent and insightful articles and original essays on the luxury growth challenge from Jean-No�l Kapferer, a world-renowned luxury analyst and co-author of the reference book The Luxury Strategy. Each chapter addresses a specific issue relating to the luxury growth challenge such as sustaining the 'luxury dream', adapting the internet to luxury demands, re-widening the gap with premium brands' competition, facing the demand of the Chinese clients, the importance of non-delocalization, rising sustainable quality and experiential standards, developing real luxury services and managing luxury brands within groups without diluting their equity and more.As such, Kapferer on Luxury is the perfect and timely resource for luxury executives, communication managers, luxury observers and advanced students, willing to deepen their understanding of this major luxury challenge.

Table of Contents

  1. Cover
  2. Title Page
  3. Imprint
  4. Contents
  5. Introduction: Growth issues for luxury
  6. <small xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Part One</small>: : <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="miloot">How luxury is changing</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">01</span>: Sustaining the luxury dream: challenges and insights: Sustaining the luxury dream: challenges and insights
      1. An industry like no other
      2. The future(s) of luxury
      3. The rise of fashion: from dream to contagion of desires
      4. Facing high demand and abandoning rarity
      5. How will China influence the dream?
      6. The challenges of the internet
      7. Against the blurring of lines: recreate the gap, transgress the codes
      8. Sustainable development: the future dream of luxury
      9. References
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">02</span>: Abundant rarity: the key to luxury growth: Abundant rarity: the key to luxury growth
      1. Luxury financial dream
      2. The many meanings of luxury
      3. How scarcity creates value
      4. From scarcity to qualitative rarity
      5. Introducing virtual rarity
      6. From craft to art: elitism for all
      7. The new reality of Asia: egalitarian luxury?
      8. Is the cult of luxury religious?
      9. Nurturing the symbolic power of the luxury brand
      10. Short-term or long-term policy?
      11. Conclusion and clues for entrepreneurs
      12. References
    3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">03</span>: The artification of luxury: from artisans to artists: The artification of luxury: from artisans to artists
      1. The challenge of growth for luxury companies
      2. The radical transformation of luxury today
      3. How growth creates two major problems for luxury brands
      4. Luxury growth and the rising issue of legitimization
      5. Why art now? Becoming an industry
      6. A short history of the relationship between art and luxury
      7. What’s in art for luxury?
      8. Entering new countries through art
      9. How artification involves all art institutions
      10. Involving all artists at all levels of the value chain
      11. The multiple media of artification
      12. Conclusion: an ambitious vision for luxury?
      13. References
  7. <small xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Part Two</small>: : <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="miloot">Specific issues and challenges</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">04</span>: Luxury after the crisis: pro logo or no logo?: Luxury after the crisis: pro logo or no logo?
      1. From absolute to relative luxury
      2. Modern economies trigger status needs
      3. Adapting the price and logo to different segments
      4. Why conspicuousness will come back: it never left!
      5. Back to luxury?
      6. References
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">05</span>: Why luxury should not delocalize: a critique of a growing tendency: Why luxury should not delocalize: a critique of a growing tendency
      1. From a well-kept secret to an overt announcement
      2. Luxury: do not confuse the concept, the sector and the business model
      3. Luxury brand building is about building incomparability
      4. Do not confuse luxury, fashion and premium business models
      5. The consumer opinion on delocalization
      6. Sustaining ‘made in’ as a real brand
      7. The challenges of non-delocalization
      8. References
    3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">06</span>: Internet and luxury: under-adopted or ill-adapted?: Internet and luxury: under-adopted or ill-adapted?
      1. The new frontier of luxury
      2. Luxury and the internet: a reciprocal myopia
      3. Revisiting the potentialities of the web
      4. Clouds over the internet: the loss of control
      5. Adapting the luxury organization to the web
      6. Transforming the web to adapt to luxury
      7. References
    4. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">07</span>: Does luxury have a minimum price?: an exploratory study into consumers&#8217; psychology of luxury prices: Does luxury have a minimum price?: an exploratory study into consumers’ psychology of luxury prices
      1. The elusive luxury definition
      2. Price and luxury
      3. The paradox and research question: How expensive is expensive?
      4. Results and insights
      5. Summary of the findings
      6. Implications for luxury price management
      7. Conclusion
      8. References
    5. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">08</span>: All that glitters is not green: the challenge of sustainable luxury: All that glitters is not green: the challenge of sustainable luxury
      1. Luxury under pressure of sustainable development
      2. Luxury and SD share two deep concerns: rarity and beauty
      3. Distinguishing the luxury strategy from a fashion or premium strategy
      4. Luxury is by definition durable
      5. Why this present SD focus on luxury?
      6. Acting as an SD model to preserve luxury reputation
      7. Is SD ready for luxury standards?
      8. How SD needs a luxury strategy too
      9. Status redefined: from power to altruism
      10. References
      11. Further reading
  8. <small xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Part Three</small>: : <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="miloot">The business side of luxury brands&#8217; growth</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">09</span>: Not all luxuries act alike: the distinct business models of luxury brands: Not all luxuries act alike: the distinct business models of luxury brands
      1. The desire for luxury
      2. Behind a single term, multiple business models
      3. What discriminant criteria differentiate business models?
      4. Global competition between models of luxury
      5. References
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">10</span>: The LVMH&#8211;Bulgari agreement: what changes in the luxury market lead family companies to sell up?: The LVMH–Bulgari agreement: what changes in the luxury market lead family companies to sell up?
      1. Introduction
      2. The Bulgari acquisition: a model for family-owned luxury brands?
      3. Luxury transformation: from manufacturer of rare products to creator of retail experiences
      4. Closing the gap with Cartier and Tiffany
      5. China: the capital dilemma for family-owned luxury companies
      6. Why the source of capital is not inconsequential
      7. The price of Bulgari: too high, or an accurate measurement of the financial dream?
      8. High growth assumptions: no brand equity dilution
      9. Conclusion
      10. References
    3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">11</span>: Developing luxury brands within luxury groups: synergies without dilution?: Developing luxury brands within luxury groups: synergies without dilution?
      1. Luxury concentration in question
      2. How luxury groups grow
      3. Theoretical background: how groups create value
      4. Research objectives and methodology
      5. Findings of the transversal analysis
      6. Implications for growing luxury brands within groups
      7. References
  9. Index
  10. Full Imprint