Burberry’s CEO on Turning an Aging British Icon into a Global Luxury Brand. Photography: Getty Images The Idea: Before Angela Ahrendts became Burberry’s CEO, licensing threatened to destroy the brand’s unique strengths. The answer? Centralize design and focus on innovating core heritage products. When I became the CEO of Burberry, in July 2006, luxury was one of the fastest-growing sectors in the world. With its rich history, centered on trench coats that were recognized around the world, the Burberry brand should have had many advantages.
But as I watched my top managers arrive for our first strategic planning meeting, something struck me right away. It was a sign of the challenges we faced. In luxury, ubiquity will kill you—it means you’re not really luxury anymore. One “Brand Czar” On the surface, I might have seemed an unlikely CEO for a company that was considered quintessentially British. I also clearly had one attribute that made me a good fit: I admire and respect great brands and helped to build some over the years. Sticking to the Core. Luxury Brands Must Develop Their Customer Experience To Survive. Luxury retailers must focus on providing a rounded customer experience, rather than simply flogging goods, if they are to survive the ongoing recession. According to a new report by The Future Laboratory, commissioned by the property company Grosvenor, has found there are five key areas luxury brands must improve to keep their customers happy. 1) Providing one-on-one experiences 2) Micro-events that are highly tailored to suit VIP shoppers, larger community moments that are shared via digital tools and clever event management.
These events are now about much more than pop-up and publicity; they will be highly tailored to suit VIP shoppers. Cocktail parties for 200 people are now old hat - something more intimate such as a sit-down dinner is now en vogue 3) The creation of luxury villages where familiarity and conviviality are key - providing a healthy mix of amenities such as coffee shops on retail streets Burberry Regent Street Store “A personalised experience is the ultimate in luxury.
Can luxury brands afford a devalued Chinese yuan? Chanel vs. Chanel: Coco's Brand Steps Off the Runway and Into the Courtroom. Chanel is ubiquitous—on the runway each fashion week, in its boutiques lining Fifth Avenue and Rodeo Drive, and now in the courtroom as it seeks to uphold its trademark rights against a little-known salon and spa in Indiana. Merrillville, Indiana, to be precise. According to papers filed in the US District Court in Hammond, Indiana, Chanel Inc. has filed a trademark infringement action against Chanel’s Salon, arguing that the salon is benefiting from an association with the chi-chi brand’s reputation. The brand also claims it has sent cease and desist letters that have been ignored. The fame of the Chanel trademark is hardly disputable, a factor weighing in the luxury brand’s favor. When the average consumer thinks of Chanel, images of that expensive interlocking C logo are likely to come to mind.
The court will also consider that Chanel’s Salon is owned by Chanel Jones, and therefore, it would seem that her use is not intended to be adverse to the label started by designer Coco Chanel. China is known to the world for its copycat... CREME de la CREME: I Got Expensive Taste. Luxury brands still reluctant to embrace e-commerce｜WCT. A Chanel outlet in China. (Photo/CFP) Many global high-end fashion brands are still hesitant to fully embrace e-commerce despite consumers all over the world showing interest in buying goods online, according to the website of Shanghai's China Business News.
Many global luxury brands believe that high-end fashion should have its own unique sales strategies and that embracing the e-commerce would disrupt industry marketing models, the report said. Luxury brands consider that embracing e-commerce channels would unsettle production and sales schedules, said the report. Stocking online stores would would pressure on limited supplies and revenue cycles could become altered from the steady growth associated with these brands to more erratic patterns throughout the year. Online shipping also posses security risks, as the products are vulnerable en route and could be swapped and sold illegally while customers end up with counterfeit merchandise, said the report.
V Magazine: ‘Wheat is Wheat is Wheat’ by artist / designer... ‘Wheat is Wheat is Wheat’ by artist / designer ©Peddy Mergui “By observing Peddy Mergui’s new and improved “luxury” products we may see how brand alignment is perceived by many as acceptance to a status group or an affirmation of successful lifestyle. His exhibition: Wheat is Wheat is Wheat is a humorous yet provocative commentary on global consumer culture that may just have us questioning our next purchase.” Museum of Craft and Design Salami by Louis VuittonEggs by VersaceSalt & Pepper by HermèsPickles by GucciPasta by FerrariCorn-flavored Ramen Noodles by BurberryInfant Formula by ChanelFlour by PradaYogurt by Tiffany & Co.Soft Butter by BVGLARI more via his website - the exhibit is currently on view until June 15 at MCD San Francisco.
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