Transforming luxury: young consumers' motivations towards purchasing virtual luxury non-fungible token wearables

Abstract

Purpose

This study explores young consumers' motivations for purchasing Virtual Luxury Non-Fungible Token Wearables (VL-NFTs) from luxury brands, which are virtually crafted luxury wearables minted as blockchain-based NFTs. Specifically, it investigates the relationships among consumers' perceived value of VL-NFTs, engagement with NFTs and purchase intention and the mediating effect of consumer engagement with NFTs.

Design/methodology/approach

Data were collected via an online survey of 504 young US consumers who had previously considered purchasing luxury fashion products and NFTs. Structural equation modelling was adopted for analysis.

Findings

Perceived economic, functional (uniqueness) and experiential (self-directed pleasure and affiliation) values of VL-NFTs directly influenced consumers' purchase intention. While symbolic value (self-presentation and conspicuousness) did not significantly influence purchase intention, it facilitated consumer engagement with NFTs. Moreover, consumer engagement mediated the relationship between economic and functional values and purchase intention.

Research limitations/implications

The sample was only comprised of young consumers, limiting the generalizability. Additionally, consumers may perceive VL-NFTs differently because of differences in past experiences and the varying VL-NFT types, necessitating further investigation on consumers' motivations across different types of VL-NFTs.

Originality/value

This study contributes to the existing literature by examining the importance of multifaceted perceived-value dimensions and engagement with NFTs in consumers' motivation for purchasing VL-NFTs through the lens of the customer value framework.

Citation

Lee, H., Rana, M.R.I. and Xu, Y. (2024), "Transforming luxury: young consumers' motivations towards purchasing virtual luxury non-fungible token wearables", International Journal of Retail & Distribution Management, Vol. 52 No. 12, pp. 1208-1228. https://doi.org/10.1108/IJRDM-12-2023-0712