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The digitalization process has been influential on the way marketing is conducted. However, luxury brands have not yet fully channeled the benefits of the integration of various touchpoints. The aim of this chapter is to provide insights into building a luxury fashion omnichannel strategy through the integration of online and offline consumer journeys, based on the emerging needs and lifestyles of different luxury consumer segments. Accordingly, exploratory research is designed to understand luxury consumer typologies and luxury fashion shopping journeys. In-depth interviews were conducted for data collection in Istanbul, with 16 participants. Grounded theory coding was used for analyzing the data. Findings revealed four-consumer typologies –Luxury Beginners, Nouveaux Riches, Conservatives, Established Luxury Consumers. Luxury fashion journey map covering three major steps – pre-purchase, purchase, and post-­purchase – was illustrated based on the usage of both digital and non-digital channels and agents through the journey with discussions to present consumer differences. The results of the study add to the current literature and provide an omnichannel roadmap for the practitioners.

The luxury brands sales in emerging markets will see rapid growth. When entering the emerging markets, luxury fashion brands always find it challenging to balance adaption with local consumer culture and standardization to maintain their global brand image. The present study attempts to examine this intriguing issue of adaptation and standardization and many other challenges for luxury brands in the emerging market by focusing on China’s luxury market. A case study on China is conducted, which consisted of reviewing academic literature and consulting trade reports, examining over 50 luxury brands’ Chinese websites, reading newspaper articles, conducting field trips to luxury retail outlets, and studying luxury brands’ advertisements in major Chinese fashion magazines. We identified five intriguing market characteristics that must be taken into account in order to succeed in this market. Specifically, we found that to perform well in China’s luxury market, luxury brands should have a good understanding of the conflicting Chinese social cultural sentiments toward luxury consumption. Luxury brands should seek a balance between standardization and adaptation and appeal to both consumers’ converging needs and their desire for products that embrace local elements. Further, given the unique consumer characteristics, luxury brands should better serve the young and economically diverse consumer base in China.

The purpose of this research is to conduct a literature review on the evolution, antecedents, and outcomes of luxury consumption (LC). To accomplish our goal, we used a combination of bibliometrics and systematic approaches to review 165 articles published between 1998 and 2019. The investigation revealed that the evolution of LC is mostly driven by consumer motivation and is influenced by cultural and psychological variables. Furthermore, we explored the aforementioned antecedents of LC along four major axes. Antecedents related to (1) individual characteristics, (2) brand components, (3) cultural and social values, and (4) organizational strategies. Furthermore, based on the outcomes of LC, we found two categories (individual traits and social values). The chapter concludes by proposing a broader research agenda for the future.

“Trading up” is the phenomenon that describes consumers’ willingness to pay premiums on goods that are emotionally meaningful to them. The meaning of a good is reliant on an individual's consumption values. The purpose of this study was to examine the phenomenon of trading up among Korean university students. A total of 223 usable surveys were analyzed. Fifty-one product categories were reported for trading up, and divided into four classifications: clothes, fashion accessories, small electronics, and other appliances. These four classifications were significantly associated with brand types, retailing formats, and information sources. Finally, respondents were classified into three groups according to consumption values and each group exhibited different relationships with the marketing mix variables.

This chapter identifies the coopetitive aspects of international brand licensing through the relationship between Burberry Group Plc and Sanyo Shokai. The well-documented relationship between the two firms is used to contribute to coopetition literature and brand licensing literature within an international context. This chapter answers how and why this initially mostly coopetitive relationship succeeded and what led to its eventual denouement. Both partners initially prospered, Burberry had its name efficiently spread across Japan, and Sanyo borrowed from the reputation established by Burberry’s brand name. After some time, Sanyo created brand extensions for the Japanese market which were more affordable than Burberry’s products. They were a big success, further popularizing the Burberry brand across Japan and handsomely benefiting both firms. Burberry grew concerned about inconsistent brand image. The ubiquity of the extension was diluting the luxury parent brand. Burberry thus prematurely ended the licensing agreement with Sanyo. The findings of this study offer valuable insights to firms either intending to internationalize through licensing or intending to be a long-term licensee.