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| Introduction | |
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| Back to luxury fundamentals | |
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| In the beginning there was luxury | |
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| A brief history of luxury | |
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| The 20th century and the democratization of luxury | |
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| Luxury, the individual and society | |
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| Positioning of luxury in our present-day society | |
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| Money, fashion, art and luxury: boundaries and ambiguities | |
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| Luxury: learning from religion and art | |
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| The end of a confusion: premium is not luxury | |
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| The multiple approaches to the concept of luxury | |
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| Denying the specificity of luxury | |
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| There is no continuous movement from premium to luxury | |
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| It is not easy to exit luxury through a 'downwards' strategy | |
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| From where has the current confusion arisen? | |
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| Towards a definition of luxury | |
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| Exiting the confusion: the case of the car | |
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| Relativity of luxury in cars | |
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| Is automobile luxury the pursuit of perfection? | |
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| Top-of-the-range, upper-premium and luxury cars | |
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| The luxury car: creation, mythical models and social prestige | |
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| What link does luxury have with technology? | |
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| The constituents of the myth of the luxury car | |
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| Luxury and expressions of national identity | |
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| Beyond the product: services and privileges | |
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| The magic of cult objects: licences and boutiques | |
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| Anti-laws of marketing | |
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| Forget about 'positioning', luxury is not comparative | |
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| Does your product have enough flaws? | |
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| Do not pander to your customers' wishes | |
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| Keep non-enthusiasts out | |
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| Do not respond to rising demand | |
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| Dominate the client | |
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| Make it difficult for clients to buy | |
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| Protect clients from non-clients, the big from the small | |
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| The role of advertising is not to sell | |
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| Communicate to those you are not targeting | |
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| The presumed price should always seem higher than the actual price | |
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| Luxury sets the price, price does not set luxury | |
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| Raise your prices as time goes on in order to increase demand | |
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| Keep raising the average price of the product range | |
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| Do not sell | |
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| Keep stars out of your advertising | |
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| Cultivate closeness to the arts for initiates | |
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| Do not relocate your factories | |
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| Do not hire consultants | |
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| Do not test | |
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| Do not look for consensus | |
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| Do not look after group synergies | |
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| Do not look for cost reduction | |
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| Just sell marginally on the internet | |
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| Facets of luxury today | |
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| On the importance of the 'label' | |
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| Luxury: the product and the brand | |
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| The ingredients of the luxury product: complexity and work | |
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| Superlative, never comparative | |
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| Luxury and cultural mediation | |
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| Luxury and history | |
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| Luxury and time | |
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| Tradition is not pass�isme | |
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| Luxury is made by hand | |
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| Real or virtual rarity? | |
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| Rarity and sustainability | |
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| Luxury and exclusivity | |
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| Luxury and fashion: an essential difference | |
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| Luxury and art | |
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| Luxury and charity | |
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| Luxury brands need specific management | |
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| Customer attitudes via-�-via luxury | |
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| What is the size of the market? | |
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| To be rich or to be modern? | |
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| Heavy users and day trippers | |
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| The four luxury clienteles | |
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| A strong axis of segmentation: sensitivity to the product or to the logo? | |
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| A second axis of differentiation: authentic does not always mean historical | |
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| A third axis of differentiation: disruption or integration? | |
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| How countries differ in their attitudes | |
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| Why are Western luxury brands globalized? | |
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| China today and tomorrow | |
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| Why India resists Western luxury | |
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| Russia; the psychology of oligarchs | |
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| Developing brand equity | |
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| There is no luxury without brands | |
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| Managing luxury by the brand | |
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| Products, experiences and brands | |
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| A luxury brand is a real and living person | |
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| A luxury brand has roots | |
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| A luxury brand must radiate | |
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| No life cycle for the luxury brand | |
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| A legitimacy created from authority, class and creation, more than from expertise | |
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| The financial value of luxury brands | |
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| The core of the luxury brand: its identity | |
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| Building brand coherence at contact points: central and peripheral identity traits | |
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| Two modes of luxury brand building | |
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| Building the luxury brand: the dream equation | |
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| The luxury brand compass: architecture of product roles | |
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| Luxury brand equity in the digital era | |
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| Why and how does the digital world challenge luxury? | |
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| Managing the dream through communication | |
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| Defending the brand against counterfeiting | |
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| Counterfeiting as a way to diagnose the health of the strategy of the brand | |
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| Always defend your rights and communicate frequently | |
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| Luxury brand stretching | |
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| Luxury expansion through line extensions and brand extensions | |
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| The origins of luxury brand stretching | |
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| Luxury stretching: a practice that has changed the sector | |
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| Comparing the Italian and French models of extension | |
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| Two models for brand stretching: vertical or horizontal? | |
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| The pyramid | |
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| The galaxy | |
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| Success factor of luxury extension | |
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| Typology of brand stretchings | |
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| Leading a brand stretch | |
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| Growth by stretching: the Mont Blanc case | |
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| Stretching: preserve coherence, but be creative and unexpected | |
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| Maintaining brand identity across sub-brands: the Armani case | |
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| Building credentials in a new category: the Chanel case | |
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| The risk factors of brand stretching | |
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| Controlling the boomerang effect of brand stretching | |
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| Qualifying a product or service as luxury | |
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| No product without service | |
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| The luxury product and the dream | |
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| Functionality and dreams do not follow the same economic models | |
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| The luxury product is not a perfect product, but a sacred product | |
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| Luxury product and competitive universe | |
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| Luxury product and time | |
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| Occasion of use and perception of value | |
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| Lasting a lifetime... and beyond | |
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| Prolonging the ecstasy of a privileged moment | |
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| Adapting to its time | |
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| Structuring the luxury range: how is the range of a luxury brand organized? | |
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| Innovating through a new product range | |
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| Don't sacrifice the past to the future | |
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| A mode of production as a lever of the imaginary | |
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| The opposition between luxury and relocation | |
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| Licenses signal the departure from luxury | |
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| The challenge of luxury services: creating the gap | |
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| Pricing luxury | |
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| What about price elasticity? | |
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| Increase the price to increase demand and recreate the distance | |
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| What prince premium? | |
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| Fixing the price in luxury | |
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| Managing the price over time | |
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| No sales in luxury | |
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| Price reductions | |
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| The price and its communication | |
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| The price is not publicly advertised | |
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| The price must be sold | |
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| Price: the two challenges of the luxury strategy | |
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| Distribution and the internet dilemma | |
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| Luxury is in the distribution | |
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| You sell to someone before you sell something | |
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| It is the price, not the product, that is sold to the client | |
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| The sales personnel should never earn direct sales commission | |
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| Distribution shows that the brand dominates clients, but respects them | |
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| Distributing is first of all about communicating | |
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| Distribution should not only show off, but enhance the product image | |
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| It is distribution's job to communicate the brand's price level | |
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| A luxury purchase is a lengthy act | |
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| Distribution is luxury's weak link | |
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| The choice of a new sales point cannot be delegated | |
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| Distribution must manage rarity | |
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| Distribution protects you from competition | |
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| Luxury and mode of distribution | |
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| Luxury and digital distribution (the internet dilemma) | |
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| Luxury brands: when, what, and how to sell on the internet | |
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| Communicating luxury | |
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| You don't communicate to sell | |
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| You communicate because you sell | |
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| You don't talk about money | |
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| You communicate, you don't advertise | |
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| No personalities in the advertising | |
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| The role of brand ambassadors | |
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| Building the social driver of desire | |
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| Permanently encourage word of mouth | |
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| What balance should there be between local and global communication? | |
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| The internet and communication in luxury | |
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| The unique codes of luxury communication | |
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| Making the brand's visual language denser: the nine signatures of the brand | |
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| Making the brand denser through tales, stories and rumours | |
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| Adapting the communication register to the type of luxury | |
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| The dialectic of the local and the universal | |
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| Financial and HR management of a luxury company | |
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| Financial issues in luxury companies | |
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| Luxury and profitability | |
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| Globalizing | |
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| Luxury, volume and profitability | |
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| Managing the human capital in luxury | |
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| Strategic perspectives | |
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| Luxury business models | |
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| Luxury products with a profitable core trade | |
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| What are the pitfalls to avoid in this working model of a luxury product with a profitable core trade? | |
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| Luxury products with a too-restricted core range | |
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| The perfume business model | |
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| The business model of luxury trades with very high overheads | |
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| The 'high-tech' business model (highly innovative industry) | |
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| Crises and luxury business models | |
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| Entering luxury and leaving it | |
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| Wanting to be luxury is not enough: the conditions of luxury | |
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| Why envisage a luxury strategy? | |
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| Start small and become profitable | |
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| Once profitable, grow quickly | |
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| Acquiring an existing brand | |
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| Departing from luxury | |
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| The end of a luxury brand | |
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| Taking a brand out of the luxury universe | |
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| Leveraging the image in a low-cost strategy | |
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| Learning from luxury | |
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| Luxury concerns all trades | |
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| Understand the rules in order to adapt them | |
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| How Apple follows a luxury strategy | |
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| Luxury according to MINI | |
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| Mixed Strategies | |
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| Managing a luxury strategy in B to B | |
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| Luxury marketing as the future of traditional marketing | |
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| What marketing issues of today could luxury marketing help to resolve? | |
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| The Lacoste example | |
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| Learning from luxury | |
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| Luxury and sustainable development: convergences and divergences | |
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| Luxury and sustainable development | |
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| Adopting the luxury strategy to foster sustainable development | |
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| References | |
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| Index | |