Purpose This study answers the research question “How can businesses apply a luxury brand strategy to achieve innovation in their businesses or brands?” It aims to investigate the possibility of applying a luxury brand strategy to a wide range of business areas. Design/methodology/approach This study presents a literature review and case studies, analyzing 16 products from a selection of 8 iconic luxury brands. A survey conducted in Japan and Europe identified which of the 8 selected luxury brands had established the strongest brand image. Principal component analysis and SPSS were used to analyze the results. Scatter diagrams are used to depict the relationship between factors and product positioning. Brands and products were selected for case study analysis, and the features were generalized to show how companies in business segments other than luxury goods could apply this model. Findings The results showed that most of the strategy’s features apply to companies in different business areas. While luxury brand strategies are unique, their features can be generalized to stimulate innovation in other businesses or brands. Research limitations/implications This study analyzed only two products under one luxury brand. Thus, the number of products is limited. Originality/value This study is unique because it examines how different business areas can apply the advantages of business strategy models. It illustrates the advantages of successful business strategies of luxury companies and how different companies can harness that success for future development.

Recent consumer trends of high demand for sustainability requires companies to have long-lasting and high value product-development strategies. Some researchers define these products as iconic, others as core. This study aims to illustrate the practical implications of effective long-term, product-design development, and management methods. We employ both qualitative and quantitative analyses and conduct a cause-and-effect analysis of the design features and brand images of long-lasting products of luxury brands with an emphasis on timeless design, high profitability, and recognition. The results show consumer priority when they recognize an iconic product as long-lasting and high value. Our analyses show the need for strategic, long-term product management to establish strong brand identity, and the importance of balancing physical characteristics based on invisible aspects.

Purpose-This study investigates how brands can maintain sustainable value by evaluating the design management strategies of a number of sustainable and successful luxury brands and illustrates the practical implications of effective product design management methods. Methodology-The research was conducted using a literature review, case studies, field research, interviews, and questionnaires. We conducted our study in three steps. First, we briefly describe the origins and characteristics of eight luxury brands and review two products from each to illustrate how the concepts (signs) are represented in design; second, we apply quantitative analyses; finally, we develop and administer a questionnaire to consumers to identify salient characteristics of iconic products and present product positioning maps using scatter diagrams. The results of the qualitative and quantitative analyses are compared. Findings-1) Products that create stable value for a brand could be considered iconic if they are consistent with their brand's origins or core values, and therefore, brands should continuously innovate these products. 2) Even if the product is physically well designed, it is not guaranteed to become an iconic product. Instead, if the brand has established a strong brand image based on invisible factors, a halo effect will be spread to other products. Originality/value-Our study provides a definition of iconic products, as well as the process of creating, maintaining, and innovating these products. It has important implications for brands and manufacturers that seek longterm sustainable advantages over market competitors.

The purpose of this paper is to ascertain the effectiveness of the management strategies of the traditional Japanese confectioner Toraya. Rapid technological development and the demands of knowledgeable customers have made growth more difficult for manufacturers. We assume that the practices of longestablished manufacturers are best for others to follow. Toraya has been a high-value-added confectioner for almost 500 years. The reasons for its sustained competitiveness are described in this paper. We use the 3Cs analysis to clarify the business circumstances of the Japanese confection industry, the 4Ps analysis to explore Toraya’s structure, the strategic experimental module analysis to show the reliable value that Toraya offers its customers, and the Value, Rarity, Inimitability, and Organization analysis to explain its long-term success. The results reveal that Toraya has employed a low-technology strategy utilizing artisanal skill instead of machines and provides an excellent consumer experience that attracts customers. This is a sustainable competitive advantage because it takes years to establish and is not easily imitated. However, Toraya’s simple and effective management practices could be adopted as industry best practices.

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