Retail Luxury Strategy: Assembling Charisma through Art and Magic

Dion, Delphine; Arnould, Eric J.

doi:10.1016/j.jretai.2011.09.001

Cited by 325 publications

(253 citation statements)

References 57 publications

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“…Pull factors were used to explain the expansion of luxury retailers (an example of DBR), which looked into foreign market niche opportunities to expand their unique brands (Dion and Arnould, 2011;Fionda and Moore, 2009;Nobbs et al, 2012). In contrast, Traditional Retailers are more likely to expand to foreign markets as a response to the saturation of their domestic markets (Burt and Sparks, 2002).…”

Section: Motivesmentioning

confidence: 99%

Uma visão contingencial da internacionalização do varejo: proposição de uma taxonomia e discussão dos desafios teóricos

Gomes¹,

Carneiro²,

Dib³

2017

BASE

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Este é um artigo de acesso aberto, licenciado por Creative Commons Atribuição 4.0 Internacional (CC BY 4.0), sendo permitidas reprodução, adaptação e distribuição desde que o autor e a fonte originais sejam creditados. ABSTRACTThere is no agreement upon the set of dimensions to be used to categorize distinct types of retailers and, consequently, it is difficult to disentangle the particularities of the internationalization trajectories of specific types of retailers. In this article, we propose a taxonomy of the firms involved in international retailing and discuss the differences in the internationalization patterns of the retail business across the types of retailers. The data was collected from an extensive review of the literature on retail internationalization and from several secondary sources, such as a report of a research institute and retailers' websites, as well as from visits to stores. The proposed taxonomy identifies three distinct types: (i) traditional retailers, (e.g., Walmart, JCPenney), which distribute a varied array of third parties' brands, (ii) specialized branded retailers (e.g., Zara, H&M), which are exclusive distributors of their own brands, and (iii) direct branded retailers (e.g., Adidas, Louis Vuitton), firms that are brand manufacturers' that are also distributors of their brands, but in a non-exclusive manner, as such brands are also distributed through other retailers. This contingent view of retail internationalization helps overcome two week points this field has: (i) the pervasive research practice of employing mixed samples of distinct types of retailers; and (ii) the inadvertent focus on traditional retailers, such as supermarkets and department stores, as if they were representative of the population of international retailers as a whole, which contrasts with the noticeable increase in the international retail distribution of consumer products through monobranded stores.Keywords: retail internationalization, retailer types, taxonomy. RESUMOA literatura carece de uma identificação clara dos diferentes tipos de firmas envolvidas com atividades varejistas internacionais, dificultando a identificação das particularidades da traje-

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Section: Motivesmentioning

confidence: 99%

Uma visão contingencial da internacionalização do varejo: proposição de uma taxonomia e discussão dos desafios teóricos

Gomes¹,

Carneiro²,

Dib³

2017

BASE

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“…Clearly, it is public opinion that "makes the magician and creates the power he wields" (2012) on trademark law; Whitehead et al (2002) on magical practices in operating theatres; Stevens (2001) on alternative, and Farquar (1996) on Chinese medical practices; Johnson (2010) on the relation between magic, morals and health; and Hsiao (1994) on the marketization of health systems; Markus and Benjamin (1997) on information technology; Williams (1980) and McCreery (1995) on advertising; Arnould, Price and Otnes (1999) and St. James, Handelman and Taylor (2011) on marketing and consumption practices; Dion and Arnould (2011) on luxury goods; and Moeran (2015) on fashion and fashion magazines. This essay owes much to exchanges I have had over the past two years with Timothy de Waal Malefyt, with whom I am in the process of editing a book titled Magical Capitalism.…”

Section: Magical Systemsmentioning

confidence: 99%

Magical Capitalism

Moeran¹

2017

jba

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This essay looks at ways in which various branches of capitalist enterprise and their supporting mechanisms are often not as rational as they make themselves out to be, but operate instead according to magical premises. Magical thinking, as a mode of thought, creates or invokes extraordinary connections between things, people, organizations, and beliefs in order to understand, explain, influence, and occasionally predict, events. Magical practices involve magicians, magical rites, and magical representations -almost invariably working together to perform the overcoming of uncertainty. And uncertainty, in the sense of unpredictability, is what underpins government, business, and the economy. The essay makes use of seven scenarios -ranging from Davos and Brexit to GPS and Japanese manga -to illustrate how politicians, media, education, and various forms of cultural production make use of language, technologies, and images to perform magic in contemporary societies.

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“…Research from McKinsey and Co. supports this claim: 61% of luxury industry experts are afraid of damaging their brands when extending [Dauriz and Tochtermann, (2012), p.9]. In consequence, extending a luxury brand threatens its complex alchemy and legitimacy (Assouly, 2005) for which reason the greatest challenge is to create new products and concepts without loosing the brand's mythical aura of authenticity, uniqueness, craftsmanship and heritage (Dion and Arnould, 2011).…”

Section: Brand and Line Extension As A Means To Growth And Brand Devementioning

confidence: 99%

Brand and line extensions: an empirical study from the new age luxury industry

Som

Pape

2015

LRJ

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Brand and line extensions represent an essential vehicle for growth and are currently one of the most applied marketing strategies within the luxury sector. Though it has its advantages, there are several risks associated with pursuing such a strategy. Consequently, this paper attempts to understand the key success factors behind brand and line extension in the new era of luxury expansion. An integrative model of key success factors is proposed by combining current research with empirical findings obtained through an explorative and qualitative research design based on primary data from eight semi-structured interviews with managers from luxury brands. We identify five key success factors: 1) add value through originality; 2) stay at the level of the brand regarding price, quality, style and image; 3) create relevance to core business and be aligned with DNA; 4) stick to the vision of the founder; 5) assure consistency in brand identity and image.Keywords: brand and line extension; key success factors; new age luxury; luxury brand growth; the future of luxury; empirical study; qualitative research; institutional perspective.Reference to this paper should be made as follows: Som, A. and Pape, N. (2015) 'Brand and line extensions: an empirical study from the new age luxury

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Retail Luxury Strategy: Assembling Charisma through Art and Magic

Cited by 325 publications

References 57 publications

Uma visão contingencial da internacionalização do varejo: proposição de uma taxonomia e discussão dos desafios teóricos

Uma visão contingencial da internacionalização do varejo: proposição de uma taxonomia e discussão dos desafios teóricos

Magical Capitalism

Brand and line extensions: an empirical study from the new age luxury industry

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