Luxury Goods: Where is the Runway Headed?

Few industries face more uncertainty over the next couple of years than the $225B luxury goods business.  This recession has pummeled luxury sectors – designer apparel, exotic cars, watches & jewelry etc – with some brands recording 30% revenue declines. Increasingly, consumers have become more fickle and demanding as they have become more globally fragmented.   With many pundits forecasting a slow and uneven economic recovery, and in some cases a permanent retreat in consumer demand (at least in North America and Europe), the industry faces some major challenges.  Over the next year, how can luxury firms rebuild revenues, profits and brand equity?

Remain true to your brand essence

Luxury franchises must stick to their knitting if they want to survive and prosper. Major global brands such as Louis Vuitton, Hermes and Mercedes have demonstrated that luxury brands can grow during recessions by maintaining an emphasis on core values like quality, exclusivity and image. Firms should be very careful before they reduce investment and focus on design, marketing and merchandising.  Companies should also resist the temptation of short-term, volume-driven revenue expansion by rashly shifting core brands laterally or down market.  For one thing, strong core brands can provide a powerful halo over secondary or mid-tier brands within the same corporate portfolio. Also, the decline of Pierre Cardin in the 1980s still serves as an example of how to ruin a premium brand by repositioning it downward through excessive licensing and over-distribution.

Tailor offering to key segments

New market realities require a two-pronged strategy tailored to the challenges of each major consumer segment.  Firstly, brands need to reengage with aspirational, middle-income buyers who during good times emerged as the major drivers (between 60-70%) of revenue. The recession saw a significant decline in demand from this group with many buyers likely never to return to the sector.  Reacquiring aspirationals will be difficult given a newfound caution rooted in employment anxiety and high levels of personal debt.  Firms will need to refine their marketing tactics and products mixes to improve perceived value, while avoiding marquee brand cannibalization and dangerous price discounting.   Additionally, there are significant opportunities for luxury brands to drive differentiation and value through enhanced Web capabilities, brand communities and integrated on & offline customer experiences.  Burberry, BMW and Calvin Klein serve as good models of how to target different segments with multi-brand strategies.

Secondly, companies can not afford to take their core wealthy consumer base for granted.  This segment is a major revenue pool and serves as a key influencer for aspirational buyers.  Should a product’s brand image wane in terms of cache, quality and exclusivity, wealthy consumers could quickly migrate to a competitive luxury brand, with aspirational consumers not far behind. To increase wealthy consumer loyalty, companies should reinforce their premium brands via strategic pricing management, limited supply and enhanced design & quality.

Optimize the supply chain

The emergence of web-enabled supply chain management combined with global shifts in customer demand have created a unique opportunity for luxury firms to reengineer their product supply chains in order to reduce cost, improve flexibility and minimize design times.  For example, luxury companies could consider following other manufacturers and locate some product design, merchandising and marketing operations in high growth markets like China and India.  As well, some brand portfolios like Armani and Gucci that compete in many categories (e.g., apparel, sunglasses and fragrances) could benefit from portfolio rationalization of duplicative or low volume products.

For more information on our services and work, please visit the Quanta Consulting Inc. web site.


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