Douglas Bryson

Luxury brands in emerging markets

PART I: BRAZIL 1. Understanding the Brazilian Luxury Consumer Claudio Diniz, Glyn Atwal and Douglas Bryson 2. Novel Luxury: Made in Brazil Jonas Hoffmann 3. The Cultural Construction of Brazilian Bodies and Status: A Socio-Semiotic Approach to Luxury Brands Nacima Ourahmoune, Bernardo Figueiredo and Pilar Rojas PART II: RUSSIA 4. Deciphering the Russian Puzzle: How History, Culture, and Demography Drive Luxury Consumption in Europes Largest Country Irina Kulikova and Frederic Godart 5. Identifying Distribution Options and Consumer Profiles in the Russian Luxury Market Daria Yadernaya 6. The Idiosyncrasies of Luxury Consumption in Russia Paul Sanders and Paulina Tsimakhovich PART III: INDIA 7. The Luxury Landscape in India: Consequences for the Wine Sector Kartik Dave, Glyn Atwal and Douglas Bryson 8. From Local Taste to Luxury Experience: Insights into Culinary Distinction Nilanjana Sinha, Himadri Roy Chaudhuri and Sitanath Mazumdar 9. Sugar and Spice: The Rise of the Indian Female Luxury Consumer Glyn Atwal, Soumya Jain and Douglas Bryson PART IV: CHINA 10. From China to the World: What Drives Chinas Taste for Luxury and what it means for Luxury Brands Frederic Godart and Yue Zhao 11. Hunting the Luxury Dragon: Following the Trail and Foreseeing the Path of Luxury Consumption in China Serena Rovai 12. Connecting with the Chinese Consumer Kunal Sinha 13. Luxury in China: The End of Bling Ben Cavender, Kevin Der Arslanian and Conlyn Chan 14. Luxury Brands and Deriving Fashion Meanings in an Advertising Context in Hong Kong Tommy Tse and Len Tiu Wright 15. China: Incubator of Luxurys New Business Models Michel Gutsatz PART V: NEW FRONTIER MARKETS 16. Towards a Definition of Authentic African Luxury: Luxe Ubuntu Swaady Martin-Leke and Elizabeth Ellis 17. Afro Luxe - The Meaning of Luxury in South Africa Inka Crosswaite 18. Going beyond Misconceptions: Avoiding Pitfalls on the Route to Sustainable Growth Douglas Bryson and Glyn Atwal

Towards the conceptualisation of the antecedents of extreme negative affect towards luxury brands

Purpose – The aim of this paper is to conceptualise the influences of extreme negative emotional response towards luxury brands as expressed in brand hate.Design/methodology/approach – The paper us ...

Going beyond Misconceptions: Avoiding Pitfalls on the Route to Sustainable Growth

Clearly, there is no singular blueprint for international luxury brands to succeed in emerging markets. Each luxury brand and each emerging market context presents its own idiosyncrasies. Since there is no one-size-fits-all approach, managers need to learn important lessons by studying the various emerging luxury brand markets. The experiences vicariously learnt can be used to develop effective contingency strategies as companies enter and expand into emerging and new frontier markets. Beyond the emerging markets covered in this book, new frontier markets in fast-growing economies such as Indonesia, Mexico, Turkey, Nigeria, South Africa, and Malaysia, offer international luxury brands potential sources of highly profitable growth.

The Communication Dilemma

In this fast media age, luxury brands face a paradox in how to communicate to the emerging class of luxury consumers in India. The dilemma facing luxury brand marketers is determining the optimal trade-off between accessibility and exclusivity. Do we target communication to the mass and aspirational consumers and risk losing some of the mystique and aura of luxury? Or do we favour the mystique of luxury and risk disconnecting with a potentially lucrative customer segment?

The Rise of the Indian Female Luxury Consumer

The Hindu religion comprises millions of female gods. Each goddess has her own identity, portraying various emotions and aspects of a woman, which can often surprise the Western eye. Let us take the example of Goddess Durga, who is portrayed riding a lion which represents power, will, and determination. This expression of dominance is in contrast to the femininity of the Goddess Lakshmi, who is a symbol of fortune, wealth, and prosperity.

The Super-Rich

This chapter examines the very affluent in China and India in order to profile this demographic segment and identify the often unconscious relationships these consumers have with luxury goods and services. It is from the insights developed in this chapter that international luxury marketers will be enabled to deliver competitive brand propositions at the very top of the wealth pyramid.

A Luxury Footprint

The rapid expansion of the burgeoning middle classes has transformed the dynamics of Chinese and Indian consumer society. It has also been declared that despite an increasingly challenging environment, China and India remain strategically important retail investment destinations for international luxury brands. The objective of this chapter is to identify factors within a broad strategic framework that will guide international luxury brands to develop a brand footprint in China and India. If luxury brands operating in China and India are to realize their true potential, luxury brand executives will need to ensure that a coherent and robust strategy has the flexibility to create long-term market success.

Learning from Mistakes

The objective of this chapter is to take a different perspective by examining selected brand failures in China and India. We outline the market failures of Paul Smith, Neiman Marcus and Asos in China. For India, we investigate the market failures of La Perla, Bulgari, Dunhill and Maserati. As a result, the chapter identifies valuable lessons from these market failures which will serve to supplement overall brand intelligence for marketers who are striving to unlock the potential of these two markets.

The Aspirational Rich

The objective of this chapter is to decode the ‘Aspirational Rich’ in China and India in order to understand which aspirations consumers might trade-off for more salient ones. The chapter provides a detailed profile of two broad consumer groups that are driven by either the aspiration to create or to recreate social boundaries. This, in turn, will also determine which tactics and strategies international luxury brands should consider in order to take advantage of a new and growing mass luxury market segment.

A New Reality

The chapter provides a background context of the luxury markets in China and India. China and India are at crossroads and are both entering a new era of development with significant implications for both strategic and tactical marketing planning. This chapter examines the opportunities and challenges that describe the predicament facing international luxury brands in both China and India.