Aniket Sengupta, Scarlett Wesley, RayeCarol Cavender and Min Young Lee
The purpose of this study is to analyze two global brands (i.e. Benetton and Tommy Hilfiger) and one Indian brand (i.e. Wills Lifestyle) in terms of general brand impression…
Abstract
Purpose
The purpose of this study is to analyze two global brands (i.e. Benetton and Tommy Hilfiger) and one Indian brand (i.e. Wills Lifestyle) in terms of general brand impression, brand specific associations and brand commitment. In addition, the study investigates how the regional differences in India and Indian consumers' affinity towards global brands influence the consumer-brand relationships.
Design/methodology/approach
The research framework has been developed based on consumer-brand relationship theory. The consumer–brand relationship is an important indicator of the success of brands, especially when brands attempt to expand to other markets (Roper and Parker, 2006; Bastos and Levy, 2012). Three brand types were chosen for this study. The choice of the US global brand is Tommy Hilfiger, the European global brand is United Colors of Benetton, and the Indian domestic brand is Wills Lifestyle. The study utilized a repeated measure (split-plot) design involving more than two independent groups. A split-plot analysis of variance analyses a design in which a repeated measure (i.e. within subjects) factor is crossed with a between-subjects (i.e. treatment variable) factor.
Findings
The results confirm the importance of global brands over local brands in the Indian apparel consumer market. This study also examined how Indian consumers' affinity for global brands influences their evaluation of the global brands and the local Indian brands.
Originality/value
The study expands the literature on Indian consumer brand preferences through the investigation of three brands. The theoretical background of the study is the consumer-brand relationship theory that explains the importance of consumer–brand relationship when brands attempt to expand to other markets.
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RayeCarol Cavender and Doris H. Kincade
The purpose of this paper is to develop a luxury brand management (LBM) framework that accounts for the changing luxury environment (i.e. heterogeneous consumer populations…
Abstract
Purpose
The purpose of this paper is to develop a luxury brand management (LBM) framework that accounts for the changing luxury environment (i.e. heterogeneous consumer populations, operations within markets of varying maturity, need for seamless customer experiences, and Omni-channel retailing). Framework set within this new luxury business environment and environmental phenomena unique to the fashion industry (i.e. fashion adoption, zeitgeist).
Design/methodology/approach
Case study of leading luxury conglomerate, Louis Vuitton Möet Hennessy (LVMH), combined with in-depth historical review of luxury industry. Primary and secondary data sources yielded thick descriptions of brands in LVMH portfolio and larger luxury industry, in which conglomerate is the predominant organizational structure. Content analysis of data-tracked relationships and emergent patterns. Recontextualization techniques were employed to identify key dimensions of brand management operations for sample company and further explicated indicators, sub-variables, and measurements. Macro and micro dimensions were combined for the final framework.
Findings
Findings revealed a LBM framework with specific dimensions at the micro or company level that are combined with variables and indicators in the macro-business environment. Strategic management response was also identified as a tool companies can use to synthesize brand management strategies throughout company and remain adaptive to environment.
Originality/value
Contributes to company-based luxury research. Holistic findings; framework was constructed from the micro-company level within a macro-environmental context, increasing its relevancy for firms. Potential to be employed in strategic brand management decisions of luxury companies, regardless of their corporate structure, size, or age.
Details
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RayeCarol Cavender and Doris H. Kincade
The purpose of this paper is to develop industry specific operational definitions for marketing dimensions and sub-variables in the luxury goods industry that will contribute to…
Abstract
Purpose
The purpose of this paper is to develop industry specific operational definitions for marketing dimensions and sub-variables in the luxury goods industry that will contribute to the growing body of company-based research on luxury brand management.
Design/methodology/approach
Case study of a leading luxury goods conglomerate provides operational definitions and insight into best practices for management of a luxury goods brand through an in-depth historical review and analysis of variables, measures, relationships, and patterns that emerged throughout the study of the sample company.
Findings
Successes and failures of brand management for the sample company for the umbrella variables of brand strategy, growth trade-offs, and strategic planning, and their associated sub-variables, were identified in the review of literature and were analyzed, adapted, and enumerated according to findings from the case study.
Research limitations/implications
Results limited to the study of one sample company. Common themes were identified in the management of a luxury brand that can be used by researchers to study other luxury companies.
Practical implications
Variables and measures for luxury brand management were identified throughout the review of literature and verified throughout the case study as being instrumental in brand management success of a leading luxury goods conglomerate and may be relevant to other luxury companies aiming to hone their brand management strategies.
Originality/value
Luxury goods research is increasing in prominence, but the majority of this research is consumer-based. This research contributes to the growing body of company-based luxury research.