This paper presents the results of qualitative research based on semi-structured interviews with CEO and Marketing managers among Swiss luxury watchmaking companies. We present the highlights on innovative business models and how it could create competitive advantage creation in the highly competitive Swiss luxury watchmaking industry.

Consumption of secondhand luxury goods is rapidly developing in China, but the market share of secondhand luxury goods in the overall luxury market is still below that of developing countries and the world’s average level. This study uses a multi-method approach to promote the increase of secondhand luxury goods consumption in China. First, a qualitative study was carried out to identify potential attitudes and barriers towards Chinese consumers’ consumption of secondhand luxury goods. Then, based on qualitative research results and prior studies, the barriers associated with purchasing secondhand luxury goods were identified as five categories of perceived risks. The research model was verified through quantitative research. The results demonstrated that perceived value of luxury goods was negatively affected by four types of perceived risk, but not by financial risk. In addition, perceived value positively affected purchase intention of secondhand luxury goods.

The current paper examines how parasocial interaction (PSI), imaginary and illusory relationships with fashion designers, enhances luxury consumers’ social media contributions. SEM results (Mplus 7.4) from an online survey with visual stimuli (n = 555) show that PSI with fashion designers increases opinion leadership and content production. Specifically, opinion leadership mediates the impact of PSI on user-generated content (UGC) creation, but not electronic word-of-mouth (eWOM). Luxury consumers only produce UGC when their leadership abilities are emboldened through PSI with fashion designers. Overall, these findings contribute to a growing body of digital luxury studies while helping luxury firms to counterbalance their legacies and brand awareness through social media.

Not only luxury brands, but also fast fashion brands such as ZARA and H&M have successfully opened flagship stores in prime locations such as Ginza, Tokyo. The market-entry strategy via flagship stores appears to be successful, as numerous companies have adopted it. However, for this strategy to work, it is important to consider and verify not only the place, but also the product, price, and promotion aspects. This study systematically investigates the flagship store strategy by comparing the strategies of luxury brands, represented by Chanel and Louis Vuitton, and those of SPA (Specialty store retailer of Private label Apparel) brands, represented by ZARA, developed by the Spanish Inditex Corporation.

Current forces of change such as the digital transformation, the increasing importance of service and experiential luxury, new customer groups with diverse cultural backgrounds and spending habits or rising expectations with regards to transparency and sustainability, force brands to rethink the way they do business. In some cases, this means quickly building up new capabilities, which often exist outside a company’s own organizational structure and cannot easily be developed or integrated. Luxury ecosystems are considered one way of dealing with the challenges of an ever more dynamic, fast-changing and multi- faceted environment. In luxury ecosystems, capabilities are built in collaboration with partners from the same or different industries that share a common vision. However, the ecosystem approach, especially when actively communicated to the outside world and made part of the brand’s DNA, partially stands in contrast to the more traditional notion of exclusivity and the luxury brand as a bounded, proprietary system shrouded in mystery. Based on a qualitative approach, including multiple case studies and interviews, this study examines the opportunities of an ecosystem mindset for Swiss luxury companies, explores different forms and identifies the success factors and limits of the concept.

The study builds and tests a framework investigating the determinants of customer engagement with luxury brands on social media platforms.

Counterfeit luxury is big business in China (Chen et al. 2018). The U.S. Chamber of Commerce estimates China to be the source of 86% of the world’s counterfeit luxury goods worth about $397bn (USCC 2016). Counterfeit luxury encompasses not only low quality replicas (Lai and Zaichkowsky 1999), but also high quality products that are appear almost identical to original brands. However, the price of high quality counterfeits amounts in many cases to only 10% of that of the originals (Geiger-Oneto et al. 2013). This makes high quality counterfeit luxury brands a major threat to established luxury brands. Luxury brand marketers, therefore, require a better understanding of what motivates target consumers to purchase either original or counterfeit luxury brands.