Increasing attention has been paid to marketing and consumer behavior of luxury industry but research into value creation network and operational mechanisms is very limited. This study focuses on two aspects of the luxury industry: luxury brand and value chain, to inform a comprehensive understanding of the value creation process for high value added brands. In luxury industry, the key elements that create and deliver value are brand, design and research, production, distribution, and retail. A clear brand identity is found as the first step of this value chain, which influences the choices of all other activities. Luxury goods companies will align all the activities in line with brand identity to deliver consistent tangible and intangible values to end users. Furthermore, a luxury value chain is a holistic network with strong coordination among its elements. A combined approach of case study and secondary data collection is pursued. A sample of 9 luxury companies within 6 selected industries is investigated. Data is qualitatively collected via semi-structured interviews, document analysis, and observations as a triangulation approach for the purpose of ensuring the reliability of the research data. Multiple interviews of the general manager, industrial manager, brand/communication manager, creative director, and store manager are conducted in each company to achieve a broader perspective and also make data triangulation procedures possible. This research contributes to the luxury brands management as well as value chain concept. It discusses the value creation network and operational mechanism from a less explored corporate perspective. It unveils a secretive existence of brand in value generation process and further establishes a model to amplify the relationship between each activity in the value chain. Also, it expands the research of value chain into luxury industry. It argues that a supply leading value chain can also command a premium rather than the customer-centric value chain discussed by most researchers recently. It also provides valuable insights for companies who want to have a high-end market position. It shows that the widely adopted luxury strategy invented mainly by French and Italian companies employs fundamentally different rules from those of fast-moving consumer goods in mass market. In short, a luxury strategy is different in nature, not in level.

• Pierre Xiao Lu(Fudan University, China)
• Wenwen Zhao(University of Cambridge, UK)
• Yongjiang Shi(University of Cambridge, UK)