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.

Most of the luxury brands have flagship shops. In recent years, Fast fashion brands also have flagship shops. Both flagship shops are large store, situated in special place such as Ginza for brand-building. However, flagship shop importance is not only place and size but also Product, Price, Promotion. In this article, we investigate flagship shop strategy and the relationship between flagship shop strategy and brand building by case Uniqlo.

The purpose of this paper is to examine affluent consumers’ emotions and loyalty toward luxury fashion brands’ flagship stores. A total of 138 participants were recruited. The results show product quality and other customers’ behaviors are the two factors that can affect affluent customers’ positive and negative emotions.

털조장나무(Lindera sericea)는 남부지방에 자생하는 녹 나무과 생강나무속의 희귀식물로 무등산국립공원, 조계산 도립공원, 모악산 등에 제한적으로 분포한다. 본 연구의 목 적은 2013년 무등산국립공원의 깃대종으로 선정된 털조장 나무의 분포 및 서식 현황에 대한 기초자료를 확보하여 관 리 방안을 마련하기 위한 것이다. 2014년 3월부터 8월까지 토양 분석, 생육 동태 분석, 분 포 현황 및 식생 조사를 실시하였다. 털조장나무군락이 분 포하는 14개 지점에서 균등하게 3반복으로 토양을 채집한 후 음건하여 분석에 이용하였고, 분석 항목은 pH, 토양수분 함량, 유기물함량, 전기전도도, 전질소,, 토성이었다. 그 결 과 pH는 3.53∼4.44이고 평균 3.83으로 산성토양이었다. 토양수분함량은 23.56%∼71.85%로 평균 35.14%, 유기물 함량은 6.89%∼78.37%로 평균 28.25%, 전기전도도는 1,290us/cm∼3,640us/cm로 평균 2,530.79us/cm, 총질소는 1.25mg/g∼11.50mg/g로 평균 6.32mg/g였고, 토성은 극조 사(Very coarse sand)와 세사(Fine sand)가 각각 88.91%와 11.09%로 대부분을 차지하였다. 따라서 주로 토양수분함 량이 높고 비옥한 곳에 분포하는 것으로 나타났다. 3월 초부터 6월 말까지 고도가 549m인 무등산 지역과 345m인 무등산 동부 지역에 TPN(Timelapse Phenological Network) 카메라를 설치하여 생육 특성을 확인한 결과, 고 도가 높은 무등산 지역에서 개화는 12일, 개엽은 5일 늦게 진행되었으나 잎 성숙시기는 4일 빨리 진행되었다. 그러나 이것은 단기적인 결과로서 추후 기후변화 관련 지속적인 모니터링이 필요하다. 개화시기인 3월 중순부터 4월 중순까지 분포 조사를 실 시하였고 출현하는 모든 지점의 GPS 좌표를 수집하여 분포 도를 작성하였다. 또한 털조장나무군락의 분포 면적이 넓은 12개 지역에서 식물사회학적 조사방법에 따라 식생 조사를 실시하였다. 그 결과 털조장나무는 주로 고도가 200m∼ 800m인 산지 계곡의 전석지 주변에 골고루 분포하였으며, 생강나무가 분포하는 지역에서 혼생하고 있었다. 북동, 동 북, 서북, 북서 등 북사면에 85.9%로 가장 많이 분포하였다. 사면의 상부 및 하부의 소나무군락, 사면 상부 및 중부의 신갈나무군락, 사면 중부의 굴참나무군락, 계곡부의 졸참나 무-느티나무군락 등의 관목층에 분포하였다. 식생 군락에 대한 분포 특이성이 없었고, 무등산 전역에 폭 넓게 분포하 며 생육 상태도 양호하였다. 따라서 인위적인 교란이 발생 하지 않는다면 현재 상태가 유지될 것으로 판단된다.

Luxury retailers are said to be leading the way with investment in instore technology (Patel 2013). As consumer decision making has shifted from the rational to the emotional and experiential (Kim et al., 2009), luxury fashion retailers are increasingly investing in experiential retailing to provide a differentiated retail experience and encourage consumers to dwell and consume. However, although academic research has identified the increasingly important role of technology in consumers’ lives (Gilmore and Pine, 2002; Kim et al., 2009; Srinivasan and Srivastava, 2010), there is a lack of research on technology implementation in the luxury context; on how it could be conceived and what beneficial effects it would have on the shopping experience. The aim of this research to explore the adoption of in-store technology within the luxury retail store environment with respect to the motives and methods employed. Motives include the proliferation of e-commerce, the showrooming concept, to increase dwell time and spend instore, to enhance the level of interaction with customers and also that in-store technology can be a PR generator. There are three main methods that luxury brands have been using technology in their flagship stores and these are functional, inspirational and experiential.

Purpose The current rapid growth of internet-based commerce is putting pressure on brick-and-mortar retail outlets due to an urge to redefine the role of store spaces from sales channel to, among others, a branding instrument (Hines & Bruce 2008, Nobbs et al 2013). Differentiation in the fashion business being mostly based on non-tangible, emotional, produt attributes, fashion brands recognise the importance of offering a three dimensional environment in order for people to ‘experience’ the brand (WGSN 2014, Lea-Greenwood 2013, Easey 2008). The increased amount of flagship and (or) concept stores must be understood in this context. However, given the need for a clearly identifiable brand identity, one could argue that, depending on a brand’s idiosyncratic identity, sometimes a flagship store might be superfluous, or else it should present different features and chatracteristics. So for instance the introduction of what are commonly know as ‘third spaces’ in stores goes at the expense of space where garmets could be stocked, and thus impacts an important metric like turnover per square meter. Hence, in the context of flagship stores, the questions arise of 1) should every fashion brand have a flagship store? or else: 2) given that a brand has a flagship store: is there a relationship between its symbolic value some flagship store’s characteristics? Design/Methodology The methodological stance in this paper is mainly interpretative, as we aim at a richer understanding of the relationship between branding and retailing. At first a large number of qualitative data (22 interviews and 678 store observations) have been collected about characteristics of flagship stores around the globe. Afterwards the brands, owners of the stores, have been classified according to their Glue Value, i.e. according to the benefits that the symbolic value of the brand implies. We have then looked for a corrispondence between the store features and the brand that would reflect the Glue Value dimension. Findings We have found partial evidence of a correspondence between the glue value of a brand and its flagship store’s characteristics. We hypothesise this might be due to two main reasons 1) brands with a lower glue value tend to profile emotional rather than functional values, and attempt to portray that in a store with mixed results (literally). Secondly it is clear that the location and ownership of the store has a major impact on the need to fulfill ‘harder’short term financial goals (like e.g. turnover per square meter). Limitations One main limitation in this study is the self-selection bias. As normally brands with a higher glue value feel the need for a flagship store , the data could be richer and results more valid if we did include data from a wider range of store typologies. Social/Managerial implications The outcomes suggest that brand owners are seldom aware of the longer-term strategic function of their stores. Especially given the growth of internet based transactions, we offer a framewokr for brand owners to rethink the role of their stores in the context of their branding strategy. Also we suggest that, as with strategy (cfr Michael Porter) making a unique and definitive choice about the role and function of a store is increasingly important for the perception of a brand’s identity. Originality To our knowledge som eauthors suggest a relation between branding and distribution strategy, but little work has been done that tends to infer a relationship between a brand’s characteristics and the physical characteristics of its retail outlets.