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The Business
of Luxury
How it works –
where it leads
Luxury as a Business
Luxury is a fascinating
phenomenon, but also
a specialized business
and an important eco-
nomic factor.
The global business of
luxury has grown subs-
tantially in recent de-
cades, and it plays by
its own rules, many of
them contrary to the
ones that govern the
mass market.
Growing Markets
Despite a number of global economic
downturns, overall growth rates for luxury
goods have been quite impressive,
especially in emerging markets such as
Brazil, Russia, India, and China.
Growing Markets
While European countries and the
Americas currently still account for more
than 60 % of global luxury sales, the
market share of Asia has doubled during
the past six years and continues to
grow rapidly.
Growing Markets
Chinese consumers alone account for
20 to 25 % of global luxury sales.
77
85 92 96
108
128 133 133 128
136
147
159
170 167
153
173
192
212 217
Market value
in billion euros
0
50
100
150
200
250
95Year 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13
Value of the Personal luxury Goods Market
Worldwide from 1995 to 2013 (in Billion euro)
Figure 1: Bain & Company, Altagamma, © Statista 2014
Luxury Goods Market
Source: Bain & Company, Altagamma, © Statista 2014
Value of the Personal Luxury Goods Market
Worldwide from 1995 to 2013 (in Billion Euro)
Major Trends
While many wellknown luxury
companies base their success on
tradition, another important factor
in longterm growth is innovation
and responsiveness to changing
circumstances.
1
Major Trends
2
A major trend that is having an impact
on many luxury players is the shift
from material to experiential luxury in
maturing markets.
Major Trends
3
Currently, more than half of all luxury
purchases are nonmaterial in nature
and the sector is growing fast.
Major Trends
4Another phenomenon changing
the way luxury is perceived, sold,
and purchased is the Internet.
Driving forces behind this and other
trends are changing demographics,
consumption patterns, values,
as well as the tastes and habits
of Generation Y.
Luxury Goods Online
Luxury brands are reluctant to
use online platforms because
luxury is considered an identity
and a philosophy that evokes
uniqueness and exclusivity.
However, online platforms can
still permit direct interaction
between consumers and luxury
brands while creating emotional
and social values.
Several luxury brands now use
online platforms very success-
fully for their communication
activities.
As a result, a good number of
authors argue that online chan-
nels are not appropriate for
luxury brands because of the
absence of personal contact,
an ability to have a brand expe-
rience, and its wide accessibility.
In The Business of Luxury the contents
of this presentation are further expanded.
http://vdf.ch/the-business-of-luxury.html
Would you like
to know more?
What you will learn:
1. about the historical roots and the conceptual basis of luxury;
2. how the global luxury market is structured in terms of
industries and countries;
3. what major trends will shape the business of luxury in
future years;
4. about luxury in the online world and the specifics of
computermediated communication;
5. what the transition from product to service and experience
focus mean for luxury companies and what they can learn
from small niche players.
© 2017, vdf Hochschulverlag AG an der ETH Zürich. All rights reserved.We’re looking forward to your feedback: verlag@vdf.ethz.ch
Fabio Duma, Christine Hallier Willi, Cary Steinmann
2014, 62 pages, ISBN 978-3-7281-3662-6
vdf Hochschulverlag AG an der ETH Zürich
02 The Business
of Luxury
Fabio Duma, M.A. HSG
Prof. Christine Hallier Willi, PhD
Prof. Cary Steinmann, PhD

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The Business of Luxury

  • 1. The Business of Luxury How it works – where it leads
  • 2. Luxury as a Business Luxury is a fascinating phenomenon, but also a specialized business and an important eco- nomic factor. The global business of luxury has grown subs- tantially in recent de- cades, and it plays by its own rules, many of them contrary to the ones that govern the mass market.
  • 3. Growing Markets Despite a number of global economic downturns, overall growth rates for luxury goods have been quite impressive, especially in emerging markets such as Brazil, Russia, India, and China.
  • 4. Growing Markets While European countries and the Americas currently still account for more than 60 % of global luxury sales, the market share of Asia has doubled during the past six years and continues to grow rapidly.
  • 5. Growing Markets Chinese consumers alone account for 20 to 25 % of global luxury sales.
  • 6. 77 85 92 96 108 128 133 133 128 136 147 159 170 167 153 173 192 212 217 Market value in billion euros 0 50 100 150 200 250 95Year 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 Value of the Personal luxury Goods Market Worldwide from 1995 to 2013 (in Billion euro) Figure 1: Bain & Company, Altagamma, © Statista 2014 Luxury Goods Market Source: Bain & Company, Altagamma, © Statista 2014 Value of the Personal Luxury Goods Market Worldwide from 1995 to 2013 (in Billion Euro)
  • 7. Major Trends While many wellknown luxury companies base their success on tradition, another important factor in longterm growth is innovation and responsiveness to changing circumstances. 1
  • 8. Major Trends 2 A major trend that is having an impact on many luxury players is the shift from material to experiential luxury in maturing markets.
  • 9. Major Trends 3 Currently, more than half of all luxury purchases are nonmaterial in nature and the sector is growing fast.
  • 10. Major Trends 4Another phenomenon changing the way luxury is perceived, sold, and purchased is the Internet. Driving forces behind this and other trends are changing demographics, consumption patterns, values, as well as the tastes and habits of Generation Y.
  • 11. Luxury Goods Online Luxury brands are reluctant to use online platforms because luxury is considered an identity and a philosophy that evokes uniqueness and exclusivity. However, online platforms can still permit direct interaction between consumers and luxury brands while creating emotional and social values. Several luxury brands now use online platforms very success- fully for their communication activities. As a result, a good number of authors argue that online chan- nels are not appropriate for luxury brands because of the absence of personal contact, an ability to have a brand expe- rience, and its wide accessibility.
  • 12. In The Business of Luxury the contents of this presentation are further expanded. http://vdf.ch/the-business-of-luxury.html Would you like to know more? What you will learn: 1. about the historical roots and the conceptual basis of luxury; 2. how the global luxury market is structured in terms of industries and countries; 3. what major trends will shape the business of luxury in future years; 4. about luxury in the online world and the specifics of computermediated communication; 5. what the transition from product to service and experience focus mean for luxury companies and what they can learn from small niche players. © 2017, vdf Hochschulverlag AG an der ETH Zürich. All rights reserved.We’re looking forward to your feedback: verlag@vdf.ethz.ch Fabio Duma, Christine Hallier Willi, Cary Steinmann 2014, 62 pages, ISBN 978-3-7281-3662-6 vdf Hochschulverlag AG an der ETH Zürich 02 The Business of Luxury Fabio Duma, M.A. HSG Prof. Christine Hallier Willi, PhD Prof. Cary Steinmann, PhD