Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Development
How Are Futures Represented In
Luxury Brand Development?
Masters Thesis Compiled For The Completion Of
The Degree Master Of Arts In Future Studies
Institution: Freie Universitt Berlin
Weinbergsweg 2
D - 10119 Berlin
Email: max.doe@icloud.com
Tel: +49 (0) 176 679 28373
Table Of Contents
Introduction
Research Question
Methodology
10
Section 1 - Background
10
10
10
11
11
11
Section 1 - Background
12
12
14
Futures Management
16
Selected Works
17
18
Context
18
20
21
21
22
22
23
23
23
24
27
30
35
38
41
42
43
46
Methodology
46
Diversity
46
Similarity
47
Moving Forward
47
48
48
Planning
48
Time Frames
49
Aims
49
Perspective
50
Methods
50
50
52
25
26
28
29
30
32
33
33
34
36
37
39
40
44
Introduction
This research thesis has been compiled as part of the syllabus of course work for the
successful completion of the master of arts degree in future studies at the Freie
Universitt Berlin, in Germany. The thesis was submitted on February 27th, 2015 to the
assessors Dr. Christian Neuhaus & Wolfgang Mller-Pietralla for review. The research
in this thesis was conducted by Maximilian Drner, and represents work only conducted
by himself without the assistance of other or any form of collaborative effort.
This thesis is a literary investigation which delves into the thematic of futures and their
prevalence in literature adhering to the specific disciplinary field of luxury brand
management, focusing on brand development literature in this field of study. An
analytical semiotic framework designed for this task of literary analysis is utilised for the
research task at hand.
Luxury brand management is widely seen as a sub-field of brand management and
business management, which in turn are categorical fields usually associated with the
academic and economic practices of business administration. For the purpose of this
thesis, management shall be defined as The intentional steering and shaping of
organisational occurrences. The function of management pertains in this to the
sustenance of the prerequisites for the continuation of organisational communication
and operation within circumstances and environments critical to the organisations
continued operation. (Translated & Paraphrased from Neuhaus, 2009)
While this definition of management does not include a developmental perspective, it
does serve to highlight the task of controlled and formative engagement in any task
relating to theory or practice that deals with the active management administration of
any organisation, particularly a business. And as luxury brand development is inherently
a management task pertaining to luxury business development as a whole, that requires
exactly this form of steering and shaping, coupled to a certain extent to future or
futures-oriented perspectives, this working definition of management serves as a
dynamic point of entry into the subject matter researched here.
The second definition essential to the understanding of the subject under scrutiny in this
thesis is that of a brand. Whilst definitions abound, for the purpose of this study a brand
shall be defined from a semiotics perspective which denotes that brands are systems of
meaning (Chevalier & Mazzanolo 2012)i.
i
Chevalier & Mazzalovo (2012), Luxury Brand Management: A world of Privilege. ISBN:
978 0 4708 2326 2, John Wiley & Sons Singapore Pte. Ltd. Pg. 177
Page 1 of 52
While this may seem like a broad perspective, as many different sets of semiotic
signifiers may be seen as systems of meaning, this definition lends itself as a basis for
reiteration. A brand, as a system of meaning, constructed from a multitude of real or
perceived visual, textual, historical and synthetic signifiers, is a system organisationally
created as a commercially viable manner of creating a meaning beyond products or
services themselves. A brand is thus the system of meaning constructed by a particular
commercial actor or organisation around a particular product, product group, service or
service offerings.
Luxury brand development is then the practice focused upon the inception, analysis &
effective strategic management of a life cycle of any given brand. This life cycle refers
to the construction of any brand and its meaningful presence from inception to
consistent prevalence or decline in the minds of individual persons and the economic
market at large. As Chevalier & Mazzanolo denote, A brands history comprises phases
of strong expansion alternating with phases of relative stagnation, and perhaps rapid
decline.ii (Chevalier & Mazzanolo, 2012). This insight does not render much of the
complexity involved in managing, or the actual nature of a brand, it does however
indicate the temporally bound quality of a brand. It indicates that brand management, in
particular the management & development of a luxury brand as a meaningful construct
of signifiers to be read and understood by individual persons is a long-term endeavour.
Thus it will deal, in some form or another, with questions of planning, timeframes, aims
and controls in order flourish and develop.
This proposition is the basis for the tenor this study takes, and its subject of analysis. If
luxury brand development is concerned with a temporally dispersed subject matter &
tasking, which represents future, futures or futures-oriented themes, the research thesis
at hand will try to isolate and analyse these forms of literary discourses and methods. As
no plausible set of analytical tools for identification of the subject matter of futures &
futures-oriented themes could be found amongst future studies methodological
frameworks and available literature, this study also sets out to provision future enquirers
into the subject matter of representations of futures & futures-oriented themes across
any field with the basis for an analytical semiotic framework to employ. The main pretext
of this investigation was, however, a perceived lack of formalised discourse surrounding
futures & futures-oriented discourse in the field of luxury brand development, particularly
in the luxury fashion brand development area, denoted by the author of this study whilst
actively working in aforesaid field over several years.
ii
Chevalier & Mazzalovo (2012), Luxury Brand Management: A world of Privilege. ISBN:
978 0 4708 2326 2, John Wiley & Sons Singapore Pte. Ltd. Pg. 139
Page 2 of 52
Thus, the semiotic framework employed in this study has been constructed as way of
bridging the methodological gap for such literary analysis as well as discerning the
status quo of futures & futures-oriented themes and discourse in the area of luxury
brand development.
Research Question
The question posed for this thesis is a simple enquiry into particular, futures-oriented
aspects of luxury brand development, focusing upon literary representations of the
subject matter:
How are futures represented in luxury brand development?
As defined, the question deals with the representation or representations of the future or
futures in the particular field of organisational developmental management literature
pertaining to the steering and shaping of a brand as a constructed system of meanings,
bought into being and communicated through signifiers that aim to project said
constructed meanings to potential consumers, and individual persons at large, within
what is defined as the luxury segment in the economic & academic sphere of luxury
brand management, with particular focus upon the subject of luxury brand development.
This question is also the catalyst for the construction of an adequate analytical
framework, based on semiotic analytics, and a consequent in-depth literary inquiry of
literature pertaining to the field of luxury brand management, isolating only information
that relates in some manner to the particular area of luxury brand development. With an
excess of forty-five volumes initially collected, the seven most recent & relevant to luxury
brand management have been selected for use in this thesis as a point of reference for
the following discourse dealing with the literary inquiry based upon the research
question.
These findings are then corroborated and reflected upon to determine the status quo of
futures representation in luxury brand development at large. These are then compared
with the prevalent treatment of futures-oriented themes in the field of futures
management, to gain an understanding of possible advances and short-fallings of
futures in luxury brand development.
Page 3 of 52
applied.
Through this investigative determination of the status quo, and a critical analysis of the
subject matter of the representation of futures in luxury brand management, and the
consequent comparative analysis of these findings with current insights rendered by the
academic and practiced field of futures management, this investigation hopes to be
relevant by shedding some light on possible areas of methodological competence,
deficit and oversight. Beyond this, this study will also explore relevant avenues of
possible methodological adaptation or synergy from futures management to the field of
luxury brand development. This understanding could serve future enquirers as a basis
for further research into the possible development of futures or futures-oriented theories
& tools for the field of luxury brand development, based upon existent knowledge
harboured by the discipline of futures management, and future studies at large.
Page 4 of 52
Page 5 of 52
Methodology
Step 1 - Subject Determination
The primary step to approaching this investigation was the determination of the research
matter, outlining of the relevant research question How are futures represented in luxury
brand development? and the setting out of the approach, namely a literary investigation
into the subject matter selected.
iii
Chevalier & Mazzalovo (2012), Luxury Brand Management: A world of Privilege. ISBN:
978 0 4708 2326 2, John Wiley & Sons Singapore Pte. Ltd.
Page 6 of 52
- Luxury World - The Past, Present And Future Of Luxury Brands by Tungate (Kogan
Page, 2009)iv
- Luxury Strategy In Action by Hoffman, Coste-Maniere et. al (Palgrave Macmillan,
2012)v
- The Luxury Strategy - Break The Rules Of Marketing To Build Luxury Brands (second
edition) by Kapferer & Bastien (Kogan Page, 2012)vi
- Luxury Talent Management - Leading And Managing A Luxury Brand by Gutsatz &
Gilles (Palgrave Macmillan, 2013)vii
viiiGlobal
iv
Tungate (2009), Luxury World: The past, present and future of luxury brands. ISBN:
978 0 7494 5263 6, Kogan Page Limited 2009.
v
Hoffman & Coste-Maniere et. al (2012), Luxury Strategy In Action. ISBN: 978 0 2303
5454 8, Palgrave Macmillan 2012.
vi
Kapferer & Bastien (2012), The Luxury Strategy - Break The Rules Of Marketing To
Build Luxury Brands (2nd Ed.). ISBN: 978 0 7494 6491 2 Kogan Page Limited 2012.
vii
Gutsatz & Gilles (2013), Luxury Talent Management - Leading And Managing A Luxury
Brand. ISBN: 978 1 1372 7055 5, Palgrave Macmillan, 2013.
viii
Hoffman & Coste-Maniere et. al (2013), Global Luxury Trends - Innovative Strategies
For Emerging Markets. ISBN: 978 1 1372 8738 0, Palgrave Macmillan 2013.
ix
Pucci-Sisti Maisonrouge (2013), The Luxury Alchemist. ISBN: 978 1 6142 8150 4
Assouline 2013.
Page 7 of 52
and qualitatively relevant results are sought over the reference to quantitative scope in
order to test the analytic semiotic framework employed.
Page 8 of 52
Page 9 of 52
Section 1 - Background
To allow for a better understanding of the subject matter at hand, a short contextual
outline has been provided. This outlines the contextual, not historical, relevance of both
the subject of luxury brand development and the field of futures management to this
study. The section also provides background information on the selection of literary
works analysed from the field of luxury brand management, focused on luxury brand
development.
Page 10 of 52
Page 11 of 52
Section 1 - Background
The Scientific Context
As far as research by academics and professional in the field of future studies or futures
management into the subject matter of futures in other segments is concerned, there is
a wide range of research that has been conducted.
Whilst, in most cases, this research has taken a narrative, explorative or even normative
approach to discerning particular aspects of futures and futures-oriented themes that
prevail in the particular fields of study, such as the future of the economy, of
education, of mobility (Popp et. al, 2012)x, such complex endeavours are constantly
scientifically unfounded, as Popp denotes. Scientific inquiry requires the prerequisite of
imitability and results that may be synthesised identically in order to prove their validity.
He rightly raises the concern that ..serious future studies proponents should solely
reserve their efforts for that which may be know about futures, and should focus their
efforts as proponents of future-oriented researchers of the present (paraphrased
from Popp et. al, 2012)xi. For the most part, future studies engagement with other fields
of study has been concerned with the studied fields perceived possible, probable,
plausible and desirable futures, perspective formalised in future studies. These are not
exclusive, and sometimes include surprising futures or other perceived options.xii
These engagements, and their relevant insights gained are the basis of the perspective
this study takes, which is also concerned with an aforesaid form of futures-oriented
research of the present, not in a classical future studies sense, but in the sense that the
subject matter pertains to future, futures or futures-orientation. The present being
explored is the status quo of futures in seminal literature of recent years pertaining to the
field of luxury brand development, itself not a scientific field, but one that may be studied
by reproducible and imitable standards, with methods that are coherent and may lend
the same results by whomever initiated researcher they may be applied by.
Translated from R. Popp (Hrsg.) (2012), Zukunft und Wissenschaft. ISBN: 978 3 642
28954 5, Springer-Verlag Berlin Heidelberg 2012. Pg. 20.
xi
Translated from R. Popp (Hrsg.) (2012), Zukunft und Wissenschaft, ISBN: 978 3 642
28954 5, Springer-Verlag Berlin Heidelberg 2012. Pg. 21.
xii
Translated from Micic (2013) Die 5 Zukunftsbrillen: So werden sie zum Vordenker (3.
Ed.). ISBN: 978 3 8693 6555 8. GABAL Verlag GmbH 2013. Pg 42 - 46
Page 12 of 52
This study is not, however, primarily concerned with the probable, possible, plausible or
desirable future or futures of the field of luxury brand development itself. The study at
hand focuses more specifically on the status quo of the subject of futures & futuresoriented practice in said field, thus looking at another disciplines representations of the
subject matter of futures within its own literature. Thus, this study, while laying no claim
to scientific absolutes, may lay reasonable claim to scientific foundations in terms of
reproducible methods and results, comprehensibility and a subject matter that may be
fully explored at any time of study.xiii
In order to gain any specific insights regarding the representations of futures in luxury
brand development a theoretical base must be established for these representations.
The most effective formalised format for this research study may be adopted from
futures management. As stated by Neuhaus, every engagement with futures is
intrinsically linked to the development or reworking of futures representations of future or
futures. Futures representations (we will opt for the plural for the remainder of this study,
due to the individuals ability to conceive multiple instances of possible outcomes of
futures to come) are meaningful representations that are created, exist and represent in
the consciousness and memory, as well as in the communication, organisation and
other social systems, events or developments that lay in the future. Futures
representations are thus one of the forms in which social systems and individuals
construct their own meaningful perceptions of time, consisting of each of their current
pasts, presents and futures, constantly adapted. Thus, futures representations represent
the futures in the present.xiv (Neuhaus, 2010) This conception of futures representations
complimentarily builds upon the earlier insights rendered by Popp concerning the nature
of futures and their temporal, knowable and morphological place in time and perception.
Allusions are made as to possible explorative and normative future developments of the
place the subject of futures & futures-oriented themes may take in the field of luxury
brand development, but this thesis lays no claim as to scientific accuracy or relevance of
these explorative & normative allusions, as this would jeopardise the research which is
inherent herein, concerning the current state of affairs, not those of possible, probable,
plausible or desirable futures in the field of luxury brand development.
xiii
Translated from R. Popp (Hrsg.) (2012), Zukunft und Wissenschaft. ISBN: 978 3 642
28954 5, Springer-Verlag Berlin Heidelberg 2012. Pg. 21.
xiv
Paraphrased & Translated from Neuhaus (2010) Zukunftsbilder Als Medium Von
Zukunft, based upon Neuhaus (2007) Zukunft im Management - Orientierungen fr das
Management von Ungewissheit in strategischen Prozessen. ISBN: 978 3 5407 8564 4,
Springer-Verlag Berlin Heidelberg 2009. Pg. 2
Page 13 of 52
This study looks to supply and employ tools to determine the state of present futures
representations in the literature pertaining to, not an answer to the question of, futures
that are to come in the field of luxury brand development.
xv
Alleres (1990), Luxe: Strategie, Maketing. ISBN: 978 2 7178 1824 6, Economica
1990.
xvi
Page 14 of 52
possible other influential social, cultural and economic circumstances that may effect an
individuals perception of luxury.xvii
This sector, dominated by global fashion entities such as Chanel, Louis Vuitton &
Hermes, as well as automotive brands such as Bentley, Rolls Royce and some might
even argue segments of Mercedes-Benz or BMW, amongst a variety of other exclusive
brands from different industries such as Moet in Champagne or Hennessy in Cognac,
or Wally in luxury yachts, is as diverse as it is hard to define. Specifically, this industries
brands deal in a products that are, by a large segment of the population, deemed as
more exclusive than other brands, either due to their pricing, availability, product
placement or historical heritage.
Luxury brand development, is then, the theoretical discourse and active management
practice associated with brands of this tenor. This theoretical knowledge and the
operational skills this knowledge entails as a pragmatically oriented discipline is focused
upon the management of developing, marketing, sustaining, growing, proliferating,
popularising and amalgamating such brands, amongst other functions.
As we are here dealing with futures representations in academic works dedicated to the
specific field of luxury brand management entitled as luxury brand development, not an
analysis of brands pertaining to the industry, an overly specific definition of categorised
industry players is erroneous and of little significance at this point. It may be said we are
dealing with a relatively recently formalised academic field concerned with the expertise
and knowledge of business management in a rarified but often ambiguous luxury
industry. The courses usually are taught through an MBA degree format at diverse
universities and business schools including the ESSEC Business Schoolxviii, the IFA
Parisxix, the Instituto Marangonixx and others across the globe, whos lectors literary
offerings are amongst those scrutinised in through semiotic analysis here.
xvii
Page 15 of 52
Futures Management
Another recently formalised academic field, with a similarly dispersed collegial presence
and diverse literary and methodological proponents, future studies, specifically futures
management as a related and overlapping discipline, also eludes simple definition. The
general terminology Future Studies invokes and air of mystique, from which one must
distance oneself in order to grasp the subject matter more firmly, but even here opinions,
perspective and approaches defer broadly.
At the basis of futures management lies the idea of the future or futures (plural), and the
management practices concerned with or coinciding with these idealised states, so
much can be said without rousing conflict. But this seemingly simple point of entry also
yields the basic nature of the discursive conflict that divides researchers and academics,
as well as adherents in the areas of business, economics, politics, social services and
technological development.
The basic nature of the future or futures, and their place in any area of expertise may be
the subject of future studies, but the manifestations said study and its advocates take
are as varied and variable as perhaps futures representations themselves. The subject
of defining futures management has been an area of academic discourse in itself.
For the purpose of this research thesis, futures management is define as a subject
concerned with an area of management, as defined earlier, of futures & future-oriented
themes and the futures representations they entail, as well as the consequent
formalised administrative management of the results. As Fink states, futures
management is about the close connection of strategically relevant futures and
strategies implementable in futures - or more simply put, the intersection of futures and
strategy.xxi
xxi
Fink & Siebe (2012) Handbuch Zukunftsmanagement - Einfhrung. ISBN: 978 3 5933
9500 0. Campus Verlag GmbH 2011. Pg. 10
Page 16 of 52
Selected Works
The selected works which are to be the subject of this investigation have been chosen
for their prominence in the academic pursuit of luxury brand development and for the
recognised academic standing of their authors. They each treat a different aspect of
luxury brand development, so as to avoid repetition, but all revolve around the coherent
core them regarding luxury brands and their contexts, practices, aims, perspectives and
other knowledge accumulated in the successful administration & management of luxury
brands in general.
As the field under scrutiny, much like futures management, may seldom lay claim to a
solid scientific base, the works are largely subjective, highly normative, and at times
disparate. They represent knowledge and know-how not necessarily garnered from
rigorous research practices in an academic context, but from market research studies,
business culture analysis and hands-on experience in the workforce of luxury brands.
They have been selected for their perceived validity in luxury brand management.
Page 17 of 52
xxii
Paraphrased & Adapted from Surdulescu (2002) Form, Structure & Structurality in
Critical Theory - The Semiotic Analysis of the Literary Text. ISBN: 973 5 7549 75,
Editura Universitatii din Bucuresti 2002. Pg. 45 - 55
xxiii
Paraphrased & Adapted from Seilers work Semiology // Semiotics written for the
Communications study 441 course of the University of Calgary, identified via http://
people.ucalgary.ca/~rseiler/semiolog.htm
xxiv
Page 18 of 52
The semiotic pretexts are inherently linked to the basic idea that futures representations
are semiotically linked to one of the following lenses through which they may be
identified and observed in detail. As futures representations are meaningful, loaded
signifiers of a signified forward-thinking approach, method, statement or other sign
relating presents to come, the semiotic filters chosen are specific as well as retaining a
broad scope of information which they may produce. They work in relation to text as well
as visual semiotic signifiers, allowing for the inclusion of graphs and tables that are
utilised by the authors to represent futures-oriented content and futures representations.
Most definitions of complex themes require a discursive treatment themselves, but in
order to move forward a definition prevalent in future studies and consequently futures
management has been chosen to allow for a definition of a future or a plurality of futures
already. Here, the reiteration of an inherent problem should be denoted once again to
keep this in mind. As Grunwald (Popp & Schll et. al 2009), points out:
Future does not refer to one or the possible future present. Future is, due to its inherent
link to linguistic semiotics and language with which we converse about future, always
that which in the language is presently expected as a possible state of affairs which will
or may as such occur at another point in time. Future as a reflexive term about
possibles is always inherently something of the present, and thus a present term, which
changes with the nature of the present in which it used. Thus, we can speak of possible
futures, about alternate future possibilities, the way in which we imagine future presents
to be, and about the pretexts which we refer to as a basis for expecting certain futures,
but never about future presents as such. Only presently possible futures are thus
accessible to us.xxv (Grunwald, 2009)
This is of import as it highlights the fact that all information we may gather through
semiotics from the literature under analysis is, if in a less formalised manner, dealing
with perspectives that are limited by the field of luxury brand developments current
theoretical and methodological limitations, as well as the limitated perspectives of the
authors at the time of writing with regards to thinkable and conceivable futures, and thus
do not include any futures representations which were beyond their scope, or may be
prevalent but have not been formalised.
xxv
Page 19 of 52
Also, the reiteration of the semiotic complexity of the term future or futures allows for a
more comprehendible point of entry into the selection of the semiotic markers used as
research tools in this study. They are terms that, while complex, are rudimentary
compared to the subject matter they aim to identify. Terms that are inherently linked to
the precept of future or futures, wrongly or rightly so, have been determined. Thus, four
terms that are inherently semiotically linked, at the basis of their capacity to generate
meaning, to the idea of a future or multiple futures, and pre-suppose some form of
practice associated with this future-oriented relationship have been selected. The
following four terms, after careful analysis, have been selected for their scope as well as
specificity, which make them possible semiotic concepts that may serve as markers for
literary analysis.
xxvi
Page 20 of 52
xxvii
Page 21 of 52
Page 22 of 52
Pucci-Sisti Maisonrouge (2013), The Luxury Alchemist. ISBN: 978 1 6142 8150 4
Assouline 2013. Pg. 44
Page 23 of 52
On the other end of the spectrum, somewhat more formalised and insightful models and
methodologies are presented throughout some of these texts, which deal with a variety
of aspects pertaining to business planning. These have been broken down to several
categorical classifications. These include luxury brand positioning, the luxury brand
dream, luxury brand growth, life cycles, global expansion, line & brand expansion,
innovation and long-term strategy.
These areas dont necessarily include plans or time frames, but their content relates, in
accordance with the four categories selected, to the theme of futures representation in
luxury brand development. All of this points to a rudimentary understanding of different
forms of possible, probable, plausible and desirable futures and their representations in
the context of this subject matter. The level of sophistication is rendered throughout the
following sections, exhibiting general insights, as well as selected examples to furnish
each section.
xxxi
Paraphrased from Kapferer & Bastien (2012), The Luxury Strategy - Break The Rules
Of Marketing To Build Luxury Brands (2nd Ed.). ISBN: 978 0 7494 6491 2 Kogan
Page Limited 2012. Pg. 157
Page 24 of 52
For a luxury brand to fulfil its ontological function (recreating the social distance, the
gap) it is necessary for it to be known beyond its realistic clientele: it must radiate as a
symbol of superior taste, in a literal and figurative sense.xxxii (Kapferer & Bastien, 2012)
Similar normative statements even presuppose or acknowledge the power of luxury
brands to shape the future presents they will be a part of, at least partially, in a
explorative normative manner. These representations of possible, plausible or desirable
(not necessarily probable) futures refer to consciously developing the brand, trend and
consumer taste environment through active engagement. For example:
The luxury brand must also resonate today, be a key emitter of future trends and
tomorrows tastes.xxxiii (Kapferer & Bastien, 2012)
Whilst this represents one extreme end of the spectrum relating to a brands positioning
without apparent methodological foundation, various other instances that are aimed at
actively discerning the possible and desirable future positioning of a brand also exist in
others of the texts studied.
FIGURE 1.0 - EXAMPLES OF BRAND POSITIONING ON THE SEMIOTIC MAP
This semiotic map shows a luxury brands positioning in the market in relationship to several
brand identity parameters, complimentary and opposing.xxxiv
xxxii
Kapferer & Bastien (2012), The Luxury Strategy - Break The Rules Of Marketing To
Build Luxury Brands (2nd Ed.). ISBN: 978 0 7494 6491 2 Kogan Page Limited 2012.
Pg. 143
xxxiii
Kapferer & Bastien (2012), The Luxury Strategy - Break The Rules Of Marketing To
Build Luxury Brands (2nd Ed.). ISBN: 978 0 7494 6491 2 Kogan Page Limited 2012.
Pg. 157
xxxiv
Page 25 of 52
The diagram in Figure 1.0 depicts several prominent brands and their positioning
mapped along an X & Y axis. While this may initially seem irrelevant to the
representation of futures in this field, models such as these can be employed as a tool
for planned and targeted positioning of a brand in the market, allowing for an
engagement with desirable and plausible futures in contrast to possible or probable
ones. This can be achieved through the reflexive capabilities of a model such as the one
above, allowing for conscious engagement with the question of possible positions, and
thus viable futures representations.
Here is another diagram, portraying of how brand positioning may effect the operational
and strategic activities of a luxury brand throughout its development:
FIGURE 1.1 - BRAND IDENTITY PROJECT: OPERATIONAL IMPLICATIONS
This flow chart shows the effects that the selection of luxury brand positioning,
in relation to brand identity, aesthetics and ethics can have on the
pragmatic operational & strategic development of a luxury brand.xxxv
This flow chart shows that the selective positioning of a luxury brand during its
development has a number of effects on the brands operation down the line, and thus
on possible, probable, plausible and desirable futures that may come about. However
useful these forms of planning may be, they remain relatively informal, providing only a
very limited frame of reference in the relationship to choices made, and possible
effective outcomes. There are few controls suggested, but the methodology is
rudimentary when related to the complexities of effective influxes upon the development
of a brand. No material was found as to trend analytics, context analysis or any other
form of formalised engagement with the brands environment which could have guided
choices effecting represented futures and possible guidance on a path to effective brand
positioning.
xxxv
Page 26 of 52
xxxvi
Pucci-Sisti Maisonrouge (2013), The Luxury Alchemist. ISBN: 978 1 6142 8150 4
Assouline 2013. Pg. 94
Page 27 of 52
Some works even formalise a methodological approach to the effective creation of the
brand dream in order to effectively develop a luxury brand. While this is akin to general
brand image development across other fields, it takes a slightly different form here. This
practice is engaged with varying degrees of complexity, from the overly simplified and
incomprehensible instance to the highly sophisticated and useful. The following two
examples are indicative of the varying degrees of complexity that exist in the texts.
For example, Kapferer & Bastien conceived of this visual guide to Managing The Luxury
Dream Equilibrium seen below:
FIGURE 2.0 - THE BRAND DREAM: FOUR TYPICAL SITUATIONS
The model above aims to portray the relationship and dispersion between
brand perception and active consumer behaviour of a luxury brand.xxxvii
The diagram shown in Figure 2.0 is meant to convey to the reader that a strong luxury
brand is one where the brand image transcends the realm of its active customers, and is
present in the consciousness of the general populous at large. Clearly this model is not
meant for operationalisation, and deciphering it may allow an adherent to the field of
luxury brand management to discern that the brand dreams communicative reach
should be as broad as possible to allow for the highest possible rate of dissemination of
meanings, and consequently futures-oriented ideas represented by the brand.
xxxvii
Kapferer & Bastien (2012), The Luxury Strategy - Break The Rules Of Marketing To
Build Luxury Brands (2nd Ed.). ISBN: 978 0 7494 6491 2 Kogan Page Limited 2012.
Pg. 155
Page 28 of 52
This model shows the economic relationship between the target customer of a
developed luxury brand and the luxury brand itself.xxxviii
The diagram in Figure 2.1 depicts a model of a luxury brands relationship to its target
customer using the idea of the dream also, but renders a higher complexity, displaying
where the brand identity, or the dream is positioned in relation to the place of the luxury
company staff, and the customer. This model, and the section related to it, suggests that
the brand as a meaning system is a shared grounds between the customer and the
employees of the brand. This shared aspect of a reality, even though observed from
multiple very different
brand to share their futures representations in a meaningful way with the customer
through advertising, in-store communication and events, for example, as well as all other
mediums of communication available to the luxury brand.
This means that the customer, when purchasing, or even merely coming into contact
with the brand, may have their perception of possible, probable, plausible and desirable
futures altered by the meanings projected by the brand. The customer, in turn, in the
case of purchase, provides the luxury brand with the financial means to actively also
alter its own set of present futures. In the age of customer relationship management,
online communication and social media, the customer now even has the ability to
directly, ever so minutely, also effect the luxury brands present futures. The above
model manages to show the shared nature of influence, space of communication and
even avenues for this two-way engagement.
xxxviii
Gutsatz & Gilles (2013), Luxury Talent Management - Leading And Managing A
Luxury Brand. ISBN: 978 1 1372 7055 5, Palgrave Macmillan, 2013. Pg. 31
Page 29 of 52
The brand image and identity, or dream, is a central theme throughout the texts
studied, and elucidated in varying forms and complexities by the different authors. The
utility of the idea for the purpose of meaningful engagement with themes of futuresoriented planning or practices is complex, but just the kind of task that futures
management methodologies may be a plausible solution for.
xxxix
Hoffman & Coste-Maniere et. al (2012), Luxury Strategy In Action. ISBN: 978 0 2303
5454 8, Palgrave Macmillan 2012. Pg. 128
Page 30 of 52
While this model is simple to understand, and is reiterated to some degree with short
explanatory passages throughout the corresponding descriptions concerning the
functionality and a few possible choices to be made in each step it is a reductionist
rendition of the complexities that a brand goes through in order to develop effectively
and sustainably. Showing no sign of reiteration as to the planned measures to engage in
the building process, no time frame, only isolated and decontextualised goals and no
evidence of a more elaborate system of controls that transcends the possibility of
checking on the scale where the brand one is assessing may be positioned, this model
may lack the depth to be truly instrumental as a guide to effectively developing a luxury
brand. The singular nature of this construct deters consideration of all possible alternate
avenues of development, and what comes between or qualitatively within each stage.
There is a lack of futures-oriented strategic discourse enclosed, which can lead to
misinterpretation. The future representation in this instance is linear and singular,
normative and lacks the possibility of deviation, or explorative material concerning forms
of action which may return to the brand to the original course should deviation occur.
The futures representations herein are thus not easily adaptable without a certain
amount of prior knowledge, and this particular texts treatment of the matter is more
descriptive than prescriptive. The arrangement of different temporal stages may also be
challenged, as brand awareness precedes brand positioning in this diagram, which
lends itself to critique on the grounds of inaccuracy, the one cannot temporal precede
the other, as brand awareness may be held secondary to brand positioning.
The second model that pertains to a luxury brands life cycle is depicted in Figure 3.1 as
a line graph extending along time on the X axis and sales on the Y axis. This model
aims to portray the development of a luxury brand in terms of its product offerings, and
their market performance, from inception of the initial product and consequent launch of
the brand, through stages of initial growth, perceived maturity and consequent decline.
This model likens a luxury brands developmental stages to those of a person, and
specifically refers to a life cycle. Although a brand has no life of its own, this metaphor
allows for an immediate understanding of the historicity of a brand. An account on which
this may be deemed misleading is the relatively unitary length of a persons life, and
anthropomorphic representation such as these may incite the perception of uniformity
with regards to a brands timeline. This problem is aptly dealt with in the text, as
reiterated below.
Page 31 of 52
Whilst this likening to a persons developmental stages may, as said, be misleading, this
representation accounts for a lot more detail than the flow diagram shown in Figure 3.0.
The graphical representation of a luxury brands developmental steps in Figure 3.1 are
much more detailed. Referencing stages to sales volume in relation to temporal age,
and through the provision of brands as examples on the scale allows for a deeper
understanding of a contextualised time frame. The aims or goals are not specifically
weighted in the diagram, although outlines in the form of the steps marked launch,
growth, maturity and decline indicate the futures representations that are encoded
herein. The referential examples that have been provided allow for a certain measure of
control of performance, even if the dimensions of the above diagram is singular and
without context. Due to the ability to assign a relative stage to any given case study in
comparison to the historical data portrayed, a founded assessment may be made. Thus,
the futures representations that may be discerned from this particular model of a luxury
brands life cycle are much more complex than in the first instance, allowing for
preparation, adaptation and planning that takes into consideration variables that were
unknown in the instance of Figure 3.0, and the information provided in conjunction with
this.
What is also important to denote is that Figure 3.1 is rendered not as an isolated master
model that aims to portray the machinations of a luxury brands life cycle, it is
complimented by various exemplary graphs depicting the sales growth of successfully
developed luxury brands, charted over a period of the past 22 years.
xl
Chevalier & Mazzalovo (2012), Luxury Brand Management: A world of Privilege. ISBN:
978 0 4708 2326 2, John Wiley & Sons Singapore Pte. Ltd. Pg. 140
Page 32 of 52
2010.xli
Page 33 of 52
As extensive as the body of case studies is, and the varying scenarios it propounds, it is
also structured enough to include a case study for the scenario of a brand that
eventually actually does reach a state of decline, staying true to the model. The case
study outlining the financial woes that the former came a giant Kodak encountered,
depicted in Figure 3.4, and the steady decline in sales from 1995 onward this company
had to deal with is instructive to the observer. It is instructive in that it shows another
form of possible alternate path of development, that of a brand at the height of its glory,
and its subsequent regressive development to decline in a turbulent market, upset by
the digitalisation of film and the revolutionising of photography. Whilst this example does
not refer to a luxury brand, similar examples can be gleaned in other texts also.
FIGURE 3.4 - KODAK SALES (IN MILLION EUROS)
In addition to this case of decline, cases of relaunch or overhaul are also exemplified, as
in the case of Guccis repositioning at a stage of sales stagnation. It is stated that The
brands traditional values were replaced by the universe of the Hollywood swingles.xlv
(Chevalier & Mazzolovo, 2012). This short passage, referring to one of the largest brand
repositioning endeavours in the history of the luxury industry as a whole, indicates that
luxury brand development as a field is very well versed in alternate histories,
perspectives, futures-oriented outlooks and possible representations of such futures.
Such a qualitative wealth of information makes for a variety of scenarios that may be
explored from a managers point of view, and enriches the luxury brand management
discipline. While no sophisticated forms of prescriptive planning methodologies were
evidently recorded or lent to the subject matter here, real time frames were reiterated,
xliv
Page 34 of 52
and solid aims and goals were to be discerned from the above information. Exemplary
case studies can even be categorised as forms of controls that allow for reflexive
engagement when studying the development of other luxury brands or engaging in
development personally.
Page 35 of 52
The above chart shows the cash flow projections for a luxury brand,
and the effect initial investment has on the same company.xlvi
Effectively, the chart represents two alternate financial scenarios, and thus two differing
financial, and consequentially operational future representations. These form the basis
for further meaningful engagement with the subject of investment and its effect on a
luxury brands development over time. This planning tool exhibits concrete parameters
in the form of financial instances, a solid operational time frame in the shape of a ten
year financial projection space, discernible aims in that its overarching aim may be seen
as the goal to provide a model that allows for sound financial planning, a secondary aim
of educating on possible alternative paths to luxury brand development, and finally the
aim to relativise initial financial performance of a luxury brand. The controlling effect of
the chart is also inherent, as it may be used as a simplified point of reference for the
financial performance of a luxury brand developing with the help of investment capital.
Thus, a variety of future representations are made available to the discipline here, and
they are semiotically encoded in the form of financial management tools that serve to
effectively plan and make decisions on the manner in which to proceed. While the
perspective advocated in the text and the tool at large is a normative one, proliferating
the positive effects of investment on the development of a luxury brand, the model still
allows for reflexive contemplation of the best form of engagement.
The second example is depicted in Figure 4.1 in the form of a comparative line graph
that maps the temporal and numerical growth relationship between the number of
worldwide personal luxury goods per capita, the number of high net worth individuals
(HNWIs) in the world, and the overall global financial wealth (in US$ Trillion).
xlvi
Hoffman & Coste-Maniere et. al (2012), Luxury Strategy In Action. ISBN: 978 0 2303
5454 8, Palgrave Macmillan 2012. Pg. *****
Page 36 of 52
The graph above depicts the annual luxury market growth in comparison to the number of HNWIs,
and the global financial distributed total wealth from 2000 - 2010. xlvii
The graph depicted in Figure 4.1, while not very clearly marked or defined for purposes
of numerical differentiation, does give a very different growth perspective to the prior
example, in that it depicts overall growth of the luxury brand segment. The comparative
rendition of this growth is aimed at portraying how this growth relates to other financial
trends, namely the development and distribution of wealth upon potential consumers, in
the form of HNWIs and total international wealth. This depiction, and the texts
information that is provided alongside this graphic, is focused on the overall historical
financial context of luxury brand development, from the years 2000 - 2010. While this
graphic depiction may be seen as an oversimplification of financial circumstance, and
the causes and effects denoted qualitatively are not necessarily accurate, this form of
historical engagement with the contextual growth of the luxury industry as a whole does
allow for an engagement and development of futures representations that are founded in
a market context rather than a conceptual vacuum. The prognostic discourse that is
rendered in different parts of the works studied adhering to the subject of future growth
in the luxury industry can lack breadth and prescribe to a notion of predictability of
markets, but this historical graphic may be instrumental to understanding the multitude
of market forces that influence the growth of the luxury industry as a whole, and thus in
turn the development of any luxury brand. Futures representations thus become much
more nuanced and deal with external as well as internal development context. The
theme of statements and passages adhering to luxury industry growth to come in future
tense, found in various segments of the texts studied, also present a widely normative,
prognostic stance. This prognostic perspective rings, from a future studies and futures
xlvii
Hoffman & Coste-Maniere et. al (2013), Global Luxury Trends - Innovative Strategies
For Emerging Markets. ISBN: 978 1 1372 8738 0, Palgrave Macmillan 2013. Pg. 53
Page 37 of 52
Page 38 of 52
The table above shows different definitions and terminologies used by varying
authors to describe the practice of product or service range expansion, both in existing product
categories, and in new market segments.xlviii
Futures representations in this area are often of a prognostic nature, concerning growth
rates, necessary funding and return on investment, as well as time that developments of
all aspects needed for a new product line extension or brand expansion will usually take.
Prescriptive suggestions are made as to the advisability of each approach for different
sizes of developing luxury brands, referring also to their temporal state of development.
Plans for expansion and line extension are relatively formalised, including factors to be
considered, steps to be taken and stages that should be reached. For example, Figure
5.1 below represents two models of alternating forms of luxury brand expansion. The
first references a top-down approach when dealing with the creative efforts allocated to
different product lines, suggesting the brunt of creativity to be spent on the core product
lines, and refraining from pouring too much creative effort into the peripheral, larger
series licenses that may even be created and produced by third parties. The second
model represents a holistic product universe for the brand, suggesting that each product
should be dealt with at an equal level of creative effort, and a balanced product offering
should thus be achieved.
xlviii
Hoffman & Coste-Maniere et. al (2012), Luxury Strategy In Action. ISBN: 978 0 2303
5454 8, Palgrave Macmillan 2012. Pg. 145
Page 39 of 52
The two models above describe two types of brand expansion strategies.
The first refers to a vertically hierarchical approach to product expansion and creative
attention focused from the top down, the second to a holistic model of balanced creative input
across all product categories, core, old or new.xlix
Both models in Figure 5.1 suggest a completely different possible future, presenting
both as plausible in the texts qualitative description adhering to the diagrams. Both
forms of futures representations exhibit a high degree of complexity, requiring and
relating completely different business planning models, time frames, aims and possible
levels and forms of controls. The possible level of engagement here with two differing
and widely opposing scenarios as a basis for making conscious and reflexive decisions
with regard to a luxury brands development is very high. The futures encoded herein
are detailed, complex and suggest a deeper engagement with possible & plausible
futures by the field than is to be found anywhere else in the texts under analysis.
This relatively detailed rendition may serve to provide quite nuanced representations of
possible, plausible, probable and desirable future when engaging with the subject of
brand expansion or line extension. Provisioning detailed plans, time frames, aims and
controls in the form of providing optimal & sub-optimal renditions of development, this
area is more nuanced in respect to futures represented than others identified, which
may be due to the subjects importance to luxury brand development as a whole.
xlix
Kapferer & Bastien (2012), The Luxury Strategy - Break The Rules Of Marketing To
Build Luxury Brands (2nd Ed.). ISBN: 978 0 7494 6491 2 Kogan Page Limited 2012.
Pg. 177
Page 40 of 52
Morazan et. al (2012) The Role of BRICS in the developing world. ISBN: 978 92 823
3718 9, Ecologic Institute 2012. Pg. 4
li
Hoffman & Coste-Maniere et. al (2013), Global Luxury Trends - Innovative Strategies
For Emerging Markets. ISBN: 978 1 1372 8738 0, Palgrave Macmillan 2013. Pg. 23
Page 41 of 52
representations of opportunity and global expansion within the luxury brand segment.
While the industry as a whole is in dire need of a formalised discourse on foreign market
engagement, the material found relating to the matter in the texts studied was patchy to
say the least, and can lead to skewed perspectives of the potentials and pitfalls of
foreign markets. Planning material and market entry time frames were not to be found,
while aims were prevalent in the form that foreign markets are positive, desirable and
attainable, but control models were also lacking here.
lii
Tungate (2009), Luxury World: The past, present and future of luxury brands. ISBN:
978 0 7494 5263 6, Kogan Page Limited 2009. Pg. 82
Page 42 of 52
Kapferer & Bastien (2012), The Luxury Strategy - Break The Rules Of Marketing To
Build Luxury Brands (2nd Ed.). ISBN: 978 0 7494 6491 2 Kogan Page Limited 2012.
Pg. 297 - 322
liv
Pucci-Sisti Maisonrouge (2013), The Luxury Alchemist. ISBN: 978 1 6142 8150 4
Assouline 2013. Pg. 51
Page 43 of 52
possible representations even from the point of brand inception in luxury brand
development, but does not, however, provide the reader with an adequate methodology
to undertake any formalised, trialled and tested strategic measures.
These are, however, prevalent in other volumes. The following comparative model set
out in Figure 6.0 shows a group of six different luxury brands from the fashion segment
comparatively analysed, displaying their product and price ranges, and general market
positioning. This seemingly simple set of diagrams depicts a vast amount of informations
pertaining to the business models, market approaches, and futures representations that
are prevalent in each of these brands. From the traditionalist, luggage focused and
exclusively positioned items of Louis Vuitton to the cheap, imitable textile belts now sold
by Pierre Cardin, a former Haute Couture house, these models tell a story if
contextualised properly, and when combined with a background knowledge regarding
luxury brand development that may be garnered from these texts. They are key to
selecting which form of luxury positioning, and consequently which future is deemed
possible, plausible, probable and/or desirable. The title of the models, Luxury Brands In
Perspective, is certainly telling of the implications of the depiction. As perspectives lend
themselves to possibilities, and scenarios may emerge from possible perspective, this
form of modelling does suggest a more complex form of possible futures engagement
and representations in luxury brand management and development.
FIGURE 6.0 - LUXURY BRANDS IN PERSPECTIVE
The above model shows six existent luxury brands from the fashion industry,
and their current product range & positioning.lv
lv
Kapferer & Bastien (2012), The Luxury Strategy - Break The Rules Of Marketing To
Build Luxury Brands (2nd Ed.). ISBN: 978 0 7494 6491 2 Kogan Page Limited 2012.
Pg. 177
Page 44 of 52
Another example, drawn from the pages of Luxury World, a quote by Leopold-Metzger,
CEO of Piaget, when talking about the brand s development in relationship to the
ownership group Richemont, now in possession of Piaget, illustrates an eponymous
approach to futures often seen in and associated with luxury brand development.
They take a very long-term view of their brands. They wish to be successful, of course but not by doing anything that might damage the brand for future generations.lvi
(Tungate, 2009)
This quote illustrates both the futures perspectives advocated, as well as the prevalent
futures representations in many luxury businesses, which are conservative, enduring
economic presences which transcend generational time. This approach essentially
purports a strong sense of sustainability, and a conservative ethic when approaching
avenues of planning, time frames and goals, as well as a strong presence of controls
throughout the business practice regarding luxury brand development. Yet these forms
of engagement are constantly challenged, and may be shifting.
lvi
Tungate (2009), Luxury World: The past, present and future of luxury brands. ISBN:
978 0 7494 5263 6, Kogan Page Limited 2009. Pg. 56
Page 45 of 52
Diversity
The literary study undertaken showed that a large amount of diverse perspectives, as in
many fields, existed pertaining to futures representations throughout the literature
studied. These different perspectives diverged from one another in scope, complexity
and possibility, plausibility, probability and/or desirability (the last at least from an outside
observers perspective). The forms that futures and engagement in futures-oriented
themes take in luxury brand development are so complex that their detailed relationship
to one another, their validity or short fallings, and their possible limits would take a
further, much more nuanced study to determine.
Page 46 of 52
Similarity
The texts were in the sense similar that they all dealt with a similar subject matter. Apart
from this, they can merely be said to have been complimentary to one another, not to be
regarded in an isolated context, as each only really gained meaning and depth when set
and seen in relationship to the insights gained from the others. There were also less
complex similarities to be found, such as the general normative nature of the books
studied, and their generally subjective, informal tone taken, even if the later varied
somewhat across the board.
Moving Forward
In order for this study to serve a purpose it should be seen as an explorative literary
analysis which can be used as a stepping stone to deeper semiotic inquiry, into the field
studied or other texts pertaining to other areas of interest , and their general relationship
to futures representations. Weariness of the overarching insights gained should be
retained, as a semiotic analysis is no mean feat, especially when dealing with subject
matter as amorphous as futures.
Page 47 of 52
Planning
Throughout the study a whole range of planning tools were identified in the literature
pertaining to the subject of luxury brand development. These forms of planning were to
a great extent normatively oriented, goal driven methods for reaching a specified
economic or brand development target state of affairs and corresponding futures.
These planning modes were seldom validated within the texts context, and critique of
one or another format was not found in another text of those selected, which speaks for
either a high level of coherence regarding planning methods in luxury brand
development, or as is the case here, a lack of deeper cross referential discourse within
the discipline regarding validity, effectivity and reflexivity when planning was taken into
consideration
Futures management, also a field only recently formalised, draws on a similarly long and
pragmatic history as the luxury sector, adopted only in recent years into academic
pursuit. Yet the formal modes & methods of planning that exist, drawn from a variety of
fields including, but not limited to, business management, innovation management,
future studies, social science and mathematics, has also developed a high level of
internal planning coherence. Focused around the core ideas of engaging in the
strategic, tactical and operative landscapes of organisational administrationlvii, futures
management thus encodes three discreet, temporally variable planning modes, each
engaged in a different time frame (long term, mid term and short term respectively), and
adopts methods to suit these modes.
lvii
Fink & Siebe (2012) Handbuch Zukunftsmanagement - Einfhrung. ISBN: 978 3 5933
9500 0. Campus Verlag GmbH 2011. Pg. 10
Page 48 of 52
While luxury brand development has the same wealth of information to draw on, and a
similarly long history of pragmatic engagement with the market throughout those now
working in the academic field of this discipline to futures management, it is interesting to
denote the low lever of formalisation concerning futures compared to futures
management. This may be due to the general historical stability of the economic
segment, or the sheer complexity of the influences already focused on in a field so
vibrant.
Time Frames
Accordingly, futures management and luxury brand management deal with time frames
in a very different way. As futures management is so acutely aware as a discipline of the
importance of planning horizons, time-bound planning for purposes of controlling, and
the limits of temporal planning, the discourse around time frames and their management
is very formalised and structured.
Whereas, as has been shown in this study, time frames are generally quite laxly
reiterated in luxury brand development. They are variant, and might deal with the short
as well as long term, but certainly showed no implications of being formalised to allow
for accurate controlling of performance regarding goals and aims, track records or
possible temporal variations.
Aims
Aims in luxury brand management are, just like in futures management, usually focused
upon optimising performance, be it financial, procedural or resource wise. But while the
aims may often coincide or even generally be the same, the contextualisation of their
manifestations is particularly differentiated. While futures management is focused on
showing what context that is yet to come an aim will be achieved in, often in the form of
variable scenarios in case of deviation from the optimally selected plan, luxury rand
development generally looks at aims and goals as isolated or at least not properly
integrated holistic futures representations. While one department may be tracking
financial performances, another may be looking at creative processes, but the two are
often seen in conflict, not in a balanced relationship to attaining set aims.
Page 49 of 52
Perspective
As already reiterated above, the major comparative insight gained regarding the
difference in perspective between the two fields is the ultimate divergence in
formalisation of planning modes and adherent knowledge that comes with engagement
in formalised futures planning.
One could also denote that futures management is generally a forward looking field,
whereas luxury brand management is generally acutely aware of its historical pretext,
thus the analogy of one eye on the past and one on the future. A vast change in
perspective would already occur if this changed to one eye on the past and one eye on
the futures.
Methods
While the methodological resource base is the same throughout academia, as forms of
methodical engagement are freely accessible across fields, luxury brand management
seems to have also retained a rather classical set of tools in its box, utilising strategic
models and methods that are relatively simple. Yet some innovation may be seen in the
form of methods & models particular adapted to the circumstances of the luxury industry.
Futures management is on the other hand very actively engaged in a turbulent
discourse regarding the adequacy, applicability and uses of methods and models that
are available to the field. This searching perspective regarding methodological
engagement may be both due to the difficult task of mapping possible, plausible,
probable and desirable futures, but also due to the innovation focused stance unbound
by history adopted in the field.
Page 50 of 52
Through the adoption of a multitude of insights gained from futures management, this
field could renew its vigour whilst also preparing itself effectively deal with the questions
of uncertain futures in order to heighten its chances of sustained economic
predominance in the market, and sustained success. As the market for luxury goods is
expanding at a never-before seen rate of influx from new buyers in emerging markets,
and through the rise of the lower-middle economic classes, the luxury brand
development sector could learn a lot from futures management through active
engagement with planning modes & methods that the later discipline could lend to the
former.
Page 51 of 52
Page 52 of 52
Bibliography
Literary Sources
- Alleres (1990), Luxe: Strategie, Marketing. ISBN: 978 2 7178 1824 6, Economica 1990.
- Chevalier & Mazzalovo (2012), Luxury Brand Management: A world of Privilege. ISBN: 978 0 4708 2326
2, John Wiley & Sons Singapore Pte. Ltd.
- Fink & Siebe (2012) Handbuch Zukunftsmanagement - Einfhrung. ISBN: 978 3 5933 9500 0. Campus
Verlag GmbH 2011.
- Hoffman & Coste-Maniere et. al (2013), Global Luxury Trends - Innovative Strategies For Emerging
Markets. ISBN: 978 1 1372 8738 0, Palgrave Macmillan 2013.
- Hoffman & Coste-Maniere et. al (2012), Luxury Strategy In Action. ISBN: 978 0 2303 5454 8, Palgrave
Macmillan 2012.
- Kapferer & Bastien (2012), The Luxury Strategy - Break The Rules Of Marketing To Build Luxury Brands
(2nd Ed.). ISBN: 978 0 7494 6491 2 Kogan Page Limited 2012.
- Grunwald (2012) Wovon ist die Zukunftsforschung eine Wissenschaft? in Popp & Schll (et. al.),Zukunftsforschung und Zukunftsgestaltung. ISBN: 978 3 5407 8564 4, Springer-Verlag Berlin Heidelberg 2009.
- Gutsatz & Gilles (2013), Luxury Talent Management - Leading And Managing A Luxury Brand.
ISBN: 978 1 1372 7055 5, Palgrave Macmillan, 2013.
- Morazan (et. al) (2012) The Role of BRICS in the developing world. ISBN: 978 92 823 3718 9, Ecologic
Institute 2012.
- Micic (2013) Die 5 Zukunftsbrillen: So werden sie zum Vordenker (3. Ed.). ISBN: 978 3 8693 6555 8.
GABAL Verlag GmbH 2013.
- Neuhaus (2010) Zukunftsbilder Als Medium Von Zukunft - based upon Neuhaus (2007) Zukunft im
Management - Orientierungen fr das Management von Ungewissheit in strategischen Prozessen. ISBN:
978 3 5407 8564 4, Springer-Verlag Berlin Heidelberg 2009.
- Pucci-Sisti Maisonrouge (2013), The Luxury Alchemist. ISBN: 978 1 6142 8150 4 Assouline 2013.
- Popp (et. al.) (2012), Zukunft und Wissenschaft. ISBN: 978 3 642 28954 5, Springer-Verlag Berlin
Heidelberg 2012.
- Seiler (2014) work Semiology // Semiotics written for the Communications study 441 course of the
University of Calgary, identified via http://people.ucalgary.ca/~rseiler/semiolog.htm
- Surdulescu (2002) Form, Structure & Structurality in Critical Theory - The Semiotic Analysis of the Literary
Text. ISBN: 973 5 7549 75, Editura Universitatii din Bucuresti 2002.
- Tungate (2009), Luxury World: The past, present and future of luxury brands. ISBN: 978 0 7494 5263 6,
Kogan Page Limited 2009.
Online Resources
Institutes
- http://www.essec.edu/programs/mba-programs/mba-in-international-luxury-brandmanagement.html
- http://www.ifaparis.com/courses/postgraduate/mba-luxury-brand-management
- http://www.istitutomarangoni.com/en/fashion-courses/postgraduate/masterprogramme/fashion-luxury-brand-management
Dictionary Definitions
- http://www.merriam-webster.com/dictionary/planning
- http://www.merriam-webster.com/dictionary/time%20frame
- http://www.merriam-webster.com/dictionary/aim
- http://www.merriam-webster.com/dictionary/controls