Four strategies for a better retail holiday season

3 11 2009

Uno degli articoli più interessanti e stimolanti sul tema del Marchandising e del rapporto tra centro e periferia.

Che ne pensate?

Author: Dan Wittner
Date: 30 Oct 2009

Following one of the worst holiday sales seasons in history, retailers recognize the need to prepare for the upcoming season with carefully planned merchandise assortments, inventory levels and cross-channel promotions that drive sales. While some economic reports have shown bleak outlooks, several indicators suggest the economy is beginning to improve. With so much uncertainty, how will retailers prepare?

Retailers may not have control over how much the economy will bounce back, but they do have control over the successful execution of their holiday in-store product marketing campaigns and promotions. <b>In the world of retail, execution is the most important component to any successful merchandising campaign</b>. Unfortunately, it’s also one of the most disorganized and difficult processes to go through.

With 85 percent of purchasing decisions being made at the shelf, the optimization of merchandising and promotional strategies is absolutely critical. However, only 37 percent of retail merchandisers are confident in the ability of store operations to execute these strategies.

Without the proper processes in place, retailers lack the ability to run holiday campaigns quickly and efficiently, and consequently, fail to convert the sale during the critical final interaction with the customer. In fact, tens of millions of dollars are lost each year because employees don’t properly execute on their headquarters’ in-store directives.

So what’s a retailer to do?

In order to help retailers cut costs associated with holiday marketing and merchandising campaigns while significantly improving customer engagements that ultimately drive sales, we’ve included below some key tricks of the trade.

Streamline your Operations:
A critical first step in carrying out any in-store merchandising campaign is to streamline operations and create a single platform to manage all merchandising processes. Companies like Oracle, JDA, SAP and RBM Technologies have paved the way in providing comprehensive and highly-effective merchandising platforms specifically designed to improve in-store merchandising and marketing execution. By simply streamlining operations, retailers are able to significantly cut costs and improve revenue.

Improve your Communications Skills:
Timely communication related to training, in-store execution, and promotions are critical to the success of any retail operation. And in this challenging market where every sale counts, it’s critical that all stores be compliant with corporate direction.

Unfortunately, studies show that most retailers are still using outdated processes — like excel spreadsheets, phone, fax and mailings — to communicate in-store merchandising changes. This is a major driver of non-compliance, which negatively impacts sales performance. Retailers should focus on visual, two-way communication with store employees. This means giving store teams images of how they want displays to appear and where they should be placed within the store.

Store employees can in turn provide faster feedback when a campaign has been executed so corporate has a clear understanding of compliance and the impact an accurately executed campaign has on sales.

Prepare to ‘Get Local’:
A few months ago, Macy’s CEO Terry Lundgren told the attendees of Macy’s annual meeting that their localization plan, which the company implemented last year, will save the company approximately $400 million annually beginning in 2010.

Many other large retailers have jumped on the localization bandwagon for quite a few reasons. Local stores are able to provide insight into a particular market to improve campaigns and sales in those particular areas. Localization efforts will be particularly critical this holiday season because they show how customers are responding to a particular campaign or promotion.

Despite the growth of this trend, localization can be a complicated process. To maximize revenue for each customer that enters a store, retailers must display the exact products and messaging that will compel a purchase. That means tailoring merchandise to unique local consumer needs. Many savvy retailers understand this, but too often leave such localization decisions solely up to the “gut-feel” of local store managers. While these managers do play an important role in the process, retailers must better leverage the data they already have by automating the localization process. The result will be a stronger, more targeted connection with the customer.

Improve your Organization’s Sustainability Efforts:
It’s not only good for the environment; it’s good for your bottom line. While almost every retailer offers recyclable bags or employs energy saving practices in their stores, they often forget to focus on greening their back end as well. In-store campaigns can be a tremendous source of inefficiency and waste. In many cases, retail corporate headquarters don’t have a clear idea of what is happening at each store level in terms of POP requirements. Many retailers are still using generic POP kits for all of their stores, which can lead to as much as 30 percent of received POP not being used. Not only does this process waste time and effort from both a store and corporate level, it also increases campaign costs and produces a great deal of waste.

Visual merchandising management solutions provide the necessary tools to help retailers create a localized POP platform to help take the “guess work” out of the merchandising process and reduce production of POP materials. In addition, retailers are able to significantly reduce paper waste and money, by ensuring all corporate directives and campaigns are being communicated online.

The impending holidays will undoubtedly be a major challenge for all retailers. In order to survive and even thrive, retailers need to be smart, organized and cost-conscious. Implementing the right in-store merchandising technologies and processes will undoubtedly help retailers achieve these goals and prepare not only for the coming months, but for many holiday seasons to come.

The writer is Chief Customer Officer at RBM Technologies.


Il mercato libero? ma mi faccia il piacere!

30 07 2009

Di chi è il canale di vendita ecommerce? è delle marche o è un mercato libero dove la concorrenza si gioca su un tavolo di dimensioni diverse rispetto a quello reale?

Perchè una marca accetta di avere più negozi in una stessa città (anche distributori laddove ha dei negozi diretti), ma non accetta di avere più presenze di vendita in Internet con un concetto di raggiungibilità dei clienti simile?

Perchè non si riesce a comprendere che la partita potrebbe giocarsi sulla capacità competitiva invece che sulle regole (che, naturalmente s’invocano solo quando convenienti….)?

Se io avessi la possibilità di acquistare lo stesso prodotto da più fornitori, oltre alla leva dello sconto (che in questi prodotti non può essere giocata più di tanto), cercherei la capacità di fornirmi servizi, di sentirmi parte della community dei clienti, insomma comprerei dal sito ufficiale.

Oggi è tecnologicamente possibile “segmentare” prodotti, servizi e clienti su base geografica con maniera semplice per ovviare ai problemi della distribuzione geografica, certo altro discorso è la capacità organizzativa e di realizzazione che dovrebbe essere il vero fattore competitivo, altro che lobbying……

Mercato libero? ma mi faccia il piacere!


LVMH, Chanel Force EU to Modify Draft Law on Internet Sales

By Matthew Newman – July 27 (Bloomberg)

Luxury goods makers LVMH Moet Hennessy Louis Vuitton SA and Chanel SA may win more control over how Web-based retailers sell their products after a last- minute lobbying campaign over a draft European Union regulation.

Makers of watches, handbags and perfumes argued early proposals would allow EBay Inc. traders to sell unlimited amounts of their goods on the Internet, undermining investments in stores in expensive areas.

The latest version, obtained by Bloomberg News and scheduled for release as soon as tomorrow, gives brand owners the right to dictate the ratio of products sold online compared with “bricks-and-mortar” shops.

“EBay has done a huge lobby campaign and it doesn’t look like they have been successful,” said Denis Waelbroeck, a partner at Ashurst LLP who represents the European Cosmetics Association, a perfume makers’ lobby group in Brussels. “I’m pleased with the text, though there are still issues.”

Brand owners such as Chanel, known for $2,000 quilted handbags and No. 5 perfume, and Cie. Financiere Richemont SA, the world’s largest jewelry maker, argue that removing restrictions on Internet sales will damage an industry with annual sales of 65 billion euros ($92 billion).

Cosmetics and perfume makers contend consumers need to touch, smell and experience products at stores and claim that online retailers degrade product image.

‘Print Money’

Those arguments, presented by Chanel designer Karl Lagerfeld when he met European Competition Commissioner Neelie Kroes in Brussels on Feb. 11, helped persuade regulators to change an initial draft.

Under that text, Internet resellers would have had the right to sell unlimited quantities of luxury goods as long as they were authorized distributors through bricks and mortar stores.

After the draft was circulated in April, luxury goods companies’ lobbying campaigns switched into high gear.

Lawyers for the companies, as well as company executives, urged Kroes to change the wording.

The final version adds a footnote that gives the goods makers more control over sales.

“Selective distribution, whether real or virtual, has always been fundamental for luxury brands,” Andrea Ciccoli, a fashion industry analyst for Bain & Co. in Milan, said in an interview about an earlier version of the law. “Not just anyone can sell products by Chanel and Prada in stores and there’s no reason why they should be able to on the Web. It would be like giving people a license to print money.”

The European Commission, the 27-nation EU’s antitrust regulator, will distribute the new guidelines on the extent to which companies can restrict trade through authorized dealers this week, said Jonathan Todd, a spokesman for the commission.

‘Consumer Interests’

The plans explain how the regulator will apply competition rules to agreements between producers and sellers. The regulations needed to be updated to take into account the growth of e-commerce and potential barriers to online sales.

EBay, owner of the most visited U.S. e-commerce Web site, said that the commission needs to be sensitive to any restraint of online sales.

The priority has to be consumer interests,” San Jose, California-based EBay said in an e-mailed statement.

Paris-based LVMH spokeswoman Sonia Fellmann declined to comment. Cathy Daumerie, a spokeswoman for Chanel in Brussels, also declined to comment.

The guidelines aren’t a complete victory for luxury goods companies. A section on “hardcore restrictions”specific rules that prevent distributors from restricting retailers’ sales — may put luxury goods makers’ distribution systems at risk of being undermined by Web resellers, said Jacques Lafitte, founder of antitrust consulting firm Avisa Partners in Brussels.

According to the plan, companies will no longer be able to stop an Internet retailer from selling their goods in countries where there isn’t a distribution system.

“The commission has made up its mind on 99 percent of the issues, and most of it makes perfect sense,” said Lafitte, who has lobbied for luxury goods makers.

“If they were consistent with what they now seem to want, they should ensure that there isn’t a backdoor that undermines selective distribution systems, but this extra bit can’t be taken for granted.”

To contact the reporter on this story: Matthew Newman in Brussels at

Saks Chief Cuts Orders to Avoid Stiletto Discounts

23 07 2009

Non mi entusiasma molto l’idea della strategia della “scarsità” intesa come “riduzione del livello del servizio”, soprattutto se realizzata dai retailers.

Un conto è “combattere” per avere qualcosa che è scarso a partire dalla fonte, un altro è trovare poco sugli scaffali perchè poco è stato acquistato.

Se così fosse, dovremmo riabilitare il marketing della vecchia Unione Sovietica dove gli scaffali dei negozi erano sempre vuoti (di qualsiasi prodotto).

Come cliente mi sento “spremuto come un limone“….

Volendola vedere come opportunità i negozi diretti potrebbero controbattere con il “giusto” assortimento e la “giusta” quantità sugli scaffali, non determinata esclusivamente, dal P&L.

Altra opportunità potrebbe essere quella dell’ecommerce che risente meno dei costi di vendita rispetto agli altri canali tradizionali.

Naturalmente occorre produrre la “giusta” quantità con la “giusta” flessibilità.

Questo non sempre riesce a un sistema che, salvo poche eccezioni, non ha la mentalità organizzativa “giusta” per l’ottimizzazione dei processi aziendali che si muovono con molta approssimazione e senza un’armonizzazione comune a tutta l’azienda e che quindi produce in maniera ondivaga, schizofrenica e isterica.

Nella mia esperienza gli interventi di ottimizzazione della logistica hanno sempre prodotto risultati interessanti, anche con piccoli sforzi (spesso solo di buon senso…).

Mi sembra infine che si sta perdendo il concetto di personalizzazione del prodotto che, con le risorse tecnologiche oggi a disposizione è un’arma in più.



By Cotten Timberlake (

Saks Inc., Neiman Marcus Group Inc. and other luxury retailers are reducing orders this year to limit supply and boost profitability.

The cuts may rein in what Saks Chief Executive Officer Stephen Sadove calls the “enormous excess” that existed last year in stores that cater to the wealthy.

“Across the board you are going to find less of the sizes, less of the availability in almost all of the categories,” Sadove, 57, said yesterday in a telephone interview. “You are probably going to see less aggressive markdowns than you saw last year.” Saks operates 53 Saks Fifth Avenue stores.

The company, based in New York, is aiming to order at least 20 percent less from its vendors in 2009 and forecasts a jump in gross margin.

Scarcity drives profit because when consumers fear missing out, chains can sell goods earlier in the season at higher margins, said Antony Karabus, CEO of the retail- consulting firm Karabus Management in Toronto.

Last year, retailers marked down leftover $3,795 Thom Browne suits and $520 Ferragamo loafers.

This year may give way to emptier shelves, fewer brands and styles, Karabus said.

“People are going to have to come in earlier if they want to make sure they get the items they want,” Karabus said.

Total U.S. retail sales will rise 1.1 percent in the second half of 2009 compared with the same period a year earlier, after dropping 2.6 percent in the first half, estimated the International Council of Shopping Centers, a New York-based trade group.

Shares Recover

Saks shares fell 13 cents to $3.73 at 4 p.m. in New York Stock Exchange composite trading. The shares have more than doubled from a low of $1.55 in March.

Seattle-based department- store chain Nordstrom Inc., whose inventory reductions have outpaced sales declines, declined 67 cents to $18.27, after bouncing from $7.81 in November.

Neiman Marcus, based in Dallas, is owned by Warburg Pincus LLC and TPG.

The chain cut orders 25 percent in the quarter ended May 2 and said on June 10 that it is being “conservative” for the rest of the year.

Both Neiman and Saks have said they are weeding out underperforming labels.

Nordstrom and Cincinnati-based Macy’s Inc., the owner of Bloomingdale’s, have said they are buying less, too.

Executives at Neiman Marcus, Nordstrom and Macy’s declined requests for interviews for this story.

U.S. luxury retailers already have been working for months to align inventories with sales trends by offering more discounts, returning merchandise to vendors and canceling orders.

Nordstrom’s inventory per square foot fell 12 percent in the first quarter from the prior year, faster than the company’s sales decline of 9.2 percent, the chain said May 14.


“Luxury has always been about scarcity, about limited distribution, so if you don’t buy it at a certain point in time, there won’t be anymore of it in your size,” Sadove said.

Designer shoes may be hardest to find, according to New York-based research firm Retail Eye Partners. Stores already have cut purchases of new styles, said Sapna Shah, co-founder of Retail Eye.

Jimmy Choo Ltd. is focusing on must-have exceptional styles, such as $1,395 embroidered stilettos, and on the lowest- priced shoes in the collection, CEO Joshua Schulman said at a Monaco conference this month.

New autumn shoes start at $365, according to its Web site yesterday.

The company was founded in London and its shops include locations in New York and Beverly Hills, California.

Gucci, Paris-based PPR SA’s biggest luxury label, said it is cutting production and the number of styles.

75 Handbags

We don’t need 75 variations on the same handbag,” Gucci CEO Patrizio di Marco said in an interview in Florence, Italy, last month. “Two or three are enough.”

In this economy, it is better for retailers to risk missing sales than to have to mark down merchandise as much as they did last year, Karabus said in a June 16 phone interview.

Discounts reached 70 percent on some items, eroding profitability.

Our whole industry is trying to get inventory down to a level that scarcity is a part of the equation that the customer is doing,” Neiman Marcus CEO Burton Tansky, 71, said on a March 11 conference call.

Neiman Marcus’s gross margin — the share of sales after subtracting the cost of goods sold — in the quarter ending in January will widen to 26.4 percent from 23.9 percent, estimated Grant Jordan an analyst for Wachovia Capital Markets LLC in Charlotte, North Carolina.

‘Very Unusual’

Saks forecast that its gross margin will recover to as much as 37 percent in the second half of 2009. That compares with a margin of 27.5 percent in the same period of 2008, according to third- and fourth-quarter sales data compiled by Bloomberg.

Saks’s losses will narrow this year, while Macy’s, the second-biggest U.S. department-store chain, will return to profitability, according to analysts surveyed by Bloomberg.

“There was an enormous excess in the system,” Sadove, the Saks CEO, said. “That was something that was very unusual, and it is unlikely that you will see levels like that again.”

To contact the reporter on this story: Cotten Timberlake in Washington at

The terrible truth about shopping – Come spendere, essere felici e sentirsi in colpa…

11 03 2009

La pulsione all’acquisto (di lusso o no), e il piacere che ne deriva sono le risposte moderne al ricordo atavico dell’essere evolutivamente nati come cacciatori prima e raccoglitori poi.

Questo è probabilmente il motivo per cui l’e-commerce (cioè la caccia su Internet) non potrà mai soppiantare la caccia in terreno aperto: troppo semplice e troppo “aiutato”… questo è un altro discorso.

L’articolo che vi riporto è interessante perchè, ci piaccia o no, indica che le persone (e non sono poche, in pratica sembrerebbe che tutte quelle non toccate dalla crisi si comportino nel modo descritto) preferiscono correre rischi “etici”, piuttosto che riunciare alla caccia e alla predazione.

Rinunciano però a mostrarla la preda, come se possa esistere un cacciatore che non si vanti dei suoi trofei.

Non credo quindi che questa compressione/reticenza possa resistere più di tanto; chi per primo riuscirà a soddisfare i bisogni, oggi opposti tra loro, di soddisfazione e di status symbol, potrà raccogliere molto anche nei terreni aridi della crisi.

Non a caso la cura del corpo (e dello “spirito”) sotto forma di spa, viaggi cultural-enogastronomici, e simili sembrerebbero non risentire poi molto della crisi.




by Huma Qureshi

The Observer, Sunday 8 March 2009

Madame Bovary and Rebecca Bloomwood make an unlikely pairing. But the 19th-century tragic literary heroine and the Gucci-obsessed star of latest chick-flick Confessions of a Shopaholic have two things in common: they both shop and they both lie about it. A lot.

They are not alone: when it comes to shopping, money and credit cards, it seems many of us are prepared to tell more than a few little white lies – particularly if it makes us look less frivolous in a credit crunch.

According to research from insurer eSure, one in 10 Brits has resorted to lying about how much they are spending or what they are buying because they do not want to be seen as showing off in a recession, while statistics from Kensington Financial Management Consultants show 38% of shoppers feel guilty spending in a credit crunch, but carry on shopping nevertheless, and 50% admit they hide their purchases from the prying eyes of partners.

“The credit crunch has left a lot of people feeling uncomfortable with shopping, even if they can still afford to, because they may have friends or family members who are not in a position to do so any more,” says Marisa Peer, a life coach and behavioural expert.

“When people you know have lost jobs and are not as financially comfortable as they once were, it can make you feel very uneasy. That’s why we’ll embroider the truth and say we’ve had something for years, or bought it in the sale, or got it as a gift, when the truth is, it’s new and expensive.”

Recessional guilt

Psychologist Cary Cooper calls it “recessional guilt” – and he believes many people are suffering from it.

“When large numbers of people are losing their jobs, those with reasonable job security – who still have a disposable income – feel conflicted about their spending habits,” he says. ”

In boom times, people talk openly about the expensive things they’ve bought – it’s part of the materialistic process. But now, nobody wants to be seen as part of a greed culture, particularly since greed has been blamed for playing a part in causing the recession.

Therefore, consumers who can still afford to shop will try to justify it, or rationalise it, by buying in sales or hiding things they have bought or implying that something was a better deal than it might really have been.”

In New York, shopping in a recession is becoming some people’s dirty little secret.

Recent reports have emerged on news channel NBC of shamefaced shoppers asking for plain, unbranded paper bags at top-end stores such as Hermes, Tiffany and Chanel so they can covertly carry away their wares without looking like they’ve splurged.

British shoppers at Harvey Nichols and Harrods haven’t asked for a similar discretion service yet – but online shoppers at luxury website can request “discreet packaging” whereby orders are delivered in plain brown paper bags – so no one needs to know.

The website says: “Psst … your secret’s safe with us! Your order will be delivered in an unbranded, recycled brown paper bag.”


Georgie Coleridge Cole, editor of shopping guide website, says: “No one really wants to flash expensive things in other people’s faces right now. There is a certain sensitivity around in response to the recession. ”

Claudia Falla, 26, from Fulham, London, goes to extreme lengths to hide her shopping.

She says: “I do feel really guilty shopping in the credit crunch and I will often pretend that I’ve had something for ages so that my boyfriend doesn’t realise it’s new.

Sometimes he’ll say ‘When did you get that? Is it new?’ and I’ll say ‘No, I wore it ages ago when we went to that place, remember?’ and change the subject.

“It gets a little difficult as we live together, so sometimes I leave shopping bags at work or rip off the labels as soon as I have bought it and wear the new clothes home.

One thing which is easy to hide is spending money on beauty treats, which I have been doing more and more – it’s a less obvious way of shopping.”

But her credit-crunched guilt is catching up with her: “It’s definitely at the back of my mind that I should be saving, not shopping, but then work and life is so stressful at the moment that I want to treat myself more.”

According to eSure, 54% of shoppers feel it is insensitive to talk about expensive purchases in front of friends at a time when most people are feeling the pinch more than ever.

That’s when the whitewashing starts.

Stylists’ agent Desreen Brooks booked an expensive luxury romantic weekend in Paris as a gift for her boyfriend for Valentine’s Day – but pretended to her friends like it was a last-minute bargain and a simple low-key trip away.

“When my friends asked me how the weekend was, I made out like we stayed in a simple hotel and spent the weekend browsing and walking and window-shopping – I basically played the whole thing down,” she says.


In reality, Brooks and her boyfriend stayed in a luxury boutique hotel, ate a five-course meal and sipped champagne on the train journey.

“I thought it would be inappropriate to talk about splashing out because I know friends who have lost their jobs,” she says.

“I had budgeted and saved up for the trip, so it’s not like I had overspent – but I know everyone is telling you to cut back and save more.

“I know I could have used the money to pay off my overdraft, but doing something special with my boyfriend was important to me.

Besides, I can justify it by saying we’re doing our bit for the economy.”

Clare Rauth, from Essex, recently got married and used the gift money to pay for a new bathroom.

“It’s quite luxurious,” she admits. “We’ve got lights in the tub.”

But Rauth says she still feels guilty about the cost, even though the money was a present for the couple to spend as they wished.

“Our friends and parents think we should have saved the money – they don’t know what the point of spending so much is and it’s a bit embarrassing to tell them how much the total bathroom costs,” she says. “A lot of our friends have been made redundant and I don’t like talking about it in front of them, but we just wanted to have a bit of luxury at home.”

Difendere i margini, non il fatturato

9 12 2008

Published: December 3, 2008

“THE world is a strange place right now,” a salesman on the main floor at Bergdorf Goodman said as shoppers pawed through handbags piled on counters like discount merchandise at Century 21. “It’s off its axis.”

The handbags, like a lot else at the Fifth Avenue retailer, had been marked down 40 percent and are likely to go lower as seasonal sale days wear on. “Sixty percent off is the new black,” as Patricia Marx wryly noted in the Dec. 8 issue of The New Yorker.

Yet the discounts at Bergdorf are far from the deepest among luxury retailers around the city.

In a move that caused consternation among its high-toned competitors along Fifth Avenue, Saks slashed the bulk of its fall fashion and accessories up to 70 percent over Thanksgiving weekend — to what some termed limbo lows.

There is nothing new about retailers cutting prices at holiday time, and the discounts have been especially deep in this recessionary year.

But few in the luxury goods trade can recall a time when the price-slashing started so soon or was so severe.

By cutting prices radically, Saks’s chief merchant, Ron Frasch, turned his chain’s flagship emporium into a swank Fifth Avenue version of a discount outlet, moving merchandise in volume and spooking the competition as it struggled to hold on to a traditional mark-down sequence, and even to continue selling certain brands at full price. Mr. Frasch declined to comment on his corporate game plan. “It’s not a conversation I want to get into,” he said.

Even seasoned bargain hunters were startled to see Saks’s wood-paneled main sales floor mobbed with consumers nosing like truffle hounds through shelves of marked-down cashmere sweaters and racks of designer clothes with prices seemingly too good to be true.

Could those columnar Valentino evening dresses in signature red really be 70 percent below the original price of $2,950?

Was one reading the $329 tag right on a cashmere men’s blazer from the elite Italian woolen house Loro Piana, a jacket that typically costs $2,000 or more? What about the $129 price for a black satin skirt from Comme des Garçons? Was the tagged price a misprint? It was not.




Il punto assolutamente centrale è come difendere i margini, piuttosto che il fatturato.

Il danno indotto alle brand dalle scontistiche così elevate (io stesso, ieri a spasso per negozi sono stato quasi sempre accolto all’ingresso da “oggi abbiamo un 20% di sconto alla cassa…”) non riesco a quantificarlo.

Non credo possa funzionare nemmeno la possibilità di addossare al retailer gli elevati margini visto che nella stragrande maggioranza dei casi i negozi monomarca nei dintorni hanno, praticamente, utilizzano le stesse strategie di prezzo.

Indicare questi sconti come assolutamente “eccezionali” e “transitori”?

Ma allora le marche oggetto di queste politiche di prezzo dovrebbero a loro volta scontare, oppure “sganciarsi” dai retailer, non fornendo ulteriore merce, ritraendosi nei propri negozi.


Non credo che i clienti siano stati così stupidi da non sapere che i negozi “cattedrali” nei quali entravano non potevano che essere finanziati da loro stessi attraverso i margini che oggi vengono tagliati in preda al panico.

Un conto è però saperlo avendo un flusso d’entrate “paragonabili” alla struttura dei margini, e un altro è subire un prezzo di vendita non più allineato alla situazione finanziaria o anche solamente al “sentiment” del momento.

La dimensione globale in cui viviamo non può che amplificare e disseminare queste politiche e, anche se in qualche mercato emergente l’acquisto di un brand prestigioso è ancora una questione di status, il passaggio dalla percezione dell’essere “arrivato” a essere stato “abbindolato” potrebbe essere breve.

vacca grassa non ripassa… ovvero in termini darwiniani: “survival of the fittest

Il boom di abiti a pochi euro, ma creati da grandi stilisti

3 11 2008

Capisco e apprezzo l’attività di “democratizzazione del lusso” sia da parte delle catene low-cost e dell’associazione Assolowcost, ma gli stilisti non sono forse come Wile E. Coyote in quei cartoni animati in cui taglia il ramo su cui è seduto?

L’alta moda punta sul low cost ai grandi magazzini il lusso da star

Acquisto annuale medio online per luxury goods

29 10 2008

Nel blog del WSJ “The Wealth Report” Rich Shoppers Prefer Their Luxury Online vengono riportati i risultati di una ricerca effettuata da Google e Unity Marketing; in particolare viene indicato che il campione con reddito di 1 milione di dollari (o più) spende $114,632 in media ogni anno per acquisti online di luxury goods.

A me la cifra sembra spropositata (almeno per il mercato italiano); che esperienze avete avuto riguardo a questa misurazione?