This book offers a detailed and full analysis of the strategy which enabled the Swatch Group to establish itself on the world market. In particular, it tackles the issues of production restructuring, with the opening of subsidiaries in Asia, and the implementation of a new marketing strategy, characterized by the move towards luxury.

This book offers a detailed and full analysis of the strategy which enabled the Swatch Group to establish itself on the world market. In particular, it tackles the issues of production restructuring, with the opening of subsidiaries in Asia, and the implementation of a new marketing strategy, characterized by the move towards luxury.

Chanel suits, Louis Vuitton bags and Omega watches are now objects that embody a globalized material culture. Over the past 30 years, the luxury goods industry has undergone a tremendous expansion around the world. However, it remains largely dominated by European companies, ranging from diversified conglomerates such as LVMH and Richemont to independent companies such as the Italian fashion houses Armani and Ermenegildo Zegna, and industrial groups like Swatch and L'Oréal or new start-ups such as Richard Mille. How and why did these companies succeed? How did they manage to transform a sector previously dominated by small family firms into a global big business? Selling Europe to the World presents the development of the global luxury goods industry from the 1980s to the present day. It highlights the strategies implemented by a new generation of entrepreneurs and explains, beyond the glamorous image conveyed by luxury brands, the sources of success of these firms. An essential book for understanding the success of the contemporary luxury industry.

The period since 1945 has been a transformative era for the fashion industry. Over the course of seventy years, the fashion world has moved from celebrating the craftsmanship of haute couture to revelling in ever-changing fast-fashion. This volume examines the transition from the old system to the new in a series of case studies grouped around three major themes. Part I focuses on Paris as a creative hub, aiming to understand how the birthplace of haute couture adapted to late-twentieth-century developments. Part II considers the retailer’s role in shaping taste, responding to consumer expectations and disseminating fashion merchandise. Part III looks to alternative visions of the European fashion system that have appeared in unexpected places. The volume is highly interdisciplinary, covering design history, cultural anthropology, ethnography, management studies and the cultural history of business.

This innovative volume brings together contributions from leading experts in the study of luxury to present the full range of perspectives on luxury business, from a variety of social science approaches. Topics include conceptual foundations and the evolution of the luxury industry; the production of luxury goods; luxury branding and marketing; distributing luxury; globalization and markets; and issues of morality, inequality, and environmental sustainability. The Oxford Handbook of Luxury Business is a necessary resource for all students and researchers of the field as well as for forward-thinking industry professionals.

This book explores the luxury industry and how it has undoubtedly been one of the fastest-growing sectors since the 1970s, and one in which Europe has managed to strengthen its competitiveness in the world market. While many aspects of globalization remain abstract and intangible, the luxury industry has created markets where previously there were none, by educating Japanese about the history of French handbags, Chinese about the finest wines, and setting global standards for an elite, inspirational lifestyle. In this edited volume, a wide range of scholars comes together to analyze the history of the business and the innovations in management and marketing that have emerged from it. Invaluable for scholars, industry figures, and dilettantes alike, it will define the field of study for years to come.

Since the bursting of Japan’s bubble economy, from 1990 onwards, its multinational companies (MNCs) have faced new competitive challenges, and questions about the management practices on which they had built their initial success in global markets. Japanese engagement in the international economy has undergone a number of phases. Historically, Japanese MNCs learnt from foreign companies, frequently through strategic alliances. After the post-war ‘economic miracle’, Japanese manufacturers in particular converted themselves into MNCs, transferred their home-grown capabilities to overseas subsidiaries, and made an impact on the world economy. But the period after 1990 marked declining Japanese competitiveness, and asked questions about the ability of Japanese MNCs to be more responsive and global in their strategies, organization, and capabilities. It has been argued that the established management practices of Japanese MNCs inhibited adaptation to recent demands of global competition. This volume presents new case evidence on how Japanese MNCs have responded to the new challenges of the global market place, and it provides examples of how they have transformed strategies and competitive capabilities. This book was originally published as a special issue of Asia Pacific Business Review.