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If marketers thought they understood the modern mother, COVID-19 should deflate that optimism.
Just about all business leaders understand how COVID-19 crisis has magnified the need for digital, specifically virtual interaction with customers and employees.
Due to the uncertainties related to COVID-19, many employers allowed employees to work from home or offered flexible work arrangements. Have those new, temporary policies exposed luxury brands to lawsuits?
The type and volume of purchases has changed and spiked in certain industries, while the demographic of those making online purchases has shifted, too.
Avoid defining yourself solely by your products or services. Those criteria alone may create a limited view since certain products can become irrelevant as tough times change market demand.
COVID-19 has sowed the seeds for a potential fundamental decoupling of high-end luxury purchases from the assumed luxury experience.
Three must-have traits for courageous leadership in today’s iteration of the luxury business.
While there has been a lot of attention and noise around government funding assistance, not every entrepreneur finds himself or herself in a position to take advantage of such resources.
Times of crises especially reveal what kind of character people, and companies, have. The COVID-19 coronavirus pandemic is no exception.
Such names as Barneys, Sonia Rykiel, Roberto Cavalli and Diesel all went through the bankruptcy process. Now, with the severe economic impact of COVID-19, it seems likely that bankruptcy filings in the luxury and fashion world will only increase.
A troika of disruptions – the global COVID-19 pandemic, racial tensions in the United States and environmental changes threatening to reshape markets – has created a new normal. This, understandably, has changed the mindset and buying patterns of many.
Will a focus on cleanliness and social distancing alter the way retailers and shoppers think about sustainability?
As the United States, Europe and other parts of the world reopen after months of shelter-in-place, we are seeing just how difficult it is to convince consumers to change long-established behaviors – or adapt to new ones, such as wearing masks or keeping physical distance.
Stories can be up to 22 times more memorable than facts alone, allowing your message to resonate with decision-makers on both intellectual and emotional levels, giving you an edge in your argument.
Across industries, companies aspired to stay lean to keep profits high. No one wanted cash sitting in their balance sheet, or inventory sitting in their warehouse. Now they are learning the value of inefficiency in real time.
Prevented by public backlash from widely sharing the fact that their lives went on with the same conveniences as before, the affluent display their economic power by going incognito during the COVID-19 lockdowns.
The Valentino case provides valuable insights for luxury and fashion goods companies to understand how the Trademark Office evaluates marks for being “descriptive,” when it requires disclaimers, and how companies should respond when the Trademark Office requires such a disclaimer.
Successful marketers know that the key difference between strong and weak marketing lies in understanding how consumers behave and why they behave in certain ways.
Since the 2008-09 recession, China has effectively become the tail that wags the dog of the global luxury market.
Created in September 2016, TikTok has expanded its usage beyond Gen Z and reached 2 billion downloads, making it the most downloaded app in March.
There are two groups of people right now. The first group yearns for things to go back to normal. The second group – and the McKinsey consultants – prepares for the new normal.
