دانلود مقاله ISI انگلیسی شماره 3359
عنوان فارسی مقاله

استراتژی خرده فروشی های تجملاتی: ایجاد کاریزما از طریق سحر و جادو و هنر

کد مقاله سال انتشار مقاله انگلیسی ترجمه فارسی تعداد کلمات
3359 2011 19 صفحه PDF سفارش دهید محاسبه نشده
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عنوان انگلیسی
Retail Luxury Strategy: Assembling Charisma through Art and Magic
منبع

Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)

Journal : Journal of Retailing, Volume 87, Issue 4, December 2011, Pages 502–520

کلمات کلیدی
کاریزما - مشروعیت - لوکس - سحر و جادو - شخصیت - ایدئولوژی برند خرده فروشی - مضمون خرده فروشی
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پیش نمایش مقاله  استراتژی خرده فروشی های تجملاتی: ایجاد کاریزما از طریق سحر و جادو و هنر

چکیده انگلیسی

Luxury retail strategy differs from other retail strategies not merely in distinctive formulations of product, price, distribution, and appeals to customer distinction. Instead, it increasingly stands or falls on the legitimacy of a charismatic creative director. The director offers an aesthetic brand ideology. Luxury retail draws on the principles of art and magic to assemble the charismatic persona of the creative director and to diffuse his aesthetic ideology to the brand. Moreover, luxury retail strategy enlists magical and aesthetic principles within and without the store to achieve these ends. Finally, retail luxury is producer rather than consumer oriented and seeks to generate awe rather than community. This strategy appears to be to some extent a response to legitimacy crises provoked by recent strategic extensions of luxury brands into mass marketing. We offer some implications for marketing in which the charisma of a key personage is at stake.

نتیجه گیری انگلیسی

Patterson, Hodgson, and Shi (2008) point out how creating themed retail has been addressed by authors who offer distinct, but overlapping formula. Some advocate retail dramaturgy; others recommend being extraordinary or enchanting; others suggest elaborating a cultural theme or embodying an ideology; others still recommend a ‘blue ocean strategy’ (Kim and Mauborgne 2005). While recognizing these contributions to retail strategy, we have derived both novel theoretical and managerial insight. First, we offer the idea of adoration marketing as an alternative marketing strategy particular to luxury, which incidentally contains a critique of classic Veblenesque and Bourdieuan ideas about luxury consumption. Second, we propose the idea of charismatic retail management and elaborate some managerial implications for firms for whom a charismatic figure is at the heart of their retail or brand strategy. Third, we have shown how flagship luxury retail anchored in the charisma of the creative director differs systematically from previous formulations of themed retail. Executive summary Luxury retail strategy differs from other retail strategies not merely in distinctive formulations of product, price, distribution, and appeals to customer distinction. Instead, it increasingly stands or falls on the legitimacy of a charismatic creative director. The director offers an aesthetic brand ideology. Luxury retail draws on the principles of art and magic to pull together the charismatic persona of the creative director and to diffuse this aesthetic ideology to the brand. Moreover, luxury retail strategy enlists magical and aesthetic principles within and without the store to achieve these ends. Finally, retail luxury is producer rather than consumer oriented, seeking to generate awe rather than community. We offer some implications for retailing in which the charisma of a key personage is at stake. For charisma based offers, retailers should not only focus on the brand, but primarily on the persona of the visionary on which the brand is founded. Thus, we talk about charisma experience management along two dimensions: enhancing the “extraordinary” persona of the leader, and bringing consumers into the magic of the contamination process. To address the first, enhancing the persona of the visionary leader, stores should provide evidence of his or her legitimacy by presenting past “victories:” placing iconic products in-store, excerpting highlights of the leader's biography, and providing testimonies from opinion leaders in the culture industries through video or on-line channels. In addition, the store should also display the latest creations, models, and prototypes to give customers the opportunity to appreciate them. These actions reinforce perception of the leader's exceptional persona and in that way reinforce his charismatic authority. In order to avoid the disappearance of authority with the death or the departure of the charismatic leader, it is important to evoke the leader's lineage. Thus, along with the current leader's achievements it is important to evoke previous leaders and connections between the two. This allows charismatic authority to perpetuate in the long-run. As for the second dimension of charismatic experience management, bringing consumers into the magic, the flagship store is the place to experience and witness the creative alchemy behind the brand. Thus, communication should furnish customers information on sources of the creator's inspiration and challenges in the creative process. Opportunities to come into contact with top end products, view cultural intermediaries, and even the designer and his/her lieutenants as in the fashion show may be organized. However, to preserve part of mystery, communications should leave some imprecision and keep some elements secret, like the couturiers’ workshops in luxury retail. Charismatic luxury authority can be institutionalized partially through aesthetics and design: store design, window displays, merchandising and in-store displays that invoke other authoritative worlds, those of art, magic and the museum are candidates as we have suggested, but possibly the worlds of religion, science, or engineering could be enlisted. Media and especially salespersons’ communication are also important. In contrast to the product focus of most flagship retail, salespersons can get customers into the magic of the charismatic leader by conveying anecdotes about creative leaders that emphasize their singularity, power, and creativity. In this model, the salesperson should be more than service provider or product expert. He or she should be an acolyte in order to initiate and convert clients into adorers. By giving them invitations to exhibitions and brand events or narrating to them what happens in these places, the store also can be a departure point to dispatch customers to extensions of the point of sale. Thus, retailers should have an extended vision of the customer experience by considering simultaneously consumer experiences through all physical and virtual contacts with the brand.

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