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Retail luxury strategy : assembling charisma through art and magic


Reference:

Dion, D. and Arnould, E. J., 2011. Retail luxury strategy : assembling charisma through art and magic. Journal of Retailing, 87 (4), pp. 502-520.

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    Official URL:

    http://dx.doi.org/10.1016/j.jretai.2011.09.001

    Abstract

    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.

    Details

    Item Type Articles
    CreatorsDion, D.and Arnould, E. J.
    DOI10.1016/j.jretai.2011.09.001
    Uncontrolled Keywordsluxury, themed retail, magic, charisma, retail brand ideology, art, legitimacy, persona
    DepartmentsSchool of Management
    Publisher StatementArnould_J-Retailing_2011_87_4_502.pdf: NOTICE: this is the author’s version of a work that was accepted for publication in Journal of Retailing. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Retailing, vol 87, issue 4, 2011, DOI 10.1016/j.jretai.2011.09.001; Arnould_J-Retailing_2011_87_4_502.docx: NOTICE: this is the author’s version of a work that was accepted for publication in Journal of Retailing. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Retailing, vol 87, issue 4, 2011, DOI 10.1016/j.jretai.2011.09.001
    RefereedYes
    StatusPublished
    ID Code28429

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