The Popular Strategy Is "Side-Effects" And The Luxury Industry Is Cold.

"Chinese consumers are already a very mature group. When they choose luxury goods, they will consider the common degree of commodities. Nowadays, they are unwilling to spend a lot of money on what many people have." Swiss luxury watch and jewelry brand Chopin (Chopard) chief executive of Greater China Fabrice (Fabrice Poch) pointed out in an interview with reporters.

Peng Jianjia's remarks are punctuate the problems faced by luxury brands trapped in the "mass" mire. In the past, the popular strategy of rapidly expanding the scale of the luxury brands and making huge profits has undoubtedly been accelerated by the mature transformation of the huge crowd of Chinese luxury consumers.

　　 Consumers tend to mature

"The luxury brands that are too common are already facing challenges." Peng Jianjia did not avoid pointing out that "I believe they will be more focused in the future."

Peng Jianjia's experience in the Chinese market in the luxury industry over the years tells him that consumers here are very mature now, and they want to have something unique rather than everyone around them. This is also the discovery of Rhodes's public relations and ipso Market Research Group this year on 1800 luxury consumers in mainland China and Hongkong.

"The demand for uniqueness of Chinese luxury consumers has risen significantly," Simon Tye, executive director of Ipsos told reporters. "In the past, Chinese consumers liked luxury products that were easy to identify, but now they hope that they have different characteristics from their friends."

Chen Suyu, an assistant brand manager who works at the front line, is also quite impressed. In 2011, when her FJ BENJAMIN, the agent of many luxury brands, sold poorly in the Chinese market for its niche luxury brands, but in recent years, the attitude of Chinese consumers has changed significantly, which has doubled the sales performance of those independent and niche luxury brands over the past three years in Hongkong, Ban Zheming.

This is reflected in the performance of LVMH and Kering. The former stars' performance has been slowing down or even declining, while the relatively small brands still have strong growth.

In the eyes of Peng Jieying, managing director of SWAROVSKI crystal (SWAROVSKI) China, the maturity of Chinese luxury consumers is also reflected in the fact that as long as the brand "speak" and "consumers listen" can be used in the past, with the deepening of their cognition of products and brands, these consumers increasingly demand brands to interact with them.

"They pay more and more attention to the service quality of luxury brands, and hope that they can get customized suggestions or information from their brands. In the process of buying, we will do more activities to increase the interaction with customers one by one. These additional experiences to customers are also aimed at meeting the different demands of Chinese consumers. Peng Jieying, who just finished this year's Christmas tree lighting, told our reporter.

　　 Popular strategy Impact on luxury industry

The growing maturity of China's luxury consumers, the world's largest luxury consumer group, will undoubtedly accelerate the side effects of the strategy of popularized luxury brands.

"The mature transformation of luxury consumers in China is a big challenge for luxury brands to rebuild their brands and how they can last forever." Rhodes, managing director and senior vice president of China, said.

Michel Gutsatz, director of MBA and EMBA of Marseille business school in France, is very familiar with the strategy and operation of luxury brands. As early as two years ago, he pointed out that "20 years ago, investors of luxury goods decided to adopt a popular strategic line to open the mass base, which would lead to a kind of aftereffect, which will be reflected sooner or later."

Michel yes, once. Luxury goods The mass base is opened, the quality level of luxury goods can not be maintained, and the quality standard for mass market is different from that of the original ten thousand customers.

"For those consumers who really want high quality, those who think quality is more important than a brand name, they will shift their camps to find other brands and will not use your stuff again." Michel said.

At that time, as the president of Italy Brioni company Umberto Angeloni added, if the mass base was opened, the output of products or the extension of the sub line products would be too much to dilute the value of luxury brands. In this process, it would be more difficult to maintain the high value of luxury brands.

Where should these luxury brands go in the future? Oliver Ebstein, chief executive of Chronoswiss, said: "China's luxury market will continue to slow down, but demand is still there, especially for those unique products. The economy in the next 12 months may be difficult for those big companies. If you want to continue selling expensive products, you have to have your own unique place. "

　　 Oliver It is emphasized that luxury goods should not be excluded from exclusionary attributes. Therefore, luxury brands must limit their production to their products, so they need to maintain honesty and consistency strategies for consumers at all times.

Peng Jianjia suggested that "luxury brands need to focus on how to make their existing businesses elaborate and unique so as to increase the brand's influence. They need to think more about how to match the quality of services and the positioning of products."

In addition, Peng Jieying said, luxury brands should also attach importance to team building and training, with unique communication and interaction for the increasingly mature Chinese consumers to provide additional experience.