HBR: Fruitori e non acquirenti

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AICEX: I Brand di successo non si limitano a farsi ricordare, ci semplificano la vita.

In quest’ottica distinguiamo “purchase brands” e “usage brands”. I primi si concentrano sulle fasi precedenti l’acquisto mentre i secondi si concentrano su quanto succede dopo.

Entrano quindi in gioco dinamiche di “fruibilità” e di fidelizzazione, interessanti per il design e i subscription models.

Questo implica un cambio di paradigma nelle aziende, storicamente abituate a configurarsi come “fornitori” di beni e servizi e considerando il customer service come un centro di costo per gestire le situazioni anomale.

Il customer service diventa quindi un centro di profitto, a servizio dell’utilizzo che i clienti fanno del prodotto o servizio, facendo in modo che lo scoprano , lo usino, lo apprezzino.

E scatenando quindi le logiche di passaparola e fidelizzazione al brand.

Pertanto anche la proposizione deve passare dal “comprami e non te ne pentirai” al “guarda che belle cose posso fare per te”.

Articolo di riferimento: https://www.strategy-business.com/article/The-Rise-of-the-Last-Mile-Exchange?gko=7cf43https://hbr.org/2018/02/the-most-successful-brands-focus-on-users-not-buyers

 

Forbes: Il retail del Lusso si schianta su un muro!

Luxury retail is in decline.

Pexels.com – While many ascribe the luxury retail decline to foreign tourism and oil market challenges, there is growing evidence that the malaise may be here to stay.

AICEX: Un’analisi basata sul mercato Americano che offre spunti interessanti.

For a long time, the conventional wisdom has been that the luxury market was largely impervious to the ups and down of the economy. Yet recent results suggest otherwise and even with an improving macro-economic picture and booming stock market, most U.S.-based luxury retail brands continue to struggle.

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Luxury: Il conflitto tra la democrazia del Digital e l’esclusività del Brand

AICEX: punto di vista interessante, molto interessante 🙂
March 17, 2016 | by Jeannie Walters

What’s the definition of luxury? That’s one of the questions brands are facing as the evolving digital landscape shifts yet again.

From a discussion among luxury brand managers and consultants, at this week’s South By Southwest Interactive Festival, the quick answer was “it depends” on how one brand might define luxury versus another. The long answer, of course, is much more nuanced. Those weighing in included Ambika Samarthya-Howard, group account director of Havas Luxe; Gregory Pouy, CEO, Lamercatique; Judy Bassaly, ex VP, trade marketing at Giorgio Armani, and Thomas Serrano, founder and president of Havas Luxe.

Digital access means customers want instant purchase options, immediate feedback and direct connections with the brands they support. Since luxury brands are built on a foundation of being exclusive, aloof and scarce, this type of direct access through digital channels creates conflict. The “new” customer wants to visit runway shows behind the scenes via Snapchat, purchase the latest handbag via a “buy now” Instagram button, and connect directly with designers with Twitter. So how are these brands, built on limiting distribution and connection, attracting the customers of tomorrow without losing the very cache that makes them luxury?

Continua a leggere “Luxury: Il conflitto tra la democrazia del Digital e l’esclusività del Brand”