All that glitters is not sold: selling a luxury brand outside a luxury environment

Moumita Das Gyomlai, M. Ahearne, D. Rouziès, J. Kapferer
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引用次数: 3

Abstract

Abstract To reach new clientele, luxury brands make strategic extensions into new product categories with more accessible prices resulting in less selective retail strategies that also feature stores not directly operated by the luxury brands (non-DOS). Entering such stores entails challenges as the luxury brand steps outside its luxury environment and loses direct control of the salesperson that interacts with the end consumer. Furthermore, in a less selective non-DOS, a luxury brand’s sales may get impacted due to image discrepancies in the salesperson’s mind, while the luxury brand competes for the salesperson’s attention. This study proposes several motivational levers that direct the efforts of a salesperson in a less selective non-DOS: the salesperson’s perceived fit between the brand and the store, the level of identification with the luxury brand, and luxury sensitivity. With empirical support in a unique dataset, the authors show that a salesperson’s perceived fit increases effort allocation for a luxury brand, and luxury brand identification strengthens it. Counterintuitively, the results show that a salesperson with a high level of luxury sensitivity is not predisposed to sell luxury outside a luxury environment. Finally, suggestions for performance implications are offered to luxury brand managers and retailers selling luxury brands.
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所有闪光的东西都不是卖出去的:在奢侈环境之外卖一个奢侈品牌
摘要为了接触新的客户,奢侈品牌以更容易获得的价格向新的产品类别进行战略扩展,导致零售策略的选择性降低,这些策略还包括非奢侈品牌直接经营的商店(非DOS)。进入这样的商店会带来挑战,因为奢侈品牌会走出其奢侈环境,失去对与最终消费者互动的销售人员的直接控制。此外,在选择性较低的非DOS中,奢侈品牌的销售可能会因销售人员心目中的形象差异而受到影响,而奢侈品牌则会争夺销售人员的注意力。这项研究提出了几个激励杠杆,引导销售人员在选择性较低的非DOS中努力:销售人员感知的品牌与商店之间的契合度、对奢侈品牌的认同程度以及奢侈敏感性。在一个独特数据集的实证支持下,作者表明,销售人员的感知适合度增加了奢侈品牌的努力分配,而奢侈品牌识别强化了这一点。与直觉相反,结果表明,具有高度奢侈敏感性的销售人员不倾向于在奢侈环境之外销售奢侈品。最后,为奢侈品牌经理和销售奢侈品牌的零售商提供了绩效影响的建议。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
5.70
自引率
36.40%
发文量
32
期刊介绍: As the only scholarly research-based journal in its field, JPSSM seeks to advance both the theory and practice of personal selling and sales management. It provides a forum for the exchange of the latest ideas and findings among educators, researchers, sales executives, trainers, and students. For almost 30 years JPSSM has offered its readers high-quality research and innovative conceptual work that spans an impressive array of topics-motivation, performance, evaluation, team selling, national account management, and more. In addition to feature articles by leaders in the field, the journal offers a widely used selling and sales management abstracts section, drawn from other top marketing journals.
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