Founded on the principles of emotional connection and ingredient intelligence, the brand has emerged as a leader within the modern fragrance landscape. Every scent is created with purpose, prioritizing safety, sensory richness, and the power of memory. From bioidentical ingredients to non-irritating synthetics, Scentsophy’s approach places both people and the planet at the forefront of perfumery.

Speaking on the company’s achievement, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, said: “We applaud Scentsophy for its thoughtful and progressive approach to fragrance. Their work reflects an inspiring balance of creativity, scientific insight, and responsibility. It is a pleasure to congratulate them on this well-deserved recognition.”

With every bottle produced in small batches in Finland, the brand ensures transparency, authenticity, and attention to detail across all touchpoints. Their formulas exclude phthalates, parabens, stabilizers, synthetic dyes, and hormone disruptors, offering safe alternatives to conventional perfumery without sacrificing depth or character.

Founders Anu and Janne Ruohosto  added, “This award strengthens our motivation to continue creating scents that speak to individuality and wellbeing. Our mission has always been to design fragrances that resonate emotionally while respecting the skin and the environment. We are honored to see this philosophy recognised on an international level.”

As the brand expands across the Nordics, Europe, and global markets, Scentsophy continues to attract consumers seeking safety, clarity, and meaningful sensory experiences rooted in authenticity.

To explore Scentsophy’s full fragrance collection, visit: http://www.scentsophy.com.

About Luxury Lifestyle Awards:

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With an 18-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, enhancing brand credibility, elevating status, and providing global exposure for award recipients. For more information, please visit: Luxury Lifestyle Awards.

The post Scentsophy Named Finland’s Best Luxury Vegan & Sustainable Fragrance Brand appeared first on The European Business Review.

A Vision of Elevated Island Living

Located on Phuket’s lush west coast, AYANA Phuket operates under the guiding principle “Flow Your Way”, enabling residents to live according to their preferences while maintaining life flexibility. For buyers and residents seeking balance, elegance, and serenity, the brand offers a sanctuary. AYANA’s residential offerings now comprise two flagship typologies: the ultra-luxury villa collection of Soluna and the residential format of Heights. Each plays a complementary role in the brand’s strategy, and each contributed significantly to the TOP 100 achievement.

Flagship Offerings – Two Sides of Luxury

• AYANA Soluna Villas – Set across 72 Rai of land in Thalang, these 62 exquisite villas (3-5 bedrooms, each with a private pool) blend high-end architecture with nature. The design concept emphasises natural materials and a palette of white, brown, and grey, which anchors the homes in their natural hillside and rainforest setting. Villa Type A features a pool and garden with indoor-outdoor flow (total ~350 m²). Living here means both bespoke luxury and a strong sense of place.
• AYANA Heights Seaview Residences – Located near Layan Beach in the Bang Tao region, this condominium complex offers 549 units across studios to three-bedrooms (37.6 m² to 112.89 m²) on a 31 Rai hillside plot. The conceptual focus: “Wake up to the whispers of the ocean… share breathtaking sunsets” – emphasising sea-views, wellness, and resort-style amenities. With full amenity offerings (library, coworking, spa/sauna, kids’ rooms, waterfalls, and landscaping) and investor-oriented details (projected ROI up to 12%), the Heights product appeals to both lifestyle purchasers and long-term investors.

Why AYANA Phuket Earned Its TOP 100 Honour

The Luxury Lifestyle Awards’ TOP 100 category assesses several pillars: innovation, architectural excellence, customer satisfaction, sustainability, and global impact. AYANA Phuket’s dual-project strategy addresses each of these comprehensive criteria:

• Design & Architectural Excellence: The Soluna Villas demonstrate meticulous architectural execution, large volumetric spaces, clean lines, rich indoor-outdoor living, and a colour/design palette rooted in nature. Meanwhile, Heights’ architecture aligns with hillside topography, maximizing sea-view exposure, breezes, and natural light in its layout.
• Lifestyle & Amenities: Soluna offers private-pool villas in a tropical setting, catering to the highest end of lifestyle buyers. Heights complements this with a full suite of shared amenities, co-working zones, wellness spaces, and smart design for everyday elevated living.
• Sustainability & Future Focus: Both developments reflect a conscious luxury mindset. Soluna’s nature-integrated materials and environmental sensitivity, and Heights’ forward-looking construction progress, strong infrastructure, and investment transparency (updates show foundations, pile-driving milestones achieved).
• Investment Appeal & Global Reach: Soluna appeals to discerning luxury homeowners, while Heights delivers a scalable offering in a prime location in the Bang Tao region, strong for holiday-rental demand, resale potential, and regional luxury growth. The projected ROI for Heights and the prime locale enhances its worldwide investment relevance.

Dual-Track Strategy – Broadening the Appeal

What makes AYANA Phuket stand out is its two-pronged offering: ultra-luxury villas (Soluna) and luxury condominiums (Heights). This gives the brand a broader market reach, attracting both high-net-worth individuals seeking a bespoke retreat and more investment-oriented buyers seeking serviced-luxury living with upside. This dual-track gives depth and flexibility to the brand’s portfolio and strengthens its badge of “TOP 100” status.

AYANA Circle

AYANA Circle is a new lifestyle community and membership program uniting guests, property owners, and lifestyle enthusiasts across AYANA’s global portfolio of hotels, residences, events, and recreational experiences. Launching in late November, 2025, the platform focuses on five pillars: Wellness, Art & Culture, Music & Entertainment, Lifestyle & Community, and Real Estate & Investment, offering members exclusive events, curated content, and premium experiences. Designed to foster connected living, AYANA Circle provides access to wellness retreats, art exhibitions, music events, and networking opportunities for those who value meaningful experiences and refined lifestyles. All AYANA property owners will automatically receive premium membership upon launch.

The Outlook

From strategic locations to design philosophy, sustainable ambitions to investment appeal, AYANA Phuket is positioned to become one of Southeast Asia’s standout luxury residential brands. The inclusion of both Soluna Villas and Heights Seaview Residences within the portfolio amplifies that trajectory; they offer complementary residential typologies, each reinforcing the brand’s luxury credentials. The TOP 100 recognition is symbolic of what has been achieved and what lies ahead. For anyone seeking lifestyle, legacy, and connection to nature aligned with modern expectations, AYANA Phuket offers a compelling proposition. As these developments materialize, the brand’s evolution will be exciting to follow.

Visit ayanaphuket.com to learn more about the residences and project updates.

The post AYANA Phuket Joins the Elite: Named One of LLA’s TOP 100 Luxury Residences Worldwide appeared first on The European Business Review.

Known for its refined atmosphere and family-led character, the hotel delivers an experience shaped by personal interaction, attentive service, and a setting inspired by nineteenth-century European architecture. Its expansive outdoor pool, lush Mediterranean surroundings, and inviting social spaces create an environment that appeals to leisure guests, business travelers, and families alike.

Speaking on the award, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, shared his congratulations: “Hotel Momentum has demonstrated a strong understanding of what today’s travelers value. Their ability to offer warmth, high standards, and an experience with personality sets them apart. We are pleased to recognize their achievement and wish them continued success.”

The hotel’s hands-on leadership plays a pivotal role in shaping its guest experience. Owner and CEO Ivan Lijesevic added, “This recognition reinforces the values we work by every day. Our team strives to make each guest feel personally welcomed, and we are proud to see our efforts resonate with travelers from across the world.”

As a family-run property, the hotel prioritizes a personal approach that feels natural and sincere. From the carefully maintained accommodations to service refined through daily improvement and staff engagement, the property consistently appeals to visitors seeking comfort with substance rather than theatrics. Its global audience continues to grow, strengthened by marketing efforts across local networks, state-level platforms, social media, and international fairs.

To learn more, visit https://hotelmomentum.me/.

About Luxury Lifestyle Awards:

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, enhancing brand credibility, elevating status, and providing global exposure for award recipients. For more information, please visit: Luxury Lifestyle Awards.

The post Boutique Hotel Momentum Earns Top Recognition for Its Distinct Guest Experience appeared first on The European Business Review.

A Tranquil Escape in the Heart of Nairobi

Located in Runda — one of Nairobi’s most secure and serene suburbs — Glee Nairobi occupies eight acres of beautifully landscaped grounds, offering an expansive, resort-style escape within easy reach of diplomatic missions, government offices, the United Nations, and Nairobi’s business districts. This unique combination of accessibility and tranquility is one of Glee’s defining features.

At the heart of the property lies a stunning complex of 211 elegantly appointed rooms and suites. Among these is the show-stopping 582m² Presidential Suite, complete with private heated swimming pool, security-enhanced entry, and panoramic views — a favorite among VIPs and dignitaries.

A Multifunctional Luxury Destination

Glee Nairobi is a full-service destination that offers business, leisure, and entertainment. The hotel is especially renowned for its exceptional conference and event facilities, which include a grand, pillarless ballroom, eight flexible meeting rooms filled with natural light, and a vast outdoor events garden.

With the addition of a helipad and advanced safety infrastructure, the hotel is fully equipped to host high-profile meetings and secure VIP events, offering peace of mind to guests of the highest stature.

But Glee’s innovation extends beyond business. The treetop Skywalk, a tranquil elevated pathway winding through the surrounding forest, has quickly become one of the hotel’s most unique attractions. It’s not only a peaceful retreat for wellness-focused travelers but also a revenue-generating space for exclusive private functions and elite clientele.

Vibrant Dining and Nightlife Scene

Glee Nairobi also makes an indelible mark through its diverse food and beverage offerings. With six distinct restaurants and bars, guests are invited on a culinary journey that spans fine international cuisine to casual, family-friendly dining. Each venue is thoughtfully designed, offering not just variety but aspirational ambience — a true lifestyle destination.

Among the most notable attractions is Ruby Night Club, Glee’s signature nightlife spot. Featuring four private lounges and novel design, Ruby offers guests an upscale yet spirited evening experience — an asset that enhances in-house guest satisfaction and draws Nairobi’s elite for walk-in entertainment, broadening the hotel’s appeal and revenue streams.

Design-Led Innovation and Unforgettable Guest Experiences

One of Glee Nairobi’s most talked-about qualities is its bold, design-driven aesthetic. The interiors — the work of award-winning designer Kristina Zanic — blend warm, contemporary African elegance with a global, cosmopolitan flair. This visual identity, combined with sensory experiences like ambient lighting, curated music, and bespoke dining, creates an immersive guest journey that’s both luxurious and emotionally resonant.

Innovation is embedded throughout the guest experience. From personalized greetings and customized amenities to tailored in-room touches and anticipatory service, Glee’s ethos is centered on making each visitor feel genuinely cared for. It’s this detail-oriented approach that has earned the hotel glowing reviews across Google, TripAdvisor, and online travel platforms.

Recognition and Rising Prestige

In addition to the Luxury Lifestyle Awards, the hotel has been nominated for multiple international awards, including the World Luxury Hotel Awards, World Travel Awards, and the Kenya Tourism Awards. It has also passed the Safe Hotels Audit at the Executive Level, a testament to its uncompromising standards in safety and security.

Conclusion: A New Standard for Luxury in Nairobi

In a city already rich with hospitality options, Glee Nairobi rises above the rest by delivering an experience that is immersive, imaginative, and internationally inspired. It’s a place to connect, celebrate, and unwind in style.

Whether you’re hosting a high-stakes summit, enjoying a weekend escape, or seeking a dynamic new venue for a lifestyle event, Glee Nairobi sets the new benchmark for what luxury hospitality can look like in East Africa.

Visit https://www.gleenairobi.com/ to book your stay today.

The post Inside Glee Nairobi: 2025’s Award-Winning Luxury Event Destination appeared first on The European Business Review.

Founded in 2007 and located in Oslo West, PrivatMegleren Park has built an exceptional reputation for combining local market insight with the highest standards of service and discretion. The company’s commitment to integrity, refined presentation, and personalized client experiences has positioned it as one of Norway’s leading authorities in premium real estate.

With a portfolio focused primarily on high-end residential properties, the firm’s hallmark lies in its ability to pair architectural excellence with a tailored advisory approach.

“PrivatMegleren Park embodies the essence of luxury real estate, combining Nordic sophistication, transparency, and unmatched service,” said Alexander Chetchikov, CEO of Luxury Lifestyle Awards and President of the World Luxury Chamber of Commerce. “Their commitment to both their clients and to elevating the standards of the Norwegian property market reflects the qualities we seek to recognize globally.”

At the heart of PrivatMegleren Park’s success is its philosophy of ‘expertise meets elegance.’ Each transaction is treated as a meaningful collaboration built on trust, precision, and strategic insight. The agency’s team takes pride in tailoring every detail, from valuation and marketing to presentation and negotiation, ensuring each property reaches its maximum potential.

Sustainability and innovation also play a central role in the company’s operations. Through its partnership with Nordea, PrivatMegleren Park offers clients access to Green Loans, financing solutions that reward sustainable property investments. Internally, the company has also adopted a digital-first approach, utilizing its proprietary Kvadrat IT platform to streamline processes, reduce paper consumption, and enhance transparency for clients.

Looking ahead, PrivatMegleren Park aims to strengthen its international luxury real estate network, facilitating collaboration with global partners and offering international buyers trusted access to the Norwegian property market. Likewise, the agency supports Norwegian clients seeking distinctive investment opportunities abroad.

Visit https://privatmegleren.no for more information today.

About Luxury Lifestyle Awards

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, which enhances brand credibility, elevates status, and provides global exposure for award recipients.

For more information, please visit: https://luxurylifestyleawards.com/.

The post PrivatMegleren Park Joins the World’s Luxury Elite with 2025 LLA Win appeared first on The European Business Review.

Creating Spaces That Inspire

The Metyis Technology Center, located in Gondomar, Portugal, is a bold architectural statement designed by UNUM Architecture for the global consulting firm Metyis. This headquarters is conceived as a space that nurtures innovation, collaboration, and focus – core values of Metyis itself. Set harmoniously within the natural landscape, the building is a masterclass in discreet luxury, with an emphasis on noble materials, abundant natural light, and fluid circulation paths that enhance the user experience.

Beyond its stunning aesthetic, the center functions as a dynamic, high-performance workplace that reflects UNUM’s human-centric design philosophy. It prioritizes well-being and efficiency, using spatial organization to foster creativity while preserving moments of quiet concentration. The result is a workplace that not only meets the needs of a forward-thinking company but also uplifts the people within it.

A Legacy of Architectural Excellence

Founded by architect Miguel Ibraim da Rocha, UNUM Architecture has consistently demonstrated a focused desire to creating spaces that resonate with the people who use them. With a deep respect for Portugal’s rich architectural heritage, the firm blends traditional elements with contemporary design to produce structures that are both timeless and ahead of their time.​

UNUM’s portfolio spans a diverse range of projects, including the Casa da Democracia de Valongo, the Hotel Accor in Matosinhos, and the Valbom Residencial Project along the Douro River. Each project reflects the firm’s dedication to sustainability, functionality, and aesthetic excellence.​

Recognized by Industry Leaders

The firm’s recent achievement from Luxury Lifestyle Awards validates their position as a leader in luxury commercial architecture. This recognition celebrates UNUM’s ability to deliver projects that not only meet but exceed the expectations of luxury-conscious clients worldwide.​

Serving a Global Clientele

While rooted in Portugal, UNUM Architecture’s influence extends globally. The firm has become a trusted partner for real estate developers, corporate leaders, and institutional clients seeking transformative architectural solutions. Their expertise in luxury commercial architecture, sustainable innovation, and behavior-driven design continues to set new standards for the industry.​

Why Choose UNUM Architecture?

For clients seeking architectural solutions that combine luxury, functionality, and a deep understanding of human behavior, UNUM Architecture offers exceptional expertise. Their holistic approach ensures that each project is not only aesthetically pleasing but also enhances the well-being and productivity of its occupants.​

By choosing UNUM, clients are partnering with a firm that values integrity, innovation, and excellence. Their proven track record and industry recognition make them a reliable choice for projects that demand the highest standards of design and execution.​

Discover the UNUM Difference

To explore UNUM Architecture’s award-winning projects and learn more about their unique approach to luxury commercial design, visit their official website at www.unum.pt.

Experience how UNUM is shaping the future of architecture, one visionary project at a time.

About Luxury Lifestyle Awards

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, which enhances brand credibility, elevates status, and provides global exposure for award recipients.

For more information, please visit: https://luxurylifestyleawards.com/.

The post Where Architecture Meets Human Experience: UNUM Wins Global Honor for Metyis Technology Center appeared first on The European Business Review.

With an impressive track record in the luxury property market, Smartmove Marbella has earned the trust of international investors, high-net-worth individuals, and those looking for exceptional residences in Costa del Sol. The company specializes in a diverse portfolio of high-end properties, from sleek beachfront villas to modern penthouses boasting panoramic sea views. Whether clients are seeking an investment property or a second home, the firm provides expert guidance tailored to their financial and lifestyle goals.

Costa del Sol remains one of Europe’s most desirable locations for property investment, known for its stunning coastal landscapes, world-class golf courses, and exclusive communities. Smartmove Marbella has successfully positioned itself as a key player in this dynamic market, offering clients exclusive insights into the latest developments and opportunities that align with their needs.

Recognizing the company’s industry leadership, World Luxury Chamber of Commerce President Alexander Chetchikov stated: “Smartmove Marbella has demonstrated a deep understanding of the luxury real estate market, consistently providing clients with exceptional investment opportunities. Their ability to connect buyers with prime properties in Costa del Sol reflects their expertise and professionalism.”

Beyond facilitating high-end real estate transactions, Smartmove Marbella offers a full spectrum of services designed to enhance the client experience. From luxury property management to premium concierge services, the company ensures that property owners can fully enjoy their investment without the complexities of day-to-day management. Whether arranging private yacht charters, securing personal chefs, or managing rental properties, their team goes beyond expectations to provide seamless service.

As part of its international expansion, Smartmove Marbella is now bringing its expertise to Dubai, one of the world’s most dynamic and luxurious real estate markets. This strategic move allows the company to offer its renowned services to investors seeking exclusive opportunities in Dubai’s thriving property sector.

This recognition from Luxury Lifestyle Awards highlights Smartmove Marbella’s influence in the luxury real estate sector and its continued commitment to delivering outstanding results. As demand for high-end properties in Costa del Sol continues to grow, the company remains a trusted partner for discerning buyers worldwide.

For those seeking to invest in Costa del Sol’s luxury real estate market, Smartmove Marbella offers expert guidance and a handpicked selection of exclusive properties.

Explore the possibilities by visiting https://www.smartmovemarbella.com/.

About Luxury Lifestyle Awards:

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, enhancing brand credibility, elevating status, and providing global exposure for award recipients. For more information, please visit: https://luxurylifestyleawards.com/.

The post Luxury Lifestyle Awards Celebrates Smartmove Marbella’s Success in Exclusive Property Investment appeared first on The European Business Review.

By Elena Bajada

To what extent does craftmanship underpin the luxury sector? Elena Bajada of Major Lindsey & Africa argues that in the best of cases, it extends to the very strategies that build integrity, resilience, and compliance into the business itself. In this article, Elena explores the indispensability of the role of General Counsel for luxury businesses and the influence of legal leaders in the boardroom more widely.

In a sector defined by aesthetics, nothing is ever accidental. Detail, craftsmanship, and client focus sit at the heart of every product and experience the industry offers. Yet, beneath the precision and beauty that lies on the surface, is another form of craftsmanship, the careful stewardship of integrity, resilience, and trust that sustains the brand itself. The General Counsel, at once strategist, moral compass, and brand architect, plays an indispensable role in that work. 

After all, luxury is a promise. Every decision that shapes that promise, from brand partnerships to digital innovation and market expansion, carries reputational risk. In acting as the company’s key risk strategist, the General Counsel balances ambition with authenticity, ensuring that growth never comes at the expense of long-term value or the brand’s essential rarity.  

The GC as Strategic Advisor

With a panoramic view of the enterprise, the General Counsel works alongside the CEO, CFO and often the CMO to envision and deliver growth within the parameters of ethics. As a steward of balance, they navigate the delicate ecosystem of creative freedom, commercial performance, and ethical responsibility that luxury brands require to thrive. To be truly effective, they must move beyond reactive compliance and embrace a mindset of proactive risk intelligence. 

Custodians of Institutional Knowledge

The luxury industry thrives on heritage, legacy, and continuity. As such, the General Counsel becomes the company’s institutional memory and the custodian of its governance DNA. General Counsel are tasked with remembering why policies exist, how crises were managed, and which lessons were learned along the way. During times of transition, whether a new CEO, a change in ownership, or broader market upheaval, that continuity provides both stability and perspective. It ensures that evolution never erodes the principles on which the brand was built. 

The Commercial Conscience

For a brand to thrive, commercial ambition must never override ethics. Art and commerce can coexist, and the General Counsel serves as the translator between the two, ensuring that growth and innovation evolve on the right side of risk. 

Every successful General Counsel I have worked with in this sector has understood human consequence and used their moral authority to strengthen the company’s conscience. This extends across every area of influence; advising on sustainability claims, ensuring transparency throughout the supply chain, and embedding genuine diversity commitments. Their role is to protect both the business and the values that define it. 

Diagnostician and Early-Warning System 

Luxury companies are particularly exposed to reputational risk. A horizon-scanning General Counsel looks across the market and the organisation to identify weak signals before they become visible cracks. As custodians of culture, conduct, and governance, they design the ethical guardrails that prevent those lapses. They anticipate shortfalls before regulation or consequence arrive, building systems that protect both integrity, resilience and continuity. 

Guarding Culture in the Age of AI and Influence 

Innovation within luxury goods companies must happen responsibly. Creativity cannot outpace control. General Counsel roles have expanded across all sectors and in luxury this role is particularly critical. Digital transformation, artificial intelligence, data privacy, and influencer marketing are creating new ethical frontiers for the industry. 

These developments also shape internal culture. No one is better placed than the General Counsel to work alongside the CEO and CHRO in setting tone from the top, advocating for psychological safety, integrity, and accountability. Empowered employees ask questions and challenge the brand to be better; that spirit of constructive dissent drives genuine evolution. A well-structured legal function, led by a strong GC, ensures that innovation strengthens, rather than destabilises, the brand. Culture is not defined by slogans. It is defined by what people are empowered to question, and the General Counsel ensures they can. 

The GC as the Anchor of Trust 

With all this in mind, one could argue that, although invisible to the customer, the General Counsel’s work sits at the very heart of a brand’s trust. Trust is a cornerstone of luxury.  Customers buy desire, but they also buy confidence in quality, provenance, and purpose. These are precisely the areas where the GC’s influence runs deepest. 

From sourcing to storytelling, every aspect of a luxury house reflects a choice for excellence. It is the General Counsel who safeguards that excellence by upholding the ethics that define how the brand operates. 

The Quiet Power at the Table 

As the business of luxury becomes more global, more digital, and more scrutinised, the General Counsel’s influence will only continue to grow. They are the quiet power at the table, guiding strategy with insight, advising with integrity, and ensuring that progress never compromises principle. 

The next era of luxury will be defined not only by design and innovation, but by transparency, sustainability, and trust. In that evolution, the General Counsel is more than a legal leader; they are the guardian of the brand’s soul and the architect of its credibility. 

About the Author

Elena Bajada is a Managing Director within Major, Lindsey & Africa’s EMEA In-House Counsel Group. She works with a variety of clients across a myriad of sectors finding C-Suite level legal executives and building out legal, compliance, privacy, and governance teams. While EMEA focused, Elena has undertaken work across the globe.

The post The General Counsel: The Hidden Architect of Integrity in Luxury appeared first on The European Business Review.

The TOP 100 celebrates the most trusted and respected leaders in luxury. Across each major category, Luxury Lifestyle Awards, alongside WLCC, highlight companies and individuals who have earned customer loyalty and the admiration of experts. This list honors those who have excelled in delivering exceptional luxury experiences throughout the year.

The selection process focused on a fusion of reputation, credibility, and peer admiration. Those featured have built a distinguished track record in luxury, backed by recognition from prestigious industry institutions. Their expertise and insights influence how luxury brands connect with audiences, innovate campaigns, and set new standards. Above all, these leaders are celebrated by their peers for their vision, dedication, and the impact they have made on colleagues and the wider luxury community.

Alexander Chetchikov, President of the World Luxury Chamber of Commerce, commented, “This year’s list is about celebrating the people whose creativity, drive, and commitment have elevated luxury marketing. They inspire their teams, impress their peers, and push the industry to new heights. World Luxury Day is the perfect moment to shine a light on their exceptional contributions.”

From seasoned executives to rising stars, the TOP 100 Luxury Marketing Leaders of 2025 represent a global spectrum of talent, influence, and accomplishment. Each individual has left a mark on the brands they serve and continues to set benchmarks for excellence, innovation, and professionalism in luxury marketing.

Discover the full list of these extraordinary professionals below, in alphabetical order:

1. Adeline Goh, Celine
2. Ahmed Chaaban, Richard Mille
3. Agnieszka Rog-Skrzyniarz, Marriott International
4. Alessandro Galli, Zegna
5. Alessio Puleo, Marcolin
6. Alvin Looi, William Grant & Sons
7. Amandine Mackwood, Charlotte Tilbury Beauty
8. Amélie Lacan, L’Oréal
9. Anna Aner, Lacoste
10. Anne Krisulewicz, La Prairie, Switzerland
11. Arabella Rufino, Stella Mccartney
12. Arjan Ackerman, Boucheron
13. Arnaud Carrez, Cartier International
14. Aurélie Darmon, Messika Paris
15. Aurelien Sauvard, Ferrari
16. Becky Vera Silvin, Chopard
17. Ben Hallam, Four Seasons Hotels and Resorts
18. Betty Peng, Salvatore Ferragamo
19. Caroline Fall, Marriott International
20. Cedric Davy, Automobili Lamborghini S.p.A.
21. Charlie Smith, LOEWE (LVMH)
22. Charlotte Garel Joyeux, Dom Pérignon
23. Charmaine Lin, Banyan Group
24. Chris Arambul, Giorgio Armani
25. Christophe Georges, Bentley Motors
26. Claudia Sabatini, Gucci
27. Cliff Fleiser, Salvatore Ferragamo
28. Daniell Chen, Ferretti Group
29. Edward Simon, Oettinger Davidoff AG
30. Edward Walsh, Richemont
31. Federica Cingolani, Kering Eyewear
32. Florent Canepa, Mercedes-Benz AG
33. Franziska A. Gsell, IWC Schaffhausen
34. Freya Costello, Four Seasons
35. Gaspard Barthelemy, Piaget
36. Gerard Duran, Harrods
37. James Hunter, Ralph Lauren
38. Jamie Kesselman, Fendi
39. Jean-Philippe Bonneau, Manufacture Roger Dubuis
40. Jeremie Bernheim, RAYMOND WEIL
41. Jessica Levine, Canada Goose
42. Julie Bramham, Diageo
43. Justina Morales, Cincoro Tequila
44. Kirstee Wilson, Breitling
45. Laura Didoni, PVH
46. Lauren Laffort Wanecq, Tom Ford Beauty
47. Leonardo Allasia, Poltrona Frau
48. Linda Schultes, The World
49. Lori Strasberg, Preferred Hotels & Resorts
50. Lou Houllier, ASSOULINE
51. Louis Yao, Van Cleef & Arpels
52. Manuela Meci, Dolce & Gabbana Beauty
53. Marco Valle, Ferrari
54. Marie-Laure Trichard, Bell & Ross
55. Matteo Atti, VistaJet
56. Matthias Prange, Ferrari
57. Melanie Boury, KRUG Champagne
58. Mélanie Crété, Coty
59. Melissa Lee Green, Shiseido
60. Mellisa Lim, Vacheron Constantin
61. Mic Adilardi, IHG Hotels & Resorts
62. Michael Bernier, Tiffany & Co.
63. Michela Ratti, Ferragamo
64. Michelle Myers, Hilton
65. Miki Takahashi, Jaeger-LeCoultre
66. Misty Belles, Virtuoso Travel
67. Mounia Mechbal, Rolex Watch USA
68. Myriam Soberon, Coty
69. Nadia Assi, Montblanc
70. Nelson Elliot Gillum, Möet Hennessy
71. Nessim A. Khalfi, Sephora
72. Nicole Baum, Moschino
73. Nicole Briata, Luisa Spagnoli
74. Olga Careccia, Bang & Olufsen
75. Orla Colgan, Harry Winston
76. Pietro Zambetti, Maserati
77. Rachel Walsh, TAG Heuer
78. Ragnar Schulte, Porsche AG
79. Raphael Mingam, Chaumet
80. Renato Meier, BREITLING
81. Ruthie Hunt, IHG Hotels & Resorts
82. Samantha Chevalier, Christian Dior Couture
83. Sara Trombetta, Roger Vivier
84. Sarah Barr, Crystal Cruises
85. Sarah Zaouk, ZENITH Watches
86. Serena Bruni, Bvlgari
87. Shemi Alovic, Bally
88. Shivani Mahtani, The Washington Post
89. Sophie Masson, Shiseido
90. Tanya Yeung, Baccarat Asia
91. Thibaut Pellegrin, LV
92. Thomas Crye, Cartier
93. Thomas Moradpour, Campari Group
94. Tonia Mancino, Rémy Cointreau
95. Victoria Montgomery, Rolls-Royce Motor Cars
96. Violaine Basse, Ruinart
97. Virginia Stacchiotti, Moncler
98. Vittoria Pietropoli, Jacquemus
99. Yoshikazu (Yoshi) Shimaoka, Moët Hennessy
100. Yunji Michelsen, Harry Winston

Celebrate World Luxury Day and connect with the industry’s elite, discover the World Luxury Chamber, and join the global luxury experience: https://worldluxurychamber.com/

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Personalized Design for Every Client

No two homes are the same, and Arkitech Group ensures each villa is a reflection of its owner’s vision. Their approach is fully customized, taking into account not only the client’s lifestyle but also the unique characteristics of the land. Every home is a carefully designed, high-end retreat that maximizes natural surroundings, orientation, and spatial flow.

Rather than relying on traditional construction methods that often lead to delays, Arkitech Group builds its homes off-site in a controlled environment. This approach allows for a more precise execution while minimizing potential setbacks related to weather conditions, labor shortages, or logistical issues. The result is a streamlined construction process that ensures high-quality, reduced waste, and increased efficiency.

This customization extends beyond aesthetics. From the foundation to the finishing touches, each villa is designed to enhance the homeowner’s daily life. Whether integrating expansive windows to capture breathtaking views, designing shaded outdoor areas for comfort, or ensuring every inch of space is optimized, Arkitech’s attention to detail is evident in every project.

Sustainability at the Core

Luxury and sustainability are no longer separate concepts. Arkitech Group is proving that high-end homes can be both energy-efficient and eco-conscious. The company employs a centralized construction process that significantly reduces environmental impact, including waste, pollution, and water consumption.

Every home is designed with energy conservation in mind. A-rated for efficiency, these residences incorporate strategic facade designs, optimal window placements, and shaded areas to minimize energy consumption. In addition, aerothermal systems, heat recovery ventilation, and smart climate control come standard, while solar panels and underfloor heating offer additional energy-saving benefits.

One of the most notable aspects of Arkitech Group’s sustainability strategy is its dry construction system, which saves up to 90% of water compared to conventional building methods. This technique not only conserves resources but also contributes to a cleaner and more efficient construction site. Additionally, bioclimatic pergolas and smart climate management ensure that residents enjoy year-round comfort while reducing their carbon footprint.

Overcoming Challenges with Expertise

Even the most challenging terrains are no obstacle for Arkitech Group. When faced with a steeply sloped plot with difficult access, the team worked closely with logistics and geotechnical experts to identify the most efficient and cost-effective foundation solution. By shifting from micropile foundations to ground improvement techniques, they not only enhanced structural integrity but also reduced costs and project timelines.

This problem-solving mindset ensures that Arkitech Group delivers top-tier results, no matter the complexity of the project. The ability to adapt to unforeseen challenges without compromising quality sets the company apart in the world of luxury construction.

Efficiency Without Compromise

One of the most significant advantages of Arkitech Group’s construction approach is its speed. While traditional luxury home builds can take years to complete, Arkitech’s advanced modular system allows for a lead time of just three to four months from manufacturing to assembly. This industrialized process enhances predictability, ensuring both quality and timely delivery without unexpected cost overruns.

Clients also benefit from a fixed-price model, eliminating financial surprises and providing peace of mind throughout the project. With Arkitech, what is agreed upon at the outset remains unchanged, allowing homeowners to focus on the excitement of moving into their new residence rather than worrying about escalating costs.

A Look at Serenity: The Award-Winning Project

Located in Costa del Sol, Serenity is a prime example of Arkitech Group’s expertise. This project perfectly balances aesthetics, efficiency, and sustainability. With smart home technology, bioclimatic pergolas, and an eco-friendly building envelope, Serenity stands out as a modern masterpiece that offers both comfort and reduced environmental impact.

The home’s design takes full advantage of its surroundings, offering breathtaking views while ensuring thermal efficiency. The incorporation of intelligent home automation systems allows homeowners to manage lighting, climate, and security with ease, enhancing the overall living experience. Serenity is more than just a residence; it is a statement of what modern luxury should be—functional, stylish, and future-focused.

The Future of Home Construction

Arkitech Group continues to push the boundaries of innovation, combining the strength and reliability of traditional building techniques with the speed and precision of industrialized methods. Their focus on research and development ensures that each new project benefits from the latest advancements in materials and technology, further enhancing the quality and efficiency of their homes.

By refining and optimizing its processes, Arkitech ensures that every client enjoys a home that is not only aesthetically stunning but also built to withstand the test of time. The company’s philosophy is simple: offer a faster, smarter, and more sustainable way to build luxury homes without compromising on quality or design.

Discover the Future of Luxury Living

With a strong reputation for delivering high-quality, sustainable, and tailor-made homes, Arkitech Group is shaping the future of luxury real estate in Spain. Whether you’re looking for an innovative, energy-efficient residence or a fully customized architectural statement, Arkitech ensures every detail is executed with precision.

Explore Arkitech Group’s portfolio and start planning your dream home today https://arkitech.es/ 

ABOUT Luxury Lifestyle Awards:

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, enhancing brand credibility, elevating status, and providing global exposure for award recipients. For more information, please visit: https://luxurylifestyleawards.com/

The post Arkitech Group: The Future of Luxury Homes, Built Smarter and Faster appeared first on The European Business Review.

A Legacy of Excellence

Founded in 2002, Palma Development has a storied history of innovation and excellence. Specialising in high-end property development, community management, and real estate brokerage, the company has completed more than eight million square feet of premium real estate valued at over AED 16 billion. Each project reflects a meticulous attention to detail, redefining elegance and setting new benchmarks for quality in Dubai’s competitive real estate market.

The company’s philosophy is encapsulated in its mission: “To deliver world-class, prime developments and services that contribute to people living exceptional lives while protecting and growing their wealth.” This vision has guided Palma Development to create iconic residential properties that combine aesthetic appeal, functionality, and investment potential.

La Mer Private Home: A Testament to Opulence

The La Mer Private Home is a shining example of Palma Development’s commitment to excellence. Located in the exclusive La Mer district, this ultra-premium single-family home offers a harmonious combination of sophistication and comfort. Designed for affluent buyers who value privacy, exclusivity, and exceptional quality, La Mer Private Home represents the peak of modern living.

Every aspect of the property is designed to cater to the unique needs of its residents. From its breathtaking views of the Arabian Gulf to its integration of indoor and outdoor living spaces, La Mer Private Home offers an outstanding lifestyle experience. Features such as spacious layouts, state-of-the-art technology, and world-class finishes make this home a true masterpiece.

A Trusted Partner for Exclusive Living

Palma Development has built a reputation as a reliable partner for those seeking unique, world-class homes. Their extensive portfolio of projects is a witness to their expertise and dedication to client satisfaction. By prioritising quality over quantity, Palma Development ensures that each property meets the highest standards of craftsmanship and design.

The company’s approach is deeply client-centric, emphasising transparency, trust, and tailored solutions. Whether it’s helping families find their dream home or guiding investors toward properties with high returns, Palma Development consistently delivers exceptional value. Their flagship projects, situated in Dubai’s most sought-after districts, offer a distinctive blend of refined living and investment opportunities.

Setting New Standards in Premium Real Estate

Palma Development’s success in the highly competitive Dubai real estate market is no accident. The company has carved out a niche for itself by focusing on premium residential developments that offer an extraordinary lifestyle. Each project is carefully conceptualised and executed, ensuring that it not only meets but exceeds the expectations of its clients.

Key to this success is Palma Development’s ability to adapt to market trends while staying true to its core values. The La Mer Private Home, for instance, incorporates modern architectural designs and nature-infused spaces while maintaining timeless elegance. This forward-thinking approach ensures that Palma Development remains at the forefront of high-end real estate.

The Palma Advantage

What sets Palma Development apart from its competitors is its passion for quality and innovation. The company’s developments are characterised by:

1. Prime Locations: Palma Development’s projects are situated in Dubai’s most prestigious neighbourhoods, offering residents unmatched convenience and exclusivity.
2. Bespoke Design: Each property is uniquely designed to reflect the individuality and aspirations of its residents.
3. Sustainability: Palma Development incorporates eco-friendly practices into its projects, ensuring that elevated living is paired with environmental responsibility.
4. Investment Value: Properties developed by Palma are not just homes but lucrative investments, offering strong capital appreciation and rental yields.

A Bright Future

As Dubai continues to attract global attention as a hub for luxury living, Palma Development is well-positioned to lead the way. With a proven track record of delivering world-class properties, the company remains committed to raising the bar for excellence in the real estate industry. Their vision for the future includes expanding their portfolio of bespoke developments while continuing to provide exceptional value to their clients and investors.

Conclusion

Palma Development’s recognition as the Best Luxury Single Family Home for La Mer Private Home in Dubai is a testament to its dedication to quality, innovation, and client satisfaction. For more than two decades, the company has been a trusted partner for those seeking world-class homes and exceptional investment opportunities. With its focus on delivering unparalleled living experiences, Palma Development is not just shaping Dubai’s skyline but also redefining the meaning of luxury living.

To explore Palma Development’s award-winning projects and learn more about their offerings, visit www.palmaholding.com today and take the first step toward owning your dream home.

The post Discover Dubai’s Finest: Palma Development’s Premium Legacy appeared first on The European Business Review.

Trend 1. The Rise of Ultra-Personalized Goods

The luxury market is already familiar with engraving watches or monogramming bags; it’s no longer surprising, and it can be considered the first iteration of personalization. However, it is being replaced by ultra-personalization (or personalisation 2.0), a higher level of customer orientation in the luxury segment. In symbiosis with AI, it is possible to tailor a product to the even more precise and personal needs of a particular customer.

Retailers are investing heavily: Saks Global reported significant revenue growth from machine learning-based homepage personalization in 2025. Each visitor now receives a personalized storefront experience tailored to their preferences and browsing history.

BCG finds that leaders in personalization significantly outperform their competitors: companies that deeply embed AI-based personalization into their customer strategy and assortment consistently achieve higher growth and customer loyalty.

Trend 2. Wellness and Longevity as Luxury

Healthy sleep and a light body have officially become the new luxury. Overloaded with information, stress, and exhaustion, luxury consumers are seeking offerings that go beyond the traditional five-star resort experience to restore their resources more deeply. Artificial intelligence is also a key factor in this regard.

A growing share of HNWIs are redirecting discretionary spending towards cutting-edge wellness, biohacking, and regenerative health.

Luxury hotels and resorts are adapting, with Four Seasons and Aman expanding their wellness residences and retreats, which focus on stress relief, mindfulness, and longevity. Meanwhile, LVMH’s beauty portfolio is increasingly emphasizing “skin longevity”, positioning beauty not just as a cosmetic but as a means to age gracefully.

McKinsey reports highlight that younger luxury consumers are prioritising well-being alongside exclusivity and sustainability as key factors in their purchasing decisions, which is consistent with a cultural shift in which owning a yacht signals less status than having the best years of one’s life, characterised by vitality, energy, and quality of experience.

Luxury is expected to continue to invest in bio-resorts, precision nutrition, and high-end wellness technologies.

Wellness is becoming a new form of exclusivity, something that only the most discerning can fully access.

Trend 3: AI-Powered Luxury Services

AI will move from the backstage to the forefront of luxury, transitioning from an auxiliary tool at certain stages to an integral part of the entire process. For example, LVMH has strengthened its partnership with Google Cloud to develop centralized AI platforms that optimize every aspect, from design to logistics.

At the customer level, AI co-pilots are being tested and progressively introduced (piloted) in select maisons (Tiffany, Louis Vuitton, Sephora), offering sales consultants intelligent suggestions based on customer history and preferences. These tools free up human employees to focus on the personal connection that is the essence of luxury, while AI does the heavy lifting of analysis and forecasting.

A June 2025 BCG report argues that generative AI is the next frontier of luxury experiences, capable of enabling adaptive storytelling, personalized marketing, and immersive brand journeys.

Trend 4: Sustainability and Digital Product Passports (DPPs)

Sustainability is becoming more than just an aspirational initiative; it is also becoming a regulatory imperative. For example, the EU’s Ecodesign for Sustainable Products Regulation (ESPR) will require Digital Product Passports (DPPs) for textiles by 2026–2028, detailing provenance, materials, and recyclability. Far from a compliance burden, DPPs can double a product’s lifetime value through resale, repair, and circular services, while also setting a global standard for traceable, sustainable luxury.

The trend toward sustainable regulation is expected to grow globally.

World Luxury Day also emphasises responsible luxury, with a strong commitment to ethics and sustainability.

Trend 5: Resale and Circular Luxury

Despite scepticism about the development of the secondary luxury market, data suggest that the retail trade of luxury goods through resale is growing rapidly.

For example, the Washington Post reports that China’s secondhand luxury market grew by 35% in 2025, even as the broader luxury sector saw a slump. This growth is attributed to rising interest among millennials and Gen-Z shoppers purchasing pre-owned Gucci, Prada, Hermès, and other high-end brands via platforms like ZZER and Super Zhuanzhuan.

Circular luxury allows fashion houses to attract younger buyers, expand brand control, and implement sustainability into their business models. The success of the future will be measured not only by sales, but also by the extended life cycles of a brand’s products.

Trend 6: Minimalism and Quiet Luxury

Another trend associated with Gen Z, who are shaping the luxury market, is quiet luxury, which contrasts with “flashy” branding and flashy logos.

For example, according to TheRealReal’s Resale report, Gen Z spending on quiet luxury brands, such as The Row and Bottega Veneta, rose 18% year-over-year. In comparison, search volumes increased 29% among this demographic.

The silent luxury goods market is projected to continue to increase, according to Polaris Market Research.

This signals a more profound shift: luxury as authenticity and meaning, not spectacle.

Trend 7: Philanthropy

Philanthropy is becoming an integral part of powerful luxury brands. For example, LVMH’s support of art and heritage reflects how luxury is reimagining itself as a cultural patron.

For the future elite, actual status lies not only in what they own but also in what they experience and preserve for others, as well as the legacy they are entrusted with.

World Luxury Day

These emerging trends highlight not only where the luxury sector is headed but also why World Luxury Day is the perfect moment to celebrate both heritage and innovation, bringing together leaders, creators, and consumers to shape the future of refinement. It is an occasion that unites the community, inspires dialogue, and transforms the way we experience and define luxury for the years to come.

“I envision World Luxury Day as a global celebration where each sector showcases its uniqueness: fashion with shows or collaborations; hospitality with special packages; real estate with property viewings; and haute cuisine with tastings. The main goal is to honor craftsmanship, innovation, and unique experiences, but first and foremost, it’s a celebration for the people working in the luxury industry,” Alexander Chetchikov, President, WLCC.

Learn more about World Luxury Day: https://worldluxurychamber.com/initiatives/world-luxury-day/

The post Trends on the Horizon: Imagining the Future of Luxury on World Luxury Day appeared first on The European Business Review.

Established in 2013 by visionary real estate expert Claudia Tresch, Private Fine Immobilien AG has redefined luxury real estate consultancy in Switzerland. With a primary focus on high-end vacation homes and premium residential properties, the firm has built a reputation for exceptional market expertise, bespoke client service, and a dedication to exclusivity. This award reaffirms its standing as a leader in the industry.

Claudia Tresch, Founder and CEO of Private Fine Immobilien AG, expressed her gratitude, stating: “We are deeply honored to receive this award from Luxury Lifestyle Awards. At Private Fine Immobilien AG, our philosophy has always been centered on providing an exceptional, tailor-made experience for our clients. This recognition showcases the hard work and dedication of our team, who consistently go above and beyond to meet the unique needs of our clientele. I extend my heartfelt thanks to our clients, partners, and LLA for this wonderful honor.” 

Alexander Chetchikov, CEO of Luxury Lifestyle Awards and President of the World Luxury Chamber of Commerce, congratulated Private Fine Immobilien AG, stating: “Private Fine Immobilien AG exemplifies the very best in luxury real estate consultancy. Their focus on client satisfaction, market expertise, and high ethical standards sets them apart in the industry. We are delighted to recognize their achievements and look forward to seeing their continued success on a global scale.” 

With this latest accolade, Private Fine Immobilien AG continues to solidify its status as a trusted partner for discerning buyers and investors seeking the finest properties in Switzerland. The company’s strategic vision includes global expansion, with plans to introduce exclusive franchise opportunities, ensuring its unique approach to luxury real estate extends beyond Switzerland’s borders.

For more information about Private Fine Immobilien AG and its award-winning real estate services, please visit www.privatefine.ch.

About Luxury Lifestyle Awards

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, which enhances brand credibility, elevates status, and provides global exposure for award recipients.

For more information, please visit: https://luxurylifestyleawards.com/

The post Private Fine Immobilien AG Recognized as Switzerland’s Best Luxury Boutique Real Estate Consultancy of 2025 appeared first on The European Business Review.

At the heart of this project, Jardins Tramuntana skillfully connected the rich cultural legacy of the estate with the natural beauty of the Mediterranean. Their design incorporates native plants, century-old olive trees, traditional ‘piedras de marès’ stonework, and thoughtful water conservation techniques, creating an outdoor environment that is both visually stunning and ecologically responsible.

Alexander Chetchikov, President of the World Luxury Chamber of Commerce, commended their work, stating, “Jardins Tramuntana’s project at Son Bunyola Hotel sets a new benchmark for sustainable luxury. Their careful preservation of the natural and historical landscape serves as an inspiring model for the industry.”

The studio’s design philosophy is a genuine connection between people and nature. By incorporating seasonal changes, local biodiversity, and the rhythms of the Mediterranean environment, their work speaks to beauty and sustainability. Their use of smart irrigation systems, which save up to 70% water, exemplifies their progressive vision for luxury development that respects both people and the environment.

To learn more, visit https://www.jardinstramuntana.com/

About Luxury Lifestyle Awards:

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, enhancing brand credibility, elevating status, and providing global exposure for award recipients. For more information, please visit: https://luxurylifestyleawards.com/

The post Preserving the Past – Shaping the Future: Jardins Tramuntana’s Award-Winning Vision appeared first on The European Business Review.

In a market where first impressions can make or break a project, this company’s visualizations serve as powerful tools for developers, real estate agents, and investors alike. Their ability to blend creativity with advanced technology enables clients to see beyond blueprints and floor plans, making informed decisions and gaining a deeper understanding of their projects long before construction begins.

Bringing Architectural Concepts to Life

Real estate is no longer just about static blueprints and architectural drawings—it’s about envisioning a lifestyle. ML Vista Homes specializes in crafting highly detailed 3D renders that bring designs to life with a striking level of realism. By incorporating textures, lighting, and meticulous detail, they create visuals that not only depict spaces but evoke emotion and anticipation.

Their approach transforms off-plan construction projects into vibrant, immersive experiences. For developers, this means marketing materials that resonate deeply with potential buyers, showcasing properties in their best light. For architects, it means a deeper collaboration where designs can be tested, modified, and perfected digitally before any physical work begins.

What sets ML Vista Homes apart is their ability to create renders that are not just visually appealing but also technically accurate. Each detail—from the grain of the wood flooring to the shimmer of marble countertops—is crafted to enhance realism while remaining true to the project’s essence.

Universal Park III: A Landmark Project

The Universal Park III development in Paphos stands as a remarkable example of ML Vista Homes’ capabilities. This luxury residential complex offers a mix of spacious three-bedroom apartments, stylish two-bedroom units, and exclusive penthouses designed with modern finishes. The project’s communal pool and advanced VRV climate control system further elevate the living experience, making it a sought-after property for discerning buyers.

Through their expertly crafted renders, ML Vista Homes played a pivotal role in bringing Universal Park III to life before the project’s physical completion. Their visuals provided a vivid, immersive preview for prospective buyers, investors, and stakeholders, helping to communicate the project’s value and potential. By combining technical expertise with artistic sensibility, the team ensured that every element of the project—from the natural light filtering through floor-to-ceiling windows to the texture of the outdoor landscaping—was captured accurately.

Why ML Vista Homes Stands Out

In a competitive field, ML Vista Homes distinguishes itself through a blend of technical skills, artistic insight, and a genuine passion for architectural visualization. Here’s what makes them a trusted choice for developers and architects:

• Photorealistic Quality: The renders produced by ML Vista Homes achieve a level of detail that borders on photography. By accurately capturing materials, lighting, and perspectives, their work creates a tangible connection between design concepts and reality.
• Fast Turnaround: Despite the complexity of their work, the team is known for delivering high-quality renders swiftly. This efficiency allows developers to stay on schedule without sacrificing quality.
• Customizable Features: Clients are actively involved in the creative process, with opportunities to customize elements like textures, materials, and environmental settings, ensuring each project aligns with their vision.
• Client Collaboration: Open communication and a flexible revision process ensure that every client’s needs are met. Dedicated account managers provide a direct line of communication, ensuring smooth project execution.

Client-Centered Approach

ML Vista Homes understands that every project is a partnership. Their dedication to collaboration is reflected in their personalized approach, which begins with a comprehensive consultation. This initial phase helps define the client’s goals, style preferences, and specific requirements, ensuring alignment from the start.

Throughout the project, clients are encouraged to provide feedback, and multiple rounds of revisions are offered to guarantee satisfaction. The flexibility of their approach allows for modifications that capture the vision of the developer, architect, or investor, creating a truly tailored experience.

Expanding Possibilities in 3D Visualization

As real estate marketing becomes increasingly competitive, the demand for high-quality, immersive 3D visualization is rising. ML Vista Homes is committed to staying ahead of industry trends, continuously refining their techniques and embracing new technologies to enhance their offerings.

Their work is not confined to Paphos alone. The potential to expand their expertise beyond Cyprus and take on international projects is a testament to their ambition and the universal appeal of their capabilities. As they continue to grow, ML Vista Homes is poised to leave a significant mark on the global landscape of architectural visualization.

Experience the artistry and innovation of ML Vista Homes—visit https://mlvistahomes.com

ABOUT Luxury Lifestyle Awards:

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, enhancing brand credibility, elevating status, and providing global exposure for award recipients. For more information, please visit: https://luxurylifestyleawards.com/

The post ML Vista Homes: The Future of Luxury 3D Visualization appeared first on The European Business Review.

A Visionary Beginning

Founded in 2019 by the astute entrepreneur Martin Huber, Meros Yachtsharing has rapidly ascended to the pinnacle of the yachting industry. Under the adept leadership of General Manager Lottie Underwood, the company has revolutionized the concept of yacht ownership, providing a sophisticated alternative that marries luxury with practicality.

Exclusive Co-ownership

Meros Yachtsharing specializes in yacht co-ownership, a concept that allows a maximum of eight owners per yacht. This model ensures that each co-owner enjoys a truly exclusive and private yachting experience, with investment starting at around €1 million. The Meros experience is akin to owning a private yacht but without the full financial burden and logistical complexities. Owners have the freedom to personalize their yachts with personal belongings, ensuring that their home on the water reflects their unique tastes and preferences.

Flexshare and Quarter Share Models

Meros offers two distinctive co-ownership models: Flexshare and Quarter Share. The Flexshare model provides ultimate flexibility, allowing co-owners to use any yacht in the Flexshare fleet. This model also includes exclusive concierge services and invites to high-profile events. On the other hand, the Quarter Share model offers a more traditional co-ownership structure, with each co-owner holding a 25% stake in a privately registered yacht.

The Meros Standard

What sets Meros apart from its competitors is its loyalty to providing a comprehensive, personalized service. The company’s crew members are thoroughly  trained to cater to the specific needs and preferences of each co-owner. Through a detailed preference sheet, the crew knows everything from a client’s favorite tea to any allergies they might have. This attention to detail ensures that every aspect of the experience is tailored to the individual, offering prime comfort and convenience.

Incomparable Yachting Experience

In January 2024, Meros launched the new Sunseeker Meros Signature 95 at Boot Düsseldorf, one of the largest yacht exhibitions in the world. This highly customized yacht exemplifies Meros’s innovative spirit and dedication to providing the ultimate yachting experience. Designed specifically for co-ownership, the Sunseeker Meros Signature 95 represents a leap forward in luxury and sustainability.

Meros’s partnership with Sunseeker, a leading luxury yacht manufacturer, adds an extra layer of prestige to their offering. Meros is the exclusive contractual partner and sole provider of a co-ownership model for Sunseeker superyachts in Europe. This partnership grants co-owners access to a fleet of luxurious yachts across more than ten yachting hotspots, including the Balearic Islands, Malta, and soon the UK and UAE.

Innovations and Sustainability

Meros Yachtsharing is at the forefront of sustainable yachting. The company is expanding its use of HVO-100 fuel, which significantly reduces emissions by up to 90%. Supported by Repsol for distribution and MTU Rolls Royce for research and development, this initiative underscores Meros’s commitment to environmental consciousness.

A Luxury Lifestyle

For Meros, luxury extends beyond the yacht itself. The company understands that lifestyle is an integral part of the yachting experience. Meros members enjoy exclusive access to premier events such as the Cannes Film Festival and the Monaco Grand Prix. The company has also forged partnerships with several commercial airlines, private jet chartering agents, and luxury hotel providers, enhancing the overall lifestyle experience for its members.

For Meros, luxury is about freedom – the freedom to enjoy the present moment without worrying about the details. It’s about reclaiming ownership of time and letting the Meros team handle everything else. This ethos is reflected in every aspect of Meros’s service, from the personalized attention of the crew to the faultless coordination of yacht operations and events.

Expansion and Future Prospects

Building on its success in the Western Mediterranean, Meros is expanding its Flexshare model into the Eastern Mediterranean and the UAE. This expansion allows co-owners to swap weeks between equivalent yachts in different regions, offering a diverse and extended yachting season. Meros’s newest yacht, launching soon, promises to provide an even more enriching experience for its clients, eliminating significant transfer costs and enabling exploration of various cultures and locales.

Conclusion

Meros Yachtsharing has set a new standard in the luxury yachting industry. With its innovative co-ownership models, exclusive partnerships, and devotion to sustainability and personalization, Meros offers a unique yachting experience. As the company continues to expand and innovate, it remains dedicated to providing its co-owners with the best in luxury, freedom, and exclusivity.

Experience Meros Yachtsharing today, visit https://www.meros-yachtsharing.com/ for more.

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Beyond buying and selling luxury homes, Koch & Varlet specializes in constructing and renovating exclusive properties, allowing clients to create or transform their dream residences to the highest standards of quality and design. For those with a distinct vision but unable to find the perfect property, the agency offers the opportunity to build a fully customized home from the ground up, tailored to their lifestyle and expectations.

With expertise in the exclusive property market, Koch & Varlet ensures seamless transactions for selective clients, whether they are purchasing a dream villa, selling a prestigious estate, or embarking on the design, construction, or renovation of a bespoke luxury home.

Expertise Rooted in Local Knowledge and Global Reach

The Costa Blanca North region, renowned for its breathtaking coastal views, pristine beaches, and elite residential enclaves, attracts affluent buyers from across Europe and beyond. The area encompasses Altea, Jávea, Moraira, Denia, Benissa Costa, and Calpe, all of which are highly coveted destinations for those seeking a blend of luxury, privacy, and Mediterranean charm.

With years of expertise in the luxury property market, Koch & Varlet Luxury Realtors S.L. offers an exceptional understanding of the region’s most sought-after properties. Their unparalleled insight into the region, combined with an international perspective, allows them to identify extraordinary real estate opportunities tailored to their clients’ desires.

Tailored Services for the Discerning Buyer

At the heart of Koch & Varlet’s success is their dedication to client satisfaction. Every property search is meticulously presented, ensuring buyers gain access to exclusive listings that meet the highest standards of quality, location, and prestige. Their portfolio includes seafront villas, contemporary estates, traditional fincas, grand historic homes, and architectural masterpieces that cater to the refined tastes of highly discerning buyers, investors, and second-home buyers.

For international clients, purchasing a luxury property in Spain can present unique challenges, from legal and financial considerations to taxation and residency requirements. Koch & Varlet Luxury Realtors S.L. excels in facilitating smooth transactions, offering expert guidance, multilingual support, and collaboration with top-tier legal advisors to ensure a stress-free experience. Their comprehensive approach makes the process effortless, allowing clients to focus on the joys of acquiring a prestigious home in an idyllic setting.

Selling Luxury Real Estate with Unmatched Strategy

For those looking to sell a luxury property in Costa Blanca North, Koch & Varlet Luxury Realtors S.L. offers a sophisticated, results-driven strategy. What truly sets them apart is their unwavering belief in the potential of every property they represent. They don’t just market homes, they create immersive, high-impact campaigns that highlight the unique lifestyle each residence offers. Because of this commitment, they are willing to invest in an exclusive and tailored way, ensuring that every property receives the attention and prestige it deserves.

Their approach blends targeted digital marketing, high-end photography, virtual tours, and strategic international exposure to guarantee that each listing reaches the right clientele. To elevate the presentation of each property, they create exclusive promotional videos featuring luxury yachts, high-end cars, and professional models, showcasing not only the exclusivity of each residence but also the unparalleled lifestyle that Spain’s Costa Blanca has to offer. Here, luxury goes beyond material possessions; it is found in the quality of life, the pleasure of waking up to breathtaking Mediterranean views, the serenity of its privileged climate, and the freedom to enjoy an environment where every detail is designed for ultimate well-being. Their strong presence on social media, particularly on Instagram and YouTube, further enhances the visibility of each property, connecting it with a global audience and maximizing its impact on the market.

Leveraging a network of affluent buyers, investors, and real estate connoisseurs, the agency positions properties for maximum visibility and appeal. Their tailored marketing campaigns attract high-net-worth buyers from across Europe, the Middle East, and North America, resulting in faster transactions and premium valuations.

A Reputation Built on Trust and Discretion

What sets Koch & Varlet apart is their commitment to confidentiality, integrity, and personalized service, but above all, their close relationship with their clients. They take the time to truly listen, understanding their needs, aspirations, and concerns. Buyers and sellers entrust them not only with their properties but also with their dreams, their families, and their future. In return, Koch & Varlet provides a seamless, stress-free experience, turning what could be a complex process into an exciting and enjoyable journey.

For those relocating to Spain, their support goes far beyond real estate. They guide their clients through every stage of the transition, assisting with administrative procedures, legal requirements, and even helping find the right schools for their children. Their goal is that buying a property in Costa Blanca is not just a change of residence, but the beginning of a new life of luxury, carefully tailored to each client’s expectations. Their reputation as a trusted name in the luxury real estate sector is reinforced by their ability to connect discerning clients with properties that reflect their lifestyle and investment goals.

Why Koch & Varlet Luxury Realtors S.L. is the Best Choice

• Unparalleled Local Market Knowledge: Years of expertise in Costa Blanca North’s exclusive property market.
• Global Network of Buyers & Sellers: Connecting high-net-worth individuals with prime real estate investments.
• Tailored, White-Glove Service: Personalized attention to ensure a seamless buying or selling experience.
• Discreet & Professional Transactions: Absolute confidentiality and professionalism at every step.
• Cutting-Edge Marketing Strategies: High-end visuals, international exposure, and strategic digital campaigns.

Invest in Your Dream Home Today

For those seeking the ultimate luxury living experience in Costa Blanca North, Koch & Varlet Luxury Realtors S.L. is the premier choice for securing the most exclusive real estate opportunities. Whether you are in pursuit of a breathtaking seafront villa, a contemporary architectural masterpiece, or a private Mediterranean retreat, their expert team is ready to guide you through every step of the journey.

Discover your dream home or list your prestigious property with the most trusted luxury real estate agency in Costa Blanca North. Visit Koch & Varlet Luxury Realtors S.L. at https://www.kv-realtors.com/ today to explore their exceptional property portfolio and experience the gold standard in high-end real estate services.

The post Elite Luxury Real Estate Services in Costa Blanca North: Koch & Varlet Luxury Realtors Stands Above the Rest appeared first on The European Business Review.

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Afshin to explore the evolving landscape of luxury real estate in Toronto. From reflecting on the meaning of luxury to sharing the story behind KingsGate’s success, this conversation offers a unique glimpse into the philosophies, trends, and innovations shaping the future of bespoke luxury living.

Alexander Chetchikov: Can you tell us how KingsGate Luxury Homes started? What inspired you?

Afshin Shirdarreh: It all started with my family experiences and a deep passion for building and design. I realized early on that creating a home isn’t just about walls and roofs; it’s about shaping spaces where people make memories and feel truly at home. KingsGate Luxury Homes was born from that desire to turn visions into reality and deliver homes that reflect each client’s unique story.

AC: Your homes are described as ‘luxurious, meticulously crafted realities.’ What does luxury mean to you?

AS: Luxury, for me, is about more than just high-end finishes. It’s about meaning, personalization, and creating homes that perfectly match our clients’ lifestyles and aspirations. Every detail, from the layout to the materials we use, is chosen to ensure that the home isn’t just beautiful but also deeply functional. To achieve this, we work with the best teams, negotiate the best prices, and ensure our clients always feel they’re getting the best value.

AC: What trends are you seeing in luxury home design right now?

AS: A lot of our clients in Toronto are leaning toward modern, sleek designs with clean lines. There’s also a growing interest in incorporating smart home technology, like automated systems for lighting, security, and climate control. Energy efficiency is another big request—it’s clear that people want homes that are not only beautiful but also sustainable and cost-effective to maintain.

AC: How do you make your homes sustainable and energy-efficient?

AS: We’ve made it a priority to exceed the latest building codes when it comes to energy efficiency. From advanced insulation techniques to energy-saving windows and appliances, we incorporate the best practices to ensure that our clients’ homes are both environmentally friendly and economical to operate. It’s about giving them peace of mind, knowing their investment is built for the future.

AC: KingsGate has won several awards recently. What’s been the driving force behind your success?

AS: It’s all about our clients. Their satisfaction drives everything we do. When you focus on delivering quality, keeping your promises, and treating every client like they’re your only client, recognition naturally follows. These awards are a reflection of the trust and support we’ve earned, and we’re incredibly grateful for it.

AC: Can you share a project that stands out for you?

AS: The home at 25 Glemberough is a project I’ll always be proud of. It really pushed us to innovate and step outside our comfort zone to deliver something extraordinary. The clients wanted a home that was not just luxurious but also unique in design and functionality. Seeing their reaction when it was finished was one of the most rewarding moments of my career.

AC: How has Toronto’s real estate market evolved over the years, and how has that impacted your business?

AS: Toronto’s market has faced challenges with rising inflation, higher interest rates, and increasing costs for labor and materials. These factors have made building more complex, but our clients’ trust in us has been unwavering. Despite these hurdles, they continue to choose KingsGate because they know we’ll deliver a home that meets their expectations and protects their investment. That trust has been key to our success as a leading custom home builder in Toronto.

AC: What’s the secret to KingsGate’s success in such a competitive market?

AS: The relationships we build with our clients. We treat them like family, listening to their needs and ensuring they feel supported every step of the way. When you combine that personal touch with a commitment to quality and innovation, it creates an experience that clients remember and recommend.

AC: You often talk about creating legacies. How do you balance beauty and practicality in your designs?

AS: A home needs to be timeless in its design but also practical for everyday living. We achieve this by working closely with our clients to understand how they live and what they value most in a home. Every detail, from the layout to the finishes, is designed to balance elegance with functionality.

AC: What advice would you give to someone thinking about building a custom home in Toronto?

AS: Take your time to find the right builder—someone who listens to your vision, communicates clearly, and prioritizes your satisfaction. Building a custom home is a big emotional and financial commitment, and you deserve a partner who makes it an enjoyable and rewarding journey. At the end of the day, your home should feel like an extension of who you are.

AC: Thank you, Afshin, for sharing your journey and insights.

AS: Thank you! It’s been a pleasure to talk about what we do at KingsGate Luxury Homes.

As our conversation with Afshin Shirdarreh comes to a close, it’s clear that his passion for engineering bespoke, luxury homes extends far beyond architecture – it’s about building legacies. His insights into the evolving luxury market and his passion for innovation and excellence have solidified KingsGate Luxury Homes Inc. as a leader in the global real estate industry. With a vision rooted in client satisfaction and timeless design, Afshin continues to redefine what it means to live luxuriously, inspiring both his peers and the next generation of luxury homebuilders. Visit https://kingsgateluxuryhomes.com/ to find out more.

The post Exclusive Interview: Afshin Shirdarreh on Innovation, Craftsmanship, and the Future of Custom Homes appeared first on The European Business Review.

Founded in 2022 by CEO & Founder Ryan Knowles, MAISON Bahamas has rapidly established itself as a leader in the real estate industry. Their exclusive partnership with Forbes Global Properties, a world-renowned platform backed by the 100-year-old media powerhouse Forbes, offers clients unmatched access to a global network of elite buyers and sellers. This powerful affiliation sets MAISON Bahamas apart from competitors, allowing their clients’ properties to be showcased to the wealthiest individuals across 27 countries, without any additional cost.

“No other real estate company in The Bahamas has the backing of a 100-year-old global media powerhouse,” explains Ryan Knowles. “Our exclusive alliance with Forbes Global Properties means we have the unique ability to expose your property to the wealthiest individuals in the world—at no extra cost to you. Not only that, the Forbes Global Properties network comprises the top luxury brokerages in major markets around the world.”

MAISON Bahamas offers a comprehensive suite of services tailored to the high-end property market, including:

• Luxury Real Estate
• Buying and Selling Agent Services
• Residential and Commercial Property Rentals and Sales
• Development Sales and Marketing
• Development Consulting
• Property Evaluations
• Vacation Rental Management
• Short-Term Rentals

As the leading real estate brokerage in The Bahamas, MAISON Bahamas commands an impressive 82% share of voice in the market, showcasing their dominance and commitment to client satisfaction. Their network of 17,000 luxury real estate experts worldwide and access to $90 billion worth of luxury properties sold in 2023 underscore their unmatched expertise.

The MAISON Difference: Known as “The Only Option for Luxury Real Estate in The Bahamas,” MAISON Bahamas offers a bespoke and client-focused approach to real estate. Their personalized services ensure that every client, whether buying, selling, or renting, receives the highest level of care and professionalism. This commitment has earned them a sterling reputation and the trust of both local and international clientele.

With MAISON Bahamas, clients gain more than just a real estate broker; they benefit from a partner who understands the intricacies of the luxury market and delivers results with proven success. Whether it’s a beachfront estate or a commercial development, MAISON Bahamas stands as the trusted leader for those seeking the finest in Bahamian real estate.

Visit https://maisonbahamas.com/ to learn more today.

About Luxury Lifestyle Awards

Luxury Lifestyle Awards, a proud member of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, which enhances brand credibility, elevates status, and provides global exposure for award recipients.

For more information, please visit: https://luxurylifestyleawards.com/

The post MAISON Bahamas | Forbes Global Properties Wins – Top Luxury Real Estate Honors appeared first on The European Business Review.

Clients and sales professionals in over 70 countries will find a spectacular array of waterfront, urban, and country estates across Connecticut, Florida, Massachusetts, Maine, New Hampshire, New York, Rhode Island, South Carolina, and Vermont. In addition to stunning homes and articles on the latest design trends, blends with curated properties by Luxury Portfolio International®, the marketing arm of Leading Real Estate Companies of the World® (LeadingRE).

Founder and CEO, William “Bill” Raveis has an insightful Luxury Market Spotlight filled with key facts and figures. “We are in tune with our clients — what they are looking to do and where they want to travel next season. Our commitment is helping them make informed real estate decisions from New York City, Nantucket, The Hamptons, Palm Beach, Hilton Head Island and beyond. Raveis adds, “We’re continually looking at the trends and expanding our luxury markets where high-profile individuals wish to live, work, and vacation”. The family-owned company has been ahead of the curve for over 50 years, gaining number one market share from Maine to Florida.

They invite you to explore the luxury world through Raveis Collection here.

About William Raveis:

William Raveis is a family-owned real estate company with 140+ offices, 4,500 agents, 9 states (USA), and a passion for innovation. Named Best Luxury Real Estate Brokerage in CT, FL, MA, NY and SC (2025), and Top 100 Luxury Real Estate Brokers of the World (2024) by Luxury Lifestyle Awards. William Raveis truly stands amongst the world’s iconic luxury brands, such as Chanel, Dom Perignon, Ferrari and more.

Clients benefit from a powerful global network in partnership with LeadingRE which opens doors to over 4,700 offices, 135,000 sales associates and 70 countries. Likewise, their luxury specialists are local experts when it comes to buying, selling, investing, and finding a dream vacation rental property in the Hamptons, Nantucket, Naples, North Fork, Palm Beach, New York City and beyond.

The post William Raveis Publishes Spectacular Raveis Collection Luxury Properties Magazine for 2025 appeared first on The European Business Review.

Luxury Lifestyle Awards embarked on a thorough selection process, evaluating hotel general managers from renowned luxury properties worldwide. The honorees were selected based on stringent criteria, including outstanding leadership, consistent guest satisfaction, strategic innovation, sustainability initiatives, and overall contributions to the industry.

Our 2024 list represents a diverse group of managers from across the continents, including those managing legendary hotels in cosmopolitan cities to serene luxury resorts in exotic locales. This global selection pays tribute to their consistent pursuit of perfection and their role in creating memorable guest experiences that set their hotels apart as premier destinations.

These general managers have shown impressive operational acumen, and they have led their teams with inspirational vigor, fostering environments where both employees and guests thrive. Their pioneering approaches in integrating sustainability practices, enhancing guest offerings, and spearheading community-focused initiatives have cemented their status as leaders who embody the spirit of modern luxury.

The TOP 100 General Managers honored this year have set remarkable standards in their industry. Their ability to adapt to evolving market trends while maintaining incomparable guest experiences is what keeps luxury hospitality at the forefront of the global travel industry.

The complete list of the TOP 100 Hotel General Managers for 2024 is now available, showcasing the individuals whose work ensures that luxury travelers continue to receive the highest level of service and memorable experiences. This accolade recognizes their impact on their properties, but also on the global hospitality landscape as a whole.

Explore the industry leaders who are driving the future of luxury travel and hospitality. Listed in alphabetical order, the winners are:

1. Agus Wirawan
   Montigo Resorts Seminyak, Indonesia
2. Ahmed Ereiba
   Sofitel Shahd Al Madinah, Saudi Arabia
3. Ahmed Raza
   Radisson Blu Anchorage Hotel, Nigeria
4. Alejandro Rodriguez Granda
   Hotel Hacienda De Abajo, Spain
5. Alexander Traeger
   SAii Lagoon Maldives, Curio Collection by Hilton, Maldives
6. Amer Barakat
   Golf Beach Resort, Egypt
7. Amro Nagah
   Swissotel Al Murooj Dubai, UAE
8. András Bíró
   Capitol Kempinski, Singapore
9. André Cheminade
   Hôtel des Horlogers, Switzerland
10. Anwar Hajjar
    Wyndham Grand Manama, Bahrain
11. Arijitt Ghosh
    PARKROYAL Suites Bangkok, Thailand
12. Bjoern Wild
    Barefoot Hotel Majorca, Spain
13. Boris Braun
    Hotel Am Konzerthaus, Austria
14. Cameron Mcneillie
    Dorothea Hotel, Hungary
15. Carsten Wiegandt
    Kempinski Hotel & Residences Muscat, Oman
16. Cavaliere Giovanni Viterale
    Sofitel Singapore Sentosa Resort & Spa, Singapore
17. Chantel Moore
    Conrad Bahrain Financial Harbour, Bahrain
18. Christian El Khoury
    The Ritz-Carlton, Dubai International Financial Centre, UAE
19. Christian Goller
    Santre Dolomythic Home, Italy
20. Christine Devers
    W New York – Times Square, USA
21. Christopher Baker
    OBLU Xprience Ailafushi, Maldives
22. Cory Amman
    Lake Placid Lodge, USA
23. Cristina Zucchi
    VISTA Palazzo Lago di Como (LARIO HOTELS), Italy
24. Damian Tan
    PARKROYAL on Beach Road, Singapore
25. Damir Kartel
    Movenpick Hotel & Apartments Bur Dubai and Movenpick Hotel Apartments Al Mamzar Dubai, UAE
26. Daniele D’alo’
    Andilana Beach Resort, Madagascar
27. Darren Ware
    Carlton Hotel Singapore, Singapore
28. David Kianni
    Sofitel Legend Casco Viejo Panama, Panama
29. David Sude
    QT Sydney, Australia
30. Edouard Lallemand
    Premier Village Da Nang Resort, Vietnam
31. Evgenia Naimat
    AL Nakhla, UAE
32. Ferran Brufau
    Radisson Blu Hotel & Residence Diplomatic Quarter, Saudi Arabia
33. Firas Sharrouf
    Fairmont Bab Al Bahr, UAE
34. Francisco Jose Mora Oria
    Palacio de los Duques & Hotel Fénix, Spain
35. Giacinto Marchionna
    Palazzo Gattini Luxury Hotel, Italy
36. Goran Stojkovic
    Renaissance Business Bay Hotel, Dubai, UAE
37. Greg Williams
    The Sanchaya, Indonesia
38. Guy Hilton
    The Waldorf Hilton, London, UK
39. Hans Schiller
    Hilton Riyadh Hotel & Residences, Saudi Arabia
40. Hassen Jouhri
    TUI BLUE Medina Gardens, Morocco
41. Hussain Rauf
    Elaf Al Taqwa Hotel, Saudi Arabia
42. Ian Barrow
    DoubleTree by Hilton Putrajaya Lakeside, Malaysia
43. Idriss Saoudi
    Sofitel Tamuda Bay Beach and Spa, Morocco
44. Jan Kroeckel
    Peppers Seminyak Bali, Indonesia
45. Jean Philippe Lovotti
    Caravelle Saigon Hotel, Vietnam
46. John Gomes
    The Georges, USA
47. John T. G. Nielsen
    Fivelements, Indonesia
48. Jordi Caralt Coloma
    Gran Hotel Ingles, Spain
49. Joseph Della Gatta
    Radisson Blu Resort Maldives, Maldives
50. Juan Carlos Reina
    Dukes The Palm Hotel, UAE
51. Juliana S. Salla-Bruines
    JW Marriott Muscat, Oman
52. Justin Swart
    Cora Cora Maldives, Maldives
53. Kai Winkler
    Fairmont St Andrews, Scotland
54. Karen Nedergaard Svendsen
    Andersen Boutique Hotel & Absalon Hotel, Denmark
55. Kieran Quinn
    Kimpton Charlotte Square Hotel, UK
56. Konstantinos Tzikopoulos
    Miraggio Thermal Spa Resort, Greece
57. Kung Teong Wah
    PARKROYAL COLLECTION Pickering, Singapore
58. Lynn Brutman
    Four Seasons Park Lane, UK
59. Mae Ng
    Frasers Hospitality Singapore, Singapore
60. Martin Hurley
    Lancaster Bangkok, Thailand
61. Matthias Timmermann
    Kurhotel Skodsborg, Denmark
62. Mazen Allam
    Ritz Carlton Riyadh, Saudi Arabia
63. Melvin Lim
    Pan Pacific Singapore, Singapore
64. Michael Hanratty
    G Hotel Gurney, Malaysia
65. Monika Pal
    The Wakaya Club & Spa, Fiji
66. Nagma Walker
    Azura Bermuda, Bermuda
67. Nathapong Laorvong
    SO/ Bangkok, Thailand
68. Nazaret Carbonari
    Waldorf Astoria Cancun, Mexico
69. Nick Roucos
    Bomporto Hotels, Portugal
70. Nicolas Pesty
    Sofitel Le Scribe Paris Opéra, France
71. Noel Cameron
    Huvafen Fushi Maldives, Maldives
72. Olivier de Kermel
    STORY Rabat, Morocco
73. Omar Bouchaar
    Wyndham Garden Brooklyn Sunset Park, USA
74. Pedro Santos
    Summum Boutique Hotel, Member of Meliá Collection, Spain
75. Pierre-Henri Bovsovers
    W Verbier, Switzerland
76. Rabih Beaino
    InterContinental Riyadh, Saudi Arabia
77. Raj Jadhav
    Radisson Blu Resort, Bali Uluwatu, Indonesia
78. Rami Al Jabari
    Element West Bay Doha, Qatar
    Element City Center Doha, Qatar
79. Rohan Poyrekar
    Hilton London Hyde Park, UK
80. Ross Stevenson
    Cap Maison Resort, St Lucia
81. Ryan Gauci
    Hilton Prague, Czech Republic
82. Saad Khayat
    Makkah Hotel and Towers, Saudi Arabia
83. Sabine Adolphy
    Royalton Saint Lucia, Saint Lucia
    Hideaway Saint Lucia, Saint Lucia
84. Salah Al Mamari
    Radisson Blu Hotel & Resort, Sohar, Oman
85. Saleh Bataineh
    Waldorf Astoria Kuwait, Kuwait
86. Seamus Coen
    Rusacks St Andrews, UK
87. Shaun Wheeler
    Radisson Blu Mosi-Oa-Tunya, Livingstone Resort, Zambia
88. Sonal Sajwan
    Sarovar Hotels & Resorts, India
89. Stefan Fuchs
    InterContinental Ras Al Khaimah Mina Al Arab Resort & Spa, UAE
90. Subash Gadtaula
    Best Western Premier Sonasea Phu Quoc, Vietnam
91. Summer Cho
    The Ritz-Carlton, Chengdu, China
92. Taieb Joulak
    Waldorf Astoria Maldives, Maldives
93. Tamer Khedr
    Emaar Hotels in Egypt, Egypt
94. Thomas Schmitt-Glaeser
    The Sukhothai Shanghai, China
95. Tim McGregor
    Spindrift Inn, USA
96. Tomas Gregor
    One Eleven Resorts, Indonesia
97. Valentin Brietz
    Hôtel Monsieur George, France
98. Victor Cópio
    Troia Design Hotel, Portugal
99. Vipin Khattar
    The St. Regis Downtown Dubai, UAE
100. Yazid Mustaffa
     Opero Hotel Southkey, Malaysia

For more information about the LLA TOP 100, please visit https://luxurylifestyleawards.com/best-of-the-best

The post Honoring Leadership: Luxury Lifestyle Awards Presents The TOP 100 Hotel General Managers of 2024 appeared first on The European Business Review.

The atmosphere in the courtyard was electric as guests – among them the most prominent figures from the worlds of business, art, and entertainment – gathered under the stars to support children in need. With a total raised sum of $11.5 million, the 2024 event shattered records, surpassing expectations to become one of the largest charity auctions in Europe. But beyond these staggering numbers, what sets the TOP CHARITY Auction apart is its unique ability to combine luxurious experiences and high-value art with a mission that resonates on a deeply human level.

Breaking boundaries with purpose, the TOP CHARITY Auction 2024 redefined what it means to give. It brought together the elegance of the luxury world and the urgency of humanitarian action, creating an unparalleled example of how philanthropy can transcend traditional limits. By transforming generosity into an art form, this event not only raised funds but also inspired a movement, showing that giving back can be as impactful as it is exquisite.

A World-Class Collection of Masterpieces

For art enthusiasts and collectors, the auction presented a carefully curated lineup of masterpieces that brought together both iconic and emerging talents. It featured works by world-renowned artists like Magdalena Abakanowicz, Wojciech Fangor, and Wojciech Siudmak, alongside innovative pieces from younger talents, adding an extra dimension of freshness and diversity to the collection. The centerpiece of the evening was a 1985 sculpture, Torso alato by Igor Mitoraj, which commanded an awe-inspiring final bid of $1.7 million. It was a thrilling moment, as guests watched in anticipation as the numbers climbed, pushing the boundaries of what art can achieve when combined with a noble cause.

The auction, conducted by the esteemed Polswiss Art Auction House and organized flawlessly with support from EY Poland, epitomized a seamless blend of luxury and altruism.

Experiences for Every Taste, from Haute Couture to Exclusive Sports

But art was only one facet of the evening’s offerings. For luxury connoisseurs, the “Great Emotions” category featured experiences as unique as they were unforgettable. High fashion met philanthropy in a fierce bidding war for a Dolce & Gabbana couture experience. For the first time, the Italian fashion house offered an exclusive custom gown from their legendary Alta Moda collection – a sartorial adventure with a price tag that became one of the night’s most talked-about successes.

Art collectors and style aficionados alike were further delighted by a limited-edition handbag from the Artycapucines Louis Vuitton × Ewa Juszkiewicz collection, which fetched nearly $100,000, offering the winner an unparalleled statement piece. Meanwhile, sports enthusiasts found their own avenues for excitement, including a coveted tennis match and lunch in Majorca with Rafael Nadal, or an exclusive cruise in Dubai on the world’s first electric catamaran, courtesy of Sunreef Yachts. Combined, these unique experiences attracted bids totaling over $200,000, further underscoring the wide appeal and cross-industry impact of the auction.

A Charitable Mission Rooted in Global Impact

TOP CHARITY Auction, has always been more than just an opportunity to acquire rare art pieces and luxurious experiences. At its core lies a philanthropic mission: raising funds to implement aid projects worldwide.

It was here that the Philanthropic Consortium, chaired by Sylwia Dobrzycka, was established. This unique non-profit initiative and grant program aims to unite foundations that prefer collaboration over competition and execute international projects with the support of business leaders.

Over the years, these organizations have become beacons of hope for children in Poland, Ghana, and Ukrainian refugees. The foundation’s impact spans the construction of educational facilities and the provision of psychological and material assistance to displaced communities. This year’s event will sustain and expand these vital efforts, offering young minds the opportunities for learning and growth they would otherwise never have.

“Luxury, at its highest form, isn’t just about indulgence; it’s about the profound impact it can bring,” says Omenaa Mensah, founder of the Omenaa Foundation. “Every dollar raised tonight will directly benefit children and families in need, creating lasting change. We’re incredibly grateful for the unwavering generosity of our supporters, whose kindness is changing lives.”

Glamour, Purpose, and Global Recognition

This dedication to philanthropic luxury did not go unnoticed. The recent accolade from the Luxury Lifestyle Awards, naming TOP CHARITY Auction 2024 the Best Luxury Auction Event in Europe, is a testament to its groundbreaking approach in uniting luxury with purpose. Such recognition elevates the event’s impact, amplifying its mission and attracting an even broader network of high-net-worth individuals, art connoisseurs, and social influencers eager to contribute to a cause that aligns with their values.

The event’s guest list included an array of luminaries, each a powerful ambassador for philanthropy and positive change. In attendance was Mark Brzezinski, U.S. Ambassador to Poland, Extraordinary and Plenipotentiary Ambassador of Japan to Poland Akio Miyajima, and Phyllis Newhouse, the founder of ShoulderUp and the first woman to win an EY Entrepreneur Of The Year® award in technology. Supermodel Anja Rubik and celebrated actors Borys Szyc and Rafał Zawierucha added to the allure of the night, while Dedrick Thomas, an esteemed fashion designer, brought an extra touch of elegance and exclusivity to the occasion.

A Call to Action for Luxury Patrons Worldwide

This year’s auction demonstrated not only the power of generosity but the role that the luxury community can play in effecting meaningful change. High-net-worth individuals, corporate sponsors, and art lovers gathered not just to bid but to champion a vision that unites luxury and compassion. For those who seek to leave a legacy that extends beyond material success, the TOP CHARITY Auction presents an extraordinary opportunity to do just that.

By participating in this remarkable event, guests were part of a movement that redefines luxury as a means for social good, inspiring hope and change for children and families worldwide. Through the Omenaa Foundation, they are shaping a future where luxury and philanthropy converge in unprecedented ways.

For more information about the Omenaa Foundation and how to support its mission, visit omenaafoundation.com.

The post Art, Elegance, and Philanthropy: How the TOP CHARITY Auction Redefined Giving Back appeared first on The European Business Review.

The TOP 100 Luxury Real Estate Brokers of 2024 highlights the most exceptional professionals in the luxury real estate industry. These brokers are celebrated for their unmatched expertise, client-centered approach, and proven success in brokering high-end properties around the globe.

From multimillion-dollar mansions and exclusive penthouses to sprawling estates and premier commercial properties, these brokers possess an admirable ability to connect elite clientele with the world’s most luxurious spaces. Their mastery of market trends, confidentiality, and personalized service have made them leaders in an industry where precision and discretion are paramount.

The selection process for this esteemed list involved rigorous evaluation, considering factors such as market knowledge, client testimonials, and contributions to the luxury real estate sector. By delivering tailored experiences that cater to the unique needs of high-net-worth individuals, these brokers have raised the bar for service distinction.

Simultaneously, the TOP 100 Luxury Real Estate Developers of 2024 shines a spotlight on the visionaries shaping the global landscape of luxury living. These developers are celebrated for transforming bold ideas into architectural masterpieces that embody elegance, sophistication, and cutting-edge design.

From iconic skyscrapers redefining city skylines to tranquil private estates offering ultimate exclusivity, the developers on this list represent the pinnacle of creativity and functionality. Their projects unite innovation with craftsmanship, creating properties that inspire and captivate.

Earning a place on this list required exceptional dedication and groundbreaking achievements. These developers have not only reshaped neighborhoods and cities but also redefined the very concept of luxury, creating spaces that resonate deeply with their clients’ aspirations.

Whether for discerning buyers, savvy investors, or industry professionals, this exclusive list serves as a guide to the most influential names in real estate development.

Join us in celebrating the extraordinary accomplishments of the TOP 100 Luxury Real Estate Brokers and Developers of 2024. Together, they are shaping the future of luxury living, one visionary project and one transaction at a time.

• To view the full 2024 winner list of the LLA TOP 100 Luxury Real Estate Brokers of the World, visit: https://luxurylifestyleawards.com/news/top-100-luxury-real-estate-brokers-2024
• To view the full 2024 winner list of the LLA TOP 100 Luxury Real Estate Developers of the World, visit: https://luxurylifestyleawards.com/news/top-100-luxury-real-estate-developers-2024

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Luxury Lifestyle Awards: Hi Roderick, it has become a tradition for us to speak with you annually and delve into SARCO Architects’ award-winning projects. To what do you attribute the consistent success of your company and projects year after year?

Roderick Anderson: I believe this is because, at our core, we are an architectural firm with a clear client-centric approach. We deeply care about each of our clients and the projects that we design for them. We like to get to know our clients, and understand the elements that are important for them, what they truly value, and then design in a way that responds to them. We really dedicate the time, effort, and thought to these projects and how to bring our signature integrated design approach, bringing the architecture, interiors, and lighting details all as a single design process.

LLA: Villa Avellana has been recognized numerous times by prestigious awards, including LLA. Can you describe the inspiration behind Villa Avellana and what sets it apart as one of SARCO Architects’ most outstanding projects?

RA: Villa Avellana was a truly unique project and one that we fully embraced from the beginning. Our client was a frequent visitor to Costa Rica and would constantly rent a very expensive villa in the resort, and decided it was time to own a villa of his own. At the same time, he had a vision of making this villa the absolute best from a service and experience level for the guests. So we had an opportunity to design something that at its core is a home, but when you take a wider look it’s much more than a home.  Villa Avellana is a project that is designed to feel like an amazing residence, but one that addresses the best creature comforts for large groups.  An ultimate-experience villa.

LLA: How did the unique natural setting of Villa Avellana influence the architectural design and overall experience for guests?

RA: Absolutely. The beachfront location of this project brought to our hands a very different design approach and thought process.  Most of our projects are usually perched on a hillside, so the focus of the design is the view. In Villa Avellana, being down low and on a beachfront site made that even though the views were still important, we had to think about the home’s integration with the surrounding site all around. The outdoor spaces, more than being areas to enjoy time outdoors, became areas where guests could unwind, have an array of different spaces to come together or have some solo time, all while giving the home a direct connection to the beach, integrating the beach activities and flowing the experience from the home to the beach seamlessly.

LLA: What were some of the key challenges you faced in designing a luxury residence like Villa Avellana?

RA: We had two opposing concepts that we had to somehow bring together. On one hand, we had a project brief that called for a very large residence, with a multitude of spaces to serve and house large groups of guests, and on the other hand, we had a site with limited space and zoning and resort restrictions. The mesh of those two elements was the big challenge we were constantly up against.  Also, one of the important aspects of the ultra-luxury home experience brief was to somehow make the service needs of the home invisible to the guests. This brought another element into the mix and that in combination with the site, the steep uphill slope present at the back of the property, created a multitude of difficult challenges that we needed to solve.

LLA: Could you elaborate on the sustainability aspects integrated into Villa Avellana, particularly regarding materials and energy-efficient systems?

RA: Sustainability is always at the core of our design ethos.  However, we like to believe that we have a practical approach instead of a theoretical approach to sustainability.  It begins with energy efficiency. We have a clear understanding that people enjoy Costa Rica for the warm weather and the connection to nature.  Our designs usually incorporate welcome areas, hallways, staircases, etc., as outdoor spaces, they become experience areas where people enjoy the natural breeze, the sounds of the ocean, and the sounds of nature.  This approach minimizes the spaces that we need to spend energy to air condition.  Careful architectural aspects to making the home efficient is also key. Our technological approach to design allows us to run energy evaluation reports during the schematic design stage, improve the home’s performance via orientation and extensive overhangs, and incorporate architectural elements to control solar and heat gain. From the materials aspect, we try to use local natural materials to reduce the carbon footprint of transport.  Selection of manufactured materials is always done considering the brand’s sustainability approach to production and recycling of waste, etc.

LLA: The SARCO System is renowned for its seamless remote architectural process. How was this system employed in the design and construction phases of Villa Avellana? – if it was.

RA: Like all our projects, the remote service to our clients is always at the center of our services.  Our client was a very busy business individual, and we needed to make the process easy, clear, and straightforward for him.  The use of 3D visualization and interactive design models that our client could use and experience easily on his devices were key elements to design communication during the entire project process.  Also, our client online information hub would make access to project presentations, selections, product discussions, etc., easy and accessible from anywhere.

LLA: Could you elaborate on SARCO Architects’ Integrated Design Approach and how it facilitated the successful realization of Villa Avellana?

RA: We approach our projects with a process where architecture, interiors, and lighting blend together and interact directly in the design of the project and its spaces.  Once a schematic design is complete and we begin the design development of the project, we start this interactive approach between these main design elements, where we are thinking about interior details, lighting design and the mood and accents it creates, and the selection of materials and how it interacts with all these aspects.  Having these three design main design components under our umbrella, instead of being handled by external design teams, allows us to experiment, try things, iterate, and make design decisions with a firm and quick approach.  In Villa Avellana this was at the core of our design approach. Many spaces in the home exude this approach, but probably the main living space more than others.  There we have a combination of the all-glass space to enjoy the natural setting, the design of a custom wood panel ceiling that incorporates invisible magnetic lighting tracks where we could design the lighting customized for the living and the dining area (each with different lighting feel and mood). We also integrated the invisible architectural slots for the air conditioning system and hid away the A/V system that provides a large projection screen to enjoy media when desired. All these components would be a pain to design and coordinate successfully, however as we control the totality of the design elements, for us is not only possible but successful.

LLA: How does SARCO ensure that international clients can confidently build their dream homes in Costa Rica without being physically present? Could you elaborate on the processes and technologies SARCO employs to maintain quality and client satisfaction throughout the remote building process?

RA: We have been working with international clients now for over 20 years.  We understand that our clients have busy lives and schedules, therefore we focus on providing our services so that a project is not another complicated thing making life difficult for our clients.  Our online communication hub with our clients is active from design all the way through project completion.  This is a way where our clients are always in the loop of the project’s progress and involved in any updates, changes, or decisions that need to be made.  Also, our integrated design approach to our projects plays a huge role in this as well.  Since we put so much time in making sure that all design and client decisions are done in the design phase, all the questions are answered and decisions are made, then during construction, there is very little that our clients need to be active and involved in.  Our team takes care of everything needed during construction so that the project is seamless and effective all the way through.

LLA: What makes Costa Rica an ideal destination for building luxury dream homes, and why do so many successful people choose to escape here to create modern luxury residences?

RA: Costa Rica is geographically located in a very advantageous location.  It is close enough to North America so there is a multitude of direct flights available from main cities in the USA and Canada.  Direct flights from many European cities are also more and more common. Also, the International Airport in Liberia, Guanacaste, allows people who travel in private jets to a very convenient destination that is close to the main beach areas and locations where they can build their luxury home. The warm weather, beautiful natural setting, natural fauna, elevated ocean views, and stunning sunsets are all elements that many of our clients truly treasure. Also, there are options of luxury resort destinations where successful HNW individuals can choose a property to build their luxury getaway and still have the amenities and conveniences they need.

In this exclusive interview with Roderick Anderson, we have gained invaluable insights into modern home Costa Rica architecture. Roderick’s dedication to upscaling luxury residential architecture, combined with SARCO’s exemplary integration of sustainability and cutting-edge technology, continues to set new benchmarks in the field. As Costa Rica solidifies its reputation as a prime location for tropical luxury homes, SARCO Architects stands out as a leader, ensuring international clients can confidently create their dream residences in this idyllic setting, even from afar.

For more information about SARCO Architects Costa Rica, visit https://www.sarcoarchitects.com/

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“The winners featured in the 2024 Luxury Lifestyle Awards Guides embody the very essence of excellence and innovation in the luxury industry. Each represents a remarkable achievement, not only in setting new standards for their sectors but also in enhancing the global standard for luxury experiences. At the World Luxury Chamber of Commerce, in association with Luxury Lifestyle Awards, we take immense pride in celebrating these exceptional brands and their contributions to a more refined, inspired world of living.” — Alexander Chetchikov, President, World Luxury Chamber of Commerce

The 2024 Real Estate Guide

The Real Estate Guide in 2024 presents a curated collection of the most outstanding developments and properties globally. From breathtaking architectural masterpieces to sustainable, high-tech residences, this inaugural edition highlights projects that reimagine modern luxury living.

Through this guide, readers can explore an inspiring array of designs, locations, and innovations, reflecting the dedication of the industry’s top creators to crafting homes that elevate both lifestyle and sustainability. Each featured property is a testament to ingenuity, attention to detail, and a commitment to enhancing the lives of residents.

The 2024 Hospitality & Lifestyle Guide

The 2024 Hospitality & Lifestyle Guide celebrates the visionaries and brands that have elevated guest experiences to new heights. From iconic hotels to bespoke yacht charters and fine dining destinations, this guide is a treasure trove of inspiration for travelers and enthusiasts of sophisticated living.

These winners have demonstrated not only a mastery of their craft but also an ability to adapt and innovate, meeting the evolving desires of today’s discerning clientele. Every page is a tribute to creating memorable moments, where exceptional service and unique offerings converge.

Your Gateway to the World of Luxury 

Each Guide is more than a directory—it’s an invitation to explore, dream, and engage with the best the luxury world has to offer. By celebrating the trailblazers shaping these industries, the Luxury Lifestyle Awards aims to connect its audience with experiences that define sophistication, quality, and excellence.

A Word of Congratulations 

Luxury Lifestyle Awards extends heartfelt congratulations to all the winners featured in the 2024 Guides. Your achievements inspire your industries and enhance the global standard for luxury.

For readers and industry professionals alike, the 2024 Winners Guides are now available, offering insights and connections to the leading names in Real Estate, Hospitality, and Lifestyle.

Explore the 2024 Real Estate Guide and 2024 Hospitality & Lifestyle Guide today, and embark on a journey through the finest achievements in luxury.

To learn more about the guides, visit: https://luxurylifestyleawards.com/exclusive-editions/lla-guides.

The post The Ultimate Guides to Luxury Living: Luxury Lifestyle Awards Announces 2024 Winners in Real Estate, Hospitality & Lifestyle appeared first on The European Business Review.

Casa-Neo Property Developers, a premier real estate development company based in Mallorca, specializes in the creation of bespoke luxury homes. With a focus on high-quality craftsmanship, attention to detail, and an astonishing commitment to client satisfaction, Casa-Neo designs and builds properties that offer a unique blend of modern living and traditional charm. Their holistic approach to property development includes land acquisition, design, construction, and project management, ensuring an exceptional experience from start to finish.

It is no wonder that the group has been at the forefront of luxury real estate development on Mallorca for over a decade, earning a reputation for excellence in design, quality, and customer care. The Estrella de Portocolom is yet another example of their expertise, a property that promises not only a stunning home but also an exceptional way of life on one of the Mediterranean’s most desirable islands.

Estrella de Portocolom is found in the picturesque fishing village of Portocolom, boasting one of Europe’s oldest natural harbors, and is witness to Casa-Neo Property Developers’ fine craftsmanship, visionary design, and commitment to creating dream homes. With its sweeping views over the harbor, lighthouse, and the authentic charm of the village, this modern seafront property captures the essence of Mallorca living. The southwest-facing plot ensures that residents can bask in the sun from dawn to dusk, immersing themselves in the natural beauty of the Mediterranean.

The Estrella de Portocolom flawlessly blends contemporary architecture with elements that pay homage to the fishing village’s timeless character. With a total constructed area of 520 square meters, the villa is divided across three levels: the ground floor, upper floor, and an expansive roof terrace. This modern residence features four spacious bedrooms, each with an en-suite bathroom, ensuring both privacy and comfort for every member of the family. The open-plan design creates a fluid living space, where the kitchen and dining area flow faultlessly into the living room, highlighted by a sleek cooking island – a perfect gathering spot for both intimate family moments and larger entertaining events.

The crowning jewel of this property is its pool terrace, designed with the stunning Mallorcan landscape in mind. Positioned to capture the full southwest exposure, the terrace allows future owners to enjoy the island’s sun throughout the year, with panoramic views of the sea, harbor, and the village below. The choice of materials and finishes reflects the signature style of Casa-Neo – modern, yet in perfect harmony with the surrounding environment.

What sets Estrella de Portocolom apart is its architectural brilliance and location. The property’s proximity to the town’s harbor and the town’s array of amenities means that everything the owners need is within walking distance. The peaceful seafront, combined with the vibrant charm of the authentic village, offers a unique lifestyle experience – one that attracts an international audience of discerning buyers who seek both luxury and authenticity.

Tobias Neumeyer, Managing Partner, Casa-Neo Property Developers commented, “We are incredibly proud to receive this prestigious recognition from Luxury Lifestyle Awards. Estrella de Portocolom is a vision brought to life – an exquisite fusion of modern luxury and authentic Mallorcan charm. This award highlights our passion and commitment to creating dream homes that capture the essence of Mediterranean living. We are thrilled to continue delivering exceptional, bespoke homes in the most sought-after locations of Mallorca.”

With this award, Casa-Neo further cements its position as a leader in luxury real estate development on Mallorca. Alexander Chetchikov, President of the World Luxury Chamber of Commerce enthused “The Estrella de Portocolom project, exemplifies the standard of excellence that Luxury Lifestyle Awards stands for. We are so proud to recognize and celebrate Casa-Neo’s success and commitment to creating timeless, bespoke homes that cater to the highest standards of luxury living.”

For more information on Casa-Neo Property Developers and the Estrella de Portocolom, please visit https://casa-neo.com/. 

About Luxury Lifestyle Awards

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, which enhances brand credibility, elevates status, and provides global exposure for award recipients.

For more information, please visit: https://luxurylifestyleawards.com/

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Established in 2005, Puurspanje is a family-owned business fueled by a deep-seated love for the Costa Cálida and Costa Blanca South regions. Their Dutch-speaking team goes beyond simply facilitating transactions; they cultivate genuine relationships with their clients, prioritizing personalized service and taking the time to understand individual needs and preferences.

Puurspanje understands that buying a property abroad is a significant life decision. That’s why they curate a stress-free and positive experience for each client. Their success is attributed to several key factors:

• Unparalleled Local Knowledge: With over 19 years of experience living and working in the region, Puurspanje boasts an unmatched understanding of the local market and its intricacies. This expertise allows them to guide clients towards properties that perfectly align with their lifestyle aspirations.
• A Commitment to Quality at Every Stage: Puurspanje maintains rigorous quality standards. They collaborate only with trusted and verified developers, ensuring clients invest in properties built with integrity. Furthermore, they provide clients with real-time supervision of construction quality through a dedicated online portal, offering transparency and peace of mind.
• Curated Property Viewings: Understanding that a property search should be an enriching experience, Puurspanje personalizes three-day viewing trips. These immersive journeys showcase a diverse selection of properties within the region, while also treating clients to unforgettable experiences, such as lunches at renowned local restaurants.

“Receiving this prestigious award for the fifth time is incredibly humbling,” says Coert Peters, General Manager at Puurspanje. “This recognition is a true testament to the dedication and passion of our entire team. Our primary mission is to make the dream of Spanish property ownership a reality for our clients, and we are committed to providing them with exceptional service at every touchpoint.”

Alexander Chetchikov, President of the World Luxury Chamber of Commerce, stated, “Puurspanje stands out as a family business deeply committed to making dreams come true for their clients. For over 20 years, their Dutch-speaking team has passionately shared their love for the Costa Cálida and Costa Blanca South, expertly guiding each client in their journey to find the perfect property. They consistently achieve success by focusing on personalized service and ensuring that each customer departs with complete satisfaction. This remarkable dedication to client experience and excellence is what makes Puurspanje a deserving winner of the Best Luxury Real Estate Consultancy award for the fifth year in a row.”

For more information about Puurspanje, an award-winning real estate agent on the Costa Cálida and Costa Blanca South, please visit: https://www.puurspanje.nl/

About Luxury Lifestyle Awards

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With a 16-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, which enhances brand credibility, elevates status, and provides global exposure for award recipients.

For more information, please visit: https://luxurylifestyleawards.com/

The post Puurspanje Makes History: Fifth Time Winning Best Luxury Real Estate Consultancy in Costa Calida & Costa Blanca appeared first on The European Business Review.

Most entrepreneurs today do not just wish to make money, but also aim to serve a good purpose. They combine self-discovery with business-modelling and brand-building, but struggle to exploit the full spectrum and true potential of symbolic brand benefits. This article will help businesspeople combine these tasks as the author outlines the Brand-Building Canvas, explains why and how to use it, and briefly describes each of the brand-building elements. 

As a professor in luxury marketing at emlyon business school, I concentrate on how to build luxury brands for many years. There is no other segment in which symbolic consumer benefits play a greater role than for luxury brands. A big part of the brand-building process deals with the creation of ‘meaning’. Building a (luxury) brand is about developing brand identity. To find out what you want your brand to stand for, you can make use of a brand identity planning model that provides an overview about what brand elements should be considered and how they will inter-relate. However, there exist surprisingly few alternative brand identity models (e.g. by Aaker, 1997; De Chernatony, 1999; Esch 2008; Kapferer 2012). The existing models miss some aspects and do not allow to cover the full spectrum of brand meaning. There are some important components missing in some models (e.g. brand vision). As most commonly used models were created decades ago, they do not account for the tremendous changes in marketing and branding caused by digitalisation. In addition, they only focus on brand-building, although there is much overlap between the tasks of brand-building and business-modelling. 

The Business Model Canvas by Osterwalder and Pigneur (2014) is a very useful tool to think through business ideas. But entrepreneurs never just create a business – they always need to create a brand at the same time. Even more today, the symbolic meaning, brand’s purpose, and story are not just a nice add-on, but in many cases, the central idea of a new business. Building a business also means building a brand. From the customer’s point of view, a brand is not distinct from the business – they are ONE. Therefore, the Business Model Canvas was combined with a new brand identity framework into the Brand-Building Canvas (see Figure 1; Heine, 2019). It includes new brand elements and covers all aspects in the Business Model Canvas and the major brand identity frameworks. Therefore, it can be used to analyse and develop a business model and a brand’s identity. Blocks VIII (Business Process) and IX (Cashflow) are only relevant for business modeling (see Osterwalder and Pigneur, 2014).

If you focus on brand-building, you need to consider only the first seven blocks of the Brand-Building Canvas. They are arranged simply as follows: the Vision is on top (block I); the Product (business idea) is the starting point (block II); the Customers are in the centre of attention (block III); it follows the Brand Character that tells the meaning behind the product on the left (block IV); Relationships describe the mode of conduct between the brand (IV) and the customers (III) (block V); Touchpoints connect the products (II) with the customers (III) (block VI) – and all this is symbolised by Brand Expressions, placed at the bottom (block VII). Some blocks are further divided into additional brand-building elements. In total, the template consists of 14 components, which are briefly introduced below.

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Block I: Vision

Similar to a great dream, a vision is a picture of the preferred future of a brand, but also of the future of society and the subculture or industry in which the brand operates. As part of the vision, the brand purpose outlines a brand’s fundamental reason for existence and how it aims to make the world a better place. As a brand’s overarching guiding idea, the vision shapes a brand’s identity and influences all other aspects of marketing and branding. Therefore, it must be part of the brand identity (but is not included in most major models). In addition, it makes no sense to class the vision as a subcategory of another brand identity element (e.g. part of ‘Brand Tonality’ by Esch, 2017), but it should be placed on top of the brand identity model.

Block II: Product

Product-related associations are a major component of brand image (Keller, 2003). As most important components of brand image play the biggest role in shaping people’s opinion about a brand, they should be included in brand identity planning. Whatever is unimportant in shaping brand attitudes does not need to be considered in the development of brand identity. This brand-building block refers to the products and product characteristics you want potential customers to associate with your brand.

Block II.2: Brand Authority: If consumers are interested in a product category, they generally have some ideas about what brands they believe to be the quality leaders. And when they think about a certain brand, they ask themselves: What is this brand really good at? This brand identity element covers the ‘product scope’, ‘product uses’, and ‘competencies’ that you want your brand to be known for (Aaker, 2010; Kapferer, 2012).

Block II.3: Brand Qualities: Brand qualities cover the attributes and benefits that a brand wishes customers to associate with its products. What you would like your brand to represent may also depend on (1) your customer’s product evaluation criteria and (2) the product characteristics of your competitors. Brand qualities provide the basis for positioning.

Block II.4: Value Proposition: The value proposition outlines the most convincing reasons (key benefits) why target customers should purchase a particular brand/product. To differentiate from competitors, you can try, over time, to make your brand known for products that fulfil a specific key benefit. The value proposition is something each of your employees and customers should know about – therefore, it must be part of the brand identity.

Block III: Customers

When asked about their opinion about a certain brand, people often immediately describe the typical customer they have in mind (Keller, 2003). As a typical component of brand image, it must also be a major brand identity element.

Block III.5: Target Customers: Ideally, target customers refer to a specific niche segment. They are often not the same people who you want your customers to think would buy your products, but they are still part of the brand identity for these two reasons: First, thinking about a brand’s prototypical users without specifying its target customers beforehand almost always leads to confusion. Second, brand identity does not only refer to what you want customers to think about your brand, but also what you want your brand to be. Apart from segments that are unattractive in terms of economic criteria (e.g. purchasing power), you may want to stay away from customers who do not fit to your brand (vision, values, etc.).

Block III.6: Prototypical Users: This brand identity element describes the typical users who you want your customers to associate with your brand. A brand’s ‘prototypical user image’ refers to consumer perceptions about the users or buyers who seem to be addressed by the brand. Depending on their opinion about these perceived users (if actual clients or not), people more or less like or dislike this brand. Because this has a great impact on their business success, brands aim to influence their prototypical user image through brand communications. Porsche portrays in adverts men who are as young and dynamic as their actual 60+ customers would like to be again. The prototypical user represents the ideal (social) self of your core target customers – the person they would like to be.

Block III.7: Brand-related Self: The ‘brand-related (desired) self’ describes what you want your customers to feel and think to become when using your brand/products (Kapferer, 2012). Dove clients may feel being more beautiful and confident when using their creams. Connecting your brands/products with the life goals and desired self of your customers means that they can be used by your customers as means to achieve a higher end: to feel living their desired lifestyle and to become ‘who they really want to be.’ This brand element can help your brand to play an important role in the lives of your customers and can help you to connect your customers to a higher purpose (beyond the self), to achieve even ‘irrational loyalty’ (Tait, 2013).

Block IV: Brand Character

This is the core identity that characterises the ‘who’ behind a brand (also called ‘brand tonality’ by Esch, 2012). Given that consumers find it increasingly important to know who’s behind a brand, this brand-building block provides a key source for creating (symbolic) consumer benefits. 

Block IV.8: Brand Culture: Every group of people develops a common subculture over time – and everybody is part of a culture or of different subcultures. So everybody does not only have a personal, but also a cultural identity. This should be reflected in the brand identity framework by having both: brand personality and brand culture. Facets of brand culture include place of origin, brand nationality, brand spirit, brand values, brand principles, and brand lifestyle. When you associate your brand with a subculture, you create brand meaning and inspiration. For instance, Ralph Lauren represents American aristocracy and Boston high society and WeSC (fashion) is rooted in skate-boarding. Brand culture creates the frame for brand personality.

Block IV.9: Brand Theme: Brands are constantly driven today to create new (social media) content to grow traffic and sales. But many brands just add noise by creating content for content’s sake. A brand theme is particularly useful to provide direction and meaning to a brand’s (social media) content marketing that it should be included in the brand identity model. It is an overarching idea that provides the foundation of your brand’s content strategy over the long term and can inspire the design of your marketing-mix instruments (posts, websites, adverts, events, stores, etc.). For Louis Vuitton, for instance, ‘travel’ has been a major inspiration since the brand’s beginnings in the 1800s.

Block IV.10: Public Face: When asked what they know about a certain brand, consumers typically come up also with people-related aspects, about the brand’s founders, owners, managers, designers, and other representatives. This brand identity element describes who is behind a brand. For instance, for many consumers it makes a difference whether this is a family business or some multinational corporate group. Given the desire of many people to establish trustworthy (business) relationships with real people, brands need to think about who they want their customers to see as the face of their brand. Many fashion designers or star chefs become the face of their business and develop into personal brands. However, every brand should cultivate at least one powerful personal brand from within the company.

Block IV.11: Brand Personality: Brand personality is so well-established and important for brand-building that it is included in all major identity models. A brand’s personality is often described by only a few personality traits such as decent, cheerful, or honest. To create a more meaningful, inspiring, and consistent brand, you can employ personality-driven branding strategies: (1) Describe your brand personality in sufficient detail to evoke a metaphoric mental picture about the person you want your brand to represent; do not just rely on personality traits, but also include demographics, life goals, motives, reference groups, etc.; (2) Imagine your brand to be a real person and keep her/him in mind for all type of branding decisions (about the design of a website, store, etc.).

Block V.12: Brand Relationships

This brand element is considered in most of the major brand identity frameworks (by Aaker (2010) and Esch (2017) as a subcategory of brand personality). The brand relationship block describes the mode of conduct and operation that a brand aims to establish with its target customers and other stakeholders. They impact the way a brand behaves, delivers services, and communicates with its clients. Companies like Uber created competitive advantages by disrupting the established relational roles in their industry (from driver/passenger to entrepreneur/supporter).

Block VI.13: Brand Touchpoints

Touchpoints generally refer to the principal stages customers pass through in their interaction with a brand. When people think about a brand, they also associate typical communication and distribution touchpoints with the brand (Keller, 2003). Therefore, touchpoints should also be considered in brand-building as a component of brand identity. Brand touchpoints describe for what type interaction and marketing channels a brand wants to be known for. For instance, to become an internationally renowned luxury house, brands need to develop concept stores in prestigious shopping streets such as Avenue Montaigne in Paris.

Block VII.14: Brand Expression

When you know what your brand should stand for, it is time to think about how to express that to its target groups (also referred to as ‘brand as a symbol’ by Aaker, 2010). For instance, Louis Vuitton uses the Monogram Canvas pattern to express its heritage and elegance (Esch, 2017). A brand’s identity can be expressed by brand design, communication, and behaviour. Brand design alone is a broad field of work including, for instance, the brand logo, layout, colors, and typography. Many companies still instruct an agency to develop their website without thinking first about what they actually want their brand to stand for. And many agencies still start with the brand design before laying the conceptual groundwork. The process of identity planning works like a structured creativity technique that delivers the creative input for brand design. A meaningful, inspiring, and consistent brand design is an expression of the great deal of thought and effort spent on the conceptual work.

This article was originally published on 22 March 2019.

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About the Author

Klaus Heine is Associate Professor of Luxury Marketing at Emlyon business school, Asia and Co-Director of the High-end Brand Management Master Program at Asia Europe Business School in Shanghai. He holds a PhD from TU Berlin and specialises in high-end brand-building with applied-oriented research, education and practical projects with both, leading luxury brands and start-ups.

References

1. Aaker, D.A. (2010), Building Strong Brands, London, Simon & Schuster.

2. De Chernatony, L. (1999), Brand Management Through Narrowing the Gap Between Brand Identity and Brand Reputation. Journal of Marketing Management, Vol. 15: 157-179.

3. Esch, F.-R. (2017), Strategie und Technik der Markenführung, 9^th ed., Munich, Vahlen.

4. Heine, K. (2019) How to Build a High-end Brand. Upmarkit: Tallinn,https://upmarkit.com/brand-building-workbooks/how-to-build-a-high-end-brand”

5. Kapferer, J.N. (2012),.The New Strategic Brand Management, 4^th ed., London, Kogan Page.

6. Keller, K. L. (2012`). Strategic Brand Management, Pearson: Edinburgh Gate, England.

7. Tait, B. (2013). The Mythic Status Brand Model: Blending Brain Science and Mythology to Create a New Brand Strategy Tool. Journal of Brand Strategy 1(4), 377-388.

The post The Brand-Building Canvas: How to Build a Business and a Brand in One Go appeared first on The European Business Review.

Leadership style and strategy that luxury brands should keep an eye on in order for them to ensure that their business philosophies and brand proposition are effectively conveyed and their brand is well presented to their target market. In this article Prof. Ashok Som weighs up the changes and challenges ahead for the luxury industry as it moves into a global mode and sets out the skill sets luxury brands will require of its employees both onboard and onboarding.

Luxury has changed: bring on the Hydra

There was once a time when luxury had a single head. The head belonged to a creator-designer-craftsman all rolled into one, initially producing excellence that was commissioned by local monarchs and local aristocracy. In France and Italy names were made and shops opened, still local, sometimes regional. And then, with the industrial revolution, legends grew. With greater wealth among greater numbers of people, those seeking the unique and rare and willing to pay a high price for exceptional quality travelled to the outlets to buy on site. This all belonged to the pre-1950s: small, family run businesses with the founder-creator as head. 

Today, if we stop to gaze at the luxury sector, the first observation is that the business of luxury is no longer a local business. It has become global, faceted by digitalisation, instant communication mobility, nomadism and a new breed of consumer from the emerging BRICS countries – educated, digitally savvy, and abreast of the changing ways in which the products and services are designed, marketed, distributed, and consumed. And although the traditional core values and heritage of the industry remain true and spark the motivation to purchase luxury, they are no longer enough to cater for the hydra that the industry has become. 

While many other sectors have traversed the same revolution, the luxury industry is as unique as the products it creates: the industry is small, with a total of about 110 brands (excluding cars, hotels, yachts and other heavy-duty luxury products and services) and the people working there traditionally move from one brand to another. An “Up-or-out” syndrome has been prevalent as employees had to continuously reinvent themselves, renew their creativity, be agile, and perform. The local-to-global scenario is changing this too. In order to thrive in the transformation of local sales and local business model to global perspective and initiatives, the industry needs talents with specific and versatile skill sets that are entirely new to luxury while enabling the existing talent pool to adapt and change with the times. In short, the luxury brands need to be run by skilled professionals who not only understand the intricacies of the business but also can operate on a global scale. 

Brahma sees four 

Luxury brand creations have seen phenomenal growth in their reach and sales over the last twenty years thanks to wider marketing, organic growth, greater presence in outlets and new luxury consumer segments. Family-run businesses are rivalled by the conglomerates such as LVMH and Kering some of which – in order to cope with the demand and to increase profitability – have outsourced some of their activities to skilled labor in various countries. However, luxury customers still, above-all, crave “Made in France,” “Made in Italy,” or “Swiss” watches. This raises the challenge of how to manage largescale growth and scale up the production of goods, while keeping the brand DNA intact and produce in a home country where skilled workers are fewer and harder to find. Indeed, it could be said that the scarcity of these skills at home render them almost a luxury in themselves. The challenge is fourfold in terms of skill sets required along the chain of luxury: 

• Craftsmen and women who possess tacit knowledge of the brand DNA
• Designers who deeply understand this DNA and who create innovations around it
• Salespeople who translate the story of the brand into unforgettable consumer experience to the diverse and increasing numbers of consumers across different cultures and continents
• Managers able to run the business not as an SME but as a global corporation.

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By Janus, I think yes! 

Looking closely at the four different types of talent, each has a specific skill that calls into optimal use their left or right brains effectively. To go further, the left brain uses logic, focuses on detail, facts, figures, complexity, acknowledges reality and is oriented towards strategic, practical and low-risk thinking patterns. On the other hand (or head), the right brain is generally acknowledged to think in terms of feelings, creativity and imagination, with a preference for the bigger picture, symbols and images and an appreciation of spatial perception and knowledge while being open to what ifs and risk-taking. 

In the luxury industry, to a certain extent, craftsmen have to be skilled in balancing the right- and left-brain functions. The designer, however, has to be more skilled in right-brain functions. As for sales, people working within this function need to be more focused on the left-brain while developing the competencies of the right-brain. Finally, managers on the other hand need to be more skilled in using the left brain while acknowledging the right. 

It is a difficult balance for brands to ensure and it becomes more challenging with the expansion and growth of the industry. On the one hand, employee willingness to learn and effectively use new skills is an attractive trait at all levels of the organisation and effective training schemes set up by brands can help nurture and achieve this. But on the other hand, what has become a global, digital-influenced and complex industry desperately needs outside professionals from different fields armed with hybrid skills. For example, the need to expand into emerging markets such as China and South Asia requires cross-cultural experts capable of moving seamlessly between countries, cultures and languages and skilled in ensuring that the essence of the brand is not lost as the industry goes global. This does not mean, however, that these outside talents with specific and hybrid skills outweigh the creative geniuses who are the messengers of the brand. Future success can only be generated by balancing these two categories.

The prefect paradox

The luxury industry thus is the story of a perfect paradox. On the one hand it sells itself (among other inherent attributes) on the notion of timelessness and heritage, and on the other it offers beauty that can metaphorically die in a day, only to be reborn in the constant cycle of creativity and changing fashions. In an industry context, skillful homoluxus – as those working in the luxury sector are known by – are also well aware that the lifespan of luxury brands is varied and totally surprising. Brands can flutter in all their spring time glory, only to comprehend their fragility when collapse, which comes so quickly in luxury, suddenly looms.

Although there still exist luxury brands which have lived through generations of family ownership – Estée Lauder and Hermès among them – and still others acquired since their early days by wealthy families – Chanel, for example – countless luxury butterflies have ended up in the collections of conglomerates that have built a portfolio of brands focused on specific luxury sectors within their own structures. The environment for these pretty creatures has changed too. From being the predilection for only a small elite of consumers, in recent years’ luxury has become accessible to a wider, younger and more international net, extending their reach by expanding their product range and diversifying into larger offers such as eyewear, perfumes and accessories.

The creator behind a brand – the artist that gives all the uniqueness and beauty to a luxury product – was also in former times the controller of the brand. But the developments in the sector over the last twenty years or so have raised questions about his or her capability, indeed capacity, to run a global business, to sell, and to manage the value chain as well as the issue of continuing brand legacy after his or her departure.

The golden rule in real luxury is to make sure creators have no managerial responsibilities and are given a free rein to pursue their art as long as their creation is coveted for. Of course there can be failures sometimes, but not too many times. Take the example of Alessandro Michele and Marco Bizzari. After meandering for a decade the duo has got it right. The example of Gucci shows that that luxury can only work if the products are unexpected and unplanned. Creation goes beyond a system or habits and the organisation of a luxury house has to allow for this. This is where the manager comes in. And in this context, a manager’s capacity to master the paradoxes and dilemmas in luxury may well have a butterfly effect not only on his/her teams and results, but also on the brand and its charismatic creator.

Be the change you want to see

Research, including interviews and surveys among luxury professionals, points to the luxury sector requiring people with skill sets that enable them to display a mix of aptitudes: able to fit in with the changes in the industry environment, connect and work within the luxury sector areas

related to the right-brain, fit with the brand and company culture, and demonstrate competencies related to the left-brain. In this context, it is worth taking a look at how each of the four populations mentioned previously operates. 

Craftsmen are an inherent, historical and irreplaceable component of luxury. In former times, catering for local or regional customers, the luxury product required skills mainly focused on their craftsmen’s passion for excellent work and creative design that possessed their signature differentiation. The same is true today in several, specific brands but perhaps best encapsulated by the Swiss watch industry. And this craftsmanship, although subject to outsourcing among others in the industry, is seen as a major attribute for the future. To quote Fulvia Visconti Ferragamo: “Craftsmanship is the key to luxury, because I think the time has come back to restore the value of the expertise of craftsman and to look to the solid foundation of the past to create the new.”

Entrepreneurial designers: Van Cleef, Hans Wilsdorf, Arpels, Guerlain, Krug, Rothschild, Chaumet brothers, Coco Chanel, Gucci and Breguet are all examples of designers with an entrepreneurial flair. In the days where designers started their businesses with their passion and a belief in what they created, the objective of business was not to maximise shareholder value. As such, they did not feel the need to hire talents in retail, finance, marketing or branding and titles such as CFO, COO or HRD were unknown and rather distasteful badges secondary to their art. Times have changed. Gucci, Hermès, Chanel and Vuitton all need these professional skill sets to ensure that the beauty created by their designers remains sustainable and profitable. 

Unlike those in other industries, the sales team in the luxury sector has to juggle constantly between left- and right- brain patterns and indeed mix them on a daily operational basis. The sales person has to be a practical artist, blending strategic thinking with a dash of creativity. Such diversity is not easy to find in a single employee and even if it is, the particular blend is often difficult to manage. The major challenges facing sales are how to make profit without compromising the brand’s DNA, grow market share without diluting the brand offer, and retain the low product accessibility inherent to the luxury aura while still selling as much. To give an example of the dilemma, 94% of young Japanese women now own a Louis Vuitton product with the risk of making the brand less exclusive: how do sales maintain that selling rate while guarding brand exclusivity? Hermès and Bottega Veneta provide different examples and another extreme: while Hermès innovates and customises to woo Chinese and Japanese clients, they stick firmly to their cultural roots and heritage; and while Bottega Veneta sells, there is relatively low brand awareness compared to competitors such as Armani. How to manage the sale of a brand that displays no logo and promotes itself through discreet subtlety?     

With the shift from family-run, entrepreneurial luxury businesses to global players, professional managers have become important factors for brand survival and growth. Multi-brand conglomerates whose business model incorporates globalisation, professionalisation, commercialisation, centralisation, and profit maximisation for their shareholders need them. So do the handful of small, family-run brands. Gone is the “Chef de Maison” (Head of the House). Managers working in luxury today require diversified skill sets that include strong leadership, effective communication, and efficient strategy-making and financial skills. Most will have come from reputed business schools and possess experience across sectors with a proven record of well-rounded management and open communication skills. They also have to know how to recruit, motivate and retain talent within the brand and should be characterised by having a keen insight for change and development within the market regarding market entry, expansion, extension, and acquisition. Once again, it is essential for line management to understand the attributes of their brand, its values and market position, and operate while staying true to the brand’s DNA. 

Hercules: a cutting-edge example

The above mentioned changing needs for hybrid skill sets is a reflection of many new dynamics in the luxury industry: the digital revolution, globalisation, faster and improved customer feedback, structural changes in the industry, new business models, and more cross-relationship between governments. The hydra that the industry has become has not destroyed the fundamental attributes and values that luxury holds, but has raised more challenges for the luxury brand to cater with than ever before: only a hybrid, two-brained and brand-sensitive workforce can effectively deliver the Herculean response required. 

Indeed, management style is also profoundly influenced by the distinctive environment, social culture, and climate in which an organisation operates. And given that the luxury industry is ridden with paradoxes, managing people in this industry is also a paradox. To survive and prosper in the luxury environment, luxury brands should be seeking to take on board managers who possess a combination of the following attributes and backgrounds.

Difference: embrace it and understand it

There is, of course, no one-size-fits-all. Different houses, brands, and conglomerates have different management styles according to the personalities of their leaders and the internal and external environment in which they operate. However, luxury is a world of details that make a difference – to stretch the butterfly metaphor further, ones that may separate the luxurious Eighty Eight from the common Cabbage-white. To be a manager in the luxury industry requires physical endurance, good mood, good health, and good listening skills in both the home and the international market contexts. Quite apart from the usual hard skills attributes of a manager, understanding is paramount to capturing the subtleties of the luxury game, its details, and the specific language of the luxury brand. In the end, the homoluxus should always know that Luxury has been built on the foundation of certain principles that can be neither ignored nor compromised. It is a culture and a philosophy that requires understanding before the adoption of business practices because its intricacies and output are essentially different from other types of goods. Embrace and understand it and the experience will be like working on a butterfly’s wings: beautiful, creative, heady and in constant regeneration.   

Key takeaways

• The business of luxury is no longer a local business. It is global, digitalised, mobile and shaped by new, emerging consumers from both developed and emerging markets.

• The industry seeks talents with specific and versatile skill sets that are entirely new to luxury while enabling the existing talent pool to adapt and change with the times.

• The four main skilled job categories – craftsmen, designers, sales forces, managers – use predominant left- or right- brain thinking patterns and those who are adept in smooth transition between both have undeniably an added advantage. 

• While each function has to remain respected, new industry challenges mean that luxury employees require a high degree of awareness between creativity, quality and desirability.

• Newcomers to the industry must demonstrate multi-cultural skills that include cultural awareness and languages while ensuring that the essence of the brand is not lost as the industry goes global. 

• Typical challenges involve blending results while remaining true to brand DNA and luxury attributes such as quality, rareness, exclusivity, and temporality.

This article has been originally published on 25 July 2019.

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About the Author

Ashok Som is Professor of Management Department at ESSEC Business School. Professor Som is one of the pioneering thought leaders in designing organisations and an expert in global strategy. At ESSEC, he is currently the Co-Director of ESSEC-Bocconi Executive Masters in Luxury (EMiLUX) Business. He was the Founding Associate Dean of the full-time, one-year post experience Global MBA program of ESSEC Group, the founder of the India Research Centre and the founder Director of the Global Management Programs on Luxury and Retail Management (in partnership with Indian Institute of Management (IIM) Ahmedabad).

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Since its inception, the luxury industry has been a growth story. Product extensions, store network expansion, entering growth markets – especially China and digital commerce – have been the drivers of the last years. Business cycles? There were some downturns during the SARS epidemic and the financial market crisis in 2009. Soon after, growth resumed at an even accelerated rate, driven by many more consumers craving luxury goods. Few thought that the diversification in terms of products, geographies, sectors, and consumers could be affected by economic downturns. All that is needed is a constant growth of the luxury clientele and their disposable incomes for marketers to turn them into customers of the brand.

The illusion of control

The belief that consumers can be “created” systematically and through planned management decisions has been the guiding narrative for luxury brand managers over the last decades (Som 2020). Flawless execution and managerial excellence were what mattered. However, in an environment where things are out of control and substantially affecting the business model, the perfection of codified standards might reach its limits. COVID-19 has challenged these assumptions. Is this going to change the luxury industry as we know it? It has at least challenged our illusion of control. No one was prepared for the outbreak of a global and devastating pandemic. Before the crisis, luxury stocks were trading near all-time highs of about 26 times forward price-to-earnings. Stock prices of the large luxury firms have plummeted, depending on the sector, by 30% or more from the beginning of the year to the outset of the pandemic. Stores had to be closed, supply chains were severely affected, travel was restricted, and consumers shifted demand to necessities. While the effect over one fiscal quarter is temporary, the longer-term implications are still unclear, and the strategic response to the crisis will not be easy. Due to the closure of stores in most markets, store-based retail has been majorly affected. However, e-commerce has also suffered a decline in traffic and transactions as consumers hold back with purchases in the face of uncertainty and by the disruptions in the global supply chain. For example, the YNAP-group, one of the world’s largest e-commerce platforms, has decided to close down its logistics center in Italy to ensure the safety of all employees.

Many are questioning what these developments will mean for the way our economic system operates and how consumer needs and values will change. When societal values are changing, so must social conceptions of what social actors perceive as a necessity and a luxury.

Crises are nothing new for the luxury industry, nor will this be the last crisis luxury brands will face. Luxury is a global business. With globalization comes the managerial need to master the complexity of orchestrating personalized solutions to diverse customer needs and creating a delivery system. Luxury brands need to ask themselves how they can build resilience and turn the threat into an innovative force. How should luxury brand managers act now? By asking themselves how to unleash this force and lead their business into the future.

Building resilience: The innovation imperative

Innovation is nothing new for luxury brands. One can even argue that luxury brands have started primarily as social innovation. For much of human history, status was ascribed through birth. The emerging consumer society challenged existing social orders for which luxury goods were a status marker unobtainable to everyone who did not belong to the club – a crisis for the aristocracy. Now, these status markers could be bought in the marketplace and were accessible to anyone with the means to afford it, creating social status and an expression of identity (Kapferer & Bastien, 2009). With the emergence of luxury brands and their designs, the codes to construct social affiliation and distinction multiplied the myriad opportunities to create one’s social identity. This social innovation is also clearly visible in exclusive service offerings, from private member clubs to jets and upscale hotels. Exclusivity, as a value proposition, emerged out of a crisis of world order with predetermined faith.

Yet, these brands have not always been luxury brands. They started with an innovation catering to the needs of discerning customers who were willing to pay a premium for it. They have also challenged business models of incumbent players by providing functional innovations that offer a tangible benefit to consumers. One such example was the story of a young businessman whose initials are now known worldwide. Before the 1860s, one of the significant challenges for travelers was how to transport their clothes efficiently. The round boxes that were the standard at that time were not easily stackable on a horse carriage, and, due to the circular form, wasted valuable space that could have been filled with other goods. Even worse, they were not waterproof, so rain could quickly get in and wet the clothes. A young man called Louis Vuitton realized this need and developed rectangular trunks with a rainproof canvas. These trunks are still a core of the company’s heritage today, although the brand has since expanded its portfolio to a wide range of products for discerning global travelers.

Luxury brands also are a successful economic innovation. The luxury industry emerged in the 1980s, and new forms of managing creative industries came to life with the holding model, in which desirable brands were combined to create synergies and increase their market power, such as harnessing shared resources, such as in buying media space, securing desired retail store locations in the high streets and shopping malls through their negotiation power or building up and nurturing creative talent (Som & Blanckaert, 2015). Struggling family-owned companies with a strong heritage were struggling to manage the generational transition. It provided an excellent space for active investors to infuse them with managerial expertise. Summarizing, the evolution of the luxury industry has been a history of innovations that emerged out of challenges and crises triggering changes in consumer needs and purchasing behavior. It has been around for thousands of years, and we speculate that it will be for thousands of years to come. The fundamental psychological, social, and cultural drivers of luxury consumption will survive almost any crisis. These ingredients create the desire that makes luxury extraordinary: on a psychological level, feeling unique and special; on a social level, the creation of status; on a cultural level, endowing the creation of a magical and sacred aura (Gurzki, 2020). However, the form of luxury and its creation might change. The challenge for luxury brands is balancing and nurturing the heritage and preserving traditions while also being relevant today and imagining the future to elevate the brand into timelessness.

Shifting in the luxury playing field

What’s next? Will the growth story of the past continue? This crisis might particularly highlight the agency of the consumer and the role of technology. And more shifts might be coming for luxury brand managers to consider:

Social innovations: From brand-centric to customer-centric

Luxury at heart is something extraordinary that creates desire. While luxury brands have been such a source of desire over the last decades, how to create desire changes with rising consumer expectations in the digital age. Luxury is about excellence and perfection. Also, the longevity of luxury is a strong proposition in an ever-changing world. New market entrants often use agility and iterative methods to design their customer-centric experiences. They have built excellence in managing the customer discovery process and scaling quickly. One example would be online shops such as Farfetch or YNAP that have set a standard for luxury online shopping and have quickly managed to establish a global presence. Moreover, with the rise of technology, these players have the potential to create new in-store experiences, for example, through the use of augmented reality, that address the needs of digitally savvy shoppers, such as in Farfetch’s store of the future concept.

Shifting to such a mindset might be the most challenging and most risky part. Yet, to remain relevant, brands need to move away from a static approach to dynamic interaction with consumers. They must reengage in relationships with consumers by assessing changing consumer values and inferring the expectations of target consumers. For example, digital touchpoints and social media listening can be excellent sources for learning consumer needs, wants, and desires. The challenge is to get a holistic view of the consumer and seamlessly integrate these insights across the entire journey.

While digitalization and data analytics offer possibilities to personalize the consumer experience, companies must go beyond personalization to truly co-create experiences with consumers. Seduction does not work by personalized communication alone. It works if this communication triggers in consumers’ minds the desire to dream and be seduced.

Listening to and co-creating with consumers might lead to radical new insights and a redefinition of what brands imagine as luxury. With changing social values, how consumers perceive luxury is likely to evolve further. The luxury of the future can only be a luxury if it remains extraordinary, desirable, and relevant in the world of tomorrow’s consumers.

Functional innovations: From omnichannel to orchestrating experiences in a luxury ecosystem

Thinking in ecosystems necessitates a shift from perceiving marketing and selling as two different disciplines to integrating them into one comprehensive experience. While providing truly omnichannel experiences is still and will remain a challenge, the future may evolve to be about personalized and technologically augmented experiences. It could not only be shared seamlessly across the company’s channels but across an entire ecosystem of partners. To stay on top of the game, luxury brands may think of not only adopting technological innovations but setting the standard for desirable experiences. For example, players such as Tesla have shaken up the luxury segment in the automotive industry by adopting software and tech-driven approaches to designing cars. Digital players such as Apple have redefined the concept of the watch, and Apple has undeniably created its own space as part of the premium end of the sports watch segment. New players such as those in the spaces of smart clothing, peer-to-peer-based travel, subscription-based business models, and sustainability-based models are just around the corner to shake up incumbent business ideas by offering enticing alternative experiences. With an explosion of touchpoints and corresponding consumer journeys, orchestration of these experiences becomes more crucial than before. Under this circumstance, it will be essential to find the right response, whether in developing offerings or thinking about the best partnering approach. On the consumer side, mix & match is a clear trend (BCG 2020). And brands thinking beyond their immediate sphere of value creation can leverage it to create buzz and business out of it. Examples would be the collaborations between players from street style and luxuries such as Louis Vuitton and Supreme or even across sectors such as Rimowa and Off-White. Yet the ecosystem does not stop with products. It includes partners across all activities included in the value co-creation, from channel partners to producers of raw materials to consumers to the society.

Economic innovations: From linear to circular business logic

With the rise of customer-centric luxury ecosystems, the linear business logic of brands needs a rethink. Re-invention is around the corner. Only thinking from the factory to the point of sale may no longer be sufficient, if it ever has been. For example, with the rise of second-hand or the use of recycled waste as materials, luxury consumers and innovative startups showed how new trends could extend the scope of customer interactions. Established brands are now embracing these ideas. However, circularity goes far beyond sustainability and is a radical shift in business logic. For luxury brands, this requires an even more vigorous pursuit of orchestrating the entire value chain. It necessitates thinking about new business models. Brands – including those producing products and experiences that are meant to be timeless – need to think not only about second-hand markets. This will necessitate how to predict demand better, avoid overproduction, and bring them to the market smartly, avoiding reputational damages. While part of the overstock now might be shifted to other markets where there is demand, the industry faces the dilemma of recapturing cash flows by selling it without engaging in risky promotions that could harm the brand long-term due to their cultural specificity of being made-in a particular country. This also requires brands to think about how they can strengthen their global resilience (cf. McKinsey 2020A).

Many studies show that the origin of luxury, the made-in, matters for luxury. Made-how, -why, and -by will matter even more. Pursuing global resilience will witness changing the rules of the game – not being sustainable may come at a cost that luxury brands can no longer afford. Brand heritage alone may be insufficient to lure consumers that demand radical transparency. Slow-fashion designers or local-focused restaurants, such as designer Stella McCartney or chef René Redzepi’s Noma, have shown how the concept of circularity can help brands to reshape their value proposition – for example, with locally sourced renewable ingredients. This change in focus has implications across the entire ecosystem, especially now for global supply and distribution chains. The benefit of local sourcing and circular thinking becomes particularly apparent in the current crisis with a disruption of global supply chains. For example, most Italian family-owned SMEs that make up 30 to 40 percent of Italy’s supply chain have to fight the economic consequences of the crisis and are struggling to survive. Yet, they are crucial in refining the materials through skilled craftsmanship. Without them, luxury will lose a core part of its value proposition. In economic terms, circularity also means thinking about how to restart the circular logic partnering approaches, including payment conditions and credit lines needed to sustain production. The role of the brand thereby shifts – in orchestral terms – from that of a soloist to that of a conductor.

Leading the way forward

In the current health crisis scenario, luxury brands have reacted to the business challenges like any other industry. Market analysts expect a dip in sales between 10% to up to 40% for 2020, depending on how fast the recovery will take place and how effective luxury brands will be in restarting business globally (Bain & Company 2020, Biondi 2020, McKinsey 2020B).

How can luxury brands steer the way? Innovation imperatives – social, functional, economic – are the key to steer the way to profitable growth. This shift requires not only management but real leadership within an agile organization that is willing to navigate the oncoming waves. Many brands have shown their commitment to society, taking over responsibility as social, environmental, or even political actors. Such examples include LVMH’s announcement to produce disinfection for free for healthcare professionals in the COVID-19 pandemic or LVMH’s and Kering’s initiative to finance the rebuilding of Notre Dame. Luxury brands, as societal actors, do good in leading the way and demonstrating responsibility, leadership, and agility. This mindset, combining both opportunity-seeking and attention to deeply rooted values, could provide a fertile ground for organizations to flourish.

While we already see first post-crisis signs of people returning to stores and splurging on luxury purchases to engage in revenge buying, the market is still far from recovery. For example, Hermès reported single-day sales of $2.7 million at their Guangzhou flagship store after the lockdown was over. According to media reports, this was the highest number that was said to be ever reported in China. Nevertheless, it will take time for business to resume. As global travel is restricted, consumers are likely to shop locally more often, rather than while traveling abroad, which has been a recurring pattern in the past. Because other experiential sectors such as hotels and tourism are likely to suffer for a longer time, consumers might seek out special shopping experiences in branded retail stores. Managing the relationship well will thus be crucial for brands to build trust with consumers locally and to offer them extraordinary shopping experiences.

Only time will tell how soon will luxury resume its growth story. Luxury brands can use the time in this severe and shocking crisis to take a step back and reflect on their future strategy and their role to shape a positive impact on society. For example, the future of fashion shows certainly needs both evolution and re-invention, as reported in the press. The COVID-19 crisis can be used as a catalyst for change and provides the energy to drive forward the innovation imperatives. And luxury brands have been at the forefront in this, emerging out of the uncertain situation stronger than before. As has been shown repeatedly throughout history, consumer desire for the extraordinary will create the way to the next frontiers of the business of luxury.

This article was originally published on 27 July 2020.

About the Authors

Hannes Gurzki is a program director at ESMT Berlin and an expert for the topics of luxury, branding, marketing, sales, and strategy. His research on luxury brands has been published in leading marketing journals such as the Journal of Business Research, Psychology & Marketing and the Journal of Advertising. He has extensive experience working together with both leading and upcoming luxury and premium brands across sectors. He completed his doctoral studies in marketing at the Technical University of Braunschweig.

Ashok Som is a professor of the management department at ESSEC Business School and director of EMiLUX program. He is one of the pioneering thought leaders in designing organizations and an expert in global strategy. He is author of more than 110 cases, articles, and books, such as The Road to Luxury: The Evolution, Markets and Strategies of Luxury Brand Management, International Management: Managing the Global Corporation, and Organization Re-design and Innovative HRM. He holds a doctorate in business administration from the Indian Institute of Management in Ahmedabad.

References:

1. Bain & Company (2020). Luxury after Covid-19: Changed for (the) Good? https://www.bain.com/insights/luxury-after-coronavirus/; retrieved on May 5, 2020

2. BCG and Fondazione Altagamma (2020). 2020 Luxury first look. 6^th edition, January 15, 2020. https://cache.luxurydaily.com/wp-content/uploads/2020/01/2020-Luxury-FirstLook.pdf; retrieved on May 5, 2020.   Biondi, Annachiara (2020). Fashion and luxury face $600 billion decline in sales. https://www.voguebusiness.com/companies/bcg-luxury-spending-drop-coronavirus-covid-19; retrieved on May 5, 2020

3. Gurzki, H. (2020). The Creation of the Extraordinary: Perspectives on Luxury. Springer.

4. Kapferer, J. N., & Bastien, V. (2012). The luxury strategy: Break the rules of marketing to build luxury brands. Kogan Page.

5. McKinsey & Company (2020A). A perspective for the luxury-goods industry during – and after – coronavirus. https://www.mckinsey.com/industries/retail/our-insights/a-perspective-for-the-luxury-goods-industry-during-and-after-coronavirus; retrieved on May 5, 2020

6. McKinsey & Company (2020B). The State of Fashion 2020: Navigating uncertainty. https://www.mckinsey.com/industries/retail/our-insights/the-state-of-fashion-2020-navigating-uncertainty; retrieved on May 5, 2020

7. Som, A., & Blanckaert, C. (2015). The road to luxury: The evolution, markets, and strategies of luxury brand management. John Wiley & Sons.

8. Cyclicality, coronavirus and consumers of the luxury industry. http://knowledge.essec.edu/en/society/cyclicality-coronavirus-consumers-luxury-industry.html

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Especially in times of economic turbulence, companies need to be even more innovative. But competition has shifted from product innovations and functional benefits to cultural innovations and symbolic benefits. About two-thirds of consumers want companies to stand up for social or environmental issues they also feel passionate about (Accenture 2018). Conscientious consumers may buy or boycott a brand because of its social or political stance. Along with this trend, a growing number of companies engage in Brand Activism, to drive social, political, or environmental change. This explains why everyone seems to be talking about purpose today, along with CSR, sustainability, eco, and ethical branding. Purpose-driven branding is probably one of the key business success drivers today – but it comes with some substantial risks and challenges.

The Brand Purpose is part of the overall company objectives, which are known to be closely related to company success. Shang Xia, a Chinese high-end lifestyle brand owned by Hermès, recently celebrated its ten-year anniversary in Beijing. At this occasion, one of the authors of this article interviewed Mrs. Qionger Jiang, the head of Shang Xia and Mr. Patrick Thomas, the president of Hermès at the time when the brand was launched. The goal of the interview was to ask them to look back at the last ten years and think about the key factors that made Shang Xia successful. Mr. Thomas replied that the ultimate success factor is to have a clear Brand Vision: “You need to know exactly what you want. As soon as you divert from that, you are losing strength. Every decision and every act of the company has to be in harmony with the vision” (Heine 2020). The Brand Vision inspires and motivates entrepreneurs and staff to keep going and attracts like-minded customers to the brand. Mrs. Jiang further explained that all senior managers must share exactly the same vision. And as this was the case at Shang Xia, there were never any serious disputes about the strategic direction of the brand between Mrs. Jiang and Mr. Thomas.

As part of the Brand Vision, the Brand Purpose refers to a “good cause.” However, when we look at studies about customers’ willingness to pay more money for fair-trade, bio, or environment-friendly products, the results are often quite disappointing for many entrepreneurs. Many idealists are surprised that most people are simply not willing to just hand over more money so they can “do good.” While ‘helping children in developing countries’ or ‘saving the rain forest’ are important issues, they are pretty far away from the small world around us. For too general causes, people tend to pay lip-service instead of a price premium. Having a clear brand purpose isn’t enough on its own. We should never forget about a fundamental marketing lesson that is rooted in human nature: People spend their money depending on the value that they believe to receive in return.

To harness the power of brand purpose, we need to understand, first of all, the differences between the different types of brand objectives: Brand Purpose/Mission/Vision/Ambition – which are often confused. Second, to really drive your business, we need to connect the Brand Purpose with a strong Brand Mission.

Let’s start by looking at a few examples of Brand Purpose/Mission/Vision/Ambition. Do you know what is what?

1. Coach: To become a company that defines global modern luxury
2. Stella McCartney: To achieve good environmental and especially animal welfare standards
3. Warby Parker: To offer designer eyewear for fashion-conscious Millennials at a revolutionary price by cutting out the middleman and selling directly to our clients.
4. Shang Xia: In 2021, we plan to open three new stores in China.

As it’s the most descriptive and established term, “Brand Vision” was selected to describe the entire category of overall business objectives. The Brand Vision Canvas (see Figure below) helps you to identify and to illustrate your Brand Purpose/Mission/Vision/Ambition in a comprehensive overview. All of them are long-term business objectives – but they differ by the time horizon and by whom they address – the society, customers, or the company.

Brand Purpose:

Think about the higher reason for the existence of your brand beyond making money. The Brand Purpose is not about creating customer value, but about ‘doing good’ for the environment or society. Inspired leaders and brands don’t describe ‘what’ they do – they think, act, and communicate from the inside out – they start with ‘why.’ Because according to Sinek (2009), “People don’t buy what you do; they buy why you do it. And what you do simply proves what you believe.” A typical example is the statement of Stella McCartney above. The purpose of Shang Xia is to revive the pride of the Chinese people in their heritage.

Brand Mission:

Think about the benefits of your products for your customers. Once you know ‘why’ you do what you do, the question is ‘how’ are you going to do it? The Brand Mission captures your brand’s unique value proposition that customers can obtain through all the products under your brand. As shown by the example of Warby Parker above, you can draft a Brand Mission by the following formula: [Our brand] provides [what?] for [whom?] who seek [why?] and who prefer our products because [how?]. Shang Xia provides fine apparel, leather goods, jewellery, tableware, and furniture for demanding clients who seek a combination of superior quality, contemporary design, and Chinese tradition and who prefer their products because they are hand-crafted by the very best artisans.

Brand Vision:

Think about what you envision your brand will be like in, for instance, 30 years. The Brand Vision reflects the ultimate long-term goals for your company – something that will require significant change and progress to attain. An example is the statement by Coach. The long-term vision of Mrs. Jiang for her brand is to develop Shang Xia into the Hermès of China.

Brand Ambition:

Think about the next important milestones for your business. To know how successful you are and to really motivate your people, you need to break your vision down into manageable chunks. Just like the example by Shang Xia above, Brand ambitions include clear goals and key performance indicators for the next months and years.

Let’s now look into the second point with a few examples. Fashion label ‘Life is Good’ doesn’t care much about clothing, but about their message – to spread optimism. The Brand Purpose of Dove is women empowerment, to encourage women to have a positive body image. Dove appears as qualified in this pursuit because it fits perfectly with their personal care products. Patagonia stands up for the conservation of resources, which is also closely linked to their products – with their efforts in product durability, repair services, and recycling.

What do successful brands such as ‘Life is Good’, Dove, and Patagonia have in common? They are all driven by a powerful Brand Purpose — which relies on a strong Mission. In fact, their products appear to be an extension and expression of their Brand Purpose. ‘Life is Good’ t-shirts are just a means to achieve a higher purpose: To spread the power of optimism to the world. Consumers are not spending their money for Dove products because they do some charity. Their cream makes customers feel more self-confident and beautiful the way they are — and with each cream they buy, they make a little step towards the brand’s higher purpose of women empowerment. Patagonia offers high-quality jackets made from recycled materials. While consumers purchase them because they like the quality and longevity, they help the brand at the same time to pursue its purpose, which is to reduce the human impact on the environment.

Mrs. Jiang and Mr. Thomas explained that their Brand Mission and unique selling proposition rely on three principles including their strong style & creativity, the product quality & excellence of craftsmanship, and the Chinese touch, which means that each product embodies a cultural story from Chinese history or traditions. Their customers enjoy buying some appealing products for themselves, while at the same time, they support Shang Xia’s purpose to revive centuries-old Chinese cultural traditions.

These examples show that to drive business success, a purpose-driven brand (that aims to save nature, etc.) must be linked to a compelling Brand Mission (a unique selling proposition) because, first of all, people want to know what the product can do for them. Based on that, they are ready to learn more about the brand’s higher purpose, which can satisfy higher-order consumer needs and greatly improve brand-consumer ties and business success.

Especially in the luxury segment, companies try to provide consumers with a good excuse for indulgence. Some consumers feel they shouldn’t make luxury purchases due to changing social norms especially in times of economic recession. The best justification for indulgence is a sense that they’re actually contributing to something larger than themselves, which can create a deeper sense of partnership between the consumers and the brand. The more money people spend for some desirable benefits, the more they also (can say to themselves and others to) support some higher purpose.

Shang Xia and the other examples teach us some critical success factors, which are summarized in the following major lessons learned:

1. The Brand Purpose must be specific, yet simple: A clear, simple and consistent purpose strengthens the brand in consumers’ minds. Therefore, everyone inside the company must be able to articulate clearly why the brand is doing what it’s doing. The Brand Purpose must also be very specific – unlike the vague purpose of outdoor apparel maker Lost Arrow Corporation: “To be a role model and a tool for social change.” Too many brands could say the same.
2. The Brand Purpose should be closely linked to your products: When developing a brand’s purpose, it can be tempting to pick a popular issue. Multiple brands have received backlash for lecturing their customers on unrelated topics, such as Audi over equal pay. But if brand managers are not honest about what inspires them or jump on a social cause that is unrelated to their brand DNA, their brand will appear inauthentic and confusing.
3. The Brand Purpose must be credible: Everything you say and everything you do has to be in line with your Brand Purpose. Therefore, it is recommended to turn the purpose into a benchmark question, to encourage everyone in the company to continually question what they are doing: “What are you doing today to [Think different] or [Spread optimism]?”
4. A strong brand needs a common enemy: Many entrepreneurs try to please all possible consumers all the time – but in the end, they stand for nothing. Strong brands are like good books, songs, and art – they have their own point of view. As Stella McCartney started to fight for animal rights in fashion, she met with tough resistance. According to communication specialist Kasi Bruno (2017), “The best brand stories repel more people than they attract. Simultaneously magnetic and uncomfortable, strong brand narratives act as a rallying cry for some, but as a snub for most.”
5. Never compromise on your Brand Vision: At the beginning when Shang Xia was launched, out of 100 products, only about ten met their extreme quality standards and so they had to destroy the rest. This was a difficult decision to make (which would probably be heavily criticized today because of environmental concern).
6. Think big, start small: A Brand Vision should stretch the imagination and challenge yourself and your team to grow. But with your Brand Ambitions, start small. Instead of pushing brand communications too early, better fine-tune your offerings and revise your branding strategy by trial and error until you can seduce a small number of core clients. For instance, Uber tested and fine-tuned its business model in San Francisco, then expanded rapidly. Accordingly, you can focus on a single city, area, or customer sub-segment at first.
7. A Vision must always be alive: Based on his experience as the president of Hermès, Mr. Thomas has learned a key lesson: Many strategic problems arise from a lack of vision – or the fact that the vision became obsolete. Therefore, a vision should never make a sudden 180-degree turn but, on the other hand, must always be adjusted gradually.

This article highlights a unique collaboration between a European luxury group and a Chinese designer. The support of the established Hermès Group enabled the new brand to benefit from strong branding skills and expertise, and a long-term vision, from its inception. In the near future, Chinese brands are likely to gain momentum, inventing new ways to create brand value.. Even though the high-end segment is the most difficult one for China to gain legitimacy, and the concept of purpose is not common yet, forward looking entrepreneurs and demanding consumers may take the world by surprise.

This article was originally published on April 2, 2021.

About the Authors

Sources:

• Accenture (2018) From Me to We: The Rise of the Purpose-led Brand, https://www.accenture.com/_acnmedia/thought-leadership-assets/pdf/accenture-competitiveagility-gcpr-pov.pdf (accessed on 6 January 2021).
• Bruno, K. cited by Klaas, K. (2017) Telling Stories: How to Write a Vision Statement for Your Company; https://gusto.com/blog/start-business/how-to-write-a-vision-statement-for-your-company.
• Bonchek, M. & France, C. (2018) How Marketers Can Connect Profit and Purpose. Harvard Business Review, June 18, https://hbr.org/2018/06/how-marketers-can-connect-profit-and-purpose (accessed on 6 January 2021).
• Heine, K. (2020) Build a Brand to Change your World: A Step-by-Step How-to Guide to Build a High-end Brand with a Higher Purpose, Upmarkit: Tallinn, https://upmarkit.com/how-to-build-a-brand-to-change-your-world.
• Sinek, S. (2009) Start with Why: How great Leaders inspire everyone to take Action, Penguin: New York.

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Brand spirit is, or should be, at the heart of a company’s brand culture. But how can a business use this to create cultural meaning and innovation in their brand? Klaus Heine and Michel Phan of emlyon business school present an overview of the process.

Cultural innovations require brands to change their understanding of what is considered valuable. For instance, after embracing top European luxury labels like Chanel and Louis Vuitton for nearly two decades, Chinese consumers are progressively gravitating towards endorsing Chinese luxury brands such as Shang Xia as they strive to showcase China’s rich heritage to the world. At some point, the vibes simply did not resonate any more with many people to practise yoga in Nike or Adidas sportswear. This created an opportunity for Lululemon to provide high-quality athletic apparel focused on yoga, health, and wellness. Victoria’s Secret’s image of glamorous, super-slim supermodels proved challenging to alter and ultimately led to its decline. By embracing the body-positivity movement, the brand lost both its conservative and liberal customers who were sceptical of the shift and preferred more body-positive brands like Aerie and ThirdLove.

The key reason that consumers moved to competitors was not the product quality of Chanel, Nike, or Victoria’s Secret. The reason can be found on a deeper level. New market entrants succeeded with symbolic innovations instead of technological innovations. Viewing innovations as functional achievements ignores the value of identity – and the critical component of many innovations: “bolstering aspects of consumers’ identity” (Holt 2020: 115). Accordingly, cultural entrepreneurs pursue radical cultural innovations, not products (Lounsbury & Glynn, 2001).

An effective way to create cultural innovation is to develop a brand spirit, which is at the deepest level of a company’s cultural framework and the source of a big universe of symbolic meaning. While often not formally articulated and sometimes not explicitly perceived by employees and customers, introducing a brand spirit constitutes a pivotal strategic decision that individuals can sense as an organisational atmosphere and specific vibes during interactions with the brand. It provides entrepreneurs with a fast-track route to transforming their brand planning from a blank canvas to a robust brand identity infused with rich cultural meaning.

Why implement a brand spirit

As spirituality is fundamental to human experience, brands with a strong spiritual foundation can connect with employees and customers on a deeper level and can bring profound meaning to people’s jobs and lives. This outcome doesn’t just lead to the ultimate competitive advantage but creates a win-win scenario: employees who are more spiritually engaged tend to exhibit higher motivation, commitment, and productivity. Studies show that companies with high levels of spiritual values outperform those without it. As they are anchored in unspoken mindsets, behaviours, and social patterns, a strong brand spirit also reduces the need for explicit company regulations and control measures.

How to implement a brand spirit

As illustrated in Figure 1 above, there are four primary sources for your brand spirit: brand spirituality, brand philosophy, brand art style, and brand ideology. The following sections present an overview of how to leverage these options.

Brand spirituality: a key to understanding the vibes of Hermès

The founder of Hermès was Protestant, and this religious affiliation continues within the Hermès family to this day. This factor strongly influences the company – for instance, the brand’s quest for excellence and understatement. There is a long tradition of Hermès leaders pooh-poohing the term “luxury” because of its perceived arrogance and its hint of decadence. They don’t use celebrities in advertising, they don’t license their name, and there is a maximum salary the CEO can earn. Within the company, there is a strong appreciation of manual labour and craftsmanship, embodying the ethos that “what is beautiful must be useful” (Ellison, 2015).

Why implement brand spirituality

The underlying brand spirit is key to understanding the Hermès brand culture. Especially when compared to Louis Vuitton, visitors to Hermès boutiques can perceive these fundamental beliefs through the distinctive vibes of understated elegance. This orientation guides their brand collaborations with innovators (such as Apple) and traditional brands (like Rolls-Royce), a contrast to Louis Vuitton’s partnerships with trend-focused designers (like Supreme and Jeff Koons). However, many individuals today identify themselves as spiritual but not religious. While religion involves membership in a religious institution, spirituality pertains to an individual’s personal experience. Despite the trend of distancing from organised religion, there is a growing interest in spirituality, leading to the significant expansion of spiritual brands.

The case of Shamballa: the rise of spiritual branding

The men’s jewellery brand Shamballa, from Copenhagen, is inspired by a combination of Buddhism and Nordic myths, craft, and business traditions. This combination exemplifies how to achieve cultural innovation and, consequently, brand differentiation. Making this fundamental yet straightforward decision ensures that the brand is likely to stand out over the long term. The brand purpose is to encourage people to find their inner Shamballa – a state of love, compassion, enlightenment, and wisdom, a mythical kingdom that Tibetan Buddhists believe in. The founders rely on Buddhist philosophies in the way they do business, from early stages of designs to the way they treat employees and interact with the environment. The brand identity revolves around their brand spirituality and makes it a key theme in their brand design and communications. For instance, they embellish jewellery by engraving it with mantras and Sanskrit phrases such as “Om Shanti” (an invocation of peace). Rather than reinventing the wheel with each new collection, they have a wealth of cultural significance to draw upon.

Brand philosophy: how to create brand meaning with depth

The brand philosophy of Shang Xia is rooted in Taoism. This philosophy posits that in a world of opposites, one shouldn’t opt for one over the other, but rather strive to embrace both to achieve balance and harmony. Numerous Western brands create China-inspired collections, often incorporating some of the most recognisable symbols into their designs, including dragons, phoenixes, and Chinese characters. Due to this superficial interpretation of Chinese culture, several Western brands have suffered a backlash as a result of their China-inspired products. Instead of creating products that just “look Chinese”, Shang Xia designers skilfully translate the principles of Taoism into contemporary shapes, proportions, and visual aesthetics.

The benefits of developing a philosophical brand

More than mere inspiration, Dr Hauschka cosmetics embodies anthroposophy at the core of its brand identity, a philosophy that seeks to nurture the spiritual development of individuals and society. Consequently, Dr Hauschka is renowned for prioritising long-term sustainable management, particularly focusing on social equity and environmental preservation. Distinctive anthroposophical management principles include flat hierarchies, participatory leadership, fair pricing, and the integration of art and culture within the workplace. Establishing a brand on a philosophical foundation enables it to harness pre-existing cultural meaning. Anthroposophical ideas have been employed in diverse domains such as architecture, arts, biodynamic agriculture, medicine, and education. This rich philosophy becomes a resource for various aspects of a company, spanning work organisation, architectural design, workspace layout, training methods, and beyond.

Linking a brand to an art movement

Many strong brands have built some link to the world of art. Tiffany’s iconic style was significantly shaped during the Art Deco era, a resonance that persists in its contemporary collections. Dior’s designs bore the mark of Surrealism, a potent art movement that profoundly influenced his legendary 1947 “New Look” collection. Yves Saint Laurent’s integration of the artistic principles of the De Stijl movement revolutionised the fashion landscape, melding the boundaries between art and attire. What these brands have in common is their utilisation of art movements as implicit foundation. By emulating their example, brands across various categories can draw inspiration from art movements to craft a unique and creative brand identity.

The case of Courrèges

Taking it up a notch, artistic brands position an artistic style as the focal point of their brand identity. A prime example is Courrèges, the Parisian high-fashion house. André Courrèges was a pivotal figure in 20th-century French design and quite possibly one of the inventors of the miniskirt. Inspired by pop art, he inaugurated his fashion house during the 1960s. Characterised by vivid colours, bold outlines, sharp lines, and the incorporation of comic strips and imagery from popular media, the pop art style stands out as instantly recognisable. By entering the pop art culture, Courrèges not only aligned his new brand with the art realm but also tapped into a burgeoning movement that was already captivating a substantial following. Yet, his success relied on the creation of his distinctive “Courrèges style”, a blend of pop art and futurism. An artistic brand places profound emphasis on artistic expression across product design and brand communications. The big advantage of affiliating a brand with an art movement is that it liberates start-ups from the need to construct a distinctive style from scratch, offering a wellspring of creative input and a universe of symbols to draw inspiration from.

But it’s not all about looks

Brands don’t simply adopt an art movement for its aesthetics but, above all, because of its deeper cultural meaning. Your favourite art movement likely mirrors your world view quite closely. Pop art, for instance, surfaced in response to late-1950s consumerism. It was an evolution and, at the same time, a rebellion against Dadaism. One of its key identifying features is the use of images of popular (as opposed to elitist) culture, emphasising the banal elements of consumer culture, often with an ironic undertone. The elevation of everyday objects to high-art status challenged the traditions of fine art and subverted cultural hierarchy. Suddenly, art turned into a commodity. Artists removed images of everyday objects from their context and combined them with other images, to portray the affluence and abundance of post-war society and to play on the themes of consumerism, materialism, and fame. Pop art spread across virtually all facets of society.

The ideas of pop art are reflected in the brand philosophy of Courrèges

As an answer to darkness and troubling times, Courrèges promoted his philosophy of “Poptimism” (pop + optimism), along with a sense of positivity and a feeling of liberation, fun and French joie de vivre. He wanted to “make the streets of Paris colourful and pop”. This is expressed by his popular “poor-boy” sweaters and A-line vinyl dresses. He didn’t just speak to the wealthy but wanted to change the world. In the same way as Warhol, he combined luxury pricing and top-class quality with a popular arty dimension and invented the concept of “pop culture luxury” (the initial steps towards the “democratisation of luxury” in the 1990s). Also, today the brand embodies this philosophy, embracing the ethos of pop luxury in stark contrast to the once-arrogant and distant luxury.

Brand ideology: bringing your world view into your business

Brand ideology aligns a brand with a well-defined sociopolitical belief system and world view, imparting a distinct sense of identity and purpose. Figure 2 gives an overview of the primary sources for your brand ideology. A brand can be affiliated with a political ideology – think libertarianism (e.g., Tesla), conservatism (Rolls-Royce), or anti-establishment sentiments (Dr Martens). The more common source of brand ideology is identity politics, which includes feminism (Bumble dating app), animal rights (Lush cosmetics), or LGBTQ rights and inclusion (Rebirth Garments).

Another important area of brand ideology is corporate social responsibility (CSR), which aims to align the brand mainly with environmental and societal causes. Veuve Clicquot provides an illustrative example with their overarching CSR theme: the fusion of innovation and eco-friendliness. A key driver of their success is being one of the first to adopt sustainable viticulture practices, dating back to 1990. Another reason is that their constant quest for innovation drives positive consumer and media response. For instance, they started to produce packaging from 25 per cent grape waste. Additionally, they have embraced women’s empowerment as a supplementary CSR facet. While this theme may appear broad for distinct brand differentiation, the secret to success lies in its profound connection to Veuve Clicquot’s brand DNA. Madame Veuve Clicquot took the reins of the maison in 1805, a time when women were denied even the right to hold a bank account, let alone work. Hence, advocating for women’s empowerment seamlessly aligns with Veuve Clicquot’s brand DNA. This commitment came alive through a collaboration with Yayoi Kusama, who reimagined Madame Clicquot’s original portrait with her iconic polka dots for a charitable auction.

Stella McCartney is an example of an activist brand with a strong reputation for brand CSR. With an unwavering emphasis on “zero percentage animal cruelty”, the designer established a distinct direction and a powerful differentiating factor for the brand. She has never used leather, skins, fur, or feathers in her collections. As a pioneer of fur and leather alternatives and cutting-edge technologies, she pioneered the creation of the first 100 per cent vegetarian fashion brand committed to 0 per cent animal cruelty. Stella McCartney is so closely associated with animal welfare that it almost “owns” this specific brand position in consumers’ minds, at least in the high-end fashion category. Only after achieving this strong position did she incorporate other aspects of sustainability into her brand, such as recycling and responsible sourcing.

Like many successful entrepreneurs, she has questioned the status quo. Being a lifelong vegetarian, she didn’t simply adopt these ideas since the sustainability trend was in full swing and the public’s applause for anything “sustainable” was guaranteed. Avoiding animal-derived materials was a radical stance she took back in 1997 when she was the artistic director of Chloé, at just 25 years old. At that time, she received criticism and opposition from the mainstream for standing up for her deeply held convictions – and that’s precisely what qualifies her as an authentic change-maker.

Figure 3 sums up the avenues available for crafting a brand spirit. The brands analysed have used different approaches to explicitly or implicitly integrate a brand spirit into their brand identity and brand communications. Although it might have much influence on the brand’s identity, most brands do not directly mention their brand spirit in communications (represented by the “a” options in Figure 3). Conversely, certain brands place the brand spirit at the heart of their identity and emphasise these ideas in their brand communications (represented by the “b” options in Figure 3).

Lessons learned: how to create a brand spirit

1. Creating a brand spirit is a shortcut to brand meaning. A spiritual, philosophical, artistic, or ideological movement provides “templates for identity construction” as it comes with a subsystem of predefined values and a specific way of life, often accompanied by distinct “taste regimes” and even explicit prescriptions regarding the consumption of clothing, food, entertainment, and other lifestyle aspects (McAlexander et al., 2014: 863). This means that building brand spirit requires just one decision which provides inspiration and direction for most branding measures.
2. 2 There is no need to have it all. Most strong brands focus on just one or two of the available options. Trying to cover all of them would dilute the clarity of the brand identity and could lead to consumer confusion.
3. Create cultural innovations through unexpected combinations of cultural facets. You can draw inspiration from examples like Shamballa, which combines Buddhism and Nordic myths, or the LA-based fashion brand DÔEN, which combines an artistic style (Californian Vintage) with a focus on women’s empowerment.
4. Competitors may be able to copy your design, but they can never copy your brand’s soul. The example of Shang Xia has shown that by copying only a style without believing in the deeper meaning of a philosophy, products can easily look unauthentic. A sound brand spirit makes a brand stand out and isn’t as simple to imitate.
5. Select an art movement that maintains some independence from the prevailing Zeitgeist. Just like fashion trends, artistic movements can wane in popularity and eventually become outdated. As seen with the decline of pop art, André Courrèges vanished from the market and was only revived in 2015. Hence, it is worth considering the use of a classic art movement rather than a contemporary one. For instance, the House of Dagmar (ready-to-wear) drew inspiration from Art Deco, a timeless choice.
6. To differentiate from competitors, activist brands should concentrate on specific issues. Ideally, they should centre on one primary key issue, accompanied by complementary sub-issues. It is crucial to ensure a strong alignment with the brand’s DNA. For instance, if societal causes like “women’s empowerment” are not deeply connected to the brand’s essence, they may not significantly enhance brand differentiation.
7. Take a stance and polarise with your brand. Small and medium-sized companies can make use of a major weak point of big corporations: due to their broad target markets, they are often compelled to conform to the mainstream, whereas a strong brand tribe thrives by challenging the mainstream in some way. Think of the failure of Victoria’s Secret. The winners were start-ups that are built around body-positivity such as Aerie and ThirdLove.
8. Even if you don’t intend to establish a brand spirit, it is still valuable to contemplate inspiring schools of thought that can shape your brand. Consider asking yourself which prominent figures align with your brand personality (thinkers, artists, novelists, scientists, etc.). Are there specific books that could serve as sources of inspiration for your brand?

About the Authors

Michel Phan is Professor of Luxury Marketing and Director of Global DBA programmes at emlyon business school. He has carried out consulting work for top luxury companies in France and Asia. He is a regular visiting professor at Zurich University (Switzerland) and Shanghai International Studies University (SISU) in China.

Klaus Heine is a marketing professor at emlyon business school and has collaborated with numerous luxury houses in both Europe and Asia. He helps entrepreneurs to find out what they want their brands to stand for – to build high-end brands with a higher purpose.

References

1. Heine, K. (2020) Build a Brand to Change your World. Upmarkit Publishing: Tallinn.
2. Fournier, Susan and Alvarez, Claudio (2019) “How Brands Acquire Cultural Meaning”, Journal of Consumer Psychology, 29(3): 519-34.
3. Holt, Douglas (2020) “Cultural Innovation”, Harvard Business Review, 98(5): 106-15.
4. Lounsbury, Michael and Glynn, Mary Ann (2001) “Cultural Entrepreneurship: Stories, Legitimacy and the Acquisition of Resources”, Strategic Management Journal, 22(6‐7): 545-64.
5. Sardana, Deepak, Gupta, Narain and Sharma, Piyush (2018) “Spirituality at the Junction of Consumerism: Exploring Consumer Preference for Spiritual Brands”, International Journal of Consumer Studies, vol. 42 issue 6, p. 724-35.

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Most managers have been enamoured by continuously focusing on resource allocation and optimization in defining the strategies of their corporations. Alarmed by the loss of efficiency, speed and flexibility, they have continuously invested significant amounts of resources and time to align their operations. However, in most cases all they have done is to focus on the immediate advantages that have brought them only some breathing time. Once the environment readjusted itself as during the pandemic, they had to fall into the trap of going back to resource optimization. To succeed, corporations need to look beyond their traditional resource based strategies and move into developing their brand, migrating into brand based strategies. This choice needs to be made right.

Once the brand based view is integrated and aligned with the business strategy we argue that it can provide sustained competitive advantage for considerable period of time.

The Resource Bases View: A Traditional Perspective

Most focus has been on traditional means of value creation, such as the advantages provided through the superiority and monopolization of resources. For many decades, the Resource Based View (RBV) was the most widely used strategic approach. The tool brought an easy way to maximize the value of the product. It was seen as a sure-fire way to achieve brand success. The father of RBV approach had aptly referred that, In the end, this discussion reminds us that sustained competitive advantage cannot be created simply by evaluating environmental opportunities and threats, and then conducting businesses only in high-opportunity, low-threat environments. Rather, creating sustained competitive advantage depends on the unique resources and capabilities that a firm brings to competition in its environment. To discover these resources and capabilities, managers must look inside their firm for valuable, rare and costly-to-imitate resources, and then exploit these resources through their organization” Jay Barney [AME, 1995 (9:4)]i

The traditional resource based view saw the firm as a collection of unique resource and capability pool that, if utilized in a distinctive way, can be employed to drive competitive advantage. Valuable resources, however, can take a variety of forms. Many of those were overlooked by the traditional definition of a core competence.

Following in the footsteps, strategy consulting firms expanded this notion rapidly and achieved widespread recognition. Historically, it has been observed that easily copied sources of advantage are being irreversibly eroded. The survivors are those that are harnessing their advantage by the power that brand commands within the business landscape. 

Beyond the Traditional RBV

Most major changes in strategy are quickly rejected. Traditionalists hold fast to established models of strategy, sometimes only to yield lukewarm results. Whether intended to improve quality, raise productivity to create a new corporate culture, the new is often discarded for the safe bets or incremental approach. And for many decades, the RBV was the most widely used strategic approach. The tool brought an easy way to maximize product value, and was seen as the path to achieving success in a competitive environment.

The traditional resource based view sees the firm as a collection of unique resource and capability pools that, if utilized in a distinctive way, can be employed to drive competitive advantage. This approach rests on internal perspective The resulting sustained competitive advantage transpires when a firm implements this unique value-creating strategy. 

Valuable resources however, can take a variety of forms. Many of these are overlooked by the traditional definition of core competence. These may not necessarily be physical resources. Some intangible resources, such as knowledge of the product from a cultural standpoint, or technical expertise handed down from generation to generation, cannot be classified as a conventional resource. Or, the resource could even be the firm’s organizational structure. Entry barriers are sometimes merely resource barriers. An example of this is acquisition of core suppliers into the vertical value chain. 

The mandate to re-invest in strategic resources may seem obvious. Potentially, both the tangible and intangible aspects of brand may create this value. A brand may derive its value from its physical resources. Or, valuable resources may emerge in the form of organizational capabilities. Competitive advantage, whatever its source, is ultimately attributed to the ownership of such a resource- one that allows it to outperform its competitors. Whether these resources are quantifiable or not is up to the strategist to define. 

The Brand Based View

A framework that has the potential to cut through this ambiguity could be a point-of-departure in the strategy field. This approach goes beyond the traditional examination of resources as a source of value, and focuses more on the brand itself. Termed Brand Based View, the approach derives its strength from its ability to highlight why certain brands are successful- and where others are not. To answer this, one needs to think what the owner of the idea had in mind? Who were the customers? How was (s)he differentiating the products, goods and services? When did the product looked for ways to trade up or trade down? Apple has traded up its image from being a design enabled technology provider to a truly expensive brand. Tesla too, with Elon Musk at the helm, has transformed itself by trading up. Other trading-up examples include P&G’s launching of its high-end skin-care product SK-II based on the branding strategies based on mystic image, customize service through beauty councilors, and the emphasis on the benefits of herbal ingredients.  Suntory’s Yamazaki brand is another case of trading up its image as a high-end whisky brand. On the other hand, brands like Infiniti, the luxury vehicle division of Nissan is trading down with executive models of its cars. This is a particularly powerful strategy with which the luxury brands have survived through multiple generations over hundreds of years. A framework that has the potential to cut through this ambiguity which we term as brand based advantage. Termed, Brand Based Value, the approach derives its strength from its ability to highlight why certain brands are successful through generations and others are not.

The Framework

BBV consists of the following key elements which play a major role to strengthen a firm’s brand based advantage.

The 3P idea 

The dominant idea in creating a Brand Based View rests on a person, a philosophy and a sense of purpose. Take the example of some of today’s leading technology companies. Apple (Steve Jobs), Amazon (Jeff Bezos), Meta (Mark Zuckerberg), Alibaba (Jack Ma), Farfetch (Jose Neves) and Tencet (Pony Ma). All of them has been influenced substantially by their founders, with their philosophy and their purpose to create something they believed in. All in their life time. And they went to become multi-billion dollar businesses. 

The Story 

The use of story is perhaps the best way to convey a brand’s identity and ethos to its clientsii. This is perhaps what people want most: the stories of today, the anecdotes, stories of people who are connected and who share experiences. The stories are of the founders, his or her vision. The heritage, the history and the purpose of why the brand was created are critical to attain the excellence to survive the winds of time and change of generations. Competitive advantage based on the storytelling is likely to lead to timelessness to continue with integrity, humanity and trust in the community it serves. People don’t forget stories. If one speaks about a brand and associates it with an important experience from one’s life, people will remember it much better than if one merely explains the product to them. For example, Burberry has been related to the trench coat used in England, Rolex is associated with sports, perseverance, and time, Hermès evokes saddles and leather interiors, and Louis Vuitton brings to mind connotations of luggage and travel. They all embolden the vision of their founder Thomas Burberry, Hans Wilsdorf and Theirry Hermes respectively which continues after so many years. They created their community and till date consumers flock to this community due to its values of integrity, humanistic and trust in the brand.

Storytelling has, as a result, been a key enabler for the dream factor. A brand’s story is built on its ethos, which is in fact the myth. Once they myth is created it travels seamlessly through communities. A classic example of this is the tagline of DeBeers, which stated way back in 1947 that “A diamond is forever. How else could two months’ salary last forever?” This simple tag line transcends simultaneously the logic of desire, interest, pleasure and need. It persists after 75 years. It was written by copywriter Mary Frances Gerety at Philadelphia agency N.W. Ayer, which made it one of the best campaigns of the twentieth century. The advertisement invented the modern concept of the engagement ring and the diamond’s relationship with love and marriage. The story of the intimate history of Marilyn Monroe and the perfume Chanel No. 5 have enticed people for generations with her famous quote about wearing only Chanel No. 5 to bed. J’Adore, the perfume from Dior, tells the story of its creation in the short film Le Parfum. It emphasizes the story that the perfume was created from flowers around the world, combining the scents of Damask rose, Arabian jasmine, and Indian tuberose, while the glass bottles are blown in Murano, Italy.

The DNA, A & Codes & Brand Identity 

The DNA of the brand is what makes it unique, differentiated and easily identifiable by consumers. It is the inherent composition of a brand. It is its essence. The DNA is the intangible aspect that is translated into the brand codes, which are the visual expression of the Brand DNA. The DNA and Codes are what constitute the major part of the brand story-telling experience. In the case of Dior, the DNA defines the consumer- a princess, a star, the center of attention; utterly feminine and delicately beautiful. And the codes of the brand are an expression of this – the roses, the color pink for femininity and gold for opulence, and the corolla which inspires the full skirts and silhouettes of Dior ball gowns. In contrast the DNA of Chanel is that of women’s liberation from full skirts, flounces and overt femininity. This translates into the straight silhouettes of the Chanel tweed suit, the practical, army-satchel inspired 2.55 handbag, and the little black dress. Chanel maintains its identity, one which was created decades before. Together with maintaining identity brands have to be relevant, desirable, and inspirational in today’s socio-cultural climate. 

Brand identity is about the raison d’être of a product: how it is perceived by consumers and by competitors, what it stands for, what makes it unique, the promise it offers and the value it holds for its customers. A brand’s identity embodies its history, savoir-faire, and mystique. It is the sum of constitutive parts that make us recognize it as special and original.  Building a brand identity takes time. Within the BBV, the concept of the brand – its name, identity and key characteristics – is considered fundamental. It has to be relevant, unwavering and clear. This strategy is to develop a reputation, its presence in such a way to leverage the brand status and awareness globally. To develop such a presence requires specific product and design attributes, quality, craftsmanship, minute attention to details to create innovative and unique products. These key products often epitomise the brand signature or brand DNA, as they can assist in portraying the personality and value of the creators. For example, as depicted in its brand identity, Chanel embodies the strong woman, Coco Chanel, who has climbed the social ladder. This was Gabrielle Chanel’s story. Her modest origins, and the fact that she reached the pinnacle of society at a time when most women did not have a prestigious career, is part of the brand’s identity. To express this core identity, Chanel’s retail locations worldwide have majestic staircases, usually in white, symbolizing their founder’s upward social mobility. Brand Codes and DNA are essential for creating a Brand Based Advantage, as they clearly define who the brand is, and establish themselves firmly in the minds of consumers. 

Create Desire and Aspiration through communities 

Many goods do not cater to our primary needs. This means that they are “non-essential.” Production and distribution therefore heavily depend on a company’s capacity to create desire for goods by instilling one of the logics to have them –the logic of need, desire, interest and or pleasure or a combination of the all four. A dream, a desire, an interest around the product that appeals to the consumer. Creation of “the dream” is strongly linked to the manner in which the brand DNA is marketed and communicated, so as to put forth a unique and unforgettable brand identity. When the market was local, in France or in Italy, this was easy, but with the globalization of markets today, the dream has to cross borders and cultures. 

Different cultures dream differently though, and their aspirations vary. In similar vein, consider the case of luggage brands Rimowa and Tumi. The luggage was differentiated in such a way that they both became brands to reckon with – Rimova with technology, Tumi with materials, created their own specific Brand Based Advantage within their specific category of luggage industry. While the case of DeBeers, a renowned leader in the diamond industry, a potential threat was turned into an advantage. Artificial diamonds, that have most common use as industrial goods material, were seen as something that could upend a market that depends on a perception of relative scarcity. The lab that manufactures synthetic stones has created a brand through DeBeers, called Lightbox, that has capitalized on the brand’s existing BBA. In similar vein, Harley Davidson motorcycles command a premium price and extreme brand loyalty in its community despite the fact that in terms of technical superiority and product performance, it is easily surpassed by some of its Japanese and European competitors.  Shiseido relied on world-renowned designer’s brands to overcome the lack of credibility as a Japanese producer. Dassai, a sake brand of Asahi Shuzo, was promoted to be high quality sake which fits universal cuisine, to overcome negative image toward Japanese sake in the international market.

The New Business Landscape: The Brand Based View strategy 

The post-pandemic business landscape is undergoing a transformation be it digital during the current situation, where new ways to think through a problem becomes critical. On multiple fronts, strategy has come under fire with innovation of new ideas. More-often-than-not organizations are focusing more on building-their-brand, their brand-based-community rather than trying to differentiate wholly on the product. They are trying to provide unparalleled service to their community to those who are loyal to their brand, their brand value and the value that the organization stand for. This has happened as there has been a shift in the consumer perceptions of value during the post-pandemic. 

Why this shift? The brand is an identity in itself, one that can be leveraged to achieve a sustainable competitive advantage that can outlast one provided by traditional means such as resources. The brand once created, nurtured and efficiently managed to be both timeless and contemporary can create sustained advantage over generations. This tectonic shift especially during the post-pandemic scenario, thus demands a critical re-think of yester year’s strategy principles: First, the sources and locus of competitive advantage now lie in the innovation inside the firm that leads to creation of desire outside the firm. The advantage is cumulative as the desire necessitates a pull rather than a push (which erodes over time as competitors catch up). Second, it is more of a mind-capture, an experience rather than value-capture, of ownership. It means that the community that a brand creates protects itself not only with loyalty but creating mind-space ownership. The community has an open dialogue with the brand within the social landscape it belongs to. Third, the pace of change in the markets creates the need to access different communities of customers, collaborating with brands at different levels of evolution and buying potential of customers. This has enhanced with the rise of social media, social commerce such as e-commerce and m-commerce. 

The above three can be achieved when the brand rightfully achieves credibility (trusted and believed in), legitimacy (conforming to the rules, tradition that can be logically justified and validated) and authenticity (true to its values which it stands for). To build credibility, legitimacy and authenticity takes a lifetime. The time invested in building the identity, clarifying the ethos, and being true to the clients is what is often missed by many. It is something that is not taken into account when one calculates sales using different pricing models. To make a brand well known is an art in and of itself. It is not a science. The meaning of the brand, and what it stands for, needs to be clarified both internally and externally. The codes need to be defined: the brand needs to know who it is, what it represents and why it exists. One can buy an accessory and it is accessible. One can buy a little something and one belongs to a certain group. Hence, we envision to create a sustainable competitive advantage that creates value for the long term – what we term as the brand based advantage.

The Idea in Practice 

At every step in a corporation, resource allocation is critical to the strategy making process and its implementation. During the process, managers face the dilemma of arbitrage. Most corporations are more concerned about their resource based values such as – technology, functionality, service – but have overlooked the importance of aspirational and emotional values of the brand. A brand is an identity. It is the reflection of what customers feel with their senses. To do this effectively corporations need to have a concrete idea of what they stand for and direct all actions in creating the brand identity that will be the basis of the brand based view. Moving from the resource based view to the brand based view the managers are in fact changing the constraint of resource from the supply side to the demand side. It is not anymore about the resource allocation that is the key to implementation but the aspiration and the pull from the consumer that will drive the implementation. As consumer aspires and pay higher prices the brand drives the growth of the corporation. This produces a visible and immediate impact designed at keeping the stakeholder in good faith while the brand trades-up.

• Clarify intent – the 3P, the story, the DNA, the desire. 
• Assign and reiterate the aspirational nature of the brand 

• Communicate about the value of the brand rather than the utility of the product 
• Align the product organization with the concept of credibility, legitimacy and authenticity 
• Co-create and integrate emotional connection  
• Deliver with transparency seamless, transaction less, personalized customer service for individuals and for the community it serves.

This article was originally published on February 1, 2022.

About the Authors

Ashok Som is Professor at the Management Department. Professor Som’s expertise is in global strategy and re-designing organizations. He is author of the books The Road to Luxury: The New Frontiers in Luxury Brand Management (Wiley, 2021), International Management: Managing the Global Corporation (McGrawHill, 2009) and Organization Re-design and Innovative HRM (Oxford University Press, 2008). His current research is on creative industries focusing on luxury, movie and art industries. He is a regular speaker in international conferences and advises European and Indian multi-nationals.

Kazuhiro Asakawa is Professor of Global Innovation Management at Graduate School of Business Administration, Keio University, Japan. Kaz received his Ph.D. and M.Sc. from INSEAD, France, his MBA from Harvard Business School, and his BA summa cum laude in Political Economy from Waseda University, Japan.

References

• Barney, J (1995). Looking inside for competitive advantage. Academy of Management Perspectives. 9(4): 
• Som, A & Blanckaert. C (2021). The Road to Luxury. Wiley (2nd edition)

The post When Building-a-Brand is Strategy? The Brand Based View appeared first on The European Business Review.

Summary

In this article, we present the results of a five-year ongoing research project, with multiple companies in the luxury fashion industry. We uncover the new strategic dimensions driving these companies: innovation, exclusivity, and consciousness and provide a radar for capturing sustainability practices along the dimensions of strategy, production stage and capability. In order to help senior managers who want to embed sustainability into their strategy and translate this into the right practices for their company, we also provide a sustainability practice decision-making matrix.

Introduction

Fashion is more than just clothes. It is one of the world’s most influential industries, inspiring trends, capturing imaginations and blending art and production in creative and innovative ways. If the fashion industry is a trend-setter and innovation leader, then luxury fashion is the engine of the fashion industry. Luxury fashion is at the forefront of innovation with their catwalk designs and campaigns copied and emulated by the rest of the fashion industry. Individuals, regardless of their social status, are wealthier than at any other time in history[i], which has led to the growth of the luxury market to an estimated €1.2 trillion globally in 2018 and the personal luxury goods industry: apparel, textiles and footwear, alone, reached €260 billion in 2018, representing 6% growth[ii].

However, while luxury fashion items are made to last due to high-quality and durable materials, luxury fashion brands promote an insatiable appetite for consumers to buy new clothes with capsule items, cruise collections and celebrity-endorsed limited-edition ranges. Consequently, the global luxury fashion industry’s environmental and social costs, highlighted by NGOs and consumer groups, are a huge burden on society.

Examples include luxury fashion brands burning excess stock, polluting the environment with hazardous chemicals, excessive water usage, paying less than a living wage and producing elsewhere whilst at the same time labelling items ‘Made in Italy’. These costs along with the increase in automation and new norms in terms of ownership and transparency, have unsettled luxury fashion industry managers and left them seeking answers to difficult questions.

Our research finds that some companies are leading the way in sustainability with sustainability-embedded corporate strategies and strategically-derived environmental and social best practices that fit with their values and goals. We call this new wave of companies: responsible luxury. These companies are the focus of this article in order to bring a unique sense of style and invention to the world of sustainable supply chains. We provide the results of our ongoing research with more than 15 luxury fashion companies (around 40 brands) and their suppliers, creating a network constituting hundreds of managers. We conducted in-depth case analyses of these companies including a detailed content analysis of their communications and sustainability reports. We also gathered insights from our annual responsible luxury workshop and workshop focus groups, which attracts an average of 300 participants from the world’s luxury fashion companies. With these findings, we highlight the sustainability-embedded strategies and practices used by luxury fashion companies that senior managers from other industries can learn from and apply in their own industries.

In this article, we pinpoint three key strategies driving sustainability in luxury fashion and a decision matrix that can be used by other industry leaders to shape their sustainability strategies by focusing on developing the right practices for their specific needs.

Strategic Dimensions for Luxury Fashion

Luxury is meant to last and be timeless. Products must be guilt-free as luxury means consumers want the comfort of knowing there is no environmental harm or questionable social or ethical issues in the supply chain of their favourite luxury brands. Responsible luxury companies understand that today’s actions will be part of their brand’s heritage for the next fifty years. Therefore, brand heritage must embed environmental and social responsibility in strategy, design, production and supply chain processes. Our research finds that there are three key strategic dimensions of sustainability that luxury fashion companies focus on: Innovation, Exclusivity and Consciousness.

Innovation

Luxury fashion offers innovation and excellence based on rare and high-quality materials. However, raw material production and processing stages generate substantial environmental and social impacts. Most raw materials are acquired from nature, which is affected by climate change hazards such as drought, biodiversity degradation and water scarcity. To illustrate, cotton, one of the most widely used raw materials, is incredibly water intensive and cotton’s growing conditions are heavily affected by temperature and soil moisture. Cashmere is also dependent upon water availability and constant temperatures and the quality of cashmere fiber is expected to decline due to water scarcity and global warming[iii]. Furthermore, responsible luxury does not rely on one creative designer but uses the whole supply chain to innovate and experiment with social and environmental innovations.

Exclusivity

In luxury fashion, inherent scarcity and exclusivity of prestige goods satisfies the need for uniqueness[iv]. However, the democratization of luxury has reduced the exclusivity of features and their esthetic distinctions. Responsible luxury companies know that to secure the best materials into the future they must move away from arms-length and dictatorial to collaborative relationships throughout their supply chains. Responsible luxury companies are working closely with their suppliers and their subcontractors to create compatible policies and shared value. Unfortunately, many companies still do not know who or what is in their networks, meaning that actual supply chain risks are almost completely unknown. Supply chain integration and communication are therefore imperative in ensuring exclusivity and enabling a comprehensive picture of what and who is in your supply chain.

Consciousness

Consciousness is now emerging as a crucial driver of sustainability in luxury fashion supply chains. Generation Y (Millennials) and Generation Z (Centennials) will represent 45% of the global personal luxury goods market by 2025[v], however the characteristics and values of these groups conflict with the business models of many traditional luxury brands. Luxury products have long attempted to encapsulate quality traits such as exclusivity and premium features, and innovative characteristics focused on uniqueness and emotional appeal, e.g., investing in retail operations that provide exquisite customer experiences, including delivering products in packaging that is much bigger than necessary. Responsible luxury companies have now realized that the purchasing habits of younger customers are shaped by other, more intangible, values, such as legitimacy and transparency. Luxury fashion companies operate in complex supply chains with a range of stakeholders demanding information on their environmental and ethical actions. Supply chain visibility is a key concern and managers need tools to understand practices that will maintain or build their sustainability credentials and bring competitive advantage through cost savings and new product and market development.

THE RESPONSIBLE LUXURY RADAR

We designed the Responsible Luxury Radar, through interactions with responsible luxury companies and their senior management. The radar and the practices are determined by the strategic outcomes the companies are trying to achieve: innovation, exclusivity or consciousness; the production stage that the companies focus on: end product or production processes; and the companies’ key capability: technology or people. When these are taken together, the radar is founded on four essential pillars: Materials Innovation, Clean Production, Ethical Leadership and Supply Chain Transparency.

Platform 1 Material Innovation: Creating environmentally and socially innovative materials, which go directly into the end product, and reimagining design with the lowest impact

Platform 2 Clean Production: Creating a system to better manage product stewardship, water and energy efficiency and to combat resource scarcity

Platform 3 Ethical Leadership: Creating products that are free from social harm and that actively create social good and future talent

Platform 4 Supply Chain Transparency: Visualizing supply chains and production processes in more holistic and inclusive ways

Using the Responsible Luxury Radar, companies can not only examine their current practices but can also look for future sustainability and advantage opportunities.

Material Innovation

Material innovation refers to environmentally and socially innovative materials, which go directly into the end product. In this dimension, responsible luxury companies use their technological expertise to develop eco-friendly materials, responsible packaging and less harmful chemicals. Raw material quality is the essential component of the luxury fashion business model. From natural fibers like cotton and animal fibers, such as silk, to leather, exotic skins and precious metals and stones, luxury fashion is dependent on materials. The responsible luxury sector provides examples of innovations that reduce impact without compromising product quality.

Clean Production

Luxury fashion companies create brand value through timeless products. However, their production processes create long-term environmental and social harm. The fashion sector is one of the most polluting industries because not only has clothing production more than doubled since 2000 but, in 2015, it generated over a million tons of CO₂, accounting for over 5% of global carbon emissions[vi]. Waste, water and energy are growing challenges with 20% of global freshwater pollution coming from textile treatment and dyeing. In 2016, fashion waste was estimated to be over 800,000 tons with 440,000 tons occurring during the preparation of fibers when creating yarns and garments[vii] . Responsible luxury, however, is focusing on supply chain processes and technological developments in clean production such as using luxury waste as a resource, guaranteeing future water supplies and mitigating energy throughout the supply chain.

Ethical Leadership

Responsible luxury companies need to look fundamentally good in the eyes of their discerning customers, therefore their products must be free from social harm and be actively creating social good not only for ethical reasons but to ensure their luxurious image supports their reputation. Responsible luxury companies that focus on the end product and use their people-oriented capabilities, do this through the development of unique talent generation programs, efforts to ensure skills and resources and community development projects.

Supply Chain Transparency

Supply chain transparency and visibility of the luxury production process is of growing concern. Many luxury brands act as coordinators for independent networks where various functions are outsourced to suppliers. Responsible luxury companies are visualizing their supply chains and production processes in more holistic and inclusive ways and are using their supply chain focus and people-oriented capabilities to ensure sustainability and competitive advantage. Blockchain, the distributed ledger technology, which transfers material data across the supply chain, appears to be growing in use across the industry to improve traceability. To illustrate, De Beers who created Tracr, an inclusive mine-to-customer traceability solution for the diamond industry. In 2015, Everledger began to track and trace the authenticated source of diamonds, by closely working with manufacturers and retailers, it has now encrypted the source of more than 2 million diamonds.

LESSONS LEARNED: HOW TO UNLOCK SUSTAINABILITY ACROSS SUPPLY CHAINS

Responsible luxury companies, like many other companies, are dealing with a range of emerging issues in sustainability. Many of the exemplar firms in our research have shown how to navigate through difficult circumstances using their strategic direction, focus and capabilities. The fashion industry also understands the need for radical transparency and to re-establish trust with consumers and other stakeholders[viii] ; therefore, depicting honest, transparent and relatable stories can be vital in strengthening brand value. By using the lessons of the responsible luxury companies, managers from other companies can use the insights from this paper to cope with rapidly changing business pressures while at the same time advancing supply chain sustainability.

Environmental and social responsibility is a system of sustainability practice identification and exploitation. Following the example of responsible luxury, companies should consider a number of factors:

1. Does your differentiation or critical focus depend on innovation, exclusivity or consumer consciousness?
2. Is it more important for you to focus on the product itself or the process for creating the product?

3. Are your capabilities technological or relational?

For example, companies can start with a product focus, and concentrate on the Material Innovation and Ethical Leadership categories. If companies are more production-oriented, they should emphasize Clean Production and Supply Chain Transparency. While Materials Innovation and Clean Production are for technology-oriented companies and challenges and Ethical Leadership and Supply Chain Transparency are more related to those with relational capabilities.

The strategic outcomes cut across the production stage and capability dimensions. For companies where innovation is the key strategic outcome, Natural Chemicals, Societal Benefits, Energy Mitigation and Community Involvement are key aspects. Where exclusivity is the focus, Sustainable Packaging, Biodiversity Protection, Water Guarantee and Origin Guarantee play a significant role. If companies are looking to support their brand image, reputation and legitimacy due to the emerging consciousness of their customers, they should focus on Unique Materials, Talent Generation, Waste Use and Total Ownership initiatives.

The decisions above are important for companies starting their sustainability journey, however, responsible luxury companies show us that used together these four pillars underpin and support each other. Materials Innovation and Clean Production tend to reinforce each other. Materials Innovation is the heart of new product development while Clean Production ensures the processes used to make these new products are as effective and sustainable as possible. Ethical Leadership and Supply Chain Transparency can supercharge the societal actions needed to not only do less harm but also do more ‘good for communities and people in the supply chain’. Without technical capabilities, companies would focus more on social problems while ignoring environmental actions; without relational capabilities, the technical innovations would only reach superficially into the supply chain without systemic or meaningful change.

For senior managers to apply the radar to their own companies and supply chains they must understand the key variables for sustainability and competitive advantage. For many, that is now a balance of production stage, technical and relational capabilities and strategic focus. There are huge opportunities, as illustrated by the responsible luxury sector, in terms of costs savings and developing new products and markets, however, that window of opportunity is closing with increased regulation and demands for information and ethical behavior from investors, customers and other stakeholders. If companies act now, they can not only reap the financial rewards that sustainable advantage can bring but also know that they are helping both people and the planet.

Responsible luxury tells us that no one size fits all, either in the way they focus on different elements of the radar at different times, or that elements suddenly become more important or give opportunities that had not been thought of before. It is a dynamic process of awareness, choice and management. One thing is clear, they do not cherry pick among the practices but are aware of and are managing each one. Other managers using the responsible luxury radar should see the elements as a system with distinct parts that can align with their strategy but will be most powerful when used holistically. Our advice is to be like the responsible luxury industry, find sustainable fashion trends in your market that suit your strategic outcomes and use them to your advantage.

This article was originally published on November 9, 2020.

About the Authors

Hakan Karaosman is an academic researcher focusing on environmental and social justice in fashion supply chains. He has published a number of academic papers, teaching cases and industrial reports and has several collaborations about sustainability, circular fashion, climate change and transparency with organisations including the UN, NGOs, fashion companies and media platforms. In February 2020, European Commission Research Executive Agency awarded Hakan with the prestigious Marie Skłodowska-Curie Individual Fellowship award for his project, FReSCH (Fashion’s Responsible Supply Chain Hub) that he conducts with Prof. Donna Marshall.

Donna Marshall is Professor of Supply Chain Management, Head of Research, Innovation and Impact, Director of the Centre for Business and Society (CeBaS) at College of Business University College Dublin, and President of the International Purchasing and Supply Education and Research Association (IPSERA). She publishes regularly in high impact publications such as Sloan Management Review, Journal of Business Ethics, and Journal of Supply Chain Management and advises organisations such as the UN, governments, companies, NGOs, and the media on supply chain management, sustainability and transparency issues.

Alessandro Brun, PhD, is Associate Professor at Politecnico di Milano, and Director of Masters in Luxury Management at MIP Graduate School of Management. He authored 200+ scientific papers, including seminal papers on Luxury Supply Chain Management. He is the founder of “Sustainable Luxury Academy”, a cultural initiative involving companies active on the challenges of Sustainability in Fashion-Luxury.

References

[i] Karim Benammar, “Abundance and Scarcity. Concepts and Rhetoric in Ecology, Economics, and Eco-Ethics.” In Beyond Green: Sustainability & Fashion, edited by J. Brand, T. Luyt, and M. Vos (Rotterdam, 2008): 40–52

[ii] Claudia D’Arpizio, Federica Levato, Filippo Prete, Elisa Del-Fabbro, and Joelle De-Montgolfier, “The Future of Luxury: A Look into Tomorrow to Understand Today.” (Milan, 2019)

[iii] Helen Crowley, Christine Driscoll-Goulay, Elisa Niemtzow, Tara Norton, Emilie Prattico, and Bryndis Woods, “Climate Change: Implications and Strategies for the Luxury Fashion Sector.” BSR Working Paper in Collaboration with Kering, November (2015)

[iv] Franck Vigneron, and Lester W Johnson, “A Review and a Conceptual Framework of Prestige-Seeking Consumer Behavior.” Academy of Marketing Science 1 (1) (1999): 1–15

[v] Claudia D’Arpizio, and Federica Levato, “The Millennial State of Mind.” (Milan, 2017)

[vi] Fashion Revolution, Fanzine #001 “Money Fashion Power.” Edited by Sarah Ditty. Fashion Revolution (London, 2017)

[vii] WRAP, “Valuing Our Clothes: The Cost of UK Fashion.” (London, 2017)

[viii] Business of Fashion, and McKinsey&Company, “The State of Fashion 2019.” (2019)

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Buying luxury impacts not only consumers’ wallet, but also their hearts. In this article, we provide a deeper understanding of the emotions that consumers feel when buying luxury and other indulgences. To create an overall more positive luxury experience, we revert to scientific research to provide managers with the tools to improve consumers’ emotional mix, maximizing the positive feelings and minimizing the negative ones.

Consumers feel mixed emotions from consuming luxury

Consuming luxury has been historically marketed as a path to happiness and mighty living. Some brands suggest their products can make consumers feel good (Canali: “I choose my Canali because it makes me feel good wherever I am in the world”) or like they have never felt before (Rolex: “a territory your emotions have never known before”). A look into the literature suggests that these are not empty claims and that luxury consumers indeed experience positive feelings. At the same time, most research seems to agree that luxury consumption evokes not only emotions of positive, but also of negative valence, a paradox tellingly described by the term “guilty pleasure”¹. Luxury consumers can feel happy and pleased, but also guilty and regretful after their purchases^2-4.

Hedonic indulgences, such as luxury, have been found to enhance positive emotions of happiness⁴, pride⁵, or excitement, driven by contexts of rare occurrence, new milestones, when consuming feels special, or when they represent something the consumer had previously struggled to attain⁶. In addition, under certain circumstances, indulging in luxury can contribute to mood improvement⁷ and personal well-being⁸.

There is also a considerable portion of research focusing on the “dark side of luxury”^{9, 10}.
Because luxury consumption is considered to be beyond basic needs, studies found that luxury consumers can experience guilt, shame, or regret, rooted in the sense of no self-control, irresponsible or wasteful consumption, and lack of merit or justification for indulging^10-14. When luxury is regarded as an undue privilege, feelings of inauthenticity may also haunt the consumer and drive their confidence down¹⁵. Moreover, when considering the general high prices of luxury products, consumers might also feel the “pain of paying”^{14, 16}. Finally, luxury can also have a social cost: if it is seen by others as an effort to impress and gloat, instead of making luxury consumers more appealing as friends, they can actually be less preferred and be perceived as less warm^{9, 17}.

Brands can drive positive emotions by implementing strategies at several levels

The uncalibrated mix of emotions luxury consumers might feel raises challenges for brands and calls into questioning whether and how can they live up their credo and make consumers feel good, overall. Based on a systematic investigation of scientific research, we derive specific strategies that luxury brands can use to enhance the positive and reduce the negative emotions from buying luxury. To facilitate its application, we structured these strategies into a three-tier framework anchored in a company’s product, communication, and sales (Figure 1).

2.1 Product

To some extent, brands can engineer consumers’ feelings. One way researchers have found to enhance the experience of luxury consumption is to add utilitarian attributes to luxury products¹⁸. These “functional alibis” provide consumers with a justification for a seemingly unnecessary purchase and mitigate their sense of guilt. For instance, consider the example of Mercedes Benz’s description of one of its cars: “ML350 SUV offers stylish proof that utility and safety can coexist enthusiastically with performance and luxury”.

Adding virtuous qualities to luxury purchases can provide consumers with a “license to indulge” and also alleviate feelings of guilt. Research suggests that luxury marketers can do this by giving consumers the option to donate to charity or volunteer for a cause^{19, 20}. Committing to these virtuous acts before deciding to consume luxury can even increase consumers’ preference for indulging as a well-deserved treat after their noble actions. An interesting example of the application of this strategy can be found by looking at the chocolate brand Tony’s Chocolonely²¹. The brand is known for fighting to eradicate slavery from the chocolate industry, and not only promotes this message in their marketing campaigns and website, but also made sure to include a reference to this goal in the design of all their products, reminding the consumer of their cause. Instead of the classic chocolate squares, their chocolate tablets are divided in irregular shapes to depict the inequalities of wealth distribution between producers and farmers in the chocolate industry.

Studies suggest that both experiences and experiential products can provide superior well-being than material goods^{22, 23}. With these findings in mind, luxury marketers can create a new dimension to their offerings by associating their products with experiences. One brand who has been successfully using this strategy to improve consumers’ experience and involvement with the brand, while “trading up” their products to a high premium level, is Nespresso. With the creation of a “Nespresso Club” and carefully decorated stores with top of the class customer service, the brand has managed to elevate coffee consumption to a whole new experiential level.

Sometimes the concepts of luxury, fashion and art seem to overlap. As illustrated by Carolina Herrera, the founder of the luxury clothing brand with the same name: “the difference between fashion and art is that fashion is art in movement”²⁴. Indeed, some luxury goods are considered to be highly aesthetic, “artsy”, and often associated with fine taste and beauty²⁵. Following this virtuous perception of luxury, some researchers claim that while utilitarian products are supposed to satisfy consumers, luxury is meant to delight them²⁶. Promoting this ideal, brand managers can infuse art in their products to create a heightened sense of aesthetic and enhance consumers’ experience and the appraisal of their products²⁷. Some applications of this strategy could be the use of artwork in packaging, advertisement, or in the actual design of their products²⁸.

2.2 Communication

Brands have been proactively telling consumers why they should indulge, further validating their longings (for example, L’Oréal long-running campaign “because you’re worth it”). Indeed, it has been demonstrated that having a reason to consume can reduce consumers’ guilt and increase consumption happiness for most consumers⁴. This strategy might also yield positive downstream consequences, such as increased satisfaction with the purchase.

In addition, framing luxuries as goals, aligned with positive long-term outcomes, seems to increase their attractiveness and reduce aversion to luxury consumption²⁹. Given the strong association between high-quality, durability, and some luxury items, one example of this strategy could be to frame consumption as a good long-term investment³⁰. Brands can also connect the luxury purchase to goals of greater life satisfaction, financial well-being, or well-deserved rewards.

Advertisement for luxury brands is known for grand displays of success, confidence, and social superiority. Researchers investigating the effectiveness of this approach on brand perception found that consumers’ envy plays a role³¹. “Benign envy” increases desire and positive brand attitude, while “malicious envy” may color the brand as arrogant and snob (“show-off”) and have a negative impact on brand attitude. To resolve this conflict, marketers can advertise a brand as “attainable”, not too dominant or aggressive, but as a reachable aspirational ideal. This can be done, for example, by advertising non-threatening scenarios to which the consumer can relate, featuring a smiling couple or children playing. This could be enough to generate feelings of “benign envy” and produce a positive impact on consumers’ emotions and brand perception.

Earlier we mentioned that luxury consumers might experience guilt following their purchases. In a study on the dynamics of guilt from consumption, researchers found that these negative feelings can arrive even before consumption³¹. The authors differentiated decision guilt, which comes from knowing “one will commit a guilt-inducing act” (e.g., booking an all-inclusive stay in the Bahamas), from action guilt, which is felt when carrying out the act of consumption (e.g., actually boarding the plane). Increasing the temporal gap between these two moments not only helps to ease the guilt felt while consuming, but also increases indulgent consumption while decreasing post-behavior atonement. These findings can have interesting use to advertisers. Brands can create distance between decision and action by encouraging consumers to decide and pre-commit in advance, for example by sending mailings suggesting consumers to pre-order^{14, 32}.

Peer validation or celebrity endorsement are other ways managers can promote a positive perception of the brand and generate excitement about potential purchases⁶. Examples of these strategies would be the use of consumer ratings, word-of-mouth, and hiring celebrities to advertise the brand or as brand ambassadors (for example Johnny Depp on Dior’s perfume Savage, or George Clooney as Nespresso’s spokesman).

2.3 Sales

Teaming luxury products with charitable contributions at the point of sale is another effective strategy that gives consumers the feeling of justified or earned “right to indulge” in luxury, while soothing the guilt associated with the purchase³³. One example of partnering luxury with charity at the point of sale is the collaboration between Gucci and UNICEF³⁴. At Gucci stores, customers can find specific products that contribute to this non-profit organization and learn more about this collaboration.

Brands can raise consumers’ excitement about their future purchases by building up tension until the sale⁶. There are several ways brands can achieve this, either by giving the perception that their products are scarce (e.g. limited stock), temporary (e.g. limited/special edition), or hard to obtain (e.g. waiting lists). The anticipation and tension generated by these tactics will foster excitement in the consumer, which is in turn heightened by the feeling of competition with the remaining consumers with the same shopping goals.

Consumers also report feeling excited about their purchases when sharing the consumption experience with others⁶. Interestingly, an experiment with female participants showed that even with no interaction with others, just by being with someone, the attention paid to luxury products was greater than when being alone³⁵.

At the marketplace, immersive excitement can be amplified by stimulating the senses and using energetic elements such as light, sound, heat, and speed/tempo⁶. Such elements can function as emotional triggers for surprise, trust, and joy in the consumers³⁶. Through the manipulation of customers’ senses (sight, sound, smell, taste, touch), brands can differentiate themselves, motivate consumers to engage with the brand, plus add an aesthetic and exciting feel to their products³⁷. An interesting example is Louis Vuitton’s newly renovated store in west London. After being closed for more than one year for renovations, the store reopened with colorful bright fixtures and a whole new concept. In an interview, the architect responsible for the project, who has been working with the brand since 1994, adds: “there has been a real revolution towards something lighter, clearer and dare I say, happier”³⁸.

Conclusion

When it comes to luxury, offering exceptional products with an exquisite design might not be enough to contribute to consumers’ happiness. As luxury brands are conceptually different from others, brand managers should take special care in designing fitting luxury experiences that make consumers go from buying a “product” to buying into a “way of life”³⁹. Considering the mix of emotions that luxury consumers experience, it is important for brands to take an active role in making sure their offerings have a positive impact on consumers’ lives. The range and depth of the emotions previously mentioned depends, naturally, on a multitude of factors. But attentive brands are expected to know their customers the best, making it in their power to improve how they feel. Several strategies have been here presented to this effect, so it’s up to brands to deliberate which ones to choose and adapt them to their own reality.

This article is originally published on September 30, 2021.

About the Authors

Francine Espinoza Petersen is Associate Professor of Marketing at HEC Lausanne, University of Lausanne and an academic partner of HEC Lausanne’s Swiss Center for Luxury Research (SCLR). Her research focuses on consumer emotions and well-being. Her work aims at improving consumption experiences and deliver value via consumer experience and consumer happiness.

Mariana Soberano is a PhD student and Graduate Assistant in the Department of Marketing of HEC Lausanne, University of Lausanne. She holds a MSc in Innovation and Technological Entrepreneurship, a BSc in Economics, and has experience as a marketing and pricing analyst. Her research interests include consumers’ behavior and well-being.

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The post Improving the Emotional Mix of Buying Luxury appeared first on The European Business Review.

As more aspects of people’s lives are moving online, the demand for digital fashion and goods will increase significantly in the coming years, and NFT is right there to carry it through.

The future of the metaverse, as some critics foresee, is one draped in style.  2021 saw music and fashion taking their tentative and foundational steps into the metaverse with inaugural NFT launches from popular recording artists and celebrated fashion houses. It doesn’t matter if they’re trying to break free from the catastrations imposed by the physical world or aiming to establish a beachhead in the rapidly evolving Web 3.0, it’s now obvious that having a well thought out strategy to maximize a company’s digital presence has become an imperative business necessity. This is equally true across the art world, entertainment industry, and global luxury goods sector.

The Metaverse, in simple terms, are virtual spaces where people can interact with each other and with digital objects through personalized avatars. It’s a groundbreaking concept still being developed and built daily. Within this short time frame since its launch, the spaces that are available to us now create opportunities for luxury brands to benefit from digital collectibles and the rise of so-called “social gaming” already.

Buyers of digital fashion get an NFT which proves ownership and authenticity. With that NFT, the owner can showcase their brand new designer scarf, or any other luxurious item they may have, in the digital world, or metaverse, where users interact through avatars.

Global fashion brands

There have been numerous experience strategists who utilise global platforms such as Roblox to cite their examples. With the gaming and creation system, 1 in 5 players change their avatar every day. In May 2021, the Roblox platform hosted a virtual exhibition for luxury fashion brand Gucci from May 17–31. Players on Roblox could purchase digital models of real Gucci products for a small amount of in-game currency. Once the exhibition ran out of digital assets to sell, gamers began to put up the branded NFT items for auction, inflating their cost tenfold. One of the items, a virtual version of the highly desirable Dionysus handbag, sold at auction for $4,100, which is $700 higher than the retail price of the real-life version.

In September 2021, the French premium brand Balenciaga launched a digital line of Fortnite fashion apparel, which could be purchased with in-game currency for approximately $8. Crypto-gaming experts predict that the social gaming segment of digital asset investments can add around $10–$20 million to the luxury goods market.

Watches & Jewelry

For luxury goods manufacturers to move past the COVID blues, they must exercise aggressive undertakings in order to move past their setbacks. More luxury brands have considered diversifying their portfolio with NFT-based games, videos, and virtual couture.

Examples include a Gucci film inspired by its Aria collection and ongoing drops of Gucci-branded digital sneakers; Burberry’s drop of ‘Blankos Block Party’ online game with NFTs of featured character Sharky B; and Louis Vuitton’s ‘Louis: The Game’, a free gaming experience paired with ten NFTs by famed creator Beeple. Not to outdone, on September 30th Dolce & Gabbana rang up 1,885.719 Ether ($5.7 million) for a nine-piece collection of NFTs auctioned alongside some physical couture.

These high-profile creators and luxury brands increasingly view NFTs as the perfect opportunity for market growth. Auction-based marketplaces provide an ideal distribution channel and avid collectors typically skew younger and well-heeled buyers, representing a highly desirable demographic. Then there’s the plain fact that the ongoing land rush to the metaverse holds the promise of strong demand for NFT drops and solid appreciation in the secondary market for thoughtfully crafted collections.

As the physical world still maintains a capital on luxury fashion brands due to their dependence on the physicality of clothing to connect with their customers, the success of certain luxury houses are only some of the examples of what NFT and the Metaverse can bring to the table. Brands that are less accustomed to selling digital goods will have a different relation to NFTs and the transition of their industry, as so many of their qualities rely on physical materials.

As an immersive experience, the Metaverse – coupled with the NFT-incentivised gaming platforms – utilize all avenues to exercise their investment. They will wear clothing and use items as manifestations of individualization and personal expression, much like they would in the physical world — all of which opens up a really exciting opportunity for premium brands.

The post Metaverse Investing: Buying Into NFTs Through Luxury Goods Stocks appeared first on The European Business Review.

Opt for minimalism

The principle of minimalism is an effective way to give your home a much more luxurious look. Among other things, the goal of this practice is to get rid of everything that is superfluous in your home, which, on one hand, allows you to keep only what is really essential for you. On the other hand, you make more room for things that might be of great importance. 

One of the other decorating benefits is that it allows you to focus more on the decor elements you choose to keep, and which will have a greater impact on the overall look.

Own works of art

A home immediately feels luxurious when you decide to decorate it with artwork. They don’t have to be very expensive paintings with immeasurable value, you just need to make sure your picture hangers hang them properly and in the right positions. Now, there are more and more visual artists are now scouring the market, seeking fame to match their talents.

You just have to go to sites like ArtStation or the like to find a graphic artist whose work you like. Then, all you have to do is order a print of their work, which you can later display in your living room or any other part of your home.

Acquire designer furniture

It is possible to find a wide variety of furniture on online catalogs, such as Homey Design Store, which can make your home look much more luxurious than a usual place. You can choose anything that is more or less exotic – that can bring a new dimension to the decoration of your home.

If you can’t find what you are looking for, you can, again, switch to the online, but with a different strategy. More and more furniture manufactures are using Pinterest and Instagram as a gateway to easily connect with their customers. You can therefore go to their blog to, at least, find inspiration that may suit your decor.

Use vintage decorative objects

Vintage has the potential to bring that dimension of luxury that your home lacks. There are many items that allow you to do this well, and which can look great in your home. For example, we could mention record tours, which allow you to listen to music using vinyls.

What furniture and textiles to favor for a luxury decoration in your living room or in your bedroom?

High-end furniture is another essential part of a successful luxury interior design. Opt for quality armchairs and storage. As you will see, this is a way to enjoy a glamorous atmosphere that predisposes to relaxation. Want to create a chic living space on a small budget? No problem ! In this case, it would be enough to bet on one or two pieces of luxury furniture. A sofa, lounge chair or console could perfectly be transformed into decorative accents in your living room or bedroom!

Bring light to every room

If space allows, try setting up at least one chair facing the window. Put all your attention on the lighting that will highlight a particular object, texture or space. By multiplying the light sources, alternating shadow and light, you will draw the eye to points of interest such as a painting, a bookcase or a vintage chair.

For an even more glamorous atmosphere, consider high quality textiles. For example, get some velvet living room furniture. Or, revamp your old sofa by relying on leather for its upholstery. For your floor mats, consider faux fur options. They are a great way to add a cozy touch to your interior design!

Colors and materials to create a luxury interior decoration

Colors and materials are essential for luxury interior design. In recent years, chic decoration is mainly available in noble and natural materials. Wood and marble (or other similar types of stone) surfaces are particularly preferred in luxury interiors. They are often complemented by touches of glass and high-end coatings. 

On the color side, you can have fun making combinations of more or less daring shades. Certain shades, such as burgundy red, dark blue or metallic tones are considered typical of luxury interior design. So try to use them, for example, for an accent wall in the living room.

What accessories would you need for an authentic decoration?

Luxury home decor accessories add to the authentic look of your living space. For this reason, they should be chosen with great attention to detail. As a general rule, you don’t need a lot of luxurious decorative items to create a chic ambiance in your home. 

In fact, in some cases, interiors cluttered with accessories of this type could produce the opposite impression. You will end up with a kitsch decor rather than a luxurious one! To avoid this effect, select some really interesting accessories. 

A large mirror with a gold frame, for example, is an ideal object to decorate a bedroom or a living room fireplace. The same goes for art paintings with molded frames.

The power of plants

Bring nature into the heart of your cocoon. A green living room will only be more alive. You can opt for a Ficus Lyrata or a kentia for a more exotic atmosphere, or a large bonsai for an Asian feel. Bet on the green!

Finally, baroque-inspired chandeliers would perfectly fit into a luxury decor in your living room, bedroom or even bathroom. If this idea of ​​glam accessory appeals to you, know that the current market offers a very wide range of baroque chandelier models. These are available in classic or modern versions. Suddenly, you will easily find a chic light that matches your taste!

What about you? Have you already implemented these details into your home, or is the place yet to be awesomely transformed via a massive luxurious renovation?

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Introduction

In today’s climate, life moves at a speed most people are not equipped to handle. Keeping track of time and staying on top of things in the fast-paced environment has proven to be more and more difficult as the years go by. But maybe with a little help, say, a brand new shiny watch on your wrist – you can do all of those things in style.

Luxury timepieces are designed to never go out of fashion, no matter the latest fast fashion trends or influential marketing. Even with most smartphones having a built-in clock system you can peek at whenever you want, nothing beats the elegance that comes with owning a beautifully crafted time-telling tool just at your wrist. Pairing it with a high-quality 20mm watch band can enhance both its functionality and style. Checking the time will never feel as luxurious as doing it from your fancy timepiece.

But that is not all luxury watches are made out for, in their heart, they are emotional investments. You are not only investing in them for yourself but for future generations to come who will no doubt get as much use out of it like you when fifty years down the road the timepiece feels as good as new. A premium-grade time-keeper is a treasured possession and sooner or later, a prized family heirloom.

Rolex

Would it be a luxury watch list without mentioning one of the titular brands that have the most recognizable watches in the world? Rolex is arguably one of the most famous watch brands, not just for the luxury market. Their watchmaking skills and finely-tuned craftsmanship have gotten them to where they are today, and for good reason. Each one of their watches is made of high-grade materials which make for a higher average resale value than any other watch brand on the market, which is a testament to their undisputable wear and tear. 

Patek Philippe

Most notably known for inventing the very first wristwatch, Patek Philippe & Co. is one of the best watch brands in the world to boot with a very specific niche market even in the 1%. If Rolex is a status symbol to the general public, Patek Philippe is a novelty to those in the know. This family-owned Swiss brand is the last one of its kind in Geneva today, with some of their magnum opus works including the Nautilus, Aquanaut, Calatrava, and more. The house of Patek Philippe has also been famously known to cater exclusive commissions to high-profile clientele: including renowned philosopher James Ward and American banker Henry Graves, for whom they made the infamous ‘The Graves Supercomplication’, one of their most complex projects amounting to $11,000,000, 24 complications, and over 8 years to make.

IWC Schaffhausen

International Watch Company, or IWC, was founded by Boston-born Florentine Ariosto Jones in 1868 when he was only 27 years old. Known primarily for their dive and pilot watches, the brand prides themselves with their marriage of flawless functionality with exceptional design, a rare thing for luxury accessories. IWC shot to fame by combining innovative American production techniques with that of traditional Swiss craftsmanship, creating an altogether fresh concoction of form and function. For eco-conscious customers, IWC Schaffhausen watches are all a testament to the brand’s commitment to sustainability, making use of the Rhine river for hydropower instead of traditional gas turbines. 

Cartier

Louis-François Cartier founded his monumental Paris-based jewellery brand in 1847, starting his ascent into becoming one of the most well-known luxury brands all over the world and even being nicknamed jeweller to the kings. One of their most famous pieces, the monumental Tank Watch, was invented by his grandson Louis Cartier. From then on, the house of Cartier has steadily risen to become one of the most celebrated brands on the market and established itself as a serious player in the watchmaking industry. Commonly associated with tradition and heritage, Cartier has made efforts to push its boundaries by taking on more technologically advanced laboratories to give their craftsmen the best means to produce high-quality timepieces, with their signature gold granulation and grisaille enamel a product of such innovation.

Vacheron Constantin

One of the oldest continuously operating luxury watch manufacturers in the world, Vacheron Constantin was founded by Jean-Marc Vacheron in Geneva in 1755. The brand’s signature pieces are known for their extensive complications, bringing with each watch a hundred years of watchmaking history. Since its foundation, Vacheron Constantin has been making some of the most unique and creative horological masterpieces, most of them ending up on the wrists of prominent figureheads such as Napoleon Bonaparte and Harry Truman. The Vacheron Constantin $57269, also known as the most complicated watch in the world, boasts of an impressive 57 complications with an estimated value of $8,000,000.

Piaget

Founded in a humble village of La Côte-aux-Fées in the Swiss mountains, Georges-Édouard Piaget set up his first ever horologic workshop and turned it into one of the most notable luxury watch brands for offering the thinnest automatic watch in the world. Piaget’s brand of offering ultra-thin watch calibres catered to a specific clientele, one of such means but did not want bulky contraptions weighing on their wrists. Taking this to their advantage, the brand further established its edge by making the world’s thinnest manual wind watch and centering its entire line around convenient, light but still well-crafted pieces. 

Jaeger-LeCoultre

Swiss-based brand JLC, or Jaeger-LeCoultre, has been around since 1833 and have shaped the face of luxury watch design as we know it. The renowned brand has developed over 1,200 individual calibres and 400 unique patents, a testament to the creative minds behind the brand who are constantly innovating and breaking down tradition with their cutting-edge designs. JLC remains to be one of the most vertically integrated and prestigious watchmakers of their time and now, owing to the majority of their success to their in-house production of movements and components, a feat most modern watchmakers have long stopped doing. The brand’s ability to control quality and assess craftsmanship over a fine-tooth comb make each of its pieces distinct and unique.

Tag Heuer

Edouard Heuer launched the Swiss brand TAG, or “Techniques d’Avant Garde” in 1860. In 1962, they made record for being the first-ever watch to be in space, with John Glenn having worn one of their stopwatches on the Mercury-Atlas 6 flight. Even as the brand is more popularly known for its sporty silhouettes and close association with motor racing, the TAG Heuer brand is all about breaking boundaries and blazing new trails for watchmaking. With an impressive celebrity endorsement portfolio, the brand mostly appeals to a younger and style-conscious crowd. All of their watches boast of more fashion-forward designs, but still have remarkable durability even submerged 1,000 feet into the sea.

Audemars Piguet

Founded by childhood friends, Jules-Louis Audemars and Edward-Auguste Piguet, the duo made history by changing the sustainability direction of the luxury watch industry in 1972 with their Royal Oak design. This titular debut piece embellished in substantial, non-precious metal, stainless steel casing rather than traditional delicate gold made for a more viable solution to luxury watches casing, putting Audemars-Piguet at the forefront of luxury sustainability. With their production of an underwater version of their iconic watch, the Royal Oak Offshore series cemented AP as one of the most highly respected watchmaking institutions of the world.

Conclusion

At the end of the day, a luxury watch is more than just a status symbol of taste and class; it does all the talking for you. It tells people you have the means to indulge in sentimental investments, not just business ones. It shows the world you mean to pass on a piece of history to the next generation and invite them to create new ones while having it in tow.

More than just fashion flair and impeccable taste, a luxury timepiece is like refusing to go along with the crazy times and slowing things down to a halt where you get to cherish and treasure every second of your day – in style.

The post Top Luxury Watch Brands To Watch Out For This 2021 appeared first on The European Business Review.

With this in mind, how do the luxury brands survive both on and offline? Let’s take a closer look at luxury marketing strategies.

Luxury Brands Know Their Customer

Luxury brands know their customer inside out. They know everything from the styles that appeal to the ads that catch the eye. Most of all, they sell an idea. Often, this takes the form of conveying sophistication, elegance and success.

Deep in your subconscious, when you see luxury fashion, you see something you can relate to and desire the product or experience. So if you see a brand like Harber, you instantly feel you are buying something beyond the mainstream. Same with Gucci or Cartier. Same with Gucci or Cartier. Behind a big luxury brand is a digital marketing agency that controls the narrative and the story behind the products so that the brands can focus on the creative part while marketing is taken care of.

Luxury is as much a concept it as it is a physical product.  

Luxury is an Experience

Luxury is an experience and one that is both appreciated and savoured. This is part of a luxury package from the buying to the unboxing to the feel and the look. The product makes you feel good inside and brings fulfilment whenever you see it and use it.

You may find you often speak of the product fondly, sometimes glowing at how great you think it is.

Luxury is the best of the best, and people work hard to perfect it, which is why you love it so much.

The better brands realise this, which is why standards are high.

Social Media

Most brands use social media, but luxury brands really know how to use it to full effect. They do not chase customers vying for exposure at every opportunity. Instead, they are in the right places where they are discovered. Pinterest is the main social media site for luxury brands. Contrary to popular belief, Pinterest is not a social media site but a visual search engine.

Thanks to the platform’s nature that displays products in all their glory, luxury brands leverage it to full effect, showing their product’s natural clean lines and or natural beauty.

Although luxury brands have a presence on other social media sites, the importance of hiring professional, experienced and creative agencies like Rankjacker always pay off in the long run, for the amount of value such agencies bring in building a brand’s online presence, recognition and conversions. Pinterest is the one that matters.

Web Presence

The same high standards they apply to their product range apply to their web designs. Here, you’ll find beautiful images, easy navigation and check out, and a prompt customer service. This degree of fine detail that often goes unnoticed oozes professionalism, elegance, and luxury.

Stories

High-end brands are very good and creating stories. Whether it be about their own rise to fame and fortune, or creating a story with about their products, the stories capture our imagination. 

Good luxury brands excel at making a product weave a tale in your mind, and they leverage this to full effect.

Exclusive

Brands that cater to a luxury market are exclusive. Yes, they may sell shoes, perfumes, watches, etc., but their design is authentic and unique. This sells the brand and establishes its reputation as being a cut above.

To be luxury, you have to have the products, and you have to know how to sell it.

The post The Marketing Strategy Behind the Luxury Brands appeared first on The European Business Review.

1. Virtual reality

While this technology is still far from perfection, many hotels already use it: as both a novelty attraction and a function that helps their guest make a choice and in general improves their experience. For example, by going through a VR tour of the hotel building, people considering choosing your hotel can see with their own eyes what it will be like to stay there. Tours of individual rooms will help them select an option that suits them best.

2. Augmented reality

Augmented reality is one of the most exciting hospitality trends of the last few years, although its applications remain fairly simple. However, they already range from simple recreation (e.g., allowing guests’ children to see themselves in the company of Disney characters or allowing them to redecorate their environments virtually) to really useful features (like interactive wall maps providing additional information about different locations when viewed with the help of a special app).

3. Intelligent property management systems

While many high-tech innovations adopted by hotels are aimed at guests, what remains under the hood is just as, if not more, important. Introduction of intelligent property management systems is an essential part of digital transformation all businesses that want to remain current have to go through. Application of such hotel management system software allows you to improve the running of your properties in many ways that are not immediately obvious for outside observers. For example, they can avoid overbookings of particular room types so that you both mitigate your losses from no-shows and cancellations and minimize the occurrence of situations when there are more bookings than available rooms.

4. Internet of Things

With the Internet of Things quickly turning from a marketing concept into reality, hotel industry, of course, cannot overlook the manifold opportunities it opens. While sufficiently smart rooms still remain more an exception than a rule, it is obvious that the future lies in this direction. Very soon, things like rooms opened with keypad codes of smartphone apps instead of keys, voice-activated controls, smart TVs, lighting and mirrors will become the norm for the majority of hospitality brands.

5. AI-based pricing

More and more hotels opt-out from manually controlling the price of their accommodations in favor of delegating this task to AI. By analyzing huge swathes of historical data, AI makes a forecast of likely demand and dynamically changes prices for different types of rooms to optimize the hotel’s revenues. Sufficiently intelligent AI not only frees up the time of managers who previously had to perform this task but also does this job better because it is able to make more precise predictions.

6. Mobile-friendliness

As smartphones play an ever-increasing role in our lives, hotels can leverage this trend to their advantage by building the entire interaction between themselves and their guest around these devices. Ideally, a guest should be able to find a hotel, check available rooms, choose the one he/she likes, book it, pay for it, check in and check out without ever interacting with the hotel’s staff or representatives. Many clients – especially younger ones – value their independence and the ability to do everything via their phones. Meanwhile, the hotel saves the time of its employees and streamlines the entire process.

7. Emphasis on cybersecurity

Cybercrime has been an issue ever since computer technology became more or less widespread, but over the last few years it reached catastrophic proportions – it seems that every month we hear about yet another major security breach, leak of sensitive information or an epidemic of ransomware infection. Hotels have to be particularly careful in this regard, because they by definition store huge amounts of personal data, and clients are particularly vulnerable when they are separated from the environments they are used to. Phishing, darkhotel hacking and other threats grow more and more common. There is only one way of dealing with the problem – investing in cybersecurity and making it just as important part of your concerns as providing an optimal customer experience.

Hotel industry, just like all the other spheres of human activity, has to evolve with time and start a digital transformation, to keep up with the ever-changing lifestyle of clients – and these tips will help you stay ahead of the curve.

The post 7 High-Tech Solutions That Turn Hospitality Industry Upside Down appeared first on The European Business Review.

Franziska Gsell has been the Chief Marketing Officer of IWC Schaffhausen since 2015 and also chairs the company’s Sustainability Committee. In this interview, she talks about what the Swiss luxury watch manufacturer does to become an environmentally and socially responsible company, and what it takes to create a great working environment.

Franziska, what does sustainability mean for IWC as a company and yourself personally?

Sustainability is at the heart of everything we do. IWC Schaffhausen has been manufacturing high-quality mechanical timepieces since 1868. Our watches are made with a combination of innovative technology and skills that are part of the cultural heritage of Switzerland, and they are designed to last for generations. The long life of our products is matched by our long-term thinking, and this concept of longevity has been further strengthened by the new My IWC programme, which we launched last November. It enables every buyer of a new IWC watch to apply for an extension of the International Limited Warranty from two to eight years. Given that sustainability is in the very DNA of our products, we want to manufacture them as responsibly as possible. For me, sustainability is also a matter of the heart. I consider it a very gratifying task to guide our company towards a more sustainable future.

IWC Manufacturing Centre

Can you tell us how you go about building a sustainable working environment, and how IWC contributes to the well-being of its employees?

Sustainability starts on your way to work. For example, we subsidise employee commuting by public transport. If you come to work by train or bus, we contribute towards your point-to-point travel card. We even have our own bus stop at our new Manufacturing Centre. Then, of course, we also want our employees to feel good while they are at work. The Manufacturing Centre is an ultra-modern production site, which offers excellent working conditions with lots of daylight and ergonomically designed workplaces. We also foster and encourage a diverse working environment. In our headquarters, we have people from many different countries, and we provide, for example, free language classes. When it comes to food, our canteens offer fresh and seasonal products, free fruit and there is always a vegetarian menu option in the menu of the day. We work tirelessly to build a workplace culture of trust and respect. In 2019, IWC became the first luxury watchmaker in Switzerland to receive certification from Great Place to Work. This organisation carries out a structured and anonymous online survey to find out how happy a company’s employees are.

To be sustainable means protecting the environment. What does IWC do to minimise the environmental impact of its business?

When Florentine Ariosto Jones founded IWC in 1868, he was not only a pioneer in the centralised production of timepieces. He also recognised the benefits of renewable energy at an early stage, using hydropower from the Rhine to drive his machines. We remain faithful to the ideals of our founder to this day and cover most of our electricity needs with hydroelectric power. In our new Manufacturing Centre, we generate part of the electricity we use with a photovoltaic system installed on the roof. What’s more, we are reducing our energy consumption using automatic lighting control coupled with LED lights, while a sensor-controlled sunshade system prevents the building from heating up unnecessarily. The water used for cooling and heating purposes is drawn from two groundwater sources. With many small steps, we have made a significant impact, and our efforts are paying off. In December 2018, for example, IWC ranked as the best-performing company in the Swiss watch and jewellery sector in a WWF Switzerland report, which examined the environmental impact of 15 brands.

Anyone who wishes to run a business sustainably needs to take a critical look at their supply chain. How does IWC ensure its suppliers meet the most exacting standards?

Because we are a company in the luxury sector, the sourcing of raw materials is a sensitive issue, which we take seriously. Since 2012, we have been a member of the Responsible Jewellery Council (RJC), and place great value on the certification RJC offers us and our suppliers. This certification means that our suppliers of, for example, gold and diamonds, must meet strict, independently audited RJC standards regarding the social and ecological impact of their business. We are also the first luxury brand in the Swiss watch sector to meet the new Code of Practices (COP) set by the Responsible Jewellery Council (RJC), published in 2019. Ultimately, our goal is to establish a fully transparent supply chain, in which every single part of a watch can be traced back to its origin. This is our long-term vision, and we are continuously investing in improving transparency.

Can you tell us what other steps you are taking to guide IWC towards a more sustainable future?

Sustainability is a journey that is never finished. A recent example of our efforts is the reduction of plastic. In January 2019, we signed the Ellen MacArthur Foundation’s New Plastics Economy Global Commitment. By doing so, we pledged to eliminate plastic we don’t need and to ensure that all the plastic we use in our packaging is 100 per cent reusable, recyclable or compostable by 2025. We are also extending this approach to the other plastics found throughout IWC. In April 2019 we replaced our watch boxes, introducing a small, high-quality travel pouch that protects watches and is also a desirable product in its own right. This can be accompanied by a larger box for gift-givers or watch collectors. Through this, we reduced the average weight and volume of the boxes by 30 per cent, and use 90 per cent less plastic than previously. We also show that luxury needn’t be synonymous with waste or excess, and that we can act sustainably while still meeting our highest standards of quality.

When it comes to sustainability, transparency is essential. How do you monitor and measure your progress?

In 2018, we became the first Swiss watchmaking company to publish a sustainability report following the best-practice standards of the Global Reporting Initiative (GRI). In this report, we committed ourselves to achieving eight measurable sustainability targets by 2020. We are about to publish our new report on sustainability. Once again, we will outline our activities regarding sourcing, the environment, IWC as an employer and community investment. We will explain how far we matched our 2020 targets, and what our objectives will be for 2022. Our progress can be tracked and challenged by the public.

IWC has also been awarded the Positive Luxury Butterfly Mark. Can you tell us why it is beneficial?

Consumers are increasingly interested in sustainability, and they do care about how products are made. However, they often don’t have the time to do their own research to find out which brands best reflect their personal values. Positive Luxury’s Butterfly Mark is a third-party seal of approval that identifies those luxury brands that meet the highest standards. At the point of sale, it contributes to more transparency and, ultimately, helps consumers to make more informed purchasing decisions. We first received this award in 2014.

Let’s talk about community investment. IWC partners with organisations that work globally to support children and young people. Can you tell us more?

Currently, we partner with Laureus Sport for Good and the Antoine de Saint Exupéry Foundation for Youth. Laureus was established in 2000 and harnesses the power of sport to bring about social change, working to create a more promising future for disadvantaged children and adolescents. This worldwide organisation currently supports more than 160 sports programmes in 40 countries. We have been a Global Partner of Laureus since 2005 and present a special edition Laureus timepiece every year. These watches are engraved with the winning entry from a drawing competition for children that we organise within the foundation’s projects. Our partnership with the Antoine de Saint Exupéry Foundation for Youth started back in 2009. This foundation was created by the heirs of the great French pilot and author, and works to preserve his humanist values. It supports various projects in the fields of education and culture, and works, for example, to combat illiteracy. We have donated an exclusive watch to the cause every year since 2013, which is then auctioned to raise money for the foundation.

What can companies from other sectors learn from IWC’s approach to managing sustainability?

You have to realise that sustainability is a mindset. Like a filter, you need to apply it to everything you see around you. When you look at any area in your company, you always have to challenge yourself; are we doing everything we can to be as sustainable as possible? Is there something we can improve? I also recommend involving your employees in the process. The specialists in our Manufacturing Centre, for example, know their operations inside-out and often come up with surprising ideas. Recently, a visit to the IWC Manufacturing Centre inspired our brand ambassador Hayden Cox to implement a groundbreaking new approach to reusing waste in his own surfboard factory. It is important to have a constant flow of information about sustainability topics. It’s crucial to sharpen people’s vision and to encourage them to make contributions.

Franziska, thank you so much for taking the time to talk to us. Is there a final aspect you would like to share with our readers?

Sustainability is a journey, a constant evolution. The more you think about it, the more challenging it gets – but also the more fascinating. IWC wants to be an industry leader in this field. It is my wish that we can achieve our ambitious goals and targets, and to move IWC Schaffhausen towards a fully sustainable future. I also hope that we can inspire other companies or other organisations to do the same.

Executive Profile
Franziska Gsell has been the Chief Marketing Officer of IWC Schaffhausen since 2015 and also chairs the company’s Sustainability Committee.  

The post Sustainability is A Mindset, A Never Ending Journey appeared first on The European Business Review.

COVID-19 Impact

When it comes to short-term vacation rental trends, many are wondering what this means for the travel industry. In terms of revenue, the majority of travel operators have experienced a major loss. There has been a vast reduction in travel while people stay at home and adjust their workday to a remote basis. For the travel and hotel industry at large, this has been a huge blow. Vacation rental trends and other parts of the industry are on the downturn. However, once restrictions lift, there is an expected boom in Rocky Point vacation rentals demand when borders reopen and life returns to normal. For short-term rental owners this may provide an opportunity that can be capitalized on to regain some of their recent losses.

Property standards post COVID-19

If the predictions are correct and there is a boom for vacation rentals, you will need to pay extra attention to detail before renting your vacation property. Standards for short-term rentals are typically expected to be excellent, but going forward the level of detail will need to be enhanced. Especially when it comes to cleaning and safety measures to ensure public safety. Travelers will be understandably nervous at the prospect of virus transfer so for the short-term rental market to rebound, steps need to be taken to ensure top quality hygiene and property cleanliness.

Hotels vs vacation rentals 

In the long term, the expected outcome is that vacation rental trends will lean towards private rentals over hotels. This will possibly also have the effect of increasing domestic over international travel as people tend to stay closer to home. Short-term rentals are sought with higher frequency in remote locations or for privacy reasons. Often it is due to preference, but in most cases it is because of the lack of available hotels at far-flung places. A privately managed property can excel by providing a solution in these instances. 

Reduced personal interactions

Vacation rental trends may be leaning towards short-term rentals in the year 2020 for other reasons. Many property managers use automated technology such as smart locks or keyless entry for access to their properties. This reduces the amount of personal contact and interaction required when renting and checking in to a professionally managed property. For short-term rentals this automation means less public contact. In the current climate, this may be appealing to travelers and provide short-term home renters an advantage. 

Increased pet travel 

Industry trends are showing an increase in the number of people traveling with animals. Many times the destination is a popular vacation spot and requires a pet-friendly room. This vacation rental trend is being seen in Millennials and Baby Boomers and is increasing demand for short-term rental businesses. Property managers may be more open than hotel chains to the idea of allowing a pet into their home. As traveling with pets is popular it is a niche that short-term homeowners can cater to. However, be sure to ask the owners about their pet policies as you plan your travel.

Expenses and cash flow planning

If there is to be a boom and a rapid increase in vacation rental trends, then property management planning will be essential in weathering the storm. In the interim, property owners will need to be able to make cuts and reduce expenses to offset the loss of income. Managing cash flow will be a required skill to mitigate the damage and be able to resume renting once the travel starts back up. Vacation rental properties will need to be fully prepared and ready to rent immediately.

Third-Party Services

Using third-party services can help outsource various tasks and help with planning for the vacation rental industry. There is a list of functions that will need to be performed to ensure that your rental property is on the market and available to rent as soon as people start to travel again. 

Outsourced and automated items can include management software from providers like iGMS, and contracting out services like SEO can be used to help with property advertising for vacation homes. Creating content for online ads can be facilitated by professional photography and videography services, and rentals can be managed by property companies.

Providing standard information can be facilitated by automation tools and the best short term rental property management software can be set to auto-pilot allowing owners to focus on the guest experience. Using third-party services is a growing trend within the rental market.

Conclusion

The vacation rental market will recover from the recent crisis. Up until the recent lockdown, the short-term rental industry was one of the fastest-growing ones in the hospitality sector. To remain at the top of the vacation rental game, owners will need to be ready to respond quickly to demand increase. 

The post The 7 Biggest Global Vacation Rental Trends for Property Owners appeared first on The European Business Review.

With it’s thriving nightlife, miles of beautiful sandy beaches, sporting activities, diverse culture and delicious cuisine, it’s easy to see why so many people of all ages return here each year.

In addition to all of the above, the Costa del Sol has become the ‘go-to’ destination for golfers looking to enjoy teeing off at some of the best courses the region has to offer.

Below we have listed five reasons why we feel a Costa del Sol golfing holiday is one you must experience for yourself.

The Weather

The Costa del Sol has a sub-tropical climate with over 300 days of glorious sunshine each year. The region has an average annual temperature of around 24c with very minimal rainfall, allowing golfers to enjoy playing the Spanish courses almost all year round.

In our opinion though, it’s best to try and avoid playing during the months of July and August. This is because temperatures often reach 40c, making it very uncomfortable for you to enjoy a round of golf.

Spring and Autumn are by far the best and most popular months to enjoy a round or two of golf on the Costa del Sol.

Golf Resorts

Turkey golf holidays don’t need to stop when you finish your round. The turkey has many golf resorts where you can enjoy some relaxation and pampering in one of it’s many luxury spas and leisure resorts.

La Cala Golf Hotel Spa: This four-star resort has three championship golf courses, Spain’s leading Hydrotherapy Health Spa, sports facilities, four restaurants and several bars for you to enjoy during your stay.

Finca Cortesin: A five-star resort with a championship golf course, two outdoor swimming pools, seasonal beach club with an infinity pool, restaurant and bar, an additional four restaurants, a luxurious spa offering the very best Thai treatments, tennis court and padel tennis court.

La Quinta Golf Resort and Spa: Five-star resort with 27 hole golf course, 24hr gym, two swimming pools, two restaurants, a seasonal poolside bar and a relaxing spa with fitness classes.

Golf Courses

The Costa del Sol has so many high quality golf courses that it has been dubbed the ‘Costa del Golf’ by the many thousands of players who come here to play golf each year.

Attracting around one million golfers annually, the Costa del Sol offers no less than 70 golf courses to test every aspect of your golfing prowess and is why it remains to be one of Europe’s premier golfing destinations.

As the Costa del Sol is under three hours by air from the United Kingdom and other European countries, it is a popular choice for those who do not wish to travel long-haul in order to play championship standard courses.

The great thing about the Costa del Sol is that there are so many golf courses to choose from. If you elect to arrange a golf holiday in Spain via a reputable spanish golf tour operator, it’s common that your tee-times and rounds will be included as a part of the package.

This often means that transportation to and from the courses is also provided and in some cases golf club hire also thrown in. This gives golfers the added convenience of not having to arrange transportation to the courses themselves and also saves money on airline luggage fees often associated with traveling with sports equipment.

So what are the top courses to play?

Below we list some of the best courses to experience while visiting the Costa del Sol.

• Valderrama
• Finca Cortesin
• Torrequebrada Golf
• Mijas Golf
• Santana Golf
• Rio Real Golf
• Santa Maria
• Santa Clara
• Marbella Golf & Country Club
• Lauro Golf

Beaches

The Costa del Sol coastline has some of the most stunning beaches for you to enjoy. No matter if a day at the beach means relaxing with a book, having a swim in the sea or jumping on a jet ski for some excitement, the golden beaches of southern Spain have it all.

Torrevigia (Benalmadena) – This blue flag beach is guarded by an ancient tower and is one of the quietest in the area.

It is sheltered between two holiday apartment complexes overlooking the sea and has plenty of facilities for families, including sunbeds and parasols and it is surrounded by many eateries.

Fuente de la Salud (Benalmadena) – 150 metres long and 80 metres wide, this blue flag beach is one of the busiest beaches in the area, thanks to its sailing club and the number of water sports on offer.

Car parking, disabled access, cafeteria and restaurant, hammock, sunbed and parasol hire, public toilets and showers are also available.

Take some time out from your sunbathing and take a stroll along the promenade to enjoy looking at the eye-catching sand sculptures that are created daily by the talented street artists.

Torre Bermeja-Santa Ana (Benalmadena) – Separated by a man-made wall, the beaches of Torre Bermeja and Santa Ana have both been awarded the blue flag.

Both of these beaches are ideal for all of the family. Boats and jet skis can be rented out, football can be played on the beach’s football pitch, children can enjoy the play area, sunbeds and sun shades are available and there are several beach bars and restaurants to choose from. Public toilets, showers, car parking and the Red Cross are also present.

Playa La Cala de Mijas (Mijas Costa) – 35 metres wide and 2,000 metres long, this semi- urban beach has disabled access as well as plenty of good beach bars and restaurants for you to enjoy.

Beach beds and parasols are available to hire and public toilets, showers and changing facilities are located at various points along the beach. During the summer season, a life-guard is on hand and watersports equipment is available to hire out.

Calahonda (Mijas Costa) – The longest of the Mijas Costa beaches at over 4,500 meters long and 25 meters wide, Calahonda beach is a very popular beach, with ramp access, many beach bars and lots of activity.

Calahonda is a blue flag beach so is great for families, scuba divers and fisherman alike.

Sunbeds and parasols are available to hire and there are a great selection of lively beach bars for refreshments and entertainment. But don’t worry of its peace and quiet you are looking for as there are quieter corners for you to sneak off to.

Cabopino (Marbella) – Another popular family beach that has everything you need for a great day out.

Sunbeds and parasols are available to hire and pedalos, boats and jet skis can also be rented out.

Cabopino also has many bars, restaurants and chiringuitos for you to sample with many of them offering showers and toilets.

One chiringuito that is extremely popular is Andy’s beach bar, it is child friendly and offers a variety of Spanish and International dishes that are all very tasty and reasonably priced.

Nightlife and Entertainment

After spending the day on the golf course you will probably want to go out for the evening. Whether it be for a meal, a drink or maybe going to a nightclub, every town on the Costa del Sol has something to offer after dark.

Benalmadena, Fuengirola and Marbella come alive in the evening with bars, restaurants and nightclubs a plenty, you will always find somewhere to go.

Nightlife in the thriving resort of Benalmadena Costa is primarily on the coast road, with a strip full of bars and restaurants and the aptly named 24-hour square where you will find most of the larger and more raucous nightclubs and bars.

For a slightly different vibe, head to the Marina where you will find more restaurants, bars and clubs including an Ice bar and a Caribbean bar.

Fuengirola is one of the most popular holiday destinations on the Costa del Sol partly due to its lively nightlife which continues until dawn. Again the main nightlife hub, where you will find English pubs, Irish bars, Spanish bars, clubs and restaurants to name a few, is located on the coast road and in the port.

The glitz and glamour of Marbella nightlife sees many a party goer head to exclusive venues located in Puerto Banus and the Golden Mile.

The Puerto Banus main strip of town is where you will find the main bars and nightclubs. But if you head to Marbella port, the promenade area and the Old Town of Marbella you can enjoy the many Lounge bars, Cocktail bars and some of the more International Pubs.

The post 5 Reasons For A Golf Holiday In Costa del Sol Spain appeared first on The European Business Review.

Impeccably located alongside the breathtaking backdrop of Lake Como, the village of Bellagio is filled with magical streets that offer the best shopping, food and scenery in the region. Bellagio is an oasis of peace on the lake’s shore and has been a luxurious holiday destination for centuries. The Grand Hotel Villa Serbelloni enjoys the perfect position in Bellagio, jutting out from the mountain for an uninterrupted view of the lake’s calming waters.

In perfect pairing with the calming views that guests can enjoy, the staff at the Grand Hotel Villa Serbelloni carefully curate every experience to be relaxing, memorable, and a true embodiment of La Dolce Vita. At its core, hospitality is the art of making every guest feel special, like they are truly part of a hotel’s family. Every member of staff at the Grand Hotel Villa Serbelloni is trained to ensure guests are welcomed in with open arms – several staff members have been part of the hotel family for more than 30 years. This wealth of experience enables the Grand Hotel Villa Serbelloni to provide the very best of Italian hospitality, focusing on the Villa and Lake Como’s rich history and traditions while never forgetting the myriad needs of modern-day guests – often anticipating a guest’s needs before they have themselves. From bespoke linens on the beds to the local trio of musicians playing each night in the Villa’s Salon, the stay goes far beyond the hotel room in order to offer guests a truly memorable experience and a once-in-a-lifetime chance to take a step back in time to a golden era.

With its own totally unique character and charisma, the Villa can provide a stay that can’t be replicated anywhere else on Lake Como – from the architecture to the location to the culinary experience. Guests who visit the Villa often find themselves returning to visit year after year. When you are a guest at the Grand Hotel Villa Serbelloni, you truly become part of the family and will experience a vacation filled with memories that will last a lifetime.

One of the most unforgettable experiences guests can enjoy while at the Grand Hotel Villa Serbelloni is the exquisite cuisine. With the longest-running Michelin-starred restaurant on the Lake, the hotel’s renowned Chef Ettore Bocchia produces sublime culinary creations with his molecular cuisine menu at Mistral Restaurant, accompanied by the very best hospitality in the industry. Chef Bocchia is a famous innovator of excellent cuisine. He is extremely passionate about Mediterranean cuisine and is known worldwide for his skill in seeking out ingredients of the very highest quality.

The menu at Mistral offers traditionally inspired dishes which follow the seasons and a tasting menu of molecular cuisine, of which Chef Bocchia is the prime expert in Italy. A lunch or dinner at Mistral offers the pleasure of an unusual and tempting experience, blending tradition with innovation, on the shore of one of the world’s most beautiful lakes.

The hotel’s second restaurant, La Goletta, provides the same level of quality Northern Italian regional cuisine, the very finest meats, and freshest fish from Chef Bocchia and his staff in a friendly and informal setting. The wooden walls and the warm and tranquil atmosphere transports guests back to the golden years of sailing on Lake Como. Guests can enjoy a modern-day version of this sailing history by setting off from the private dock for a motorboat trip to the historic gardens along the Lake which attract tourists from all over the world: especially for the flowering of the stunning azalea flowers.

Lovers of pampering and relaxation can also alternate the pleasures of the Villa’s restaurants with the treatments and programs on offer at the Grand Hotel Villa Serbelloni Spa. Housed within the Villa, the Spa is a true oasis of tranquillity where expert staff can offer massages and treatments to fulfil the needs of any guest. All treatments are inspired by the same philosophy: true wellbeing can only be found when energy flows freely, creating harmony between the body and mind. Guests who wish to dedicate the holiday to their own wellbeing can choose between the various programs offered: a Beauty Day for a rejuvenating one-day break; weekend or long weekend programs to enjoy the pleasure of deep relaxation; and the wellness week, to forget all stresses and revitalise fully. A break at the Grand Hotel Villa Serbelloni Spa is always a unique opportunity for guests to find themselves and leave totally refreshed.

A stay at the Grand Hotel Villa Serbelloni is a trip of a lifetime, not least due to its breathtakingly elegant neo-classical design. Rather than erasing the Villa’s history with modern décor, the Grand Hotel Villa Serbelloni continues to embrace the property’s historical architecture in every single room. Each room is designed to be truly unique, in order to tell its own part of the Villa’s overarching story. The Villa’s interiors reflect the impeccable taste of the wealthy nobility at the time of its construction: the walls and ceilings are adorned with frescoes and paintings of mythological scenes, gilded frames, festoons, temples, putti, flamingos, and Pompeian reds. Guests are often fascinated by the period French-style all coverings, the antique Persian carpets, the crystal chandeliers from Murano, and the Imperial furniture; not to mention the marble staircases, the stucco work columns, and the splendid trompe l’oeil.

Due to the stunning combination of the Villa’s architecture and the tranquillity of its location, it comes as no surprise that right from the outset, it became a sought-after destination for illustrious guests in search of peace and quiet: royalty, political figures, and more recently, even movie stars have enjoyed a stay at the Villa. Lucky guests can therefore find themselves staying in the same rooms as JFK, Roosevelt, Winston Churchill, Clark Gable, or Al Pacino – adding an extra touch of glamour to their holiday.

While The Grand Hotel Villa Serbelloni comes from an incredibly rich history, filled with tales of love, war and ultimately family, they are also looking ahead to the future. Since the Bucher family purchased the property in 1918, the hotel has seen three generations move the business forward based on their perception of what’s next. Now, the hotel is heading into the beginning of its fourth generation, and while the property’s history can never be changed, the future will be focused on how to use modern advancements to better the guest experience without losing the hotel’s Dolce Vita charm.

Find out more about The Grand Hotel Villa Serbelloni, please visit www.villaserbelloni.com

The post Experience the true La Dolce Vita at Grand Hotel Villa Serbelloni appeared first on The European Business Review.

By Fernanda Arreola and Gregory Unruh

New demands are emerging in the service sector that require people-oriented managers who also understand the technical aspects of operating large facilities. Our research shows a need for new “transversal” professionals capable of merging hard technical abilities with soft relational ones. A prime example is a new generation of Hospitality Managers that fulfill the hospitality needs of employees in ways that facilitate organisational happiness and engagement.

Capturing the Organisational Value of Hospitality Service Offerings

Executives are increasingly aware of the value that attending to the humanistic needs of an office can bring to the organisation. Research shows, for instance, that providing the basic elements of ergonomy, such as good lighting, workplace ventilation and green spaces, can result in greater work satisfaction with an eventual positive impact on workplace performance.^1,2,3 Other companies are employing perquisites and assistance services to attract talented employees and encourage deeper engagement.^4,5 Facebook or Alphabet (Google), for example, have rendered their facilities into “campuses” with spaces meant to generate collaboration and informal exchanges while reducing stress levels. The companies further facilitate many of the personal life activities of employees, such as dry cleaning, child care or even making dinner reservations or arranging for flower delivery.⁶ The goal of these services is to free employees of mundane concerns so that they can attend more fully to their professional work.

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While the value of these services may be more obvious to a generation of younger firms, the reality is that gaining control over the management of an office space, understanding employee needs, creating new spaces for innovation and assuring performance, is not an easy task. This has led some employers to rely on outside service firms as specialist providers.⁷ Companies normally externalise service-activities that are considered to be outside of the “productive” scope of actions. With this logic, a large number of firms have chosen to abdicate control over an activity that until recently was not considered a performance tool; the management of the workplace. However, when companies outsource an internal service there is a loss of information about the status of the company’s workforce. The firm is no longer aware of the problems their employees regularly face and thus have limited information about the value that such service provides. Furthermore, the possibilities for internal discovery and innovation are lost when control is ceded to an outside provider.

To address this concern, a growing number of companies are establishing a new function to regain links with the elements that increase performance and agility within an office that generally goes by the title of Hospitality Manager.

What is Hospitality Management?

Hospitality management is most often associated with the food, lodging and vacation sectors, industries focused on “hosting” and providing “hospitable” services to leisure clientele. How is the concept of translating to companies and their workforces? To find out we engaged in a 12-month research effort to study the workplace service industry in France. We interviewed the key strategic actors responsible for employee hospitality services including those with the title of Facility Manager, Hospitality Manager and Concierge services, as well as directors of work-environment and human resources. Our interviewing gathered the viewpoints of traditional players, larger firms and new entrants that are finding a demand logic for such services.

While our interviewing did not indicate that there was a universal definition for what a hospitality manager is, there was a recognition to the unique skill set they require. Importantly, successful hospitality managers are capable of balancing and employing both hard technical skills that attend to the objective management of the business and soft relational skills that address the humanistic needs of company employees. As a key account manager facilitating HM services explained, “We are seeing more than anytime before, the need to know our employees, those that work directly with firms providing or facilitating services. We recognise we need to be capable of assessing and measuring their level of expertise on a technical and also on a relational level”.

One interviewee defined this suite of skills for Hospitality Manages as a combination of “know-how” and a “know-how-to-be”. By “know-how” she meant the ability to accomplish the technical aspects of the business and by “know-how-to-be” she indicated knowing how to engage effectively with employees in a way that engages the managers emotional and social intelligence. 

The “know-how” task expected of some Hospitality Managers can be very technical, especially when there is an operational facilities management (FM) focus to the company. Furthermore, facility managers must take into consideration not only the services provided within an office space, but also how the design of a workspace impacts employees and their performance and satisfaction at work. As one interviewee, an owner of an architectural firm specialised in office spaces stated  “Our activity is the building brick for the management of a facility, is the key for generating services. This is because, when we conceive spaces, we create a distribution of movement, a logic of work”.

While perspectives are diverse, a preponderance of managers highlighted that hospitality management requires someone who can establish a community and become very visible to the organisation. They need to be able to produce a transversality that allows communication between people (and what they need) and teams of service providers (and what they are able to propose). As one interviewee told us, in a site with over 1,000 employees and more than 10,000 visitors, it is impossible for people to know who to go to when something is not working. Having a centralised person that can facilitate the interactions of the entire community was so important to the interviewed HMs that they acknowledged the need to create ambassador programs with “referents” that can help them transmit and gather information.

For many companies, the hospitality managers responsibilities are not limited to attending to employees inside the company, Many are expected to consider the needs of customers as well. As one executive from one of the largest Facilities Management providers put it, “We started providing Hospitality Management services because we noticed how difficult it was to make our customers happy. In our sites, in those in which we have an HM, we have a better view and a closer relationship that allows us to be in touch with our technical teams”.

A new generation of Factótums

Ideally a hospitality manager blends in unique skills that make him be a translator of information, a communicator of needs, a problem solver that understands technical standards, and a process-oriented innovator. These skill sets are very hard to find in a market that has a very straight line division between soft and hard skills. So how are Hospitality Managers recruited and trained?

Interviewees noted the difficulty in identifying the empathy and emotional intelligence elements, something that renders the process of filling the available positions very burdensome. One director of FM, argued that there is no obvious answer to this question. In recruiting, she relies on a key interview question to illuminate a candidate’s suitability for a hospitality position. She presents candidates with a stressful situation, sometimes taking it into a roleplay. Beyond the specific answer, she is looking to see that the candidate knows how to listen, can ask clarifying questions, can show empathy and can relate to the problem from an insider’s perspective.

Other executives see the challenge as confronting one of two choices. You can hire on the “know-how” technical employees and train them on the “know how-to-be” relational skills, or you can train emotionally intelligent service employees on the technical aspects of the business. Complicating the challenge is the fact that a recruited employee, has no visibility of the type of site that he will be assigned to. An employee that could perform well on an office-only space, may be ill-prepared for a more technical, industrial site. This is where the leadership skills of the recruiter and manager comes into play.

While the hiring and training criteria for hospitality managers is still evolving, there was general agreement on the measure of their success in the position.  The real test of a hospitality manager is the ability to be imperceptible. “If everything goes well,” noted one interviewee, “we do not get called. It is when things go bad that people remember we exist.” And this is also one of the key challenges for this particular field, turning employees proactive as opposed to reactive, and being able to communicate in this regard.

For the VP of a service-provider that recently launched an HM arm stated, “For us it is very important to bring a certain degree of excellence to the services we provide; to guarantee that people will be working in ideal conditions. To anticipate their needs.  The challenge is therefore on communication, on rendering the invisibility of the job of a good hospitality manager, visible”. 

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About the Authors

Fernanda Arreola professor of Strategy, Innovation & Entrepreneurship at ESSCA. Her research interests focus on service innovation, governance, and social entrepreneurship. Fernanda has held numerous managerial posts and possesses a range of international academic and professional experiences.

Dr. Gregory Unruh is the Arison Professor of Values Leadership at George Mason University in Washington, DC and an expert on sustainable business strategy. He serves as the Sustainability Editor for the MIT Sloan Management Review.

References
1. De Croon, E., Sluiter, J., Kuijer, P. P., & Frings-Dresen, M. (2005). The effect of office concepts on worker health and performance: a systematic review of the literature. Ergonomics, 48(2), 119-134.
2. Roelofsen, P. (2002). The impact of office environments on employee performance: The design of the workplace as a strategy for productivity enhancement. Journal of facilities Management, 1(3), 247-264.
3. Singh, A., Syal, M., Grady, S. C., & Korkmaz, S. (2010). Effects of green buildings on employee health and productivity. American journal of public health, 100(9), 1665-1668.
4. https://www.forbes.com/pictures/ 56b3b990e4b062f6b5994e 8b/the-top-10-employee-perks/#508d637564c3, retrieved on July 23, 2019
5. https://fortune.com/2016/03/28/these-32-companies-have-concierge-services-for-employees/, retrieved on July 23, 2019
6. https://www.inc.com/business-insider/14 – popular – perks -for-new-parents-that-go-beyond-paid-parental-leave.html, retreived on July 23, 2019
7. http://workplacemagazine.fr/Archives-article/Fiche/6925/De-l%2592accueil-a-l%2592hospitality-management, retreived on July 23, 2019

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Sadly, for the overwhelming majority of us, taking ownership of an island is something that will never happen. The closest we’ll ever get to having enough cash to buy an island is winning the jackpot on the ‘Lost Island’ mobile slots game. Even if we could hit the jackpot a hundred times in a row on that UK mobile slots, we’d still be well short of the money required to make such a purchase. That is unless you’re the sort of mobile slots player who bets thousands of dollars on every spin – but such people are few and far between!

Even though we may never be able to make an island home for ourselves, we can still visit them on vacation and spend at least a few days basking in a luxury lifestyle, far removed from the concerns of everyday life. If that sounds like a great idea to you, here are some paradise islands you might want to consider visiting.

Bora Bora

Trip Advisor reviews aren’t always accurate, but they can usually give you a broad idea of how great (or not-so-great) a destination is to visit. Bora Bora’s Trip Advisor page is packed full of reviews which call it the most beautiful place on earth. The people who’ve showered it with such praise might have a point. With its distinctive sombrero shape, Bora Bora is a volcanic island that has been used multiple times in movies when an idyllic location is required. Here, you get a perfect combination of French cuisine and unbeatable scenery, which blend together to create an atmosphere unlike anything else on the planet. Many visitors say the greatest feature it possesses is its lagoon, where rays and brightly-colored turtles swim in perfectly blue water. Just keep an eye out for shark, and you’ll be fine.

Palawan

Looking at pictures of Palawan, it’s almost hard to accept that the island is real. It seems like something from a fairy tale or a fictional location created by cutting-edge special effects. Palawan is a sparkling gem in the Philippines, with waters so clear that you can almost see all the way to the bottom. It’s remained almost completely unspoiled by human hands. The cave system on the island is especially popular with tourists, featuring an underground river that stretches on for miles, surrounded on all sides by limestone. This is one of the most popular and diving and snorkeling destinations on the planet; so much so that the fish are accustomed to human visitors, and will quite happily go about their business close to the coral reefs while you watch.

The Cook Islands

Situated in the South Pacific, the Cook Islands so closely resemble the desert island that Robinson Crusoe found himself washed up on that people suspect they may have been the inspiration for the tale. You’ll feel a little like a castaway on some of the beaches here, but they’re so flawless that you won’t care. This is a place where you feel you could happily spend a lifetime walking in the sand and fishing in the sea. You’d never have to worry about another email or business conference for the rest of your days. The volcanic peaks of the Cook Islands make for dramatic scenery, and the friendly locals can’t do enough to make your visit as wonderful as possible. There are many small tourist resorts dotted around the islands, and you can take a kayak between them to get the full islander experience. You could even live out your castaway fantasy in an authentic style by hiring yourself a ramshackle shack on the beach for the duration of your stay.

The Dalmatian Islands

We don’t often think of Europe as the place to go for incredible islands, but that’s only because very few people know about the Dalmatian Islands off Croatia’s coast. That’s a good thing though – if they were better known, they’d be more crowded, and that would spoil some of the fun! Each of this network of islands has its own character and charm, from Zlatni Rat’s incredible beach to the coves of the Pakleni Islands. There’s also a great deal of history here; almost as if time hasn’t passed on some of the islands since the dawn of the 20^th century. Hvar, in particular, feels like a portal into the past; stunning Gothic churches are everywhere, and cars are banned in the old town. If modern life is becoming too noisy and hectic for, you the Dalmation Islands are somewhere you can go and disconnect from it for a while.

Saona Island

Saona Island stands as one of the world’s greatest paradise islands, renowned for its pristine beaches and stunning natural beauty. This tropical gem, nestled off the southeastern coast of the Dominican Republic, captivates visitors with its crystal-clear turquoise waters and powdery white sand. Excursion Isla Saona always offers the chance to explore this idyllic oasis, where palm-fringed shores and lush tropical forests create a picture-perfect backdrop. Snorkeling amidst vibrant coral reefs, sunbathing on secluded beaches, and indulging in freshly caught seafood are just a few highlights of these unforgettable adventures. With its unparalleled charm and allure, Saona Island truly exemplifies paradise on Earth, drawing travelers from around the globe to experience its enchanting beauty firsthand.

St Barts

We’ve already said that spending time on a paradise island can make you feel like you’re part of the celebrity crowd, but if you actually want to rub shoulders with the rich and famous, you’ll find them in St. Barts. This is a French overseas territory in the Caribbean, and it’s been extremely popular with the jet-set class in recent years. You might need to save up for a little longer if you want to come here, though. Partially because of all those celebrity visitors, this is a place that prides itself on seclusion ad exclusivity. If you turn up with a camera and start snapping candid pictures of everybody you see, you’ll soon find yourself meeting with disapproval. Keep a low profile, and just sit and admire the way the rolling green hills and the perfect yellow sands don’t seem to belong together, and yet they’re here in perfect harmony. To do St. Bart’s property, you’ll want to book yourself into one of the boutique hotels and make sure you include the price of the fine French dining in your reservation.

The post The World’s Greatest Paradise Islands appeared first on The European Business Review.

Nevertheless, the very nature of luxury market makes the use of some strategies, such as guest posting, particularly promising. In this article, we will cover some of the specifics that can help you start out in this direction.

1. Write long-form, high-value, in-depth content

Luxury brands sell products and services that symbolize a certain lifestyle and demonstrate the owner’s/user’s status. Those who buy them tend to approach the choice carefully and study what the market has to offer before committing themselves. After all, these products are usually intended to serve their owners for a long time and become an integral part of their image. This is why your potential buyers are normally OK with spending some time getting acquainted with in-depth, valuable information related to your industry that can help them choose and become better informed about the intricacies of the niche along the way.

2. Choose host blogs extremely carefully

Choosing which blogs and resources host your guest posts is extremely important for all businesses: backlinks from shady, low-authority websites can do more harm than good if they are penalized by Google’s algorithms for spam. However, the nature of luxury segment makes the choice of host blogs more important by at least an order of magnitude. Luxury brands are all about reputation – while for most businesses posting an article with a low-quality or unsavory blog can be overlooked, a luxury brand immediately gets under the spotlight, and reputational losses can be massive and long-lasting.

This is why it is so important to first establish a relationship with a blog owner or webmaster, study its materials and discuss its policies. You may find this guide by guest posting service www.luckyposting.com to be useful when pitching your posts.

3. Be informational rather than promotional

There are few things that annoy luxury shoppers more than a vendor that is too “salesy”. In fact, it is annoying for everyone, but where most other shoppers will clench their teeth and soldier on, luxury shoppers will simply go away in search of a brand that behaves more according to its station. If you sell luxury, you are not supposed to tout your clients – they have to come to you of their own accord through the recognition of the value you offer. Therefore, never even hint at having an awesome product to sell in your guest posts. Just be authoritative, provide valuable content and exude confidence in every word – the readers will get the hint.

4. Engage potential clients

Selling luxury presupposes personal, almost intimate relations with your clients, even if they simply express interest in your products. Each potential customer should feel that he/she represents individual value for your business. In case of guest posting, this approach is possible through the post-publication support and promotion of your guest posts. If your guest post engenders a discussion on a relevant topic, make sure you take part in it and offer valuable input: answer the questions posed by commenters, give links to other useful materials (if you have them), help them solve their problems. Again, avoid directly suggesting that they buy something from you – simply be polite, helpful and dignified.

5. Develop an immediately recognizable style

Your brand is more than just a name and the product you sell. It should include the general style of your posts, the tone of your text, your manner of addressing the reader, typical mannerisms and so on. Whenever visitors encounter your content, they should immediately recognize it, even if it happens to be in an unusual place.

Promoting a luxury brand is always accompanied with certain challenges, and running a guest posting campaign is no different. Even if you have experience of doing it for brands from other sectors of economy, you will have to learn things anew – but when properly mastered, it will not fail to produce results!

The post How to Grow Your Luxury Retail Business through Guest Posting appeared first on The European Business Review.

However, despite all the perks which are offered to people, many choose to get a flight upgrade for various reasons. In this article, we will guide you through a few reasons you need to upgrade your business travel flights. People who travel by air always applaud the amazing experience of rushing through the skies. Therefore even after you’ve booked a business flight, following are some of the concrete reasons to upgrade:

1. Comfortable Sitting

This is perhaps the first thing you need to make sure when you board a plane. As soon as you reach your seat, you must check for anything wrong. If you are skeptical about the smooth functioning of the sitting place, you must request an upgrade. Keep in mind, traveling by air is sometimes a lot of hours which is why it is imperative to make sure you have a good journey. A lot of upgrades that are requested just before the beginning of the trip are often accepted since flight attendants have to begin work. Therefore, they have no other option but to listen to the customer.

2. Technology is helpful

There’s no escape from the fact; technology plays a very important role in our everyday lives. Beginning from the first-morning showdown to blockbuster movies, there’s everything available on the internet projected on the television screens. Therefore if you don’t have technology in your package, you must ask for it. Long tours can be quite stressful and boring which is why it is important to indulge yourself in fun activities. In luxury airlines, they provide games, music and a lot more to make the customer feel happy.

3. The upgrade is a smart choice

Agree to it or not but upgrading your business flight is a smart choice. You will be surprised to know Singapore airlines has a special cabin which is spacious enough for the customers and has a separate entrance. Secondly, the most important benefit of that cabin is you can bring a whopping 35kg baggage with you on the plane. Therefore it’s not a bad choice. If you can afford an upgrade, you must give it a go for it will give you a luxurious experience through the blue skies which are going to get registered in your memory forever. For this to happen you must visit airline websites that make business class flights affordable.

4. Food is important

Delicious food is very crucial when you’re traveling for a long time. For many people, food is the primary instigator which compels them to choose so and so airline. Some luxury airlines have their cuisines which allow them to go the extra mile to serve their customers in the best way possible. If you want to enjoy those delicious meals with a shot of red wine, you should register for an upgrade. Another benefit of an upgrade in this package is you can pre-order a meal when you book the ticket. Therefore there’s nothing to worry about the food when you’ve got everything on the table.

Lastly!

Enjoy your trip and don’t forget to join the royalty club of the airline you’re traveling from. The royalty club is a member of the airlines through which you get a lot of discounts on travel and other important deals to make your experience worthwhile.

The post Why You Should Upgrade Your Business Travel Flights appeared first on The European Business Review.

High Financial and Safety Standards

The Civil Aviation Authority of the Cayman Islands’ (CAACI) dedicated technical team work with aircraft operators on annual plans to ensure regulatory standards and timelines are met and where appropriate, flexibility and customised solutions afforded. The CAACI works closely with Cayman Islands’ industry experts in the legal/ financial and company registration sectors to ensure sound and secure transactions for the initial aircraft registration or changes thereafter. The CAACI staff is highly qualified and experienced in regulatory oversight and in working with aircraft management and maintenance organisations to ensure compliance with internationally mandated standards.

The CAACI operates in accordance with a statutory instrument that is predicated on UK legislation. These legislative requirements are found in the “Air Navigation (Overseas Territories) Order 2013,” AN(OT)O (and subsequent amendments) which contains regulations governing the operational and airworthiness requirements of Cayman registered aircraft. Also relative is the guidance contained in the Overseas Territories Aviation Requirements (OTARS) as published for all UK Overseas territories, see www.airsafety.aero.

Registering an aircraft

Criteria for registering an aircraft include the following:

• Submission of application for registration by eligible individuals or company
• Persons wishing to register an aircraft must prove eligibility & meet due diligence requirements in accordance with the Cayman Islands’ financial services regulations (anti-money laundering and compliance requirements)
• Compliance with stipulated CAACI Airworthiness Requirements
• Compliance with CAACI Flight Operational Requirements
• Appropriate licensing of Aircrew
• Maintenance Organisation Approval
• Radio License Application via the Information & Communications Technology Authority of the Cayman Islands (ICTA) http://www.icta.ky/aircraft-radio
• Physical Survey of Aircraft
• Payment of deposit for initial certification

The Cayman Islands provides a credible, politically stable jurisdiction of choice for aircraft registrations. As a leading tax neutral international financial centre in the English legal system (Privy Council in England being the jurisdictions final court of appeal), it provides owners and financiers of aircraft certainty and confidence.

During the initial application process, the applicant can choose from a list of available registration marks which start with VP-C plus two variable letters. Applicants are also able to reserve preferred marks if available at registrationenquiries@caacayman.com. Applicants are cautioned not to initiate the de-registration process from the existing State of Registry until such time as the application has been formally accepted by the CAACI and the second phase of the registration process is almost complete. All information pertaining to registration of aircraft on the Cayman Islands Aircraft Registry can be obtained from the CAACI website at https://www.caacayman.com/aircraft-registry/.

Commercial operations are now an option.

The Cayman Islands provides a credible, politically stable jurisdiction of choice for aircraft registrations. As a leading tax neutral international financial centre in the English legal system (Privy Council in England being the jurisdictions final court of appeal), it provides owners and financiers of aircraft certainty and confidence. The Register has traditionally been deemed a  ‘private’ register however, the CAACI in conjunction with the CI Government and the Cayman Islands’ Special Economic Zone – Cayman Enterprise City (CEC) has introduced an alternative means for compliance with the ‘Principal Place of Business’ criteria to allow offshore Air Operator’s Certificate (AOC) to be granted for certain commercial operations. Visit https://www.caymanenterprisecity.com/aviation to find out more about the benefits and the process of granting an AOC.

Cape Town Convention

The CAACI also works in close partnership to ensure that aircraft registrants have expert guidance on applicable law and procedures. One such example of the CAACI working in partnership with local aviation specialists was evident in 2015 when the CAACI was a member of a local working group which included top aviation finance attorneys along with the CI Government’s Ministry of Financial Services. This working group was established to develop enabling legislation to have The Convention on International Interests in Mobile Equipment and the associated Protocol on matters specific to aircraft equipment (also known as the “Cape Town Convention”) come into force in the Cayman Islands. The Cape Town Convention is an international treaty that aims to standardise transactions involving movable property, such as aircraft.

In July 2015, the UK ratified the Cape Town Convention and extended it to some of its territories that had ready and waiting enabling legislation – the Cayman Islands being one of those territories.  The International Interests in Mobile Equipment (Cape Town Convention) Law (Cayman Islands), 2015, was enacted and came into effect on November 1 2015 accordingly, the Cayman Islands received  international recognition under the Cape Town Convention.

Although the Cayman Islands Aircraft Registry had been recognising Cape Town filings under previous Cayman Islands Cape Town Legislation (2009), the ratification by the UK and its extension to the Cayman Islands, provided further comfort to global financial institutions that participate in aircraft finance transactions who wish to transact with parties in jurisdictions that are recognised under the Cape Town Convention.

Accordingly, relevant filings such as the Irrevocable Deregistration and Export Request Authorisation (IDERA) and the Consent to Deregister an aircraft from the Cayman Islands Aircraft Register, can now legally be filed with the Cayman Islands Aircraft Register under the Cape Town Protocol. Filings on the International Register for a Cayman Islands registered aircraft should be done independently by interested parties.

Unique Electronic Data Management system

An example of exceptional service from the CAACI is VP-C Online. This bespoke electronic data management system provides a secure way to manage all aircraft documents online, this   includes applications (starting with the registration application), certificates and approvals. VP-C Online is a convenient and secured way for CAACI clients to apply for authorisations and certificates that are required for both initial aircraft registration and for continuing airworthiness and operations. The ability for clients to file applications 24/7 from any time zone around the world is yet another positive client service benefit associated with The Registry. The secured portal also acts as a repository for all technical and supporting documentation for the registration and continuing airworthiness processes for the tenure of the aircraft while on the Registry. Clients will also enjoy the ability to check the status of applications and to re-print certificates or authorisations should the need arise. Clients have voiced that this convenient system makes the Cayman Islands Aircraft Registry a preferred choice in registration of aircraft.

Transitioning aircraft/Lessors’ portal

The CAACI recognises the importance of aircraft financiers and lessors as many of our clients in aircraft ownership and operation depend on these financial intermediaries. This is a valuable relationship we wish to foster through an insightful and collaborative understanding to the interdependencies of the industry. We have introduced material processes, online portals, bespoke products all specifically designed to support the interests of lessors. The CAACI is working to establish long term relationships with lessors that will provide ready solutions where aircraft registration support is required with emphasis beyond the registration process. The CAACI’s focus is to offer a Transition Register which is supported by highly experienced full-time personnel in view of equipment being offered to new lessees in multiple jurisdictions in an expeditious manner following our normal attention to stringent safety protocol. In addition to existing functionality VP-C Online is being innovated to include a Lessor Module whereby a lessor can apply for a VP-C Online account. This account will provide ready access to all of the airworthiness and operational certifications of the various aircraft of a particular lessor which has been registered in the Cayman Islands.

Continuous innovation

With a focus on the quality of service, flexibility,  bespoke online offerings, attention to detail and safety,  the CAACI continues to strive to set itself apart from other jurisdictions. The CAACI remains committed to offering a personal, responsive and high quality service to their customers, and to finding innovative and efficient solutions to the needs of those they work with.

The Cayman Islands Registry: Responsive…Efficient…Innovative! Offering total aircraft registration solutions.

Interested persons can contact the CAACI at civil.aviation@caacayman.com or visit the CAACI’s website for additional information www.caacayman.com.

The post The Cayman Islands Registry: The Offshore Aircraft Registry of Choice since the 1970s appeared first on The European Business Review.

It’s easy to look at these two trends and conclude that the high street is doomed, and we had all better get used to the idea. But the story isn’t quite that simple. There are some things that a physical store can do that a web-page will probably never be able to such as to replicate leather goods. For one thing, an in-person visit allows us to inspect a prospective purchase. But perhaps more valuable is the non-functional experience that a real-world store can offer. Some real-world retailers have shifted their focus in this direction. The most striking example of this approach comes from the so-called ‘concept’ store.

What’s a concept store?

Things get a little confusing here, as the term ‘concept store’ has an older meaning: a store in which everything for sale is united under a certain theme. Stores of this sort would select items from lots of different brands, and thereby create a showroom for a particular sort of lifestyle.

In the modern sense, a concept store is a building which aspires to be more than just a place where customers can walk in and buy items. It also looks to integrate a sense of hospitality and community-building, and to inspire its customers to buy into a certain philosophy. You might think of a bookshop, where customers are invited to sit down in a comfortable leather chair and enjoy their newest purchase. One company that’s embracing this trend is Belstaff, whose stores in Munich, Glasgow and London have each created a splash in their own way. In the Munich store, there’s a café overlooking the nearby Residenzstrasse. Customers can unwind with a selection of coffees, teas, as well as more traditionally-German beers and wines.

This isn’t just a case of plonking a chain café in the middle of a store; the café is operated by the same people who run the Frank restaurant across the street. By taking this approach, Belstaff aims to preserve the local sense of identity – and give their customers another incentive to pay the real-world store a visit.

The internet might have provided modern consumers with a wealth of items for purchase, but it hasn’t yet turned us all into recluses. There are some things worth stepping outside for: the continued prosperity of local pubs and restaurants proves this: despite the unprecedented availability of take-aways and off-licences, and despite the premium we pay when we choose a bottle of wine in a restaurant rather than from a supermarket, we still enjoy eating out. The future success of the high street will depend on its ability to replicate this success. Belstaff’s concept stores do this by offering customers something more than the product!

The post Luxury Fashion Retailers are Turning to Concept Stores appeared first on The European Business Review.