VIC strategies in Luxury: personal shopping and concierge services. Failure of experience with LVMH owned 24S
I had an idea of integrating personal shopping and concierge services into luxury from within for some time. The concept is already gradually being developed by some players but remains raw. Still, it holds immense potential – especially for luxury groups combining a few brands (#LVMH, Kering, Richemont, Prada Group, Ermenegildo Zegna Group, CAPRI Holdings, Mayhoola for Investments, etc.).
That is why I was excited to follow 24S's journey – it could become a test point for LVMH in general. However, the experience was not what I expected to get. It failed at the most obvious stage.
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Yes, luxury groups often build their strategy around each brand separately to avoid dilution. However, if developed in a careful and balanced manner, concierge/personal shopping services can enhance some brands from the group's portfolio that the customer was not aware of, or those that cater to changing circumstances and needs. That would greatly contribute to the supply component of the customer journey mentioned before, and retain the #VIC's attention within the influence orbit of the luxury group. And bring sales. 360 degree service as it is.
So while a single brand can focus on broadening its offerings within the brand to provide solutions for different customers and different requests, a luxury group has carte blanche by offering different brands and entirely different product groups within the brands it owns.
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About core service points in VIC experience, how VIC customers and #luxury groups can benefit from personal shopping and concierge services and what Tiffany & Co. limited-edition creation has to do with the failure of #24S to pave the way to provide VIC service - read in my new publication.
https://lnkd.in/dAn92abK
#Kering #Richemont #TiffanyAndCo #Zegna #customerservice #clientrelations #luxuryfashion #luxury
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