Imitating (Mimetic) and Value of Luxury Brand Pret-a-Porter

机译：奢侈品牌Pret-a-Porter的模仿（模仿）与价值

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The consumer in Tokyo has a high buying intention for imports (Luxury Brand) from Europe. The silk apparel (=pret-a-porter including the silk material) is estimated to be 10% of the Luxury Brand apparel. On the other hand, the production area of the silk product is stagnating now. Then, the theme is assumed to be feasibility of the silk apparel business in Japan. It is examined from technical & management aspect. The industrialist of Paris Milan doesn't give the appreciation to the Tokyo pret-a-porter. The cause of the slump is in not designer's ability but no efficacy of the company scale. Moreover, it is effective for the product design to imitate a preceding mode product when presuming from the history of the east and west exchange of the Chinese greenware and raw silk. The bench mark of the design was in thorough imitating (=mimetic) from the examination of a certain "Paris deployment failure case" that ended in the loss of billions of yen. Moreover, "Management Kansei (=sensitive)" of Bernard Arnault (=LVMH) gives a lot of suggestions of the calculation of the Luxury Brand. It is important that the business scheme that calls in the investment capital is insufficient in the silk apparel business.

机译：东京的消费者对从欧洲进口的奢侈品（豪华品牌）有很高的购买意愿。真丝服装（=包括真丝材料的假装）估计占奢侈品牌服装的10％。另一方面，丝绸产品的生产面积现在停滞不前。然后，假定该主题是日本丝绸服装业务的可行性。从技术和管理方面进行检查。巴黎米兰的实业家并不赞赏东京的搬运工。滑坡的原因不是设计师的能力，而是公司规模的效力。而且，从中国生坯和生丝的东西方交换的历史来推测时，对产品设计进行模仿是有效的。该设计的基准是完全模仿（=模拟）某个“巴黎部署失败案例”的审查，最终导致数十亿日元的损失。此外，Bernard Arnault（= LVMH）的“ Manages Kansei（=敏感）”为奢侈品牌的计算提供了许多建议。重要的是，在丝绸服装业务中，要求投资资金的业务计划不足。

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来源
《Researches and Progresses of Modern Technology on Silk, Textile and Mechanicals》|2007年|431-436|共6页
会议地点 Suzhou(CN);Suzhou(CN)
作者
Dean M.Anderson; rnDaniela Rus; rnCarrick Detweiler; rnMac Schwager; rnIuliu Vasilescu;
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作者单位

Tsuyoshi Otani@Faculty of Textile science and technology, Shinshu University 3-15-1 Tokida Ueda-city Nagano 3868567, Japan--Kazuko Ikeda@Faculty of Textile science and technology, Shinshu University 3-15-1 Tokida Ueda-city Nagano 3868567, Japan--Kanji Kajiwara@Faculty of Textile science and technology, Shinshu University 3-15-1 Tokida Ueda-city Nagano 3868567, Japan--Masayuki Takatera@Faculty of Textile science and technology, Shinshu University 3-15-1 Tokida Ueda-city Nagano 3868567, Japan--Hideaki Morikawa@Faculty of Textile science and technology, Shinshu University 3-15-1 Tokida Ueda-city Nagano 3868567, Japan--;

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原文格式 PDF
正文语种 eng
中图分类纺织工业、染整工业;
关键词
Luxury Brand; Silk Apparel; Luxury Brand; Paris Milan Tokyo Shanghai; Silk Apparel; Scale Inefficiency (Bureaucracy); Imitating (Mimetic); Fashion Business;

机译：奢侈品牌;丝绸服装;奢侈品牌;巴黎米兰东京上海;丝绸服装;规模低效（官僚）;模仿（模仿）;时装业;

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4. Imitating (Mimetic) and Value of Luxury Brand Pret-a-Porter [C] . China-Japan Conference on Mechatronis . 2007

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5. Luxury Fashion Brands: How Brand Personality, Mediated by Perceived Brand Luxury, and Moderated by Brand Experience, Contributes to Brand Equity [D] . Jia, Han. 2017

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6. Psychological switching mechanism of consumers luxury and non-luxury brand attitude formation: the effect of store location prestige and self-congruity [O] . Ken Kumagai, Shinya Nagasawa 2019

机译：消费者奢侈品和非奢侈品品牌态度形成的心理转换机制：商店位置信誉和自我一致性的影响
7. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

机译：奢侈品的平庸化（奢侈品民主化）摘要：大多数购买都是由休闲客户制作的，这导致公司采用新战略。事实上，随着竞争的加剧和行业的集中导致了盈利的直接制约，而且由于市场的新要求，奢侈品公司被迫扩大其报价以便为所谓的传统客户增加一个更大的客户群。从那时起，奢侈品行业逐渐从以供应为导向的方式转变为只有少数人被定为供应方政策，营销人员正在研究市场需求以指导产品生产。货物进入大众市场。平庸化是一个至关重要且决定性的问题，因为豪宅必须保持其品牌形象，同时扩大其客户群：他们努力创造和延续其品牌，永远不要忘记一个品牌无法联想到在任何威胁他所有陈述的痛苦之下。因此，每个新产品都会带来整个色域的风险，因此通过选择平凡化就会产生战略错误的风险。危险的是看到富有的顾客转向其他仍在实践“豪华”特征的精英主义精神。奢侈品市场不会超过过去15年。奢侈品公司被迫采用新策略来充分利用其客户。由于市场领先的条件，激烈的竞争和该行业的持续集中迫使他们扩大了市场基础。因此，奢侈品市场已经从针对少数人的以报价驱动的逻辑向前发展 - 转而采用基于报价的政策与营销专业人士。对于那些必须在扩大客户群的同时保持形象的公司来说，奢侈品的民主化是一项重大挑战。对其所有品牌代表构成威胁。因此，每一种新产品都会对市场构成威胁，并且有可能通过吸引大众市场来制造战略错误;看到人们涌向那种“奢侈”的精神精神，也存在明显的危险。

Imitating (Mimetic) and Value of Luxury Brand Pret-a-Porter

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