When Product Development Meets Luxury: A Case Study Analysis in Fashion, Food and Furniture Companies

机译：当产品开发遇到奢侈品时：时尚，食品和家具公司的案例分析

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The luxury market segment includes different industries in its aura of high quality and price. The Italian excellence is ascribable to the three F (food, fashion and furniture), that have in common the attention they are paying to the Product Development process. The objective of the present study is to explore product development and the need for ICTs in fashion, furniture and food companies belonging to the luxury market segment. Strategies, activities, issues in process management and the most used ICTs are analysed. Comparing these sectors, the authors have been able to identify commonalities and differences. With the aim to investigate also improvement areas, several best practices and cross fertilization are discussed.

机译：奢侈品市场部分以其高品质和高价格的光环，包括不同的行业。意大利的卓越表现归功于三个F（食品，时装和家具），它们共同关注产品开发过程。本研究的目的是探讨属于奢侈品市场领域的时尚，家具和食品公司的产品开发以及对ICT的需求。分析了过程管理中的策略，活动，问题以及最常用的ICT。比较这些部门，作者已经能够确定共同点和差异。为了调查改进领域，还讨论了几种最佳实践和交叉施肥。

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《International conference on business models and ICT technologies for the fashion supply chain》|2017年|15-24|共10页
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Elisa dAvolio; Claudia Pinna; Romeo Bandinelli; Rinaldo Rinaldi; Sergio Terzi;
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1. Improving the new product development using big data: a case study of a food company [J] . Jagtap Sandeep, Linh Nguyen Khanh Duong British Food Journal . 2019,第11期

机译：利用大数据改善新产品开发：一家食品公司的案例研究
2. Failure mode and effects analysis (FMEA) in the context of risk management in new product development--A case study in an automotive company [J] . Andre Segismundo, Paulo Augusto Cauchick Miguel International Journal of Quality & Reliability Management . 2008,第8a9期

机译：新产品开发中的风险管理中的失效模式和影响分析（FMEA）-以一家汽车公司为例
3. A comparative analysis of new product development by Italian and Japanese manufacturing companies: A case study [J] . Yoshiki Matsui, Roberto Filippini, Hideaki Kitanaka, International journal of production economics . 2007,第1a2期

机译：意大利和日本制造公司对新产品开发的比较分析：一个案例研究
4. When Product Development Meets Luxury: A Case Study Analysis in Fashion, Food and Furniture Companies [C] . Elisa dAvolio, Claudia Pinna, Romeo Bandinelli, International conference on business models and ICT technologies for the fashion supply chain . 2019

机译：当产品开发满足奢侈品时：时装，食品和家具公司的案例研究分析
5. An exploratory study of the new product development process utilized by selected consumer companies in the canned goods food industry. [D] . Pederson, George Raymond. 1993

机译：罐头食品行业中选定的消费公司使用的新产品开发过程的探索性研究。
6. The Development and Application of a Tool for Quantifying the Strength of Voluntary Actions and Commitments of Major Canadian Food Companies to Improve the Nutritional Quality of Their Products [O] . Laura Vergeer, Lana Vanderlee, Gary Sacks, 2020

机译：一种制定和应用来量化大加拿大食品公司自愿行动和承诺提高产品营养质量的工具
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。

When Product Development Meets Luxury: A Case Study Analysis in Fashion, Food and Furniture Companies

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