Jean-Noël Kapferer is an expert on brand management. His books The New Strategic Brand Management and The Luxury Strategy (Kogan Page) are key reference works for MBA programs worldwide. He holds the Pernod-Ricard Chair on Prestige and Luxury Management at HEC Paris. Also a consultant, he is a member of the board of a major luxury brand, and frequently gives executive seminars on luxury in Paris, China, the US, Japan, Korea and India.

Introduction: Growth issues for luxury Part One How luxury is changing 01 Sustaining the luxury dream: challenges and insightsAn industry like no other
The future(s) of luxury
The rise of fashion: from dream to contagion of desires
Facing high demand and abandoning rarity
How will China influence the dream?
The challenges of the internet
Against the blurring of lines: re-create the gap, transgress the codes
Sustainable development: the future dream of luxury
References02 Abundant rarity: the key to luxury growthLuxury financial dream
The many meanings of luxury
How scarcity creates value
From scarcity to qualitative rarity
Introducing virtual rarity
From craft to art: elitism for all
The new reality of Asia: egalitarian luxury?
Is the cult of luxury religious?
Nurturing the symbolic power of the luxury brand
Short-term or long-term policy?
Conclusion and clues for entrepreneurs
References03 The artification of luxury: from artisans to artistsThe challenge of growth for luxury companies
The radical transformation of luxury today
How growth creates two major problems for luxury brands
Luxury growth and the rising issue of legitimization
Why art now? Becoming an industry
A short history of the relationship between art and luxury
What's in art for luxury?
Entering new countries through art
How artification involves all art institutions
Involving all artists at all levels of the value chain
The multiple media of artification
Conclusion: an ambitious vision for luxury?
ReferencesPart Two Specific issues and challenges 04 Luxury after the crisis: pro logo or no logo?From absolute to relative luxury
Modern economics trigger status needs
Adapting the price and logo to different segments
Why conspicuousness will come back: it never left!
Back to luxury?
References05 Why luxury should not delocalize: a critique of a growing tendencyFrom a well-kept secret to overt announcement
Luxury: do not confuse the concept, the sector and the business model
Luxury brand building is about building incomparability
Do not confuse luxury, fashion and premium business models
The consumer opinion on delocalization
Sustaining 'made in' as a real brand
The challenges of non-delocalization
References06 Internet and luxury: under-adopted or ill-adapted?The new frontier of luxury
Luxury and the internet: a reciprocal myopia
Revisiting the potentialities of the web
Clouds over the internet: the loss of control
Adapting the luxury organization to the web
Transforming the web to adapt to luxury
References07 Does luxury have a minimum price?: an exploratory study into consumers' psychology of luxury pricesThe elusive luxury definition
Price and luxury
The paradox and research question: how expensive is expensive?
Results and insights
Summary of the findings
Implications for luxury price management
Conclusion
References08 All that glitters is not green: the challenge of sustainable luxuryLuxury under pressure of sustainable development
Luxury and SD share two deep concerns: rarity and beauty
Distinguishing the luxury strategy from a fashion or premium strategy
Luxury is by definition durable
Why this present SD focus on luxury?
Acting as a SD model to preserve luxury reputation
Is SD ready for luxury standards?
How SD needs a luxury strategy too
Status redefined: from power to altruism
References
Further reading

Part Three The business side of luxury brands' growth 09 Not all luxuries act alike: the distinct business models of luxury brandsThe desire for luxury
Behind a single term, multiple business models
What discriminant criteria differentiate business models?
Global competition between models of luxury
References10 The LVMH-Bulgari agreement: what changes in the luxury market lead family companies to sell up?
Introduction
The Bulgari acquisition: a model for family-owned luxury brands?
Luxury transformation: from manufacturer of rare products to creator of retail experiences
Closing the gap with Cartier and Tiffany
China: the capital dilemma for family-owned luxury companies
Why the source of capital is not inconsequential
The price of Bulgari: too high, or an accurate measurement of the financial dream?
High growth assumptions: no brand equity dilution
Conclusion
References11 Developing luxury brands within luxury groups: synergies without dilutionLuxury concentration in question
How luxury groups grow
Theoretical background: how groups create value
Research objectives and methodology
Findings of the transversal analysis
Implications for growing luxury brands within groups
ReferencesIndex