Columns

The rise of on-demand and streaming platforms ushered in a shift in consumer behavior, demanding more personalized and more relevant ad experiences.

The leaders I most admire are those that steer their organizations and brands with grace under pressure, showing a remarkable degree of foresight and magnanimity.

Not every shopper’s behavior matters equally when it comes to evaluating who the high-value and low-value customers will be over time.

In the face of ever-evolving Chinese consumers and the local luxury scene, how should brands approach the Lunar New Year – a traditional festival in China – to enhance their social and commercial performance?

As the China luxury market shifts to a slower growth rate, brands need to turn their focus on optimizing their operations.

It is not about which offer drives the best near-term value, but which offer drives the best behavior to drive higher long-term value.

Despite the fact that cookies have been eroding for years, most retailers still rely heavily on cookies because Chrome has been a major holdout and third-party cookies are the most cost-effective way to reach new customers.

For creative teams to get what they need from AI, they need to collaborate much more closely with their analytics teams.

Veering to outlet stores for growth, luxury brands are breaking a cardinal rule for their market: demand should always exceed supply, not the other way around.

We see many formerly disruptive brands that relied on digital-only campaigns now look toward platforms such as linear television and newspapers.

In her new book, titled “Reimagining Luxury: Building a sustainable future for your brand,” Diana Verde Nieto, founder of Positive Luxury, outlines steps to future-proof luxury brands in their eco-friendly efforts as consumers and regulators demand more from marketers.

From the transformative potential of generative AI, the evolving dynamics of brand marketing and social media influencers, and the urgent need for sustainability strategies as a result of climate change, the luxury business faces a triad of challenges and opportunities in 2024.

Licensing is a commercial tool for fashion houses to reach goals such as revenue growth, product SKU ramp-up and commercial market penetration.

The luxury business is becoming increasingly polarized, with only 65 to 70 percent of brands expected to achieve a positive growth rate this year.

The online retail landscape is not without its challenges, and the Federal Trade Commission has recently spotlighted one such case involving Hey Dude Inc., an online shoe retailer.

One could argue the chief marketing officer has to be the most well-rounded member of the C-suite.

This year, the spend on retail media ads is expected to increase by more than 25 percent to $51 billion.

London-based brand consultant Rebecca Robins discusses philanthropy, family offices and multi-generational giving with Alberto Lidj, founder of philanthropy platform and podcast Do One Better.

When Google realized others were assimilating all its AI knowledge into their own smart new products, that threatened to turn the tables on the company’s dominance, so it decided to pivot.

Brand owner Kering’s vision for Gucci is to reaffirm its position at the intersection of luxury and fashion. But these two business models are at odds with each other.

WeChat has evolved into a critical hub for brands to nurture and convert Chinese consumers, going far beyond being merely a communication channel.