Dominance versus collaboration models: French and Italian luxury fashion brands in Japan
Dominance versus collaboration models: French and Italian luxury fashion brands in Japan
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主导与合作模式：法国和意大利奢侈时尚品牌在日本
DOI：
10.1080/20932685.2022.2085596
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发表时间：
2022
影响因子：
3.8
通讯作者：
Yoko Isozaki and Pierre-Yves Donze
中科院分区：
文献类型：
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作者：
Yoko Isozaki and Pierre-Yves Donze
本文考察了日本奢侈品牌的进入策略。它使用全球价值链框架和国际商业文献来讨论欧洲品牌在过去七十年中在日本市场上采用的进入策略。我们在分析中确定了两种不同的商业模式，即优势模式和协作模式，分别以法国和意大利的公司为例。我们的分析结果表明，意大利奢侈时尚品牌最初是通过合作模式进入日本的；然而，随着时间的推移，这种方法引起了冲突，最终导致了主导模式的采用，并与法国模式趋同。本文表明，西方奢侈品牌在进入心理距离较大的市场时，更容易面临优势模式只能在特定情况下通过与当地合作伙伴的过渡性合作才能实现的悖论。在我们的结论中，我们详细说明了奢侈品行业从业者的管理含义。
This paper examines the entry strategies of luxury brands in Japan. It uses the global value chain framework and the literature on international business to discuss the entry strategies adopted by European brands on the Japanese market during the last seven decades. Two different business models, the dominance model and collaboration model, which are exemplified by French and Italian companies, respectively, are identified in our analysis. The findings of our analysis suggest Italian luxury fashion brands initially used the collaboration model to enter Japan; however, this approach caused conflict over time, which eventually resulted in the adoption of the dominance model and convergence with the French model. This paper demonstrates that when entering markets with a large psychic distance, Western luxury brands are more likely to face the paradox that the dominance model can only be achieved in a specific set of circumstances through a transitional collaboration with local partners. In our conclusions, we detail the managerial implications for practitioners in the luxury sector.