While the global market for luxury

While the global market for luxury brands faced a temporary decline of 8% in sales revenues to 153 billion Euros in 2009 (Bain & Company, 2009), the recent downturn in economy did not affect the big names of the luxury brands industry. Brands such as Louis Vuitton, Hermès, and Chanel increased their sales despite the recession (Forbes, 2009). As compared to the general downturn of sales of up to 31% in 2009, the sales decline of luxury brands is comparably low (Handelsblatt, 2010). Analysts base their reasoning on the growing claim for luxury brands in emerging markets and on the crisis-proof demand in Western nations. Interestingly, the demand for prominent logos on products has remained stable or even increased during the recession (Nunes, Drèze, & Han, 2010).

Brand consumption, and specifically luxury brand consumption, allows consumers both to express themselves (i.e., value-expressive function) and to present themselves (i.e., social-adjustive function) in front of others (e.g., Dubois and Duquesne, 1993 and Wilcox et al., 2009). Grossman and Shapiro (1988) define luxury goods as goods that people use to show prestige and status while the difference in functional utility over other goods is largely negligible. A luxury brand can be thought of as “the most selective in its distribution; the most image-driven; … and the most expensive” (Kapferer and Bastien, 2009, p. 313). The perceived degree of luxury, however, varies with product category. A luxury brand may be, for instance, associated with the higher end of luxury in one product category, and with the lower end of luxury in another product category (Vigneron & Johnson, 2004). As an example, consumers might perceive Burberry more as a luxury brand for apparel and leather goods than for perfumes. Premium pricing strategies as well as strong quality cues are among the most important defining characteristics of luxury brands (Keller, 2009). Interestingly, prices for female luxury brands are in most cases significantly higher than for male luxury brands. As Table 1 shows, a Boss Black suit for men costs around 400 Euros (retail prices in the German market), while that for women costs around 510 Euros, a difference of more than 25%. Table 1 shows additional examples in the product domains of perfumes, leather goods, and watches that show a similar pattern. The market, however, also provides (a few) examples of brands (e.g., Rolex watches), where the male product is more expensive than the female product. Nevertheless, the question arises why prices for female luxury brands usually are significantly higher than prices for male luxury brands. Does a gender effect exist?

ผลลัพธ์ (เมารี) 1:

Ahakoa te mäkete o te ao mō ngā rama papai fehangahangai he heke rangitahi o 8% i roto i te hoko hua ki te 153 piriona Euros i roto i te 2009 (Bain & Company, 2009), e kore te hekenga tata i roto i te ōhanga i pā i te ingoa nui o te papai rama ahumahi. Brands pērā i Louis Vuitton, ko Herami, a Chanel nui ratou hoko ahakoa te pāheketanga (Forbes, 2009). I whakaritea ki te hekenga whānui o te hoko o runga ki te 31% i te tau 2009, ko te aiteite iti (Handelsblatt, 2010) te heke o rama papai hoko. Te akatumu ra kaitätari ratou e whakaaroaro ana i runga i te tipu haere kerēme mō rama papai i roto i te mākete e pupū ake, me te i runga i te tono raruraru-tohu i roto i nga iwi Western. Faahiahia, noho kua te tono mō ngā waitohu rongonui i runga i ngā hua pūmau noa ranei nui i roto i te pāheketanga (Nunes, Drèze, & Han, 2010). Brand kohi, a ngā kai papai kohi waitohu, e āhei kiritaki e rua ki te whakapuaki ia ratou (arā, uara-ngangahau mahi) me kia tu ai ratou (arā, mahi pāpori-adjustive) i roto i te mua o ētahi atu (hei tauira, Dubois me Duquesne, 1993, me te Wilcox et al., 2009). Tautuhi Grossman a Shapiro (1988) taonga papai rite taonga e whakamahi iwi ki te whakaatu i mana me te mana i te mea kei te nuinga hokiate te rerekētanga i roto i te whaipainga mahi i runga i ētahi atu taonga. Ka taea e te papai waitohu kia whakaaro o rite "te tino whiriwhiri i roto i tona tohatoha; te tino whakapakoko-peia; ... Me te tino utu "(Kapferer me Bastien, 2009, p. 313). Ko te tohu mohio a o te papai, Heoi, rerekē ki te kāwai hua. He papai waitohu kia, mo te tauira, e pā ana ki te mutunga teitei o te papai i roto i te kotahi kāwai hua, a ki te mutunga o raro o te papai i roto i te tahi atu kāwai hua (Vigneron & Johnson, 2004). I te tauira, kia kite kiritaki Burberry ake ano he kai papai tohu mo taonga atu i te whakakakara kakahu, me te hiako. Rautaki moni utu me ngā tohu o te kounga kaha kei roto i nga āhuatanga tuakiri, tino nui o rama papai (Keller, 2009). Faahiahia, te utu mo te rama papai wahine e tino teitei ake i hoki rama papai tane i roto i te nuinga o te wā. I whakaaturanga Ripanga 1, i te hutu tōku Black mō te tangata utu a tawhio noa 400 Euros (utu hokohoko i roto i te mākete German), ia e hoki nga wahine utu a tawhio noa 510 Euros, he rerekētanga o neke atu i te 25%. Ripanga 1 whakaatu tauira atu i roto i nga rohe hua o kakara, taonga hiako, me mataaratanga e whakaatu i te tauira rite. Ko te mākete, Heoi, hoki whakarato ana (he torutoru) tauira o rama (hei tauira, Rolex mataara), kei hea he nui atu te utu atu i te hua wahine i te hua tane. Otiia, whakatika te pātai he aha utu mō rama papai wahine te nuinga e tino teitei ake i te utu mō ngā rama papai tane. E te pānga ira te tīariari?