High-street brands are aiming to generate inclusivity through the co-creation of their products; whereas luxury fashion brands have to seek inclusivity without endangering luxury product features, such as craftsmanship. Moreover, luxury brands are still experiencing difficulty in creating a relationship with the consumer fearing to lose control and the allure of exclusivity. However, it is possible to identify a successful example of attempted inclusivity among luxury fashion brands: Gucci S.p.A. This paper aims to analyse Gucci’s attempt to generate inclusivity through different activities that are not compromising the perceived exclusivity of the product, but on the contrary, they are an opportunity of brand value generation. Data were collected through one semi-structured interview with the Gucci’s CMO, two semi-structured interviews with 2 nd-year university students of fashion marketing, and one focus group with four final-year university students of fashion marketing. All data were analysed by applying thematic analysis, and the themes of engagement, and brand experience. Findings suggest that Gucci’s new exclusive inclusivity strategy incorporates a series of educational activities for selected groups of Higher Education students that provide an authentic insight into the brand. The evidence says that the strategy is appealing to Millennials and may be successful on the market.
- Department of Logistics, Marketing, Hospitality and Analytics - Lecturer in the Department of LOHM
- Huddersfield Business School
- Behavioural Research Centre - Member