The Impact of Artistic Marketing on China's Luxury Market A Case Study of Gucci

Taking Gucci as an example

Authors

  • Zewen You

DOI:

https://doi.org/10.54097/hr244f60

Keywords:

Artistic Marketing, Luxury Goods, Gucci

Abstract

The continuous expansion of today's luxury market reflects the rising economic strength of China. As people's purchasing power increases, so does their demand for spiritual aspects. The gradually improving aesthetic standards are posing a threat to the traditional luxury industry that is content with the status quo, thus the demand for excellent artistic marketing is becoming urgent. Gucci has a development history of nearly a hundred years, and its former design director's design themes, which combined Renaissance themes, innovated while inheriting its foundation. Undoubtedly, this brought positive guidance, but the change of design directors also undoubtedly had a huge impact. Artistic marketing has its pros and cons, and it should be more cautious in terms of promotion.

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References

[1] Shi Xue, 2018, "The Soul of the GUCCI Brand - Renaissance," Western Leather.

[2] Wang Qi Ling, 2019, "Study on the Fashion Pattern Design of GUCCI," Nanjing Normal University.

[3] Wang Jing Wen, 2022, "Research on the Artistic Marketing Strategies of Luxury Brands from the Perspective of Consumer Culture - A Case Study of Louis Vuitton," Beijing Institute of Fashion Technology.

[4] Shin’ya Nagasawa, Teruhiko Fukunaga, 2021, "Strategic Management and Brand Management of the Luxury Brand GUCCI."

[5] TRANG LE XUAN, 2019, "Digital Marketing Strategies of Luxury Fashion Brands in China: The GUCCI Brand," University of Padova Department of Economics and Business Sciences.

[6] Lin Yu Wei, 2023, "Can Gucci Overcome Its Sluggish Performance After a Leadership Change Before the Financial Report?" Beijing Business Today.

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Published

24-12-2024

Issue

Section

Articles

How to Cite

You, Z. (2024). The Impact of Artistic Marketing on China’s Luxury Market A Case Study of Gucci: Taking Gucci as an example. Frontiers in Business, Economics and Management, 17(3), 74-76. https://doi.org/10.54097/hr244f60