Digital Transformation and Reform of Fashion Brands in the Digital Age: A Case Study of Gucci

Abstract

This paper aims to explore the inevitability and complexity of the transformation faced by traditional luxury brands against the backdrop of the digital technology revolution. Taking the Italian luxury brand Gucci as a focal case, through a systematic analysis of its public strategies, marketing practices and industry reports, the paper deeply dissects the multi-dimensional motivations, core paths and inherent conflicts of its digital transformation. The study finds that Gucci's transformation is not a simple online migration of channels, but a systematic revolution that reconstructs the brand narrative, consumer interaction and value delivery system with a "digital native mindset". The key to its success lies in integrating the spirit of digital experimentation into the brand gene, and effectively reaching and engaging the new generation of consumers through omni-channel experience integration, social content creation and virtual product exploration. However, this process also exposes the profound tensions between craft tradition and digital efficiency, classic image and avant-garde experimentation, as well as hierarchical organization and agile culture. This study finally refines the strategic insights of Gucci's transformation, providing a reference framework and warnings for Chinese fashion brands in balancing inheritance and innovation, physical and virtual, elite and mass markets, and points out future research directions on the long-term performance evaluation and ethical boundaries of digital transformation.