The Italian Mind® - Redefining Luxury in a Global Context

Tempo di lettura: 4 minuti

Welcome to The Italian Mind® – a pioneering force reshaping the concept of luxury in today's global landscape. Our vision extends far beyond traditional definitions of luxury, delving into the profound intricacies of the human mind. We invite you to embark on this transformative journey with us.

The Challenge

In an ever-evolving economic environment, the luxury industry faces an extraordinary challenge: transcending the boundaries of commerce to deeply connect with human values and behaviors. We recognize that the essence of luxury transcends mereeconomic transactions; it resides in authenticity, creativity, and innovation. In a world where market dynamics remain uncertain, The Italian Mind® aims to redefine luxury by engaging with highly intelligent buyers on a level where meaning, stories, and narratives take precedence.

The Italian Mind Approach

At The Italian Mind®, we offer a unique blend of skills honed through years of experience at the pinnacle of the luxury industry. Under the leadership of Daniel Langer, the CEO and founder of Equite Brands, our team has advised globally recognized brands such as Ferrari, Maserati, Dior, and Sotheby's. With Daniel's expertise spanning across key luxury industries, we provide an in-depth psychographic analysis of
today's luxury clientele.

Global Presence and Cultural Insights

Our global presence and partnerships with toptier universities keep us closely connected to the demographic shaping the future of markets. We stay attuned to what's relevant, ensuring the long-term financial sustainability of luxury brands. Our deep roots in the arts empower us to anticipate emerging trends, often originating at the fringes of society.

Cutting-Edge Technology

We leverage proprietary algorithms and AI systems alongside our human expertise and cultural insights. Our proximity to major international financial institutions equips us to identify value creation opportunities, giving us a unique edge in executing growth strategies.

Oblyon Group's Contribution

Oblyon Group's roots in the arts complement a key part of this ability to "sense" what is socially relevant. Over the past decade, their immersion in the art world has enabled Oblyon to "sniff out, intercept, and foresee what's moving at the fringes of society, where truly relevant new trends come to life." Accessibility and Cost-Effectiveness: The Italian Mind® is committed to empowering mid-sized Italian operators within a high-growth, high-potential market segment. We aim to equip entrepreneurs with the skills and tools necessary for sustainable growth, ensuring accessibility and cost-effectiveness.

Operating Principles

Our operations are guided by a set of principles that promote uniformity and synergy among project partners. This fosters efficient scaling from a financial perspective and encourages the cross-pollination of creativity and innovation.

Financial Support

Accessing The Italian Mind® not only provides valuable expertise but also offers unparalleled practical professional experience on a global level. We understand the challenges faced by mid-cap Italian operators in high-growth markets, and we are dedicated to addressing these challenges through comprehensive financial support solutions tailored to our partners' specific needs. Our services include:

  1. Strategic Capital Allocation: Collaboratively identifying opportunities for capital
    allocation, optimizing financial structures, and advising on investment decisions.
  2. Customized Growth Strategies: Developing and executing proprietary growth
    strategies designed to navigate international markets, with a focus on sophisticated
    market segments.
  3. Financial Structuring: Assisting partners in structuring advanced financial solutions
    that enable sustainable growth, tailored to their unique ambitions.
  4. Risk Management: Guiding partners in assessing and mitigating risks associated
    with international expansion, leveraging our expertise and global insights.

Founding Partners and Florence Kick-Off Event

In addition to our commitment to reshaping the concept of luxury, we are proud to introduce some of our esteemed founding partners who share our vision and dedication to excellence. Notably, we are
honored to have key foreign players of utmost importance, such as the HAINAN INTERNATIONAL CONVENTION & EXHIBITION CENTER, already as part of our project. Their global presence and insights contribute significantly to the success of The Italian Mind®. Among our founding partners, we proudly highlight the Paghera Group of Paghera Giardini, a beacon of Italian engineering and innovation in sustainable construction.

They embody the tradition of inventive thinking and actual building that can
be traced back to the legendary Brunelleschi's dome. Within this framework, Rte Poli plays an active role, representing the quintessence of the Renaissance boutique, well-suited for a 2.0 economy that seamlessly blends exquisite creativity and craftsmanship with cuttingedge machines and tools. We consider ourselves fortunate to have these partners on board from the very beginning, combining visionary and practical excellence in the most remarkable way.

Investment Platform for Qualified Investors

The Italian Mind® goes beyond conventional approaches by offering an investment platform for qualified investors who seek to be part of something more than a typical yield-generating scheme. Our project is
as unique as it is financially promising, as luxury has repeatedly proven to be the only true counter-cyclical asset class. This resilience is grounded in the enduring human quest for excellence and meaning, which remains deeply ingrained in the human spirit, unaffected by market downturns.

Strong Backing from Italian Ministries and Kick-Off in Florence

The significance of The Italian Mind® is underscored by the support of two of Italy's most prominent
ministries—the Ministry of Foreign Affairs and the Ministry for Economic Development and Made in Italy. Both ministries have actively endorsed and directly participated in our kickoff event, which took place at the prestigious Chamber of Commerce in Florence. This event marked a historic milestone as the first-ever startup event in Italy, showcasing our pioneering spirit in international commercial relations.

Elevating the Human Spirit

At The Italian Mind®, we are dedicated to taking this legacy and spirit to the next level. We blend human affinities with the highest level of professional skills and the latest advancements in technology and knowledge. All of this comes together to form the essence of The Italian Mind®—a force that is redefining luxury and achieving unparalleled financial excellence.

The Italian Mind® is more than a think tank or advisory service; it is a comprehensive support system designed to enable growth and success for mid-cap Italian operators. By merging entrepreneurial creativity with the necessary financial tools, we empower businesses to chart a course of sustainable growth in a dynamic and competitive global landscape. Join us in redefining luxury and achieving financial excellence with The Italian Mind®.

Join us on this transformative journey as we push the boundaries of luxury, reimagining
what it means to connect with human values and behaviors in today's ever-evolving global
landscape. This is The Italian Mind®.

Lessons in Modern Marketing Management

Tempo di lettura: 17 minuti

BRUNELLESCHI FILIPPO LAPI, the top manager of the Duomo in Florence

Suspended 50 meters above the ground, amidst a labyrinthine network of ropes, pulleys, and weights, all powered by two determined oxen – you are not part of an ordinary construction site. You are a member of an orchestra of human resilience, daring vision, and sheer innovation. With each twist and turn, bricks, concrete, and diluted wine flasks - in this realm, work safety is no laughing matter - are hoisted and passed along.

For a decade, you and 85 comrades have traded shifts under the searing sun and biting cold. You're not just building; you're forging a symbol that will transcend time and space. The precise "herringbone" pattern you lay, guided by Brunelleschi's brilliance, will find its way onto Facebook feeds magically crossing half a millennium time span as if it were a couple of weeks.

True innovation can't be confined to rigid frameworks or reduced to numerical formulas. It thrives in narratives that stand on a grand vision and true human ambition, defying conventional and myopic wisdom sought by risk-averse and self-glorifying authorities. Bureaucracies cannot produce dreams that turn into realities. There just won’t be any construction, be that physical or spiritual, without a truly human intent, without a pulsing desire for change, unbridled and unconstrained by rules and dogmas. (James C. Scott, "Seeing like a state").

Any system claiming all-encompassing knowledge is bound to short-circuit. The absence of surprise denies us the thrill of tackling the unforeseen. It kills the power of imagination and dooms us to small incremental and sad changes, mere quantitative steps forward that can be booked and recorded as progress right when they belly the very suppression of human inventiveness. (Rory Sutherland, "The problem with Marxism is too much sense")

The construction of Santa Maria del Fiore's dome, orchestrated by Filippo Brunelleschi Lapi, and now brought to life through the majestic digital reconstruction of Margaret Haines' "Years of the Dome," unveils the management artistry required to conquer the unknown. (Margaret Haines, "Myth And Management In The Construction Of Brunelleschi’s Cupola")

An artistry, an elegant movement, a dance almost, jostling between amazing complexities, never seen before, and yet faced head-on. An attitude simply unfathomable in today's world, where the biggest comfort, the most valuable accomplishment seems to be found in the recoiling from any unknown, from anything that is not well defined and apt to fall under standard, well-rehearsed and formally approved classification methods. Ledger entry is the new rule of the world. 

But reality is stronger than our desire for security and predictability. The more we cling to prefabricated models the more they prove vulnerable precisely to that one random event that escaped and thwarted the omniscience of the all-powerful algorithm, even the one concocted by Nobel-quality minds. The “failed genius” of the LCTM saga still stands to prove and remind us of just that. The global bet on “scientific safety” almost plunged the world into financial annihilation.  (When Genius Failed, The Rise and Fall of Long-Term Capital Management).

Challenging Financial Hypernorms: Unveiling the Human Element

The neo-liberal construct of the markets as an emotionless combination of superhighways where raw data are in a state of constant flux enabling rational decisions devoid of any possible human bias proved to be tragically misguided in 1998. At every opening, the markets do not just start from scratch, as if the previous day had never existed. 

Sediments of memories, specs of emotions, and human bias of all sorts play havoc with the traders’ minds, with the “humans”. They do remember and act upon their feelings too.

In the end, those feelings proved stronger than LCTM algorithm. History taught us yet another lesson and yet our urge to escape uncertainty and unpredictability not only persists despite recurrent "system failures," but seems to be on the increase, leading to the emergence of hypernorms – rigid value systems spanning economic and social realms that need no uncovering of their fictional pretenses and yet, are believed and revered as mystical, divine-like commandments.

Neoliberalism's portrayal of an optimally efficient market, driven by ever-optimizing individuals bent on a relentless pursuit of their own economic value is the financial version of that architectural hallucination encapsulated in Le Corbusier's abstract Paris – a dystopic departure not only from reality but from sanity altogether.

How precarious this construct is well shown by the preferences, vehemently expressed, by two groups of volunteers to a British utility’s survey enticing the participants by offering a possible 1.000 GBP windfall on the one hand and a…plastic penguin on the other. The penguin, with a mark-to-market price of 15 “quid”, proved to retain a much higher value than the alternative monetary recompense. A lucky winner who was handed down the “hard cashdemanded the same to be swapped for the penguin. There goes the myth of the Homo Economicus down the drain. (Rory Sutherland, Alchemy, The Surprising Power Of Ideas That Do Not Make Sense)

Yet, modern finance keeps orbiting twin suns: absolute freedom paired with perfect economic auto-determination on the one side and the "shareholder theory" on the other. 

The latter functions as a theoretical compass able to rationalize even the incomprehensible and most secretive human behaviors in order to then magically recompose all inconsistencies under an infallible order that can make sense even of….the penguin.  

On these pristine and reassuring Cartesian axes, human life unfolds rationally, managed by mathematical indices and alert systems that grapple with any type of risk. 

The system can easily spot and discard "zombies" (How to avoid a corporate zombie apocalypse, FT, February 5, 2020), so to make room for innovation as long as the same is cleared by a deluge legal, fairness and feasibility opinions that end up building a world of their own, so entangled to suffocate creativity and innovation without securing risk minimization and control. And how could they? Data and signed-off-best practices are inherently backward-looking. All sets of data share a common birthplace: the past. Hence, they cannot safeguard us against the future. (The Wall Street Dilemma, Harvard Business Review)

Unveiling the Thread of Economic Narratives: From Brunelleschi to Starbucks

So immersed in an anesthetized world shy of risk, bent on procedural compliance and personal reputation safeguarding as the ultimate achievement, we naturally tend to suppress and dismiss that natural urge to express our unique human singularity

That comes at a great cost as a truly functioning and value-creating corporate entity has no chance to materialize without the unbridled spirit of the “homo faber”, the true creator and not the mere life-less proofer, free only to execute a set of pre-arranged objectives. 

Starbucks:  Modern Marketing Management & Marco Gianni

There can be no economic growth in a corporate landscape that stifles creativity and courage by suppressing human singularity, spontaneity and solidarity for the sake of a “play it safe” attitude that will fail at both generating innovation and insulating us from the risk and incertitude of the future. (Escaping the Fantasy Land of Freedom in Organizations: The Contribution of Hannah Arendt, Yuliya Shymko1 · Sandrine Frémeaux 1,2, Journal of Business Ethics, 2022).

Doubting the system's self-regulatory efficiency seems not only possible ma plausible and rationale indeed.  

A whole array of financial monitoring mechanisms, epitomized by Basel I, II, III, IV – akin to sequels of a Hollywood blockbuster – and by the Bank for International Settlement vouched for Credit Suisse's solvency, even as it faced an existential crisis. 

The grandest parade of numbers and ratios was put on stage, from LTCR (Long-Term Resilience Rate), HQLA (High-Quality Liquid Asset Rate), and above all, an LCR (Liquidity Coverage Ratio) of 150% (Credit Suisse Group takes decisive action to pre-emptively strengthen liquidity and announces public tender offers for debt securities, Credit Suisse, Ad hoc announcement pursuant to Art. 53 LR): all the capital and risk managing requirements were not only met but exceeded. And yet.

Such skepticism is only compounded by the system knee-jerk-movements that see it passing from relying on an ultra-sophisticated dataset, undecipherable by the layman, to those other indicators made up by the “lattes and macchiatos” dished out by Starbucks, now magically elected to the role of official “pulse” of USA global economy. (Corporate America is over-caffeinated, let us hope our dependence on the fragile US consumer holds up, FT, September 8, 2019).

In that magical and neat dichotomy of "latte makers" and "latte takers," that makes up the world economy, the Starbucks consumer comes to embody the shifting economic landscape, the real one, the “main street one” (Fed Officials Warn Consumer Is Alone in Carrying U.S. Economy, Bloomberg) and Howard Schultz, a modern-day counterpart to Brunelleschi is the new oracle summoned by the summit of a political power (Howard Schultz Wants to Change the Country With Starbucks | Time Magazine) trying to make sense of things, trying to read the future on the basis of that perfect alternate of caffeinated and decaffeinated offering that comes in all possible varieties of flavor combination so to truly accommodate the human necessity to express its individuality and authenticity adhering to shades of lattes and hair coloring. It's just magic!  (Consumer Society, J. Boudrillard).

From the Brunelleschi Dome's grandeur to LTCM's downfall, from the financial crisis of 2008 to the Swiss bank's fallibility, and from Starbucks' rise as an economic oracle to the era of neoliberalism and the emancipation of human irrationality – what unites these narratives? A herringbone-like thread stitches these stories across centuries, weaving a tapestry of economic and social evolution within the confines of fleeting lines.

Brunelleschi's Vision: A Lesson in Governance and Resilience

It all comes together in a single word: Governance

The essence of governance, as demonstrated by Brunelleschi, intricately complements the tangible herringbone-arranged bricks with an intangible but equally crucial factor. The fusion of tangible and intangible proprietary and distinctive assets forms the heart of a strategy akin to a VRIO value template: valuable, rare, inimitable, organized

Remarkably ahead of his time by about five centuries, Brunelleschi's approach predated even the insights of modern consulting giants like McKinsey. (Getting tangible about intangibles: The future of growth and productivity?; McKinsey)

Marco Gianni & Brunelleschi :: marketing strategy

Despite its Renaissance charm, the organization and execution of work during Brunelleschi's era were anything but romantic or epic. Hierarchical divisions were strict, and worker categories were meticulously regulated – a symphony of roles, titles, and compensations. However, the reality mirrored a contemporary Foxconn assembly line more than the artisan workshops we imagine today.

Nonetheless, Brunelleschi's brilliance lay in his grasp of a complex system's efficient functioning. He perceived the absolute interdependence of factors that, when combined, morphed into a distinct unit, transcending simple algebraic sums. No one could claim exclusive ownership of this unique outcome. There was no hierarchy of contribution; every element, in its dynamic unity, forged a new complementarity, birthing transformative value.

The millions of bricks, master masons, and pulleys weren't mere entries on a balance sheet for cold cost analysis. They defied reduction to numerical efficiency; their value couldn't be assessed solely on paper or a screen. 

Could a Ligurian master be replaced with a Tuscan one due to lower costs?

In the time of the Opera, the "ICT", Information Communication Technology, that facilitated modern integrated value chains didn't exist. Today’s shift towards reshoring (Rana Forhoorar, Homecoming, the path to prosperity in a post-global world) not only acknowledges pandemic-induced managerial vulnerabilities but also dismantles that offshoot of neoliberal theoretical efficiency by which all connections and intertwining between economic development and geographical location can be scissored, simply disposed of, in the name of an overarching and self-implementing value maximizing logic. Another Le Corbusier-like-Paris. A dystopian vision embedded in a solemn and barren, lifeless grandeur. (After Neoliberalism All Economics Is Local, Rana Forohar, Foreign Affairs)

Driven by numerical efficiency, the relationship between humans and territory, that intrinsic "embeddedness" (Il segreto italiano, Treccani) vital for the financial sustainability and resilience of both companies and their communities (A return to 1970s stagflation is only a broken supply chain away, FT), has decimated entire communities (A system in crisis: can capitalism survive? The university of Chicago booth, YouTube) and would have quite likely prevented the building of the Dome.

But fortunately, Brunelleschi's legacy is still standing tall and reminds us of the vital interconnectedness between people and the land they inhabit, a lesson now echoed by the resurgence of local-centric economics.

Unveiling the Essence: The Intertwining of Material and Immaterial in the Renaissance

The interplay between the tangible and intangible, humans and their surroundings, emerges vividly from insights garnered from studies surrounding the Opera, now accessible through Haines' digital reconstruction: 

“…..The festivities celebrating the construction provide a glimpse into the camaraderie that characterized Brunelleschi's dome craftsmen. The tightly-knit group's cohesion and trust on the worksite likely contributed to its safety despite the daunting challenges. The fellow mason, stonemason, or laborer next to each worker became a familiar companion. The gradual dome construction aligned with steady public funding, daring construction techniques, and a cohesive local workforce. The commission felt the city's will, bearing the mantle of proper administration and construction site management in the eyes of both Florentines and God”.

(And the Formlessness, Finally, Takes Shape... Studies around Santa Maria del Fiore in memory of Patrizio Osticresi, edited by Lorenzo Fabbri Annamaria Giusti)

Yuri Biondi's "The Firm As An Entity: Management, Organisation, Accounting, paper 46, University of Brescia," outlines the "accountant" version of the Dome's essence. 

This essence of an organization, of a corporate entity lies within the specific "intent" around which all factors—both tangible and intangible—organize: "....This new intentional constituent doesn't merely create an entity as an association of independent resource owners. It shapes the whole wherein functioning constituents make the activity of becoming the whole distinct from the mere sum of interplaying parts..."

A perpetual journey of becoming, an uninterrupted progression propelled by a shared and participatory "intent": this is the throbbing pulse that has to run through the veins of corporate organization in order to turn them into real value creators and not just more or less well-organized assembly of people and things. 

Without the added value of gratuitous participation, supported by a robust foundation of genuine trust, there will always be a looming risk of optimization for the distant past without even realizing it.

The skeptics will only have to consider the enduring architectural "landmark" that spans five centuries, a quite tangible testament to shared intent. The hard-core skeptics will be comforted by "best practices" with an operational record spanning around 20 million years—the tenure of the "bees" on planet earth. Their shared intent prevents pure short-term financial metrics and blind adherence to uniform behavior both granting immediate comfort for the present, perilous for the future.

Do you think Is just a fairy tale financial theory? Think again. 

IBM's unraveling offers a cautionary and very much down-to-earth saga. 

It was precisely a lack of innate system-wide balancing tension that couldn't save it from corporate bureaucracy, lack of foresight, and ultimate decline. 

The Homo Economicus paradigm failed to gauge the trade-off with the tech giant: “my obedience and full compliance for a life of…job security”.  

If employees had sensed and reported the winds of innovation, the advent of the desktop, perhaps the once-monolithic IBM would've veered course, as their voices transformed a Top-Down culture into a Bottom-Up melody. 

But conformity and psychological bunking in the “it’s not my job” attitude are much more appealing and easier than coming to terms with the need to scan the horizon for your own good. A company culture that fosters and nourishes such a mentality, such a stance on life will not only benefit its employees but it’s very survival to the advantage of the ultimate and true beneficiary of the entire corporate construct according to that very ideology that champions the logic of cold numbers as the one and only True North: the stockholder (Wall Street, an Oliver Stone Movie).    

In the grand tapestry of history, Brunelleschi's dome and the industrious bees illuminate a profound truth: a shared intent harmonizing the tangible and immaterial, is the heartbeat that sustains organizations through time.

Embracing Reality: A Call for True Innovation in Business and Governance

In the intricate web of complex systems, a prominent anomaly appears to be a new engrained defective feature—a potent "bug," a "virus" that thrives in diverse environments, from macro-integrated systems to micro-level business operations. This anomaly champions the maximization of incentives that bolster the "status quo," breeding mental inertia even before economic stagnation can set in.

Again, we should look a “nature”, at the “Bee Inc” operating mode where a small but vital percentage of the swarm preserves an invaluable freedom. These bees, unbound by their peers' pollen-rich "deposits," venture into uncharted routes, recognizing the necessity of embracing randomness and unexpected upsides to safeguard against predatory attitudes towards present resources. A pursuit of short-term financial maximization, scholars affirm, would have driven the bees to extinction over millions of years—far less time than IBM needed to plummet from the ivory peak of the tech kingdom.  

Brunelleschi's brilliance was not just in architectural prowess but in fostering a dialogue among his "collaborators." By creating prerequisites for real-time updates and dismantling information "silos," he thwarted disastrous inefficiencies stemming from the inevitable turf wars (Gillian Tett, the Silo Effect: The Peril of Expertise and the Promise of Breaking Down Barriers).

Both in the intricate corporate systems of sprawling multinationals as well as in SME’s realm, the bias toward "status quo", the cautious proceeding on a path of incremental innovation prevails, mercilessly suffocating all possible bouts of genuine transformation (The Economist: Innovation beyond the comfort zone - White Paper by Équité | Dr. Daniel Langer).

True innovation requires a Copernican shift in governance, it demands the courage and honesty to acknowledge and level with the everyday reality that business has and will have to face for a very long future: a reality of radical uncertainty (Radical Uncertainty, decision-making beyond the numbers, M. King, J. Kay) and aptly encapsulated in the V.U.C. An acronym, denoting volatility, uncertainty, complexity, and ambiguity (McKinsey, The 5 Trademarks of Agile Organizations)

So, what's the antidote? It lies in embracing the messiness of reality and facing the music, possibly jazz music as advocated by Frank J. Barrett: "Say yes to the mess acknowledging the enterprise's inherent condition as one that is “teetering on the edge of the unknown and ready to embrace it”.

The assonance between jazz and business, delineated by management professor and jazz musician Scott, is striking. If business management is a liberal art—a marriage of discovery and knowledge, steadily honed over time (P. Drucker, The Practice of Management)—then the prevalent managerial approach appears grossly inefficient. Relying on predetermined inputs and outputs, driven by assumptions formulated in laboratories or, in the age of remote work, even kitchen dens, falls short. Od a very long mile.

In Scott's musical analogy and Drucker's managerial vision, management shapes power dynamics, structures value, and outlines responsibilities within the corporate landscape. To navigate the complexities of the modern business realm, an evolved approach is required: one that recognizes uncertainty as an ally, innovation as a force, and embraces reality's messiness to usher in a transformative era of governance and business excellence.

Beyond Structure: The Unstructured Prelude to Innovation in Jazz and Business

In both the realm of jazz and business, unstructured participation within a community narrative lay the foundation for a unique camaraderie. This organic aggregation, free from rigid classifications and roles, often reminiscent of “coffee shop chill”, sparks natural conversations that then evolve into a threaded and co-created corporate narrative.

This narrative proves vital during periods of uncertainty, providing a precious compass to navigate unchartered waters. And only unchartered waters are worth navigating and exploring.  Procedural shortcuts are reevaluated, morphing into bottom-up innovation. The shared narrative acts as a behavioral coagulant, enabling rapid, efficient decision-making in alignment with the ever-shifting market sentiment.

the structure of modern marketing management:  Marco Gianni

Central to this concept is the notion of "peripheral participation." Operational notes are exchanged, deconstructed, and reconstructed among diverse roles—managers, line-workers, engineers, legal officers—all on equal footing just as it happens with a jazz band rehearsing for a session.  Ego relinquishment, untethering from functional and bureaucratic labels, becomes the litmus test. 

On this track, the corporate entity embarks on authentic diversification, establishing a distinctive positioning that fosters a potent, long-term competitive edge

This edge springs from the intangible, from internal coordination, from the intent unique to that enterprise—a genetic mutation that differentiates the mere corporate entity, the ensemble of people and things neatly recorded on a ledger and, while on the other side of the moon, fully invisible to the newtonians reductionist blinded by his own faked numerical efficiency, lays the corporate persona (The Hero and the Outlaw, M. Mark & C.S. Pearson).

This corporate persona radiates character at every consumer touchpoint, be it physical or digital, culminating in the realization of the elusive "branded experience" naturally blossoming out of that wicked experience emerging from a unique combination of people, purpose, place, and product" (Re-Engineering Retail, Doug Stephens).

From Brunelleschi's architectural feats to Drucker's modern management principles, resonating with retail guru D. Steven and the jazz musings of J. Scott, a common thread emerges—a herringbone arrangement of bricks, symbolizing structural support and coherence for the entire corporate framework.

This support grows proportionally as the structure expands, assimilating new functionalities and competencies that harmoniously integrate. Gone are the days of gravitational collapses caused by artificial frames and prepackaged interpretations of external reality. Instead, a path of mutual parity and dignity emerges, epitomizing the value of individual contributions as agents of action, not just mere performers free to comply and not to create. Easier said than done.

Large-scale analyses such as this one often incite skepticism, leading to the inevitable question, "…and then what?

Practical application, the transition from theory to action, becomes a natural aspiration. The desire for tangible outcomes from complex frameworks it’s only understandable.

Beyond Conformity: Embracing the Paradoxes of Modern Commerce

And then what? 

Beyond the rhetoric, lies the pursuit of something far more profound—the creation of an utterly unique, astonishingly evocative, and emotionally charged value proposition that defies prediction. This value beckons consumers to engage with the essence of a message, a full-blown philosophy, a value system, where the product or service becomes an exquisitely crafted "proxy," a conduit for something greater. Yet, reaching this point mandates establishing a set of shared values through dialogue—ironically conducted away from the media cacophony of "buy me" shouts that saturate both traditional and digital channels.

And then what? 

The organizational structure must transcend the mechanical and take on a living essence. Like a sentient entity, a company should emanate its own "humanity." An inclination for dialogue beyond the confines of commerce becomes essential—a dialogue that fosters intimacy, co-creation, and a shared sense of purpose. Only then can the ultimate goal be achieved: the embodiment of value in the form of goods sold.

The inescapable commercial imperative compels companies to shed their bureaucratic trappings—pre-formed, cold, and externally focused entities fixated on a single metric: maximizing the economic value of production factors. This metric drives a deluge of strategic rationalizations, but can it genuinely connect with the capricious jazz of the unpredictable consumer? A company unable to internalize the market's cutting edge, failing to orchestrate the symphony of consumer desires, will falter. It won't sell.

And "The Big Con." shortcuts won’t help either. (The Big Con," Marianna Mazzucato, Rosie Collington). 

the big con, Mariana mazuccato

Segmentation by economic "type," a fantastical if not phantasmagorical phenomenon magically borne out of the secret formulas of a Big Con that proved perfectly ambidextrous at “infantilizing” the British public sector and at sedating the once vigorous "animal spirits" of business leaders is now collapsing under its own shortcomings well revealed, again, by dropping…sales!

Big Con, short for the global consultancy world, has crafted and sold a rigid, linear correlation between offerings quality and consumer types, a symmetrical and mechanical hinging on a segmentation of the consumers, all of us, so immanent to make Plato's allegorical gold, silver and bronze souls pale. 

However, Big Con is coming home to roost. And it was about time. If only logic and deductive numerical processes applied in the fictional world of the “focus groups” could be enough to cover the whole spectrum of commercial success we would still be short of a Sony Walkman and a Red Bull, “the worst ever tasting drink I’ve ever tried and that would not drink even if paid to”. This is the sentencing of the head of one of the most renewed agencies focusing on ..focus groups. Less focusing and more exploring are called for. Again, look at the bees. A 20 million-year-old operation should tell you something. 

And then what? 

A company entrenched in bureaucratic lethargy, sluggishness, and rigidity will inadvertently commit the gravest "commercial crime": boredom as well pointed out by Remo Ruffini, the Genius of Moncler: “Difficulty is not the enemy -boring is” (Moncler’s Genius collab hit machine to extend to art, music, sports, Vogue Business)

In a world of sophisticated markets and astute consumers, slow, mechanical, and bureaucratic production cannot penetrate mobile device screens. Instead, it bounces off, as data reveals (Harvard Business Review, Branding in the Age of Social Media, by Douglas Holt).

The wisdom in the "then" is best epitomized by Gerscovich, founder of I.O.A.L., Industry Of All Nations, a pioneer in sustainable consumerism. He captures the ethos of the 3% that constitutes 40% of Farefetch's sustainable product purchases. Gerscovich underscores a powerful truth: products and messages merely “produced” by corporate entities as opposed to the ones “created” are dismissed as “orphan” products evoking a genuine "disgust" within discerning, ethically conscious consumers, who yearn for something authentic (The Sum of All Small Things, Elizabeth Currid-Halkett).

Reimagining Commerce: From Mundane to Meaningful

And then what? 

To forge ahead, we must glance back, embracing inventiveness and the audacity to break free from the cage of logical constraints. Courageously defying norms, Alberto Alessi's words resonate: "transgression that pleases the common people, manifesting itself in objects that break the rules while keeping one foot in the market." This original ethos finds resonance in Aurelio Zanotta's insights: "We must present the public with a production that has specific functions but also has innovative and emotional qualities."

The reinvigoration of "Made in Italy," which is experiencing a decline in one of its key markets, the USA, (Daniel Langer, Why Luxury Brands Must Think Differently in 2023, Jing Daily), can harmonize with a long-standing tradition of unmatched skills and unconstrained thinking. This tradition, unshackled from market concerns and disdainful of "focus groups," has the potential to redefine today's "monodirectional" capitalism escaping the compressing metrics of the financial trinity of ROE, ROA, and ROI.

In fact, Made in Italy's evolution hinges on a newly found internal coherence, shared among all stakeholders. Failing to evolve as a cohesive system, neglecting the organizational foundations that could restore man as "homo faber" rather than a mere "animal laborans," is more than a mere failure to meet "G" in "ESG." Its forfeiting equals recoiling from a competitive footing and from the opportunity to distinguish oneself based on the most relevant market-driven criteria.

A newfound common ambition, an awakening to the indispensability of the "Italian system," could propel the Nation Brand to not only identify but assert itself as a "leader" in shaping the economy. The aspiration is a paradigm shift toward stakeholder capitalism, as envisioned by Lorenzo Bertelli: "The dream is to move towards stakeholder capitalism" (Could Made in Italy become synonymous with sustainability? Vogue Business).

And then what? 

Let's conclude with wisdom from Professor Aswath Damodaran, a finance luminary renowned for corporate valuation strategies. His "Investing and Valuation Lessons from the Renaissance" delineates three guiding principles for financial efficiency and analysis. These principles include the revival of "faith" and coherence as vital resources, the embrace of humility as a structural facet of economic efficiency, and the perpetual amalgamation of art and science in harmony with Peter Drucker's bedrock management principle.

Luxury Marketing Strategies: Today's Generation

Tempo di lettura: 6 minuti

Grandma, would you mind lending me the Kelly bag?

There's something fascinating about the way luxury intersects with the financial markets. 

The staggering $30 billion aggregate market cap loss suffered by the industry in May (BOF, Luxury Stocks Lose $30 Billion in One Day on Demand Fears) and the more recent Richemont's 5% decline (BOF, Richemont Drops on Signs Luxury Demand Falling in US, China) captivate us more than the ups and downs of, say, the car market, both new and pre-owned, fixed income, or the now struggling commercial real estate.

It's easier to relate to tangible objects like a watch, a pen, or a belt, and for the fortunate few, to collections of such items. Even the financial abstraction, the stock market value of those possessions, holds an allure that is just unthinkable for any other “regular” metrics such as the ones tracking numbers on Manhattan skyscrapers office vacancies.

Anytime we encounter numerical entities that go beyond our grasp, LVMH becomes the first European company to hit $500bn market value, FT -can you really make sense of 500 billion..?-  whether they're in the green or red, our eyes widen, and we instinctively touch our watches—or any other magical talismans we happen to have - that now come alive with a financial prowess we never really bothered to consider in its magnitude. It's as if we're saying, "That's me!"

I too am part of that world, of those large numbers that, unlike “regular” stock indices, we can touch and “experience” firsthand via their precious worldly embodiment.

Luxury marketing strategies: Marco Gianni

Luxury Marketing and Luxury Sagas

Anytime we step into the grand luxury stores, better said, "luxury cathedrals," we do not just proceed to “buy stuff” but we rather embark on an actual “pilgrimage”. 

There, we are greeted by prophet-like sales reps solemnly spreading the word of different “creeds”. 

They invite us to enter a realm that transcends the confines of physical space. The experience elevates us, making us feel, right there and then, true protagonists, active participants in luxury sagas we can read of in pink financial papers and glossy magazines or watch on Netflix. 

While we contemplate watches, discussing dials, and nonchalantly “dropping” archaic references with a grin of complacency that will boost our ego for the next two weeks we do feel empowered, changed, just better overall, merely at the thought of acquiring our next little, or big, treasure. Value, just as expenditure, is always a relative measure. 

Luxury has the ability to create a positive emotional vortex even between a “soulless” entity such as a “stock/share” and its perceived value. 

Mr. LVMH's analysis on the subject is spot on, as one would expect: “I'm going to disappoint you, but desirability is proportional to value," he said. "LVMH shares are also a luxury product”. (Will the extraordinary boom in luxury goods ever end? FT)

Luxury marketing for gen z: Marco Gianni

Mr. Arnault offers us a perspective often overlooked in the broad evaluations of luxury stocks. These stocks also fall in that plethora of peripheral symbolism upon which the luxury mystique is built. 

But, at a closer look, that line of thought is not all that exotic, not to be relegated to the confines of discussion debating frivolous, almost immoral, topics such as precious silk and refined, hand-applied embroidery. 

"A car is nothing other than a thousand mechanical parts and rational decision in search of a single emotion that makes them attractive and sellable"

(Kumar Galhotra, Head of Ford Motor North America)

So long to the financial artifice of the Homo Economicus and labor value theory. 

Make way, finally, for the Homo Symbolicus on the central stage of international finance. He’s been knocking on the door since 1955: “The consumer is not as functionality oriented as he used to be — if he ever really was.' (Symbols for Sale, S.J. Levy, Harvard Business Review, March-April 1955).

Homo Symbolicus: Luxury for today's market

The luxury market and its financial projections are the quintessential embodiment of Van Mises's economic theory: drawing a separation between an actual, objective value and a subjective and personally perceived one makes no sense. 

Marketing and innovative thinking: 
 Rory Sutherland (Alchemy)

All contextual and so-called ancillary values contribute to the overall value-creation process. 

Not sure? Try and have a 3-star meal while standing on a sidewalk kiosk. It does not taste that good. (Rory Sutherland, Ted talk Athens, Perspective is everything).   

In a post-capitalist, post-Fordist, and even post-Tomfordist economy—characterized by abundance and immediate access to anything, anywhere, at any time at the click of a button—the consumer's preference is the key economic driver, the only one that can give actual meaning and relevance to the labor theory of value.

Only a car that is sold to and driven by a human has value. The ones laying in outdoor parking lots do not. Those are just assembled mechanics and electronics. A car that is not driven is not a car. It’s a mere economic potentiality. 

Given the monetary interests (translation: consulting) that gravitate around that immense body of work that posits the atomized, perfectly informed, and coldly value-maximizing individual at its core, it is not a wonder that the “all-encompassing and all knowing-multi-colored-chart and infinite-spreadsheet-approach”  is still dominant and also believed by ever more quizzed buyers that are convinced to have no other choice since…everybody is, still, doing it.

But the reality is dawning. Charts no longer do. (Our volatile age defies spreadsheet strategy, G. Tett, FT)

Words, when worthy of this name, cut to the chase in a much more pragmatic, intuitive way projecting an animated image, in lively sound and colors that we can immediately relate to as we experienced it in our “real” lives.

Luxury and sacrifice by Marco Gianni: example Damodaran and Ferrari

"Grandma, can you lend me the Kelly bag?" perfectly encapsulates the spirit of our time. 

Luxury Boom: new marketing goals

The image, majestically coined by Rana Foroohar on the pages of the Financial Times (Luxury boom shows the staying power of the ultra-rich), of a young woman asking her grandmother the permission to borrow the iconic Kelly bag perfectly captures the exceptional essence of luxury and of our times in general. 

Luxury has never operated on the post-rationalization logic permeating the now, not surprisingly, much troubled "value" segment. Instead, it has always targeted something far more elusive, undefinable, unquantifiable, and infinitely more strategic and important—a mindset passed down through generations.

As Daniel Langer, one of the leading experts in the field, puts it (In Luxury, Mindset Is All That Matters, Jing Daily), it is only that intangible asset, that mental approach, much before any strategic elaboration, that can preserve luxury within the realm of dreams, a realm so cherished and yet so inaccessible by all the value creation “rationalists”, the “reductionist Newtonians” as Rory Sutherland puts it (Alchemy, The Magic of Original Thinking in a World of Mind-Numbing Conformity, Rory Sutherland).

The industry news constantly bombards us with headlines about executive changes (Kering tries to fix Gucci with management overhaul; FT) and alliances and strategic acquisitions by major players to ensure the efficiency and sustainability of value chains (Italian Fashion Groups Set Aside Rivalries to Preserve 'Made in Italy'; BOF). These are all valid endeavors that warrant pursuit and implementation.

However, the risk of solely relying on what can be quantified, explained, aggregated, maximized, and reported with apparent objectivity as the ultimate strategic horizon is the most perilous path one can take. 

Luxury marketing strategies: Marco Gianni

The correctness and logic of the decision-making process alone do not guarantee ensuring strategic soundness. All aggregate data analysis is useless if an emotion is not sparked. 

If luxury is losing ground, as it seems, it means it is not creating real, meaningful value. So, it is not luxury by default. Today's economic challenge, at large, is not to just create perfectly functioning objects but object-cause of desire. Lacan “nailed it” and so did, in 1901, W.R. Leach in his seminal work The Land of Desire: “Without desire, a market can never truly thrive”. 

So, dear grandma, could you please lend me the Kelly bag?

Marco Gianni Esq.

Head of strategy at 

True Luxury is Never "Comfortable"

Tempo di lettura: 7 minuti

LUXURY MARKETING STRATEGY - Professor Aswath Damodaran is one of the greatest names in corporate finance, an absolute luminary in the field of financial valuation strategy.

Read more: True Luxury is Never "Comfortable"

He is active on the stages of the world's most prestigious university classrooms, and capable of single-handedly influencing the stock valuations of the largest multinationals.

In his numerous talks, Prof. Damodaran often cites the "Ferrari" case as one of the highest expressions of what Dr. Daniel Langer, a global authority in the luxury market and consultant for Ferrari among others, defines as ALV, Added Luxury Value – that nonlinear value creation ability that only luxury possesses.

Dr. Marco Gianni, representative of Dr. Langer for the Italian market, elaborates on the topic in this article with a cross-cutting view of the financial-business analysis approach expressed by Professor Damodaran, as presented in his talk at the CFA Association Switzerland.

The Ferrari brand stands out among all other automotive companies for a profitability that does not belong to the car market. 

Ferrari is not an automotive company

The explanation? Ferrari is not an automotive company and should not be valued as such. 

Words have tremendous power, rarely adequately considered, in constructing the proper mental framework to evaluate a company's economic development space. 

If one considers Uber as a car-sharing company, it will move and compete in a market worth about $100 billion, but if, instead, it is qualified as a "logistics" enterprise, the reference market will be worth $300 billion. 

Luxury marketing strategy and sacrifice by Marco Gianni: example Damodaran and Ferrari

The acquisition of new market share will have a different impact depending on whether it occurs in the former rather than the latter economic space. 

The purchase of a Ferrari offers none of the practicalities and functionalities of a normal car and surpasses the "discomfort" or driving difficulties of even other high-level sports brands like Porsche or Aston Martin. 

The purchase of a Ferrari is, as Damodaran says, the purchase of a ticket to a super-exclusive club, totally "impermeable" to any macroeconomic movement, well insulated from all those factors that affect or afflict ordinary mortals or even those not so common who can afford only a Maserati Ghibli. 

Read this for more insight on Luxury Marketing Strategy

Luxury: Ticket to a super-exclusive club

Luxury marketing strategy and sacrifice by Marco Gianni: example Damodaran and Ferrari

The quintessential luxury trait of a Ferrari is revealed by the longevity of the brand, understood as complete emancipation and prior renunciation even of that mode of use distinctive of every mechanical construct composed of 4 wheels and an engine: the act of driving. 

A Ferrari can simply exist for it own sake. The reason it exists is completely intrinsic and self-sufficient. 

No functionality is required except in a potentiality that may never materialize or may only happen once a year, thus trespassing into another realm, that of ritual, procession, and celebration. 

Never just simple "driving". 

So, the behavior of the Professor's neighbor who is "content" to drive around the block once a year and then leave his “red-one” well-guarded in a secure garage doesn't seem all that extravagant. 

Knowing that the Ferrari is parked in a hyper-security garage is all he needs to rationalize the expense. 

Paying for state-of-the-art electronic security or armed guards that protect it is not perceived as an additional cost but as a satisfaction-generating factor: it's like keeping the sacred flame of a modern vestal virgin alive. 

Luxury: A satisfaction-generating factor

The Professor's narrative captures the very essence, the differentiating value of a Ferrari, as an embodiment of the concept of luxury that, in my view, cannot rely "solely" on scarcity. 

The reference to the "Ghibli case," the accessible luxury model from Maserati, is perfectly centered as an inevitable trade-off between expanding market share and declining profitability. 

This is due to both increased production costs and the loss of brand value in terms of "exclusivity and uniqueness". 

Now, my assertion is that even if Maserati, or any other high-end sports car brand, were to limit and reduce the quantity of their production to imitate Ferrari, they would never achieve the net profitability of 18% attained by the prancing horse. 

Luxury marketing strategy and sacrifice by Marco Gianni: example Damodaran and Ferrari

The secret of the Ferrari brand lies at a deeper psychological level, well beyond the awareness of participating in one of the most exclusive clubs in the world. 

Out of pure curiosity, one notes that the most exclusive club in the world is that of combat jet pilots who have pressed the "eject" button of their supersonic aircraft. And that cannot just be a freak occurrence.

Luxury Marketing Strategy: the real cost

Every authentic luxury item entails a level of sacrifice that cannot be confined to the economic sphere. 

The rigorous criteria for purchasing and the willingness to submit to the "Ferrari House Code of Conduct" which does not shy away from expressing the most blatant "reprimands" for famous and wealthy clients like Justin Bieber, Floyd Mayweather, and even one of the untouchable Kardashians, are those "soft" factors that delineate a very clear and precise boundary between those who belong and those who do not. 

Accepting any form of limitation on the use of an asset of which exclusive ownership has been acquired is the greatest "marker" of the brand's value as an expression of a true cosmos of well-defined values. 

Luxury marketing strategy and sacrifice by Marco Gianni: example Damodaran and Ferrari

So, money alone is not enough. 

There is no defying the laws of financial gravity without a true and complete commitment to a code of values that all devotes abide by. 

Non-compliant behavior would be the greatest value destroyer. An unacceptable risk. 

But even this analysis does not provide the true "key" unlocking the “magic” of the brand. 

My assertion is that the day Ferrari starts producing efficient, flawless, reliable cars like Porsche, it will lose market share. It will just be another sports car. Fast, expensive, but still a car that falls within the realm of "usability," perhaps with excessive functionalities, but not nearly as exotic and “wild” as only a Ferrari can be. A Porsche, after all, is made to be driven, even for grocery shopping. 

The luxurious waste of Ferrari, on the other hand, lies in the fact that the car is not perfect! Because that's how it's intended! It's not perfect, stable, or reliable at all, given its price tag! 

And precisely this is a source of PRIDE! 

"…Hear, my lord," said Goneril. "Why do you need twenty, ten, or five people to look after you in a house where twice the number are ordered to serve you?" "Why do you need even one?" said Regan. "Oh, don't argue about necessity! Even our meanest beggars have things they can do without. If you don't give a man more than he needs, his life won't be any better than an animal's. You're a lady. If you dress only to keep warm, then there wouldn't be any need for the beautiful fashionable clothes you wear, which barely keep you warm. But true need..." 
Shakespeare (King Lear, Act II, Scene IV) has captured it perfectly. 

No true luxury exists without true excess, which guarantees complete emancipation from anything even remotely oriented towards functionality or subject even to the most imaginative and exaggerated attempts at rationalization. 

A Ferrari cannot be rationalized. It makes no sense from any logical perspective. The essence of Ferrari is to challenge logic in a very unique way, all its own. 

Marketing Strategy: challenge logic in a very unique way

To realize itself, to fulfill the buyer, a Ferrari cannot simply be purchased. It must be "mastered" to enter that club that is not comprised of "mere" Ferrari owners, but of true Ferraristas. 

The difference is as subtle as it is profound. The Ferrarista is knowledgeable about all things Ferrari. He converses with Ferrari mechanics at the dealership with familiarity, frowns down with satisfaction and inexplicable joy in the face of problems that should never arise. 

This is the quintessence of luxury: the ability to transform a flaw into an exclusive feature to be appreciated, understood, and confronted, only by those who are “in the know”. 

These are the distinguishing marks of exclusivity and membership, triggering a positive economic response for the brand by generating a desire that extends far beyond the initial level of admission – owning the car – to continuously progress with the need to increase and demonstrate one's status and position as a true Ferrarista through the purchase of more Ferraris, participation in events and competitions, and so on. This is the pinnacle of an unstoppable Customer Lifetime Value (CLV). 

Luxury and sacrifice by Marco Gianni: example Damodaran and Ferrari

To translate all this into an economic narrative that paves a smooth path to financial sustainability, Ferrari not only needs to avoid diluting its value through increased production but also must ensure the ongoing creation of true Ferraristas. 

These are the individuals who don't fret over the fact that the technology on the car dashboard hasn't improved a bit in the last ten years. It's like using an iPhone 6. A leap back in time. 

So, how can new Ferraristas be cultivated and not become scarce? Ferrari must invest deeply in areas beyond the automotive/racing/engine world. This is part of the luxury marketing strategy.

The foray into fashion is a clear sign of this awareness. Gaming must also be incorporated on a grand scale, with extended and immersive reality, placements in films, possibly art fairs, sponsorship of a female Ferrari racing team, and any other endeavor that will oversee Ferrari's social relevance as a creator of meaning outside its characteristic industrial perimeter. 

Luxury must be permeated by a so distinct and unique a "meaning" that today can no longer be guaranteed by the past or by ordinary and "discounted" efforts like racing or the construction of a new Ferrari Park or a necessary renovation of the Ferrari Museum in Modena. 

"In a world of physical abundance, it's a lack of meaning that can kill you."
(V. Frankl, Man's Search for Meaning). 

The Ferrarista knows they can go from 0 to 100 in 4 seconds if they wished; the exceptional is within reach; the Ferrarista is the pilot who can eject the seat from a supersonic plane. 

Luxury: The exceptional is within reach

It will all revolve around the continuous creation of meaning that can give even an inert Ferrari in your garage a sense. It's about keeping the flame alive, never letting it extinguish under the threat of capital punishment. 

This is not just about a simple community but about true "communion," one that makes you adhere to the norm even when "no one is watching." 

It's the belief that forgives imperfection because true value is much higher. This is the challenge, and it's by no means a small undertaking, not even for Ferrari. 

Dr. Marco Gianni, Esq., Luxury Marketing Strategy Specialist

Arrogance Doesn't Pay Off

Tempo di lettura: 2 minuti

In the luxury industry, brand storytelling not only plays a fundamental role in the commercial success of products but is an integral component of the brand itself. The absence of a carefully crafted narrative centered around the customer, one that values and celebrates their uniqueness, not only leads to market share loss and missed profits but, in today's context, renders the product nothing short of "defective," inadequate for the times, and indicative of an attitude that can only be described as "arrogant."

The narrative of luxury brands and Gen Z: what changes

If arrogance or even a simple sense of "flat-out superiority" had any validity in the market, they have long lost their relevance, especially when it comes to the demographic classification known as "Gen Z." This generation has unequivocally ushered in a new operational switch favoring what has been brilliantly summarized as "barefoot luxury". This economic model allows for no forms of self-referential ostentation, not even by the most renowned luxury brands globally.

"Gen Z" is perhaps one of the most widely used and abused terms in the industry and beyond. If the frequency of its mention were proportional to the actual study and business analysis conducted in relation to this new "social" class, even before considering it as a market force, the business world would undoubtedly have a greater awareness of the epochal change it is facing. 

The economic impact of Gen Z

Unfortunately, the reality for economic operators does not confirm the equation between the mention of "Gen Z" and a genuine understanding, most likely due to the continued underestimation of its economic impact. Many brands, not yet considering Gen Z as their own customers, fail to grasp or willingly refuse to comprehend the urgent need for adaptation.

This lack of responsiveness puts them at a significant strategic disadvantage compared to those who have rationalized the "systemic" importance of this change. Daniel Langer, one of the leading industry experts, succinctly captures this notion in his latest editorial on the Jing Daily portal:

"Many managers underestimate the purchasing power of this generation, which is the wealthiest ever to enter the luxury market, especially in China. Gen Z expects the largest transfer of wealth ever. Therefore, brands that are not yet ready for this generation will pay a high price in the near future."

La comprensione del potenziale del digitale

Another critical element, particularly in the Italian landscape, is the acquisition of a true awareness of the importance of the "digital" realm. It is still seen, used, and undervalued as a mere "immaterial" extension of physical retail stores when it should possess its own narrative, emotional, and commercial distinctiveness.

This limited view of technology usage, despite its increasingly qualified, immersive, and emotional points of contact encapsulated in the term "ER" (extended reality), will prove particularly detrimental. The Generation Z, who expect to be actively engaged and surprised in every brand interaction, finds the digital touchpoint crucial. It constructs 90% of the brand's perceived value and subsequent purchasing preferences.


Creating value today means, above all, generating content that becomes a true cultural capital benefiting a new segment of customers. These customers are not interested; in fact, they detest self-celebration and self-referential narratives. 

Tradition, history, and technical abilities of a brand become increasingly irrelevant unless they create and then transfer precise and "actionable" values to this fragmented, sophisticated, and multifaceted universe known as Generation Z.