Luxury fashion businesses are looking more promising than before now that economies enter the post-pandemic period. According to recent data, the global luxury apparel market value was $308.7 billion and is forecasted to grow by more than 7% in the next three years. They need a luxury brand pricing strategy to achieve this.


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The problem is, though, that the luxury fashion market could be negatively affected by inflation and changes in consumer preferences, according to Reviews, the data analysis solution devised by digital consulting firm Lectra. That being said, businesses that want to maximise their growth potential must prepare to deal with economic challenges. One way to do that is by strategic price increases.


In this series of articles, we are going to discuss how the most successful luxury labels in the fashion industry are implementing their pricing strategy and raising their prices, how it affects the brand, and why their strategies prove to be effective. We argue that strategic price increases can benefit luxury fashion brands as well as other businesses outside of the industry.


At Taylor Wells, we believe that pricing plays a key role in maintaining excellent branding, value proposition, and profitability amidst economic and market challenges. By the end, you will know what is the right way for luxury brands to increase their prices without losing their consumers.


Table of Contents:

I. How To Combat Inflation With Luxury Brand Pricing Strategy

II. Luxury Pricing Of Goods: How To Price Products Like Rolex

III. Luxury Pricing Strategy: How To Sell A Luxury Product




luxury brand pricing strategy

How To Combat Inflation With Luxury Brand Pricing Strategy


What are the negative effects of inflation on luxury fashion brands?


1. Shoppers have less purchasing power which may change their buying frequency.


Luxury brands target consumers who are willing and able to pay more for higher quality and features. For luxury brands, the price must correspond with the quality of a product from the consumer’s perspective (as some often correlate high price with high quality). Thus, consumers spend more because it is of greater quality, components, customer care, or procedure.


Inflation reduces consumers’ purchasing power. This means that they can buy fewer items with a given amount of money than when inflation is low. One result of this is that consumers will purchase luxury products less frequently. For example, those who buy luxury clothing every month will only buy it every two or three months. This, of course, reduces a business’s sales and revenue figures.


2. Inflation may cause some buyers to rethink the products they purchase.


As customers buy less frequently the reason most likely is because they choose to buy essential goods rather than luxury brands. Essential products typically experience a much lower price elasticity than non-essentials. Folks keep buying essential goods even as prices soar. And so, consumers will have little to no more budget for luxury fashion products. They will likely consider less expensive fashion alternatives to accommodate their need for basic goods.



3. When there is less sales and revenue, there may be a lesser budget for improvement initiatives.


Luxury brands often establish industry standards for high-quality products that include both quantity and quality product attributes. In line with this, companies with luxury brands invest in research and development on a regular basis in order to maintain a competitive advantage and command luxury.


With high inflation and declining sales and revenues, this becomes even more difficult. There will be fewer funds available to invest in or hire people with the necessary skills to conduct research and experiments. Even training budgets for current employees may be reduced.


What is the pricing strategy used by a luxury brand?


Luxury labels’ pricing strategy is value-based, backed by the superiority of their products and the willingness of their customers to pay. They emphasise quality and durability above all else. This includes a focus on superior materials and expert production among other things.


Many people, for example, are willing to pay more for Kate Spade’s higher-quality bags. They are confident that it is of top quality and will last a long time. Instead of purchasing less expensive products that may be easily broken, premium pricing communicates that the products are worth the extra price. While this is a good strategy, it is still necessary to optimise prices along the way to combat the negative effects of inflation.


Discussion On Luxury Brand Pricing Strategy


Strategic pricing and price increases can help luxury brands thrive amid inflation. According to a recent study that combined data from Michael Kors, Coach, Tory Burch, and Kate Spade, premium end-of-market prices increased the most in the United States, increasing 36% in one year, compared to 26% in the United Kingdom and 20% in Europe. 


How can strategic pricing strategy and price increases help the sales of a luxury fashion brand?


Price increases, when done strategically, can help luxury brands to remain profitable despite the negative effects of inflation. A price increase can be a great way to add new revenue to a business and help maintain a healthy cash flow. Besides, increasing your prices amid inflation, also sends a message to your consumers that you are maintaining the same quality of products even as costs soar. Isn’t quality the core or luxury products?


Price increases can create customer trust even when their budgets are tight. They are well aware that prices are rising. If you don’t make any price changes, they might think you’re selling outdated or low-quality products. But what exactly does a strategic price increase entail?


What is the pricing and sales strategy of a successful fashion luxury brand?


1. Variable price increases across selected brands and SKUs


They did not increase prices by the same rates across all product categories. Dresses saw the greatest price increase (46% in one year), followed by shirts (35%), outerwear (34%), handbags (29%), and suits (25%). This is a strategic decision because consumers are more likely to spend on dresses and shirts than other products.


2. Optimised discounts based on customer group, brand and channel


They capture brand switchers and impulse buying using appealing discounts and time-limited promotions targeted to the right segments at the right time. Tory Burch offers an average discount rate of 37% in the United States, affecting 57% of its inventory. In one year, Michael Kors’ non-discounted item share fell by 14%. The number of items with a discount of 40% to 50% increased by 20% over the period, while those with a discount of 60% to 70% increased by 25%.



3. SKU-level price-profit-value modelling


They balanced price increases strategically across the long tail of products while offering customers valuable discounts and promotions to drive volume on selected best sellers. 



Implications Of Luxury Brand Pricing Strategy


Amid inflation, the trump card of luxury brands in the United States is balancing price increases to the most profitable product lines while still offering customers valuable discounts and promotions. This is a strategic technique that every business can benefit from. Deciding discount rates is critical not only for luxury brands but for any industry because excessive discounts erode brand image and eliminate added value. 


We have two points of advice for luxury brands looking to increase their prices profitably without losing sales and revenue. The first step is to form a pricing team within your organisation. Second, work to improve your commercial capabilities.


Our findings show that with the right set-up and pricing team in place, incremental earnings gains can begin to occur in less than 12 weeks. After 6 months, the team can capture at least 1.0-3.25% more margin using better price management processes. After 9-12 months, businesses often generate between 7-11% additional margin each year. As they identify more complex and previously unrealised opportunities, efficiencies, and risks.


Moreover, when a business builds and embeds commercial capability across the business; bolstering its internal pricing skills and capabilities to build a sustainable pricing system, it can generate at least 3-10% additional margin each year while protecting hard-earned revenue and volume. This is at least a 30-60% profit improvement straight to the bottom line.


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Analysts believe that companies with luxury brands have enormous growth potential in the coming years. However, if inflation persists, changes in consumer behaviour may be a barrier to gaining traction. What luxury brands need is planning. They must reconsider and future-proof their current methods.


Begin to implement strategic price increases. We’ve looked at some excellent examples of strategic pricing from luxury fashion brands. All businesses, including those outside the luxury fashion industry, can benefit from their journeys. Remember to incorporate value culture into all of your business initiatives, both internal and external.




luxury brand pricing strategy

Luxury Pricing Of Goods: How To Price Products Like Rolex 


3 Principles of Luxury Pricing


I’d like to kick off with a little-known fact to give you a clue about the secrets of luxury pricing: Did you know that some Seiko brands are more expensive than Rolex brands and mechanically better and more advanced too? Yes. In fact, the Grande Seiko range is only marginally cheaper on average than prestigious Rolex brands like Perpetual – and every bit as prestigious and quality per value-priced as Rolex.



So here’s how they do it…


The value-based pricing scheme for luxurious products typically works off three principles:


  • Quality – Only the best materials are used in manufacturing luxury products – so we are told or like to believe. As consumers, the assumption is that the wealthy elites want the very best in life. The same applies to when they buy luxury products too. They’d say, “We don’t just want our products to last (durability), we want them to look beautiful too.”


  • Heritage – Provenance and brand reputation add authenticity to a luxurious item. Consumers trust that a brand belongs to a top-class maker/manufacturer when it comes to proof and paperwork. In fact, the price of luxury goods tends to go up (or depreciate less) when there’s proof of the item’s quality and performance. And, when there’s proof of the item’s social credibility from word-of-mouth referrals.


  • Exclusivity – consumers want to believe they belong to a small, elite group when they buy a luxurious product like a Rolex watch. They want to know that there’s a ‘red velvet rope’ protecting their prized possessions. The wealthy (like the average consumer) are willing to pay a lot of money to guarantee that very few people have the luxurious item they have just bought. What’s more, they are willing to pay for the status that exclusivity brings with it.


Other aspects to consider are drivers of customer value – sometimes called the customer value proposition


  • Consumers look for functional value drivers when they buy luxury goods. Functional value drivers are important because they somewhat influence our decision to buy a luxury product. Consumers will consider the practicality and usefulness of an item, as well as how it looks aesthetically and/or how it works mechanically compared to other goods.


  • But it’s the emotional value of a luxury purchase that really drives the greatest price premiums for sellers and manufacturers of luxury products. And, this is not only true for luxury products like Rolex but also true for industrial parts and machinery items. And, even so-called commodity items like energy and fuel.  Concepts like: brand, reputation, desire for success, risk of missing out, risk of product or supply failure. And even psychological drivers like an opportunity to self-actualise; the need for success; the appearance of progression and advancement; social endorsements and validation.


Psychology and emotional cues of success and risk are the backbones of luxury pricing; giving you price premiums that are 5- 13 times greater than functional value drivers.


Just like Rolex watches. For more than a hundred years, Rolex has been the epitome of luxury watches. They have perfected technical ingenuity in spite of top-notch adversity and competition. The term “Time is money” is like a motto for Rolex. Its philosophy is “the highest quality for a high price.” A philosophy that the early founder, Hans Wilsdorf spent a vast fortune in order to advertise Rolex – not only in Europe but to the whole world.


Rolex targets rich buyers or people perceived as wealthy throughout its history. Both sets or customer groups identified closely with wealth, success and influence. Rolex knows its target market segments and they give them exactly what they want: i.e., different price points to access their ecosystem and lots of opportunities to fulfil the desire for self-actualisation. Oh, and lots of bragging rights too.



Not a Luxury Brand at First


But did you know that Rolex didn’t always start out as a luxury brand? No,  it took Hans Wilsdorf many iterations of product design and strategy to get the Rolex brand to where it is now. In fact, Hans Wilsdorf decided in 1915, to change strategy and launch a quality product for everyday use.


During those days, the idea of a small wristwatch only applied to female accessories. The assumption that men only used or wanted mechanically superior pocket watches. At this stage in society, it was believed that men were not influenced by their emotions like women; and that the concept of a wristwatch would be rejected by their affluent and purely rational male target market.


So, one could argue that Wilsdorf not only radically challenged early assumptions on male buying habits and preferences. But also, was one of the first businesspeople to hypothesise and prove that men were just as influenced by desire and emotion as their female target market. And, it was this insight into consumer psychology that marked the turning point for Rolex.


From this point in time onwards, Rolex has been the must-have luxury accessory for:

  • People who can afford luxury Rolex watches;
  • And for people who would pay the hefty price of aspiring (or perhaps dreaming) to be in an elite group.


Marketing Strategy for Luxury Pricing


Rolex represents the perfection of technical innovation and aspiration. In Rolex’s watch history, it introduced the chronometer, automatic date changers, an oscillating winding rotor and most importantly the first waterproof wristwatch. However, over time, Rolex realised that their technical firsts were not purely responsible for driving impressive price premiums. Rather, they found that how they marketed fundamental pricing and psychological principles to their target segments were the biggest drivers of Rolex’s pricing power.


Wilsdorf always knew the importance of both marketing and advertising the right aspects of the human psyche – even in 1905. He spent 100,000 francs on British newspapers to get his message across. Then got a marketing moment when, in 1925, he asked Mercedes Gieitze to swim across the English Channel wearing a chronometer Rolex Oyster on her wrist.


Media Marketing Moment


With media exposure like this, Rolex had become instantly sought-after not only by the rich but also by the masses. Its association with Ms. Mercedes Gieitze symbolised limitless opportunities for women with a dream. Rolex became a hit overnight for every man and woman who was committed to working hard to achieve their dreams – one of which was to wear a Rolex on their wrist.


Marketing broadened Rolex’s mass-market appeal to more than just the wealthy segment of society. But it was how Rolex cleverly protected their brand throughout the years that really ensured their market dominance. In simple terms, Rolex has always ensured they own the distribution of all their products. What’s more, they are the director of a very carefully stage-managed customer journey; and the architect of their own value-based pricing scheme by product, segment and channel.


For example, Rolex does not allow online purchases or small outlets to distribute their watches. They have consciously chosen to partner with the best and own the customer relationship in full. They realised many years ago, that if their customers’ experiences of Rolex are anything less than first-class, this negative feeling will in turn impact their brand and reduce their pricing power.

Rolex Brand Strategy in Luxury Pricing


It all has to do with brand imaging. A brand is the unseen attributes of name, packaging, history, reputation and advertising. It also comes from the experiences, relationships and attachments customers have with the products they buy on a very subconscious level. The feeling when owning a product and their level of satisfaction when they receive a product – from online shopping, in-store sales reps, packaging.  How the product looks to the comments received from others when they are using it.


Basically, when people think of a brand like Rolex, they associate it with luxury and the prestige of owning it. Not many can claim they have a Rolex watch. It’s the idea of Rolex that is synonymous with top quality and exclusivity. Even a second-hand gold Rolex watch fetches top prices because everyone believes it’s the best watch in the world.


It is vital to maintain the image of the brand.  Which is why brands like Rolex are coveted. When you visit the Rolex website you instantly know that you are entering into a world of opulence. And that if you were lucky enough to have one, you would feel proud of wearing it. The functionality, usefulness, and emotional aspects of the product all evoke a deep psychological message to customers using brand, marketing and luxury pricing.


Owning a Rolex


Owning a Rolex watch or any luxury builds on the owner’s self-esteem, social role, and popularity. Rolex bases its luxury pricing on the positive attitude of the brand. Things such as:


  • the visual attractiveness of the product

  • the prestige of owning it

  • its fame as a luxury item

  • the international reputation of its fineness and quality

  • its stability to last a long time. Even considering it as an heirloom.


Also, the materials in the making of Rolex watches are of high-end quality. Only the best materials are used in its creation. But saying this, Patek Philippe uses even better materials than Rolex and is officially a more prestigious brand than Rolex by watch connoisseurs  – but most people wouldn’t even know this.


Rolex is the top user of gold and precious gems in its manufacturing factory in Switzerland. They are masters of the ‘dress watch.’ They employ only the best watchmakers in the world and only a few select retailers in the world can sell the watches making it an exclusive club.



Comparison with other watches


All too often, Rolex, when compared to other watches, comes out top – both in terms of price and precision. But did you know that Rolex almost went out of business with the advent of the quartz watches in the 1970s? What’s more, it was  Japan’s Seiko watches that beat Rolex in terms of time, engineering and mechanical precision. The quartz watch can keep up to a 100th second in terms of accuracy. Something Rolex watches can’t do.


Quartz technology made a mass-produced, cheap, accurate timepiece possible. It threatened the market-leading position of Rolex in watch engineering. So why didn’t Rolex make a quartz watch? Well, they did, but it was not as successful as Seiko’s or as good.



But when it comes to brand imaging, people associate the Seiko with every man’s watch. Hence, Seiko became associated commonly with affordable watches. Even though they have their Grande Seiko range. Whereas the Rolex, conversely, is considered by most people as luxury, precise and better. Even though this is not officially true or factual.


Thankfully, in the mid-1980s,  the Rolex brand was saved from oblivion. During the advent of the luxury watch industry and due to a culture of excess – in which the appearance of wealth and opulence was the number 1 customer value driver.



Implications Of Rolex’s Luxury Brand Pricing Strategy


  • Many watch manufacturers including Seiko try to emulate Rolex in terms of luxury but only one watchmaker continues to come out on top which is Rolex.


  • Rolex luxury pricing comes from marketing an exclusive item that only a few can own i.e., risk, status and scarcity.


  • Rolex watches are very much in demand as the brand created a collage of emotional and psychological value and risk drivers, such as self-esteem, status, fear of missing out and prestige.


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  • The Rolex pricing and marketing strategy has worked for nearly 100 years. It continues to grow, gaining more new customers at more profitable price points.


  • Rolex maintains its reputation with technical perfection using its brand and pricing power.


  • Owning a Rolex watch is like joining an exclusive club.


  • Brand imaging is necessary to make Rolex a luxury item – time and materials are not enough to command higher price premiums.


  • Luxury pricing of Rolex watches depends on advertising success, pricing to avoid risk and managing supply and demand.


⇑ Table of Contents





Luxury Brand Pricing Strategy: How To Sell A Luxury Product


I like many of you watched the biggest boxing match in many years – Floyd “Money” Mayweather versus the Filipino Manny “Pacman” Pacquiao.


It was a very interesting contest on many levels, but this article will focus on the pricing and commercial sales aspect of the match-up. I will touch on a number of common pricing issues and how they could potentially apply to this fight. Much of what we see is classic “Value” based pricing.



Anchoring as a Luxury Brand Pricing Management Strategy


The match-up was constantly described as the biggest money match-up in history (obviously neglecting inflation) and the figure of $400M has been talked about. As boxing is a very niche sport in this era – unlike the 1950s in the US, the importance of the fight is best described by the prize pot. For most fans and casual watchers, the $400M shouts “This is important – you cannot miss this.” In many ways, the fight signals this is like a Hollywood summer blockbuster and that no one should miss.


Mayweather (nicknamed Money) constantly talks about his wealth and spending habits – celebrity chefs, an indoor basketball court in his mansion, and $20K in his gumshield. It all helps to build the image of money, importance and luxury.


The fight was held in the fanciest hotels in Las Vegas and the high rollers rolled in.


Anchoring of expensive seats and pricing tiers. A boxing match is a classic example of market segmentation – even the cheap seats will be nose-bleedingly expensive (if you can get them of course). However, the few ringside tickets on sale are as high as approximately $60K a pop. This segmentation strategy puts airlines, etc. to shame. The rewards for sitting ringside of course are great and represent an intangible value – movie stars, pop performers and sports heroes will be clearly present ringside, raising their profile and showing how cool they are at the hottest ticket of the year. See pricing for profit.




24/7 shows and open workouts represent a form of freemium – test the product and whet the appetite. Then buy the ticket for Pay Per View. The weigh-in is an interesting case in this fight as it will actually have a paid entrance. Usually, the weigh-in is classic freemium – a face-off, the fighters get their shirts off and flex, maybe some nasty words and more tension building. It is the closest thing to the fight itself. For this fight, the weigh-in is the closest many will get to history and so tickets are on sale!


Defining scarcity as a luxury pricing strategy 


This was a once-in-a-lifetime fight. The fighters are clearly over the hill and past their peak. In a young man’s game (less so in recent years). It would have been a better fight 5 years ago but is probably a bigger financial proposition today.


Championship fighters used to fight every few weeks (Sugar Ray Robinson famously fought Jake La Motta twice in two weeks. Mayweather only fights twice a year. Building the hype and maximising Pay-per-view sales. His average audience would probably drop if he fought more often. Scarcity helps build the “event” feel.


Tickets were also very hard to get if not impossible for Joe Soap.


Another aspect of scarcity comes from the feint “closing down” sale tinge of the fight. This was the last mega-fight for quite a while (unless maybe a rematch of course). The PPV and subscription model the sport has adopted has meant new stars are not developed at the pace they used to be.


The growth of UFC among the younger demographic has also eaten into the sport. Many TV execs fret that boxing can only appeal (in the US) to Hispanics, as well as the traditional white male aged over 45 audiences.  In other words, this is the last mega-fight for quite some time.


Manufacturing value through a luxury pricing strategy


If it was the hottest ticket in years, why is it being held in a stadium of less than 20,000? The US has no shortage of mega-arenas. i.e. the infamous New Orleans Superdome (an indoor arena) holds c.75,000. Obviously, there are other reasons why the fight is in Las Vegas – but a small arena also creates a false scarcity of tickets.


Of the 20,000 or so tickets available, an estimated c.2,000 were actually on sale. The quoted total gate fee is purely an extrapolation of the extremely scarce tickets actually sold. The remainder actually is given to favoured high rollers and celebrities under various agreements.



Bundling as part of a luxury pricing strategy


Casinos treat high rollers like kings – they are a key component of the casino model. When a high roller or whale favours a casino the casino commits to looking after them (a true luxury pricing strategy). Tickets to this fight is a key component of looking after a high roller. “You gamble with us, we take care of you all year round”.


True value pricing


Mayweather earned c.$5K for his first pro fight. An extremely low amount for an Olympic representative and medalist and someone from a famous boxing family. The media did not favour him for a very long time (basically until he just kept winning big fights). Mayweather always stuck to his guns and stayed confident. He famously described a multi-million dollar HBO contract as a slave contract. Floyd has operated in an era when being an African American fighter has been no easier than in the old days. All other big PPV fights in recent years have featured a Hispanic drawcard. Mayweather has plugged along for so long there is no one else left and he has become the biggest drawcard in the sport.


Even boxers know how to do value-based pricing 


If accountants ran this promotion, the fighters and promoters would lose a lot of money (cost plus is not applied anywhere!). The PPV price for TV viewers is the highest ever, >$100 in the US and c.$60 in Australia. Of course, they could set it at a much lower rate. Value, value, value.


Short-term vs. long-term


This was a one-time-only event. The undercard was low quality and there was no intention to build a long-term offering. This fight was equivalent to cashing your chips in. If promoters cared about the long-term future of the sport, they would have tried to put it on terrestrial free-to-air TV to build a long-term new generation of fans. They did not. This was a once-off, short-term financial money grab.


Luxury price management


This was tailored, sold and delivered as a luxury product (with a luxury pricing strategy in place). The glitz and glamour involved made the Oscars look dull. The best casinos, the biggest stars, and the flashiest TV production made it a visual spectacle.


One could also argue the glamour that’s emphasised for this fight as a contrast to the grittier world of UFC.



Price discrimination by geography, and maximising willingness to pay


There was a clear hierarchy:

  1. Ringside
  2. Descending order of seats
  3. Closed-circuit screenings all along the strip – with parties, etc.
  4. PPV – priced by geography
  5. Delayed free screenings later in the week
  6. YouTube (more below on that)


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Counteracting Internet drive to diminish costs


The heavyweight title fight between Wlad Klitschko and Bryant Jennings in New York was up on YouTube about 30 minutes after the fight ended (in Russian however). This, of course, is a world of Pirates Bay and various torrent-sharing sites.


How can the promoters ensure that fans will pay $100 to watch the fight on PPV rather than wait 1 hour and then watch for free online? Answer:


  1. Police YouTube like crazy for a few days
  2. Emphasise the event-like nature of the fight- one that you should not miss even for a short while
  3. Like a Hollywood blockbuster – you want to watch the best quality picture – not a small grainy computer bootleg.
  4. Ensure every media outlet covers the result. Make it impossible to not know the result in the following days. Achieved by distributing media passes under strict criteria.


Vegas baby!


Finally. We were watching a fight but we were also watching Las Vegas itself. Las Vegas is facing trouble from the climate (water shortage) as well as overseas gambling centres like Macau. The US itself has seen multiple casinos spring up at every Native American reservation.


This fight was Las Vegas’s opportunity to dress up and show itself to the world. We saw many shots of the Vegas skyline, the fountains at the Bellagio and info on how much high roller suites cost.


The casinos were bankrolling the fight as stated above as it emphasised everything they love in a luxury pricing strategy; money, glamour, a rough edge, bad boys, winning and losing, characters, Hollywood, and excitement. The beauty is, that the fight only lasted for approximately an hour in total from ring walk to decision. There was plenty of time for the fans to hit the tables after that!

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luxury brand pricing strategy