They are not all same: how Asian luxury consumers engage with luxury brands

Paurav Shukla, Jaywant Singh, Madhumita Banerjee

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Asian markets are steadily becoming key growth regions for luxury brands. However, despite the growth, many luxury brand firms are unable to obtain the desired economic returns through their marketing strategies in Asia. Often these firms treat consumers across Asian markets as homogenous groups, which could lead to inaccurate luxury brand management strategy. Additionally, there is limited understanding of consumer value perceptions toward luxury brands across the Asian markets. Employing impression management theory and the horizontal/vertical collectivistic cultural distinctions, this study examines differences and similarities in constituent luxury value perceptions across three prominent Asian markets, namely China, India, and Indonesia. The results of a quantitative survey conducted with 626 real luxury consumers in these three countries identify variations in perceptions of symbolic, experiential, and functional value of luxury brands. The study contributes to knowledge on constituent luxury value perceptions, along with providing theoretical explanations for the differences between consumers across Asian markets. With the emerging novel insights on Asian consumers, luxury brand firms can align their marketing strategies to respective markets by leveraging the similarities and differences in consumer value perceptions. This approach, informed by empirical evidence, will enhance luxury brands’ competitiveness and profit opportunities in the high-growth Asian markets. The study identifies a number of future research directions.
Original languageEnglish
Pages (from-to)265-278
Number of pages14
JournalMarketing Letters
Issue number3
Early online date6 Feb 2015
Publication statusPublished - Sep 2015


  • value perceptions
  • Llxury brands
  • horizontal/vertical collectivistic cultures
  • Asian consumer
  • China
  • India
  • Indonesia
  • emerging markets

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