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BCG矩阵详解BCG矩阵又称波士顿矩阵，最先由波士顿咨询集团提出，目的是协助企业分析其业务和产品系列的表现，从而协助企业更妥善地分配资源，及作为品牌建立和营销、产品管理、战略管理及公司整体业务的分析工具。
BCG矩阵由二乘二方格及对应的横轴纵轴组成，横轴是相对市场占有率，纵轴是销售增长率，方格中间的圆环表示各业务类型可能按圆环方向进行转化。
BCG矩阵备注：以10%的销售增长率为高低分界，以20%的市场占有率为高低分界。
说明：a)明星类业务处于成长期，是指处于高增长率、高市场占有率象限内的产品群，这类产品可能成为企业的现金牛产品，需要加大投资以支持其迅速发展。
发展战略：积极扩大经济规模和市场机会，以长远利益为目标，提高市场占有率，加强竞争地位。
发展战略：产品的管理与组织最好采用事业部形式，由对生产技术和销售两方面都很内行的经营者负责。
b)c)现金牛业务处于成熟期，是指低市场成长率、高相对市场份额的业务，这是成熟市场中的领导者，它是企业现金的来源。
其财务特点是销售量大，产品利润率高、负债比率低、市场已经成熟，可以为企业提供资金，而且由于增长率低，也无需增大投资。
因而成为企业回收资金，支持其它产品，尤其明星产品投资的后盾。
公司应多积累此类业务，以提供稳定的现金流。
发展战略：使所投入资源以达到短期收益最大化为目标。
①把设备投资和其它投资尽量压缩；②采用榨油式方法，争取在短时间内获取更多利润，为其它产品提供资金；③对于这一象限内的销售增长率仍有所增长的产品，应进一步进行市场细分，维持现存市场增长率或延缓其下降速度；④对于现金牛产品，适合于用事业部制进行管理，其经营者最好是市场营销型人物。
d)瘦狗业务处于重启期或衰退期，是指处在低增长率、低市场占有率象限内的产品群。
其财务特点是利润率低、处于保本或亏损状态，负债比率高，无法为企业带来收益。
发展战略：采用撤退战略。
①应减少批量，逐渐撤退，对那些销售增长率和市场占有率均极低的产品应立即淘汰。
bcg矩阵案例BCG矩阵是波士顿咨询公司（Boston Consulting Group）创始人布鲁斯·亨德森（Bruce D. Henderson）在上世纪60年代提出的一种战略管理工具，被广泛应用于企业的产品组合分析和战略规划中。
BCG矩阵通过对企业产品组合进行分类，帮助企业了解产品的市场地位和发展潜力，从而指导企业在不同产品上的投资和管理决策。
在BCG矩阵中，产品被分为四个象限，明星、问号、牛、狗。
明星是指市场增长快、市场占有率高的产品；问号是指市场增长快、市场占有率低的产品；牛是指市场增长慢、市场占有率高的产品；狗是指市场增长慢、市场占有率低的产品。
不同象限代表了不同的发展阶段和发展前景，企业可以根据产品在矩阵中的位置，制定相应的战略。
下面我们以手机行业为例，来说明BCG矩阵的应用。
假设某手机公司有四款产品，A、B、C、D。
产品A是该公司最新推出的高端智能手机，市场占有率和市场增长率都很高；产品B是一款中档智能手机，市场占有率较低，但市场增长率很高；产品C是一款功能手机，市场占有率高，但市场增长率低；产品D是一款老旧功能手机，市场占有率和市场增长率都很低。
根据BCG矩阵的分类标准，产品A属于明星，产品B属于问号，产品C属于牛，产品D属于狗。
对于产品A，由于市场占有率和市场增长率都很高，公司应该加大投资，继续推广和改进产品，以保持其在市场上的领先地位；对于产品B，虽然市场增长率很高，但市场占有率较低，公司需要考虑增加投资，加强营销和研发，以提升其市场占有率；对于产品C，虽然市场增长率低，但市场占有率高，公司应该稳健经营，保持产品的稳定收益；对于产品D，市场占有率和市场增长率都很低，公司应该考虑淘汰或转型，以释放资源，集中投资于更有潜力的产品。
通过BCG矩阵的分析，手机公司可以清晰地了解各个产品在市场上的地位和发展潜力，有针对性地制定产品策略和投资规划，从而提高产品的竞争力和盈利能力。
如何进行BCG矩阵分析BCG矩阵，即Boston Consulting Group矩阵，是一种市场营销策略工具，可以用来分析公司在不同市场中的产品组合。
通常被用于决定公司在哪些领域应该增加投资、保持投资，或退出市场。
在本篇文章中，我们将讨论如何进行BCG矩阵分析的步骤以及相关注意事项。
I. BCG矩阵概述BCG矩阵由波士顿咨询公司（Boston Consulting Group）于1970年代提出，其思想核心是根据产品在市场中的相对市场份额和市场增长率将市场划分为四个部分：明星（Star）、金牛（Cash Cow）、狗（Dog）和问号（Question Mark）。
矩阵四个象限的分别表示了产品在市场上的不同表现，提供了决定哪些产品需要继续投资和哪些应该退出的洞见。
II. 进行BCG矩阵分析的步骤以下是进行BCG矩阵分析的一些步骤：1. 收集数据：首先，需要通过市场、财务和销售数据等手段来全面了解公司产品在市场中的表现。
2. 选择产品：然后，需要从收集到的产品信息中筛选出需要分析的产品列表。
3. 制定评估标准：制定评估标准有利于加速评估部分，并在不同产品之间进行比较。
4. 量化数据：使用数据来确定产品的相对市场份额和市场增长率，并将其填入矩阵中相应的象限。
5. 改进产品策略：根据矩阵结果，对于每个部分制定相应的策略。
例如，对于明星产品，可以考虑增加市场份额和优化价格；对于问题产品，可以考虑修改品牌或包装。
III. 相关注意事项1. 不要过于依赖数据：数据只是分析的初步条件，不一定决定了一切。
在实际操作中，业务洞见和领域经验同样重要。
2. 根据行业背景分析：不同行业的产品发展状况不同，所以BCG矩阵在分析不同行业时需要进行相应调整。
3. 考虑局部极端情况：即使稍微偏离中心点，局部斜率即可变化。
所以，应该注意在顶部和底部等极端位置处进行精细调整。
IV. 结论BCG矩阵是一种常见的市场营销工具，可以对公司不同领域的产品进行分析，为制定相应的投资和发展策略提供指导意见。
bcg矩阵分析案例BCG矩阵分析案例。
BCG矩阵是波士顿咨询公司（Boston Consulting Group）提出的一种经典的战略管理工具，通过对企业产品组合进行分类，帮助企业制定产品发展战略。
BCG矩阵将产品分为四个象限，明星产品、问题产品、金牛产品和瘦狗产品，分别代表了不同的市场增长率和市场占有率。
本文将以某企业为例，进行BCG矩阵分析，以期为读者提供一个实际案例，帮助大家更好地理解和运用BCG矩阵。
首先，我们来看明星产品。
在该企业的产品组合中，明星产品通常指的是市场增长率高，市场占有率也高的产品。
这类产品通常需要大量的投资来支持其进一步的发展，但在未来有望成为金牛产品。
比如，该企业最新推出的某款高端智能手机，由于市场需求旺盛，市场份额也在不断增长，因此被归类为明星产品。
针对明星产品，企业需要不断投入资源，以保持其竞争优势，同时也要考虑如何在未来转化为金牛产品。
其次，我们来看问题产品。
问题产品通常指的是市场增长率低，但市场占有率高的产品。
这类产品通常处于市场成熟期，竞争激烈，利润空间有限。
比如，该企业的某款传统功能手机，由于市场需求已经饱和，市场增长率低，但由于品牌影响力和市场占有率较高，因此被归类为问题产品。
对于问题产品，企业需要谨慎考虑是否继续投入资源，或者逐步退出该市场，以避免资源浪费。
接下来是金牛产品。
金牛产品通常指的是市场增长率低，但市场占有率高的产品。
这类产品通常具有稳定的市场需求和较高的利润空间，能够为企业稳定地创造利润。
比如，该企业的某款中端智能手机，由于市场需求稳定，市场份额较高，因此被归类为金牛产品。
对于金牛产品，企业需要维持其市场份额，同时也要考虑如何通过不断创新，延续其生命周期。
最后是瘦狗产品。
瘦狗产品通常指的是市场增长率低，市场占有率也低的产品。
这类产品通常面临着市场竞争激烈、利润空间有限的困境，需要企业谨慎考虑其未来发展。
比如，该企业的某款低端功能手机，由于市场需求低迷，市场份额较低，因此被归类为瘦狗产品。
市场营销bcg名词解释BCG（Boston Consulting Group）是一家全球知名的管理咨询公司，该公司开发了一种著名的市场营销模型，即BCG矩阵，用于帮助企业评估其业务组合中产品的表现和潜力。
下面将对BCG矩阵及其相关概念进行解释。
1. BCG矩阵的概念BCG矩阵是一种基于市场份额和市场增长率的产品组合评估工具。
它将产品划分为四个象限：明星、问号、现金奶牛和瘦狗。
明星产品拥有高市场增长率和高市场份额，被视为潜力巨大的产品；问号产品具有高市场增长率但低市场份额，需要额外的投资以实现其潜力；现金奶牛产品市场份额高而市场增长率低，能够稳定地产生现金流；瘦狗产品的市场份额和市场增长率都较低，可能需要进行产品优化或者淘汰。
2. 明星产品明星产品是市场上表现出色的产品，其市场份额和市场增长率都较高。
这些产品通常被认为有巨大的潜力，因为它们位于不断增长的市场并且拥有较大的市场份额。
企业需要投入资金和资源来进一步推动这些产品的发展，以获得更多的市场份额和利润。
3. 问号产品问号产品是指市场增长率高但市场份额相对较低的产品。
这些产品处于发展初期，尚未占据市场的领导地位。
企业在决定如何处理这些产品时需要权衡成本和收益。
如果有足够的市场潜力和资源支持，可以继续投资以提高市场份额。
否则，可以选择退出市场或者寻找合适的合作伙伴。
4. 现金奶牛产品现金奶牛产品是指市场份额高但市场增长率相对较低的产品。
这些产品通常处于饱和市场，并且已经过其高增长期。
尽管市场增长率不高，但由于占据了市场的领导地位，这些产品仍然能够稳定地产生现金流。
企业可以通过降低成本、改进产品或者拓展新的市场来进一步提高利润。
5. 瘦狗产品瘦狗产品是市场份额和市场增长率都较低的产品。
这些产品往往面临着市场竞争压力或者其他困扰。
企业需要评估这些产品的潜力和可持续性，如果没有明显的改进空间，可以考虑淘汰这些产品或者寻找与其他业务相结合的机会。
BCG矩阵作为一个有力的决策工具，可以帮助企业识别其产品组合中的优势和劣势，指导资源的配置和发展战略。
BCG，全名为波士顿咨询公司（Boston Consulting Group），是全球著名的管理咨询公司之一。
在市场营销领域，BCG也拥有着举足轻重的地位。
下面将对市场营销中的BCG名词进行详细解释。
一、BCG矩阵
BCG矩阵是BCG公司提出的一种产品组合分析工具，用于帮助企业了解其产品组合的表现，以制定更好的产品策略。
BCG矩阵将产品的市场占有率和市场增长率作为两个重要的指标，将产品分为明星产品、现金牛产品、问题产品和瘦狗产品四类，针对不同类型的产品采取不同的策略。
二、BCG增长份额矩阵
BCG增长份额矩阵是BCG公司提出的另一种分析工具，它基于产品的市场占有率和该市场的增长率来分析产品的竞争力。
通过该工具，企业可以了解其在不同市场上的竞争力表现，从而制定相应的市场策略。
三、BCG经验曲线
BCG经验曲线是BCG公司提出的一种成本分析工具，用于帮助企业了解其生产成本与经验之间的关系。
该曲线表明，随着生产经验的积累，生产成本将逐渐降低。
因此，企业可以通过提高生产效率、改进生产工艺等方式来降低成本，提高竞争力。
四、BCG价值链分析
BCG价值链分析是BCG公司提出的一种分析工具，用于帮助企业了解其价值链上的各个环节，以找到提高效率和降低成本的方法。
通过该工具，企业可以了解其产品或服务的成本结构以及各个环节的利润率，从而找到优化价值链的方法，提高企业竞争力。
总之，BCG在市场营销领域拥有着丰富的经验和领先的理论体系，其提出的各种工具和
模型为企业制定市场策略提供了重要的参考和指导。
bcg研究报告
BCG（波士顿咨询集团）是全球领先的咨询公司之一，其业
务范围涵盖战略咨询、运营优化、数字化转型等各个领域。
BCG研究报告是该公司发布的关于不同行业、市场以及经济
等方面的研究成果，旨在为客户和业界提供最新的洞察和分析。
BCG研究报告通常具有以下特点：
1. 行业洞察：BCG通过对不同行业趋势、市场发展以及竞争
格局的研究，提供独特的洞察和分析，帮助客户了解行业动态并制定相应的战略。
2. 数据支持：BCG在研究中广泛采集和分析数据，以客观数
据为基础，为客户提供准确的市场情报。
3. 实践经验：BCG拥有丰富的项目经验和行业洞察，其研究
报告不仅仅是理论分析，还结合了实际案例和最佳实践，能够为客户提供具体的战略建议。
4. 趋势预测：BCG通过对各个领域的研究，能够帮助客户预
测未来的趋势和发展方向，指导其在市场中抢占先机。
BCG研究报告的内容通常包括行业市场分析、企业战略建议、数字化转型策略、创新趋势、领导力发展等，为客户和业界提供全面的信息和参考。
需要注意的是，BCG研究报告大多面
向特定的行业或市场，因此在阅读报告时需要和具体背景相结合，进行综合分析和解读。
BCG矩阵法的应用原理什么是BCG矩阵法BCG矩阵法是一种营销策略工具，用于评估和管理不同产品或业务在市场中的地位和发展潜力。
BCG矩阵法常用于分析公司的产品组合，并制定相应的营销策略。
BCG矩阵法的原理BCG矩阵法基于两个维度：市场增长率和相对市场份额。
根据产品在市场中的增长率和市场份额，将产品划分为四个象限：星型、问号、现金奶牛和狗。
星型产品星型产品是指市场增长率高，同时相对市场份额也高的产品。
这类产品通常需要大量的投资来维持其市场地位，因为市场竞争激烈。
星型产品有望成为未来的现金奶牛，但也可能成为狗。
营销策略应该着重于维持或增加市场份额。
问号产品问号产品是指市场增长率高，但相对市场份额较低的产品。
这类产品通常需要大量的投资来提高市场份额。
问号产品具有潜力，但也面临较大的不确定性。
营销策略应该着重于决定是否继续增加投资，或者将其转变为现金奶牛或狗。
现金奶牛产品现金奶牛产品是指市场增长率相对较低，但相对市场份额较高的产品。
这类产品通常能够提供稳定的现金流，并对公司的利润贡献较大。
营销策略应该着重于保持或提高市场份额，同时最大化利润。
狗产品狗产品是指市场增长率和相对市场份额都较低的产品。
这类产品通常无法提供稳定的现金流，且对公司的利润贡献较小。
营销策略应该考虑是否继续投资，并评估产品维持或淘汰的成本效益。
BCG矩阵法的应用BCG矩阵法可以用于评估产品组合，并制定相应的营销策略。
以下是BCG矩阵法的应用步骤：1.确定产品组合：确定需要评估的产品组合，可以是单个公司或特定部门的产品组合。
2.收集数据：收集每个产品的市场增长率和相对市场份额的数据。
3.绘制BCG矩阵：使用数据绘制BCG矩阵，将产品划分为星型、问号、现金奶牛和狗象限。
4.分析产品：根据每个产品所处的象限，分析其地位和发展潜力。
5.制定营销策略：针对不同象限的产品，制定相应的营销策略。
比如，对星型产品应该加大市场推广力度，对问号产品应该考虑增加投资或寻找新的市场机会，对现金奶牛产品应该保持或提高市场份额，对狗产品应该考虑是否继续投资或淘汰。
True-Luxury Global Consumer Insight Summary of The Boston Consulting Group’s StudyMilan, January 2014True-Luxury Global Consumer Insight Summary of The Boston Consulting Group’s StudyA document preparedbyThe Boston Consulting GroupPiazzetta Bossi, 220121 MilanMilan, January 2014ContentsINTRODUCTION (4)WHY NOW? (5)WHAT MAKES THIS SURVEY UNIQUE? (5)WHERE WILL GROWTH COME FROM IN THE FUTURE? (5)WHAT IS NEEDED TO ATTRACT LUXURY CONSUMERS? (6)WHICH SEGMENTS OF CONSUMERS WILL DRIVE GROWTH OVER THE NEXT FEW YEARS? .8 WHICH ARE THE KEY LESSONS TO BE LEARNED? (10)INTRODUCTIONThis document is a summary of the "True-Luxury Global Consumer Insight" study carried out by The Boston Consulting Group (BCG) in cooperation with Fondazione Altagamma and is intended for press officers. The first edition of this survey is an innovative study on luxury consumers which aims to go beyond the limits of previously available research in order to reach unprecedented scale and relevance:•More than 40,000 consumers have been interviewed, including 10,000 “Core” luxury consumers (who spend an average of 30,000 Euros a year with the first quartile reaching 85,000 Euros a year)• A wide geographic area has been covered, with an analysis of over 20 countries and a focus on 10 countries key to the sector: Italy, France, UK, Germany, US, Japan, Brazil, China, South Korea, Russia•Comprehensive vision of the luxury world: "Core" luxury consumers, Aspirational and Prospective consumers have been interviewed•All luxury categories have been included: personal luxury goods (apparel, accessories, jewellery and watches, fragrances and cosmetics), luxury experiences and cars •Focus on understanding consumers and developing recommendations for luxury companies thanks to BCG’s competence and the advisory board created on purpose, composed of 18 luxury brands (Amex, Bernstein, Bulgari, Burberry, Chanel, Ermenegildo Zegna, Fendi, Ferrari, Gucci, Illy, Kering, La Rinascente, Loro Piana, Luxottica, LVMH, Neiman Marcus, Richemont, and Rocco Forte Hotels)With True-Luxury Global Consumer Insight, BCG and Altagamma have answered five fundamental questions to provide practical suggestions to luxury brands:1.Why now?2.What makes this survey unique?3.Where will growth come from in the future?4.What is needed to attract luxury consumers?5.Which segments of consumers will drive growth over the next years?A summary of this survey was presented on January 28 at Fondazione Cariplo before an audience of executives from the main Italian and foreign luxury brands and sector experts, in the context of the "Altagamma Consumer and Retail Insight" conference organized by Fondazione Altagamma.WHY NOW?Growth in the luxury sector in the next decade will be mostly organic (2/3 of the total) and will see the consumer "at the centre", as main engine of growth. For this reason, knowing the consumers, understanding their values, inclinations and aspirations is pivotal. But it is also necessary to understand and anticipate the impact that the changes in the buying behaviour will have on the strategies of luxury brands, in terms of store experience, enhancement of the "Made in…" excellence concept, adoption of new technologies and rethinking of the marketing mix. Such changes in consumers’ mind and behaviour will have a relevant impact on more than 100bn Euros of investments in the sector.WHAT MAKES THIS SURVEY UNIQUE?The scale and relevance of the segment concerned: more than 40,000 consumers have been interviewed by analysing "Core"luxury consumers (who spend on average 30,000 Euros a year), Aspirational consumers (who spend on average up to 2,000 Euros a year) and prospective consumers. At geographical level, more than 20 countries have been covered in mature and emerging markets, with a special focus on 10 countries (Italy, France, UK, Germany, US, China, Japan, Brazil, South Korea, Russia). All luxury categories have been included (personal luxury goods, luxury experiences, and cars) with a sample of consumers having bought luxury goods for more than 230m Euros last year. More than 100 brands have been mapped within a survey in which 18 executives from the sector’s leading companies have been involved.WHERE WILL GROWTH COME FROM IN THE FUTURE?380 million luxury consumers who now spend about 730bn Euros in personal luxury goods and luxury experiences will be 440 million in 2020, with a total expenditure of 880bn Euros. Of these, 32 million are "Core" consumers (spending on average 10,000 Euros a year in personal luxury goods and luxury experiences– excluding cars) and represent about 40% of the total market value; the remaining are aspirational consumers (who spend up to 2,000 Euros a year). The growth will be mainly driven by "core"consumers with 10 million new consumers by 2020 and a market increase of 85bn Euros. "Core" consumers will increase in particular in the US but also in China, Europe and Middle East. Conversely aspirational consumers will increase from 350 million in 2014 to 400 million in 2020 with a market value increasing from 470 billion Euros to 535 billion in 2020. Growth will be strongly driven by China with 15 million new consumers, compared to 10 million in the United States and 6 million in Europe.In traditional markets (USA, EU, Japan) besides new consumers, about 1 million "disaffected" consumers are expected to drastically reduce their spending in luxury goods, putting at risk about 4bn Euros of turnover. They are above all French, Italian, Japanese and US consumers (respectively 8%, 7%, 6% and 6% of the total number of "Core" consumers) aged from 45 to 50, who will reduce their spend in personal luxury goods (fragrances, cosmetics, glasses, and shoes), without, however, renouncing luxury experiences, especially holidays and home furniture. These are mostly people whose purchases are influenced, above all, by visits to shops and interaction with sales staff, and who value product quality and craftsmanship. Brands will have to focus on these elements to counteract the decrease in consumption for this segment.WHAT IS NEEDED TO ATTRACT LUXURY CONSUMERS?The survey reveals 7 general trends, which will have a significant impact on the sector at a global level over the next decade. Such trends will impact most of the "Core" luxury consumers, not only some segments, and thus understanding them is crucial to the luxury companies’ success.1.Back to intrinsic values.Intrinsic values (quality, exclusivity, craftsmanship, timelessclassics) are regaining importance (about 70%) over external aspects (brand visibility, aesthetic components, sensuality and coolness). This trend strengthens as the consumer’s age increases and is now also relevant for emerging countries. More than anything else, product quality and exclusivity make the difference, in the whole world.The clear visibility of a brand and the products’ design are expected to be less important reasons for buying, yet they remain a real driver for 19% and 31% of consumers, respectively.Understanding consumers’ values is crucial, because such values will impact the drivers for purchasing in the future. For example, brand visibility, still a powerful driver for purchasing in China (for 43% of Chinese consumers), is expected to become less important because only less than 20% of them declare it relevant for luxury.2.The "Made in…" excellence concept as a fundamental asset. Product origin is veryimportant as about 80% of consumers declare to check where the products they buy are manufactured. This tendency is especially strong in emerging countries. In all categories of personal luxury goods, “Made in Italy” products rank first (3 times more as “Made in France” products), except for watches, where Switzerland remains the country of reference.3.The era of Advocacy. In the new context of global and digital information, the so-called"Word of Mouth"becomes increasingly important both in face-to-face and digital communication (social media). It strongly influences 44% of "Core" luxury consumers.About 2/3 of consumers prove to be "active advocates" i.e. they often recommend their own preferred brands, especially for product quality and style. The word of mouth is a well-established habit in China and in emerging markets, but also in Italy. This important element, however, must be considered in the context of a communication strategy structured and defined by an all-media approach, where a differentiated marketing mix becomes essential to have a very strong relationship with consumers in the various markets.4.Men, what a surprise! Men are the real surprise. They are giving a fundamental impulseto growth, thanks to their spending on typically feminine product categories: 1 man out of 4 buys jewels, bags, fragrances and cosmetics for himself. But gentlemen still exist: presents represent 30% of purchases, made especially (70%) by men and for personal, non-business reasons.5.Globetrotters. About 50% of the consumption of luxury products takes place outside thehome country, especially in the case of emerging markets' consumers. The reasons are lower prices and the availability of a wider range of products. However, a strong brand awareness and presence in the home country are crucial to be shopped by consumers when abroad. In the worldwide ranking of top shopping cities, Paris comes first then Milan, London and New York. On the other hand, Singapore, Moscow and Macau will sharply grow in the future, at the expense of the most renowned centres (now attracting 70% of consumers worldwide). There is a strong consumer turnover in Milan, with a tendency to lose high-spending, sophisticated consumers and gain consumers with a reduced spending power, who focus more on "entry-level" luxury categories.6.The end of the global mono-brand concept.The mono-brand and flagship storescontinue to play a central role but they require a new approach, differentiated by age and geographic areas. Consumers in mature markets prefer specialized shops in exclusive locations and an intimate buying experience, whereas consumers in emerging economies prefer big flagship stores where the digital/virtual experience merges with the physical one. The type of support given by shop assistants is strongly opinion-splitting since only less than 20% of consumers have no opinion in this regard. Russian and South Korean consumers tend to be more independent, whereas Chinese and American customers prefer more interaction and support from the part of sales assistants (50-60%).7.Digital "physicalization". Consumers are now immersed into the digital experience (thedigital media influence over 50% of the purchases of luxury products, with ROPO –Research Online, Purchase Offline – having become a global phenomenon, accounting for almost 40%). The use of digital media varies considerably across generations: more senior users rely on digital media especially to compare prices and products (more than 60%), whereas young consumers use it prevalently to share opinions both with otherconsumers and directly with the brand. Pure ecommerce now accounts for 7%of purchases, with peaks in the US and Brazil (about 11%), and mobile purchases are becoming increasingly relevant.WHICH SEGMENTS OF CONSUMERS WILL DRIVE GROWTH OVER THE NEXT FEW YEARS?Knowing consumers, therefore, is now fundamental for all luxury companies. But behaviours, habits, and aspirations are no longer predictable or foreseeable on the basis of the traditional demographic and income variables. To act on this, BCG and Altagamma have introduced a segmentation mostly based on attitudinal and behavioural variables (aptitude for fashion, style, degree of independence in choices, use of mix & match…). A team with big data analysis skills worked more than 100,000 hours to analyse about 500 variables on 10,000 consumers spending on average 30,000 Euros a year, using regression models (cluster analysis) to ensure statistical validity. This resulted in the identification of 8 global segments, 2 of which are country specific and 2 sexes specific, providing a precise and detailed description of the different groups of a multi-faceted luxury consumer.Absolute Luxurers: refined and elegant connoisseurs, who have grown up in luxury. Nothing is too much for them. They represent the European elite and the "happy few" from emerging markets. They buy both personal luxury goods and luxury experiences, focusing in particular on whatever is unique and customised. This is a segment including about 2 million consumers, who buy over 60 billion Euros a year of luxury products with an average spending of 30 thousand Euros per capita, rising up to 150 thousand Euros.Megacitiers:they live in NYC, London, Paris, Rio, Moscow, and Shanghai and they are very homogeneous. Same playlist, same tastes, same holiday destinations, sure entrance at the party of the year, regardless of where it is. Trends soon become global also thanks to them. They include more than 2 million consumers, mainly in European capitals, NYC and in other, few, big US cities, along with the top megacities in emerging countries. Aged 25 to 35, they spend about 20 thousand Euros a year, totalling 38 billion Euros.Socialwearers: these are consumers like Lucy Liu and all those who, like her, think that luxury is the green carpet for a better world; when protesting for animal rights, they rigorously do it by wearing "Green Valentino". Is this the first evidence of a phenomenon which will become more widespread? This category includes about 700,000 individuals, with a significant presence also in emerging markets, particularly China and Brazil. They spend 15 thousand Euros a year in luxury goods: quality, sustainability and the "Made in…" excellence concept are essential conditions. They continuously seek an emotional connection with the brand, which causes them to be very faithful customers once they have been conquered.Experiencers: beyond luxury, there is luxury sharing. This happens when a moment of happiness on holiday or a first class dinner are more valuable than the umpteenth cloth in the wardrobe. Experiencers are discreet and sophisticated, they don’t like showing off. They buy above all holidays, hotel accommodations and luxury food. These are the consumers arising out of the ashes of the roaring luxury years in Europe, in the US and in Japan. They are about 3 million consumers, aged 45 to 50 and they spend about 12 thousand Euros a year, generating a market value of 33 billion Euros.#LITTLEPRINCES: this is the Z generation, young consumers aged 18 to 25 who were born with their parents’ fortune smoothing their way into life. They are used to playing with designer toys; they are impulsive, always connected, longing for novelties and colours. The brand and, sometimes, the daring aesthetic of design are of outmost importance, more than intrinsic quality. They buy clothes, but also accessories, especially bags and glasses. 1.5 million very young luxury consumers, who already spend 10 thousand Euros a year, for a total market value of 15 billion Euros.Fashionistas: they always know what is going on; for a fashionista, walking down the street is a fashion show. They love design and shopping is their admission ticket to be part of the world of luxury. They know everything, from the most renowned brands to the latest discovery in the world of style. They buy everything, including bags, cloths, shoes even if, as a consequence, they cannot afford to go on holiday or to the restaurant. These are about 3 million consumers, mostly women, aged 35 to 40, who spend on average 8 thousand Euros a year, for a total market value of 20 billion Euros.Status Seekers: they live on a stage and the logo on their performance cloths must be clearly visible; for sure, they can’t do without a showy watch or accessory. They don’t like experimenting. They tend to follow well-established fashion trends and brands… in this world, the approval of others is essential.They are represented by 2 million consumers aged 35 to 40, who come mainly from Asia, but also from Russia and Italy. They spend 8 thousand Euros per capita a year, generating a market value of 16 billion Euros.Classpirationals: what classpirationals desire most, is avoiding making a bad impression on their boss. These are not particularly sophisticated luxury consumers, they are very far from the idea of experimenting, and they seek classical clothing and accessories with a good value for money. For them, accessible luxury is the way to feel accepted in the community in which they live, especially the working community. They compare prices online and use duty free shops as an alternative to mono-brand stores. They are 3 million consumers, men and women, aged 30 to35, with a strong presence in Korea and Russia; they spend on average 3 thousand Euros a year, generating a market value of 10 billion Euros.Luxe-Immune consumers: they can buy whatever they want, but it seems like they don’t really want it. They are pragmatic and very focused on themselves and tend to spend very low amounts of money in luxury compared to their income. They might have been heavy spenders in the past, but they are unlikely to be such again. They are about 1.5 million consumers, only in mature markets, and spend 6 billion Euros a year.Rich Upstarters: these are the new rich in emerging countries, who have worked hard to reach their status and who have just realized to be able to spend their money in luxury goods. These consumers are still immature but they have a very high potential. They are slightly more than one million, mostly in emerging countries and they spend about 5 billion Euros a year.TimelessPropers: Mrs Perfect, refined and elegant, wearing cloths suiting her to a T on every occasion. Risk is not her business; she loves a classical, timeless style and is faithful to few brands and stores. These are about 2.5 million consumers, mainly women, who spend about 8,000 Euros a year for a total market value of 21 billion Euros.Omnigifters: They are gentlemen who buy above all for others and find it rewarding. This is the most senior segment, represented mostly by men, particularly in mature countries compared to emerging markets. They are about 2 million consumers for a market value of 19 billion Euros. Absolute Luxurers, Megacitiers and Experiencers are the consumers who spend the highest amounts (over 15,000 Euros a year) and represent more than 50% of the total luxury spending. They will still lead luxury consumptions in 2020, but the #LITTLEPRINCE and SocialWearer consumers will be the fastest growing segments. The most important segments in Europe are those of the Absolute Luxurers and Experiencers, followed by Fashionistas and Omnigifters. Each of these segments has different needs and preferences in terms of sources of information, buying channels, categories and types of products bought. For example, an Absolute Luxurer buys a lot of clothing, jewellery, and holidays and is strongly influenced by exclusive events and celebrities. Experiencers and Luxe-Immune consumers are the most important segments in the US, followed by Timeless Propers and Omnigifters, whereas Fashionistas, Rich Upstarters and Megacitiers are the most important consumer segments in China.WHICH ARE THE KEY LESSONS TO BE LEARNED?In a continuously growing and rapidly evolving world, there will be winners and losers. The key elements to success will include:∙Evolution of the concept of mono-brand store in favour of customisation by country and generation∙Focus on Quality and Exclusivity to ensure brand protection and development at global level∙Advocacy as the foundation of a comprehensive and effective communication strategy including all means of communication∙The digital experience in addition to face-to-face interaction in an increasingly integrated approach covering all media∙The "Made In Italy" excellence concept as a fundamental asset, a starting point for brand development in the medium- and long-term period∙The intimate and thorough knowledge of the consumer is key to growth (the so-called "Amazonization” phenomenon).11。
