Much has been written over the last few months regarding the coming demise of retail and the difficulties of building luxury groups. So far, 2017 has seen Rue21, The Limited, Wet Seal, BCBG Max Azria, VanityShop of Grand Forks, and Gymboree each head into bankruptcy proceedings. Other retailers, including Ascena Retail Group, owner of Ann Taylor, Loft, Dress Barn, Lane Bryant, and Justice, are closing hundreds of stores. Meanwhile, Amazon posted its eighth straight quarter of revenue growth, Etsy has experienced significant revenue growth, and Walmart has been making headlines by acquiring vertically integrated online fashion brands.

A recent article by Doug Stephens entitled “How Fashion Can Fight Amazon” proposes that fashion retailers focus on what sets them apart from the methodical “wanting to getting” process of an Amazon purchase. Stephens suggests that retailers do what Amazon is not designed to do: create a fun and joyful purchase experience. Many of the recommended techniques are designed to create a community around a brand and a more personalized experience.

Similarly, on April 28, 2017, the Business of Fashion published “Building a Luxury Group Isn't Easy.” This article compares the experiences of JAB Holding Company, which owns Jimmy Choo (although, during the writing of this article, Michael Kors announced a deal to buy Jimmy Choo) and Bally, with the experiences of LVMH and Kering. According to the article, “ultimately, luxury brands are selling culture—not mere products, but the cultural meaning that has condensed around these products.”