Course 2019-2020 a.y.

• Fashion & Luxury Phenomenology.
• Demand and Offer Dynamics in Luxury and Fashion.
• Structure and Strategic Logics of the Fashion System.
• Traditional model: make to order, make to stock, fast fashion.
• Brand identities and Country identities.
• Brand Strategy and Stylistic Strategies.
• New Emerging models: E-tailers and on line retailers.
• Traditional model: off-line mass retailers.
• Product Strategies and Merchandising Plan.
• Multi-channel Commercial Strategies.
• The Responsible Fashion Company.
• A new emerging model: the Circular Economy.

• Knowledge of vertical structure of fashion system.
• Understanding of seasonal nature of the business and interdipendence of seasonal operational processes.
• Managing the brand mix in order to analyse/define a competitive strategy.
• Vision of the future evolution of industry and business models.
• Appreciating the Corporate Social Responsibility applied to fashion/luxury companies.

• Make an industry and competitivre analysis.
• Analyze/Define a competitive strategy at corporate and brand level.
• Analyze/Define a process strategy (brand, product, distribution, marketing, supply chain).
• Analyze/Define a corporate social responsability strategy for a fashion/luxury company/brand.

• Face-to-face lectures
• Guest speaker's talks (in class or in distance)
• Case studies /Incidents (traditional, online)
• Group assignments

• Lectures: theoretical concept and managerial models.
• Case discussions: application of theories and managerial models to real cases.
• Guest speakers: sharing experience with managers/entrepreneurs/professionals.

Assessment methods are based on two elements:

• 25% group assignment;
• 75% final written exam.
  • With the group assignment students are applying the theory learned in class to a real case: they analyze the selected case, define the open strategic issues and share suggestions to manage them. The structure of the assignment is presented in detail in class along with the assessment criteria. These assignments is used to verify the ability of students to apply the knowledge developed during the course and assess the ability to find strategic issues and give coherent suggestions to manage them.
  • The exam is held in a written form. It is made of open-ended and multiple-choice questions referring to the concepts, models and cases discussed in class. These are mainly aimed at verifying learning of the concepts, the analytical and management abilities and their correct comprehension.

The assessment method for non-attending students is based on a final exam in written form. It is made of open-ended and multiple-choice questions referring to the concepts, models and cases discussed in class. These are mainly aimed at verifying learning of the concepts, the analytical and management abilities and their correct comprehension.

• E. CORBELLINI, S. SAVIOLO, Managing Fashion and Luxury Companies, ETAS, 2009.
• F.R. RINALDI, S. TESTA, The Responsible Fashion Company. Integrating Ethics and Aesthetics in the Value Chain, Greenleaf Publishing, 2014.

• E. CORBELLINI, S. SAVIOLO, Managing Fashion and Luxury Companies, ETAS, 2009.
• F.R. RINALDI, S. TESTA, The Responsible Fashion Company. Integrating Ethics and Aesthetics in the Value Chain, Greenleaf Publishing, 2014.
• J.N. KAPFERER, Kapferer on Luxury, Kogan Page Limited, 2015.