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Luxury talent management : leading and managing a luxury brand / Michel Gutsatz and Gilles Auguste.

By: Gutsatz, Michel [author]Contributor(s): Auguste, Gilles [author]Basingstoke : Palgrave Macmillan, 2013Description: xvii, 258 pages : illustrations (black and white)Content type: text Media type: unmediated Carrier type: volume001: 27521ISBN: 9781137270665Subject(s): Employee retention | Luxury goods industry -- Personnel managementDDC classification: 658.314 GUT
Holdings
Item type Current library Collection Call number Copy number Status Date due Barcode
Book MAIN LIBRARY Book PRINT 658.314 GUT (Browse shelf(Opens below)) 1 Available 111249

Enhanced descriptions from Syndetics:

The first book focusing specifically on talent management, retention and leadership in the luxury industry. It explores how to lead and manage the people this industry attracts, and the major HR challenges the industry is about to face as the previous generation of luxury pioneers retire and Asia becomes a major player in the luxury world.

Table of contents provided by Syndetics

  • Lists of boxes, figures and cases (p. vii)
  • Acknowledgments (p. xii)
  • Test: Is luxury the right industry for your talent? (p. xiii)
  • About the authors (p. xiv)
  • Introduction: the luxury industry's talent challenges (p. xv)
  • Part 1 Understanding the fundamentals of the luxury industry (p. 1)
  • Introduction (p. 1)
  • Two unique factors (p. 2)
  • The three business characteristics of the luxury industry (p. 22)
  • The luxury brands' conceptual framework (p. 29)
  • The three luxury organizational models (p. 40)
  • The four luxury corporate cultures (p. 47)
  • The four key populations to manage (p. 54)
  • Part 2 Portraits and jobs in luxury (p. 59)
  • Introduction (p. 59)
  • Executive talent (p. 60)
  • Creative/design talent (p. 73)
  • Manufacturing/workshop talent (p. 89)
  • Retail talent (p. 102)
  • Part 3 Case studies (p. 113)
  • Introduction (p. 113)
  • Case study 1 Robert Polet, a "modern gipsy at Gucci" (p. 114)
  • Case Study 2 A difficult succession plan in a family luxury business (p. 118)
  • Case Study 3 From marketing development to creation (p. 123)
  • Case study 4 The Dior case, a successful leadership duo example (p. 126)
  • Part 4 A luxury talent methodology (p. 131)
  • Introduction (p. 131)
  • The Luxury Competencies Model: A framework to identify and replicate talent (p. 135)
  • Developing customer service (p. 158)
  • Cultivating creative/designer talent (p. 177)
  • Addressing the digital age (p. 189)
  • Part 5 Looking forward: luxury and China (p. 201)
  • The special characteristics of luxury in China (p. 201)
  • The key brand competencies the Chinese need to acquire (p. 203)
  • Why hiring Asian executives is essential? (p. 216)
  • Conclusion: Principles for Luxury Change Management (p. 238)
  • Notes (p. 243)
  • Bibliography (p. 249)
  • Index (p. 253)

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