The Importance of Dream in Advertising : Luxury Versus Mass Market

Luxury companies typically follow managerial approaches that differ from those of mass market companies and, in particular, their marketing strategies are based on opposite tactics. For instance, luxury companies commonly use imagery rather than text in their print advertising as a way of allowing customers to assign their own personal meanings to the message, thus fulfilling their desire to dream. Indeed, in this current era of information proliferation, today’s consumers are increasingly less willing to process advertising information they receive as text. In this study we explore luxury communication by analyzing some luxury brands’ print advertisement and showing how luxury companies mainly communicate through images instead of text, thus creating appealing advertisements. On the basis of those results and some literature insights, we formulate some managerial propositions that mass market companies may use to start developing dream-evoking communication in order to appeal to modern consumers. In particular, we present mass market managers with suggestions about how to employ the luxury model to make their communications more aspirational than rational through imagery rather than text.


Introduction
With intense competition pervading today's business environment, differentiation is increasingly the key to success (Sharp & Dawes, 2001).Product differentiation is still important, but nowadays the challenge in catching consumers' interest and involvement is "emotional differentiation" (Schmitt, 1999).Essential to the achievement of such a differentiation is companies' communication strategy and execution.However, developing an effective strategy in today's era is complicated by consumers' increasing "attention dilution": let's think about how often we leaf through print advertisements while simultaneously browsing the web or chatting on mobile devices.
The proliferation of information and media platforms has enormously increased content consumption and made consumers' attention more fragmented than in the past.One of the words that is currently used to describe this phenomenon is "snacking" (Carr, 2010), which captures the idea that today's multitasking individuals spend a lot of time shifting their attention across different media (e.g., mobile, the Internet, social networks), without dedicating significant attention to any single piece of information.
One salient effect of the digital and social revolution involves individuals' increased willingness to express their own identity compared to what happened some decades ago (Kotler, Kartajaya, & Setiawan, 2010).As a result, companies are facing a growing pressure to rethink the ways in which they should deal with their current and potential customers, who now play a much more active role in their interaction with companies (Hanna, Rohm, & Crittenden, 2011;The Boston Consulting Group, 2014).Such an active role is evident not only in the widespread use of social media platforms, through which consumers share ideas and feedback about companies, products and brands (Berger, 2009), but also in the way they react to commercial messages conveyed by companies.In simple terms, individuals are increasingly less interested in passively receiving companies' messages (Prahalad & Ramaswamy, 2013) and prefer, by contrast, to freely assign their own meanings to those messages.
A relevant consequence of these developments is the dilution of consumers' "deep engagement" with companies' communication messages (Carr, 2010), which leads consumers to be particularly unreceptive to information delivered as text in advertisements.This happens for two main reasons.First, text requires a certain degree of cognitive processing and effort (Glenberg & Robertson, 1999;MacInnis & Jaworski, 1989).Second, when delivering information as text, companies uni-directionally assign a meaning to what they communicate, thus leaving little room for consumers' own personal interpretations.Moreover, luxury global brands often use English as lingua franca in order to deliver messages that can be interpreted in pretty much the same way globally (e.g., Crystal, 2003).Unfortunately, the consequence of this practice is the standardization of communication and the "homogenization" of consumers' interpretation, which also leads to the dilution of customer engagement.Therefore, in the modern era, a new communication approach is needed in order to revitalize consumer engagement practices.
Nowadays, many managers struggle to find an approach that best fulfills consumers' expectations.In response, we advocate a communication approach based on the strategic use of imagery in advertising, which allows customers to freely interpret advertising messages, thereby shaping their dreams.For guidelines, we turn to the business sector in which such an approach is not only well-established, but also occurs naturally: luxury.Our study begins with an analysis of the luxury sector, in which we explore the main values underlying the essence and purchase of luxury products.Then, we focus on one key element of the communication strategy typically used by luxury brands-namely the use of imagery rather than text in advertising as the best way to fulfill consumers' desire to dream-and document this practice through the qualitative research we conducted on luxury advertising.Next, we compare the luxury model with the mass market model, which has always been characterized by rational and informative advertising enacted with both text and images, rather than with images only.In light of consumers' increasing desire for personal interpretation of messages, we assert that mass market companies should adopt an approach similar to the one typical of the luxury companies.We conclude by summarizing our arguments and offering some clear prescriptions for mass market managers.

The Luxury Model
Luxury is a large and lucrative sector serving as one of the most relevant engines of growth in many countries (Bain & Company, 2014).According to the research from The Boston Consulting Group-Fondazione Altagamma (2017), in 2016 the global luxury market was worth €860 billion.Interestingly, the average amount of annual sales for a Top 100 global luxury company recently reached US$2.1 billion (Deloitte, 2017).Notwithstanding the wide-ranging effects of the 2008-2009 worldwide economic downturn (Spencer Stuart, 2009), the global luxury market has seen rapid growth over the past two decades (Fionda & Moore, 2009;Kapferer, 2014;Truong, Simmons, McColl, & Kitchen, 2008;Tynan, McKechnie, & Chhuon, 2010), particularly in emerging countries where sudden economic growth has empowered middle-class consumers and allowed the luxury industry to thrive (Bain & Company, 2017;The Boston Consulting Group, 2012).
Luxury goods are usually divided into four main categories: fashion goods, perfumes and cosmetics, wines and spirits, and watches and jewelry (Fionda & Moore, 2009).Beyond this, there is no clear consensus on what really constitutes luxury and luxury brands (Eng & Bogaert, 2010;Dubois & Duquesne, 1993;Urkmez & Wagner, 2015;Vickers & Renand, 2003), mainly because the classification of products into luxury and non-luxury is highly dependent on the cultural context being analyzed (cf.Godey et al., 2013;Kemp, 1998;Veblen, 1899).However, scholars seem to agree that luxury brands are a complex combination of product quality, strong values, attention to details, and retail-control orientation (e.g., Amatulli & Guido, 2011;Beverland, 2004).Case in point: names such as Louis Vuitton, Gucci or Cartier comprise what we traditionally define as luxury companies, and these brands are closely associated with words like style, design, creativity, craftsmanship, prestige, exclusivity, uniqueness, and quality.In other words, luxury goods are naturally associated with high design content and unique creativity.Their clear stylistic identity allows luxury products to reach an elite market.
One fundamental value of luxury goods is craftsmanship (cf.Kernstock, Brexendorf, & Powell, 2017), which constitutes the basis for luxury brands' high quality standards and heritage aura.Craftsmanship in luxury is about hand-made products, rooted in the savoir fair of an artisan "elite" who have long been able to preserve a unique manufacturing tradition that allows luxury companies to constantly deliver excellence.However, delivering excellence takes time.Thus, the concept of time is an essential ingredient in creating value for luxury customers.As an example, manufacturing a Bottega Veneta leather bag requires many hours of highly specialized labor from dedicated and passionate artisans (Amatulli, De Angelis, Costabile, & Guido, 2017).Time has an additional meaning in luxury: most prestigious luxury brands boast centuries of history.In other words, luxury brands have a heritage: just think about Louis Vuitton, which was founded in 1854, or Cartier, founded in 1847, or Chanel, founded in 1909.All these luxury brands hold a legendary history and a unique heritage, thus customers perceive them as authentic and prestigious.The implication of all this is that craftsmanship and time naturally limit production and legitimize high margins.
Of course, craftsmanship exists in varying degrees in other business contexts as well.Where luxury differs, however, is in its strong and natural association with aesthetics.Indeed, luxury artisans live by their ability to deliver unique products that combine top-quality manufacturing with high design content and strong aesthetical appeal.To accomplish this, artisans collaborate closely with the designer, a central figure in the luxury model whose stylistic identity is both shaped by and reflected in the artisan's products.In this way, artisans and designers develop, sustain and enhance the luxury brand DNA, thereby differentiating the brand in the market and solidifying its added value for customers.
In order to preserve the brand DNA without undermining long-term luxury brand profitability, it is essential to create and maintain a symbiosis between creativity and managerial skills.In simple terms, luxury companies should constantly pursue the right balance between the artistic (creative) soul and the rational (managerial) soul.Thus, the partnership model, whereby the designer and the manager share ideas and exert the same influence over the company's decision-making, is today considered the most successful approach.The success of Louis Vuitton in recent decades, for instance, depended crucially on the very close collaboration between designer Marc Jacobs and executive Yves Carcelle (cf.Amatulli, De Angelis, Costabile, & Guido, 2017).When combined, these intrinsic elements of luxury suggest one guiding essence: namely, the creation and fulfillment of dreams.

Communicating Dreams through Luxury
The focus on fulfilling dreams carries with it an important implication: that luxury communication does not necessarily follow typical marketing mix rules (Kapferer & Bastien, 2009, 2012;McCarthy, 1960), but priorities are brand image control and customer experience (Atwal & Williams, 2009).Thus, luxury marketers need to think beyond traditional marketing schemes, seeing marketing as a process through which they can deliver products that allow luxury consumers to fulfill their aspirations and dreams (Dubois & Paternault, 1995;Truong, McColl, & Kitchen, 2010).As a consequence, the luxury model naturally leads to the so-called "anti-laws of marketing" (see Kapferer & Bastien, 2009), such as:

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Selling to a niche market rather than to the mass market (indeed, luxury companies sometimes do not want to even sell to certain customers);

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A very low elasticity of demand to price (sometimes an increase in price may lead to more sales); • A limited distribution (in contrast to non-luxury products, luxury goods need to be sold in a few, preferably company-owned, stores);

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Ever-increasing pricing (luxury brands usually strive to increase the price range of their products).
In our research on luxury brands, we found another key feature that defies traditional marketing: namely, the prevalence of imagery rather than text in the communication strategy.

Method
Twenty-six print advertisements from international luxury brands, published in fashion-specific magazines (e.g., Vogue), were selected by two researchers from a database provided by VisualBox s.r.l., an Italian market research company that specializes in the fashion industry.The database allows selecting all print advertisements related to certain brands, published in certain magazines, over a given period of time.The two researchers selected print advertisements of different page size (full-page or two-page) published in a same year (2011), ensuring that each advertisement was referred to one of the most valuable luxury brands (e.g., Louis Vuitton, Gucci, & Hermès) defined according to a well-known international report (i.e., "The Interbrand Best Global Brands" ranking, http://www.bestglobalbrands.com/2014/ranking/).All the selected advertisements focused on high-end fashion products, i.e., clothing and accessories, as these categories represent the most traditional luxury consumables (Fionda & Moore, 2009).The sample size was considered adequate for the purpose of the study, relying on previous works on semiotic analysis (Langrehr & Caywood, 1995).
Two distinct researchers then analyzed the selected ads independently.Each of the two researchers received the ten advertisements one by one, in a randomized order, and they had thirty minutes to analyze each ad and to write down their findings.The two researchers filled in a detailed evaluation sheet for each print advertisement, From our perspective, such a sharp split in communication strategies is no longer consistent with the evolution of modern consumers.Indeed, as we outlined in the introduction, today's consumers are deeply changing.With the emergence of multiple online platforms that allow individuals to widely access information as well as share and create content of any sort, today's customers are increasingly eager to play a central role in assigning their own meaning to the advertising they are exposed to.The consequence of such an evolution is quite disruptive, as the emerging desire to freely interpret communication content involves both luxury and mass market customers.In light of such a widespread change, even mass market companies may need to embrace communication strategies and tactics that have typically been the domain of the luxury model (i.e., communication messages aimed at creating dreams).In simple terms, our idea is that mass market companies should understand and employ to a greater extent the luxury communication approach of instilling dreams through the use of emotional and image-based communication.

Prescriptions for Mass Market Managers
The Given the explosion of information sources, today's consumers can access most information openly and freely, but at the same time, they have limited cognitive to process everything they get exposed to (e.g., Carr, 2010).Because it is practically impossible for consumers to accurately process such a vast amount of information, it is no longer feasible or desirable for them to act as passive recipients of companies' messages (Prahalad & Ramaswamy, 2013).Consequently, they want to play a more active role by shaping company-created content via personal interpretation.
• Prescription 1: never forget that today's customers live in the era of "fragmented attention," which makes them less available to pay attention to conventional advertising in which message meanings are assigned by the company.Customers are eager to craft their own advertising meaning.Engage your customers more by allowing them to more freely interpret your messages.
Because the luxury model already appeals to customers' desire for free interpretation, it is a useful blueprint for inspiring customers to dream.For example, Louis Vuitton's "L'invitation au Voyage" campaign features a young woman starting her journey on an air balloon and enjoying a nice view of the city of Venice, being captured in a dream (see Figure 3A).
There is no text, only an image that leaves customers free to interpret and dream.Mass market brands have not traditionally adopted such an approach, for the obvious reason that their customers have typically focused on products' tangible benefits rather than dreaming.However, given the changing consumer landscape, mass market brands may benefit from adopting the luxury model as a new paradigm.

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Prescription 2: mass market managers should understand the luxury model in order to transfer its essential elements into their mass market model.They should adapt the luxury companies' model without merely imitating it.They should strive to inspire customers to dream about the product(s) they sell.
There are a few examples of mass market companies that have started applying a dream-evoking advertising approach.To illustrate, Zara, a fast fashion brand, uses imagery in its print advertisements with no text (see Figure 3B) in order to inspire its customers to dream, even though the brand is not a luxury one.In fact, Zara sells fairly basic and inexpensive fashion products, but its customers do not generally make their purchase decisions based only on rational assessment of costs and benefits, as they are moved by their desire to experience positive emotions.
Similarly, Intel, a non-luxury brand, designed the "New Era in Computing" campaign featuring a colored bird flying out of a laptop screen (see Figure 3C).Again, there was no text and no rational focus on the product (the focus was instead placed on the bird), only on imagination and dream.and napkins.Despite these differences, however, we believe that advertising can help foster dreams and aspirations even for product categories that are less suited for adopting the luxury communication model.Finally, it is worth noticing that we do not claim that dream-evoking advertising can make mass market products be perceived as status symbols like luxury goods; rather, we claim that this type of advertising may create dreams and aspirations around mass market products as well.
To conclude, this paper offers three key messages to managers.First: consumers' habits across all industries have changed so dramatically that they now want a highly active role in their relationship with companies, which entails giving them the opportunity to form their own interpretations and, ultimately, to dream.Second: in order to fulfill consumers' desires, mass market companies need to understand the mechanism through which the luxury communication model is able to deeply engage customers and facilitate dreams.Third: mass market brands should embrace the practice of using less text in their advertising and more images in order to be less informative and more aspirational.

Table 1 .
Key differences between luxury and mass markets