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Social media
Social media marketing in marketing in
luxury brands luxury brands

A systematic literature review and implications

for management research 657
Elisa Arrigo
Received 30 April 2017
Department of Economics, Management and Statistics (DEMS), Revised 28 August 2017
University of Milan-Bicocca, Milan, Italy 29 October 2017
14 December 2017
Accepted 2 January 2018

Abstract
Purpose – Digital technologies and social media have improved the connectivity and collaboration between
firms and customers in all sectors. However, in the luxury sector, the approach to social media and digital
technologies has been slower than in other industries. The purpose of this paper is to review the academic
literature on social media marketing in luxury brands to highlight the current state of the art, the addressed
key research themes and the implications for management research and practice.
Design/methodology/approach – A systematic literature review of academic research on social media
marketing has been conducted to gather, examine and synthetize studies related to luxury brands. By
following a review protocol based on both automatic and manual search on the Scopus database, all relevant
studies on luxury brands were identified and analyzed.
Findings – A critical conceptualization of social media marketing in luxury brands has been provided and
the emerging key research themes have been categorized into four main areas.
Originality/value – Academic literature about social media marketing activities in luxury firms is very
limited and existing studies focus only on certain aspects, contexts or single cases. In contrast, the value of
this study, for both academics and practitioners, lies in providing, for the first time, a comprehensive and
critical systematization of social media marketing academic literature in the field of luxury brands.
Keywords Systematic review, Co-creation, Competitive advantage, Social media marketing,
Digital luxury, Luxury brand
Paper type Literature review

1. Introduction
The advent of social media and digital technologies has changed the competitive landscape
for firms that quickly acknowledged the increasing relevance of social media platforms for
business purposes (Kaplan and Haenlein, 2010, 2011; Safko, 2010; Bruhn et al., 2012; Levy,
2013; Wang and Kim, 2017; Keegan and Rowley, 2017). Social media has been defined as “a
group of internet-based applications that build on the ideological and technological
foundations of Web 2.0 and that allow the creation and exchange of user-generated content”
(Kaplan and Haenlein, 2010, p. 61). Several forms of social media exist such as social
networking sites (SNSs), microblogs, content communities, virtual worlds and in all of these
different ways, customers and firms share information, insights and experiences.
Several benefits arise in participating on social media for businesses. For example,
building brand reputation (Ngai et al., 2015), developing collaborative products (Mangold Management Research Review
and Faulds, 2009) and marketing strategies for brand management (Laroche et al., 2013). Vol. 41 No. 6, 2018
pp. 657-679
Social media has surely offered companies new business opportunities but also important © Emerald Publishing Limited
2040-8269
dilemmas and challenges (Coulter, 2012; Del Giudice et al., 2013) by providing consumers DOI 10.1108/MRR-04-2017-0134
MRR with much more control, information and power over the marketing process. Customers can
41,6 generate information and share opinions about a firm’s products and services with a bigger
scope and wider influence than was the case previously (Sashi, 2012). The new competitive
landscape, where customers and brands are increasingly embedded in social media such as
Facebook, Instagram, Twitter and YouTube, is fierce and firms are in a situation in which
they co-own their brands and co-define their symbolic meanings with customers (Tynan
658 et al., 2010; Nieto and Santamaría, 2007).
Social media and, in general, the digital domain pose an enormous challenge for luxury
firms by questioning the traditional business model. In fact, even though the diffusion and
adoption of social media in most industries has been relatively rapid, luxury firms have long
been hesitant (Okonkwo, 2010; Kapferer and Bastien, 2012; Chevalier and Gutsatz, 2012).
Only in recent years, the luxury sector has approached social media to meet the increasing
pervasiveness of social networks and communities in customers’ lives (Arrigo, 2014b).
Luxury brand lifecycles have become shorter and the growing relevance in the luxury
market of young customers who use social media has forced traditional luxury firms to
develop innovative strategies to stay relevant in this dynamic and volatile market (Ko et al.,
2016). Luxury firms need to develop a clear understanding of what social media could do for
them, and define a clear strategy to improve customers’ experience and perceptions of their
brands on social media (Phan et al., 2011).
However, academic research examining the role of social media in luxury firms has
received little attention and remains largely unexplored. To date, there has been no effort to
review systematically and synthesize existing studies on the marketing potential of social
media for luxury brands. Often, the few existing studies on this topic are focused on a
particular aspect of social media activities (Kim and Ko, 2010; Hughes et al., 2016; Godey
et al., 2016), a specific context of analysis (Stokinger and Ozuem, 2014, 2016) or single
company cases (Phan et al., 2011; Ng, 2014). Thus, a research gap emerges on the state of the
art in the domain of social media marketing studies addressed at luxury brands.
The present research aims to fill this gap by providing a systematic literature review
(Webster and Watson, 2002; Kitchenham et al., 2009) of social media marketing studies in
the field of luxury brands to highlight the addressed key research themes and suggest
further research developments. The contribution of this study is, therefore, to offer, for the
first time, a comprehensive understanding and overview of social media marketing in
luxury brands, and to map those research themes already addressed for academics wanting
to develop new research studies in this domain.
The remainder of the paper is organized as follows: Section 2 provides the background
on social media marketing and the evolution of luxury brands’ presence in the digital
domain; Section 3 describes the research methodology used to realize this systematic
literature review; Section 4 contains the synthesis of data extraction; Section 5 provides the
results and discussion on the highlighted research themes. Finally, Section 6 draws
conclusions, managerial and theoretical implications for management research with possible
future research directions and limitations.

2. Theoretical background
2.1 Social media marketing
Social media refers to the concept of Web 2.0 that involves the collection of open-source,
interactive and user controlled online applications that can help users to share their
experiences as participants in business and social processes. Web 2.0 applications support
the creation of informal users’ networks and the diffusion of user-generated content that
facilitate the flow of information and knowledge (Constantinides and Fountain, 2008; Social media
Carayannis, 2010). marketing in
In the managerial academic literature, social media has been recognized as an important
channel to reach the market for business purposes (Mangold and Faulds, 2009; Kaplan and
luxury brands
Haenlein, 2010; Bruhn et al., 2012; Sashi, 2012; Risius and Beck, 2015; Lamberton and
Stephen, 2016). Social media allows firms to achieve many goals that go beyond simply
having a direct relationship with customers. For example, these include recognition of new
business opportunities, delivery of commercial and institutional content, collection of 659
customer feedback and the creation of communities (Michaelidou et al., 2011; Berthon et al.,
2012).
The huge amount of social media data such as customers’ personal data, available
market offers and customers’ opinions represent a valuable source of information to drive
marketing decisions (Hoffman and Fodor, 2010; Coulter, 2012). By monitoring social media
sites, firms can obtain a multifaceted vision of the market and a clear understanding of
current or potential inside issues (Arrigo, 2014a, 2016).
Social media can play a useful role in developing strong market knowledge (Bharati et al.,
2015) as the information and data required to deal with competitive challenges have been
quickly relocated from published and proprietary sources to open social platforms. Through
a continuous scanning process of social media, data collection on customers’ lifestyles, needs
and problems encountered with existing products can take place at any moment (Chua and
Banerjee, 2013; Stone and Woodcock, 2014). Additionally, social media analytics has proven
to provide practical solutions to support management decisions (Risius and Beck, 2015).
With this aim in mind, Peters et al. (2013) have recently proposed a framework for managing
social media by designing a social media metrics system appropriate for individual firms
through the construction of a sensitive social media dashboard.
Social media represents for businesses also an efficient channel to display commercial
and institutional communications to the extent that it is even considered a hybrid element of
the promotion mix. In fact, it connects aspects of the traditional marketing communication
mix to a “highly magnified form of word-of-mouth” among customers where firms cannot
manage either the content or the frequency of this communication (Mangold and Faulds,
2009). In the social media environment, the customer posts opinions and questions about a
firm’s offer and other customers answer and comment. Consequently, in itself, the customer
becomes a vehicle of information toward other customers, and firms need to engage with
their customers to successfully exploit these new forms of marketing communication
(Brondoni, 2006).
Moreover, on social media, firms can improve the customer engagement “by providing
superior value than competitors to build trust and commitment in long-term relationships”
(Sashi, 2012, p. 260) but also by actively interacting and collaborating with customers in the
co-creation process of new products (Gummerus et al., 2012; Hollebeek et al., 2014).
According to Piller et al. (2012), customer co-creation can be described as a set of methods
that establish an active, creative and social collaboration process between producers and
customers in the context of new product development and determine a paradigm shift from
a manufacturer-active paradigm to a customer-active one.
Social media provides a useful channel for communicating with customers and obtaining
from them data, information or ideas. “Starbucks Ideas,” the social platform where
customers can share feedback, represents a good example of customer co-creation based on
social media applications (Chua and Banerjee, 2013). Thus, it is possible to argue that
through social media, firms can rely on using a co-creation approach to deal with their
innovativeness and open innovation purposes (Del Giudice and Della Peruta, 2013). In fact,
MRR the context of the internet of things has pushed companies to become more open to new
41,6 collaborative innovation approaches (Shin et al., 2017) where customers are considered not
just the final buyers of a product but innovation partners, especially inside social media
networks (Scuotto et al., 2017b; Scuotto et al., 2017c).
Knowledge management systems are proven to be able to simplify the creation of open
and collaborative ecosystems and the exploitation of internal and external flows of
660 knowledge, through the development of internal knowledge management capacity, which in
turn increases innovation capacity (Santoro et al., 2017). Moreover, social media platforms
have delivered new ways of sharing knowledge and communicating inside organizations
where specific factors drive and hamper the employees’ participation (Vuori and Okkonen,
2012; Razmerita et al., 2016). In fact, in the current competitive environment, knowledge
management can explain the existing connection between firm-level competitive advantage
and difficult-to-use knowledge assets (Carayannis et al., 2017).
As well as using social media for innovation and knowledge purposes, the marketing
relevance of social media for companies lies precisely in the interaction between consumers
and the community, and in immediate, interactive and low-cost communications (Kaplan
and Haenlein, 2011). Social media enhances the power of online communities in various
ways (Miller et al., 2009; Antonacci et al., 2017). First, social platforms stimulate among users
deep relationships that are richer than in the past. Second, they can produce a rapid
mobilization of the online community for a specific event such as a business promotion or
deal. Moreover, within social media, the knowledge generated by members is aggregated
into documents or Web pages that are frequently updated and corrected by other members
by deepening the diffusion of news and knowledge about company products or brands.
Because of the multitude of social media available, firms need to choose efficiently how to
construct their social presence by using different social media sites and defining in other
words what Weinberg and Pehlivan (2011) label as the “social media mix.” Each social
media site performs a particular task related to one of the functional blocks identified by
Kietzmann et al. (2011) such as, for example, identity, conversations or sharing. By
analyzing each block, firms can monitor and understand how social media varies, thereby
developing an efficient social media strategy by maximizing the return of their social
presence (Kumar and Mirchandani, 2012). In fact, social media management has been
recognized as a valuable solution for influencing relational outcomes, as online users can
display empathy toward a brand even if they cannot buy a firm’s product (Clark and
Melancon, 2013).
Drawing on brand community literature, Laroche et al. (2013) show that brand
communities on social media can improve brand trust and loyalty by enhancing customer
relationships with the brand, other customers, the firm and its products. These findings are
consistent both with previous studies on the positive effect of social media on brand loyalty
(Casalo et al., 2010) and with those (Fournier and Avery, 2011) proposing that social media
sites are designed to simplify interactions among users not solely for business purposes.
This results in customers’ improving their relationships with each other to improve brand
loyalty and trust. Thus, social media marketing appears as a very multifaceted field of
research and, recently, Keegan and Rowley (2017) have provided interesting insights on its
complexity.

2.2 Luxury brands in the digital age

Several definitions of luxury brands have been proposed in the managerial academic
literature, most of which refer to elements such as excellence, high transaction value,
exclusivity, artisanship and premium price (Fionda and Moore, 2009; Heine, 2010; Chevalier
and Mazzalovo, 2012; Kapferer and Valette-Florence, 2016). Luxury brands are considered Social media
as a signal of wealth and status and two of the key differences between prestige brands and marketing in
non-prestige brands center exactly on their uniqueness and scarcity, as, if everyone owned
luxury items, then they would not be regarded as prestigious. Keller (2009) argued that, in
luxury brands
general, luxury brands face three important trade-offs reflecting the challenges encountered
by managers in handling their development over time: exclusivity–accessibility; classic–
contemporary images; and acquisition–retention. These paradoxes make the management
of luxury brands a complex activity and put pressure on marketing managers to find new
661
evolving strategies that prove to be consistent in the long term.
Luxury has been influenced by the digital revolution in many ways (Kapferer, 2014):
digital offers great opportunities to manage omni-channel connections and, considering the
increasing rental costs of physical stores in the main capitals of the world, luxury firms try
to optimize the synergies between digital and offline. Moreover, digital allows firms to
deliver brand content by promoting their heritage and values. However, luxury is more often
centered on rarity, scarcity and discretion; thus, full accessibility and availability of content
of the digital world seems to contrast with the exclusiveness of luxury brands (Hennings
et al., 2012).
At the outset, luxury firms approached the online market with curiosity and skepticism
(Okonkwo, 2010) and, in describing this initial reluctance, Kapferer and Bastien (2012) spoke
about the “Internet dilemma” for luxury brands in the digital context and Chevalier and
Gutsatz (2012) of a “love/hate relationship.” Recently, with the convergence of digital
applications and new media such as mobile technology, luxury firms have fully understood
the inevitability of developing an online presence (Arrigo, 2014b). In fact, this represents a
prerequisite to guarantee online an official brand representation and assure efficient
synergy from different channels of communication (Parrott et al., 2015).
Most luxury firms have thus moved beyond questioning the opportunities of having a
digital presence and are managing how to create and maintain a digital presence without
damaging the essence of luxury brands. However, three main factors are slowing down the
integration of digital tools in the luxury sector:
(1) the variety and complexity of digital channels;
(2) the confusion between separate and interactive effects and platforms; and
(3) the perception that luxury and digital are quite incompatible (Dubois, 2015).

In fact, the wide availability of digital channels and platforms makes it difficult for luxury
managers to choose which is best in designing a luxury brand strategy. Furthermore, the
customer experience is multisensory (Kapferer and Bastien, 2012), customers expect to feel
luxury products through all their senses, and the quality of this experience influences their
perceptions of the luxury brand. Digital channels could overcome the absence of physical
contact between seller and buyer by preserving the multisensory experience, for example,
through touch screen interfaces that increase a tactile interaction with products (Okonkwo,
2016).
In recent years, the rise of social media has brought new challenges for luxury brands,
even if, nowadays, the majority have already developed a social media presence to
effectively engage with customers (Kontu and Vecchi, 2014). While luxury brands have
always been fashion industry leaders, the entry of a number of new fashion brands in the
luxury market, due to the trend for affordable luxury, combined with a slowdown in sales,
has posed some difficulties (Kim and Ko, 2010). Thus, luxury firms have engaged in social
media to increase their brand exposure to a wider segment of the market, to stay relevant to
MRR younger customers, to leverage innovation (Choi et al., 2016; Scuotto et al., 2017a) and,
41,6 fundamentally, to beat the competition and increase sales (Gautam and Sharma, 2017; Kim
and Lee, 2017).
However, academic literature on the marketing opportunities for luxury brands related to
a strategic use of social media is still underdeveloped and fragmented, the relation existing
between social media and luxury remains largely unexplored. Therefore, this study aims at
662 setting out the state of the art of research on social media marketing by luxury brands and
mapping the addressed key research themes outlined in the following sections.

3. Research methodology
To analyze social media marketing academic literature focused on luxury brands, this study
used a systematic literature review approach (Webster and Watson, 2002; Busalim and
Hussin, 2016; Osobajo and Moore, 2017) to support theory development and discover
research areas that need further investigation. A systematic review refers to a process of
identifying, evaluating and interpreting all available research relevant to research questions
with the aim of summarizing the evidence about a phenomenon or a method and provide
new understanding (Kitchenham et al., 2009). A systematic literature review involves three
phases: planning, performing and reporting the review. Each step requires particular
activities: identify research questions, establish a review protocol, identify inclusion and
exclusion criteria, perform a quality assessment process and extract data and synthesize
(Busalim and Hussin, 2016).
The research question of this study was the following:
RQ1. What are the state of the art and the key research themes addressed in the
academic literature on social media marketing pertaining to luxury brands?
A review protocol was set in place to reduce research bias and was characterized in this
study by an initial background review of social media marketing and luxury brands. Next, a
definition of inclusion and exclusion criteria was useful in selecting publications specifically
related to this study. As the review is centered on analyzing the social media marketing
policies used by luxury brands, only those publications with available abstracts and full-
text, published in English and during the period 2010-2016 were considered. The period
2010-2016 was chosen to provide a full and deep understanding of the evolution of the topic
from its initial beginnings until the end of last year.
The search strategy consisted of two stages. First, an automatic stage provided a
primary result of studies related to social media marketing. According to Webster and
Watson (2002), the search process should not be limited to a specific range of academic
journals; therefore, three different online databases (ScienceDirect, Scopus, Thomas Routers
Web of Science) were searched to cover a broad range of publications. The three databanks
were selected as they can be considered the most pertinent to the business management
field.
In March 2017, the Scopus database was searched with the expression “social media
marketing” searched under “title,” “abstract” and “keywords.” The first filter provided a
score of 483 documents resulting in a time horizon of 2008-2017; publications not in English
were excluded which resulted in 476 publications. Subsequently, a second filter “luxury
brand” was entered in “title,” “abstract” and “keywords” and 15 results pertaining to the
considered time horizon 2010-2016 (Appendix 1) were found. In the ScienceDirect database,
by searching “social media marketing” automatically in “title,” “abstract” and “keywords,”
66 results appeared and, by filtering those into English related to luxury brands, only two
results emerged (already contained in the Scopus results). A similar situation occurred using
the Thomson Router of Web of Science database, where the first search provided 103 results Social media
and only one remained after using the other filters (also in this case, the paper was already marketing in
included in the Scopus results). Consequently, the Scopus database appeared as the most
inclusive and 15results were analyzed.
luxury brands
At this point, the second stage (manual stage) of the search strategy occurred. A full text
analysis of the results was carried out to exclude those that were not fully pertinent to the
study’s research question, two publications were removed and, finally, 13 publications
remained. Performing a quality assessment process represented a critical stage in 663
evaluating the quality of these studies and the following three criteria (Busalim and Hussin,
2016) were established:
(1) C1: Is the research methodology described in the study?
(2) C2: Is the data collection method described in the study?
(3) C3: Are the data analysis steps described in the study?

The 13 studies were evaluated according to these three criteria and distinguishing three
levels of quality: low, medium and high. For instance, studies that fully satisfy a criterion
obtain 2; those partially achieving a criterion obtain 1 and if they do not, zero. The outcomes
of the quality assessment are displayed in Figure 1, and the list of evaluation of each study is
presented in Appendix 2.

4. Data extraction and synthesis

The data extraction process was realized by carrying out an accurate reading of all the
studies and using a research framework structured on the following elements:

research theme (the key aim of the study);

data collection methods (survey, case study and observation); and

methodology (qualitative, quantitative, conceptual and review) as displayed in
Table I.

The majority (87 per cent) of studies were articles published in management academic
journals, and this can be considered a first signal of good quality, while the remaining
publications were book chapters (13 per cent). With regard to a temporal view of the
publications, they gradually increased in number from 2010 up to 2016 with a slight
decrease in 2013. Likely, there will be an increase in the article output as the research area
about digital marketing in luxury brands becomes more significant.
The research methods that have been adopted in the primary studies are displayed in
Figure 2; as can be seen, more than one third of studies (39 per cent), in particular surveys,

0.307692308

0.46153846

0.230769231 Figure 1.
Quality assessment
high medium low results
 41,6

664

studies
MRR

Table I.
Data extraction and
synthesis of primary
Collection method Methodology
Document Conceptual
Study Year type Research theme Survey Case study Observation paper Review Qualitative Quantitative

1 2010 Article Social media marketing’s effects Self-administrated Principal component

on customer relationships and questionnaires with analysis þ multiple
purchase intention visual stimuli regression analysis
2 2012 Article Removed
3 2012 Article To identify attributes of social 400 survey Structural equation
media marketing activities and questionnaires model
examine the relationships
among those perceived
activities, value equity,
relationship equity, brand
equity, customer equity and
purchase intention
4 2014 Article To explore the marketing Participants’ survey Structural equation
potential of social media for model
luxury brand management
5 2014 Article To provide luxury marketers Expert survey Lancome case study Case study
with an overview of the major
digital luxury brand-consumer
touchpoints and corresponding
digital working areas
6 2014 Article To explore how luxury brands Coach case study Case study
use social media to connect with
middle-class customers in China
7 2014 Article Presentation of the special issue x
on social media marketing and
luxury brands
8 2014 Article To investigate the role of luxury Observation of Content analysis
brand marketing in driving 52 luxury
consumer engagement on social brands’
media platforms Facebook pages
9 2014 Book To provide some insights into x
chapter how social media impacts the
cosmetics industry

(continued)
 Collection method Methodology
Document Conceptual
Study Year type Research theme Survey Case study Observation paper Review Qualitative Quantitative

10 2015 Article To review and analyze brand Observational Netnographic

advocacy behavior within data including approach
luxury brand accessory forums blog texts and
audience
comments for
four popular
forums
11 2015 Article Removed
12 2016 Book To explore social media x
chapter influence on customer
rentention in the luxury beauty
industry
13 2016 Article Storygiving as a co-creation tool Tiffany case study Case study
for luxury brand managers
14 2016 Article Social media marketing Survey (845 luxury Quantitative survey
activities’ influence on brand brand consumers) customers and
equity creation and consumers’ followers in different
behavior toward a brand countries
15 2016 Article Presentation of the special issue x
on luxury brand strategies and
customer experiences

Table I.
marketing in
Social media

665
luxury brands
MRR used quantitative methodology. However, it emerged that there was a significant percentage
41,6 of qualitative studies (31 per cent), followed by reviews (15 per cent) and conceptual papers
(15 per cent).
Qualitative studies are mainly based on interviews and secondary sources, which can be
explained by the novelty of the topic, together with the exploratory nature of the initial
studies aimed at better defining a phenomenon never previously studied.
666 The research topics developed over the considered period (2010-2016) can be observed in
Table I. They centered on studying the influence of social media marketing activities on
customer–brand relationships covering the entire time period; in fact, this can be observed
since the first paper’s appearance (Kim and Ko, 2010). However, in recent years, studies on
social media marketing in luxury brands have seen an evolution. A study aimed at
understanding the main digital touch points with customers arose responding to the need
for more awareness of available digital opportunities (Heine and Berghaus, 2014). In
addition, recently, a new research theme has been introduced, namely, how luxury brands
deal with co-created brand images compared to mainstream brands (Hughes et al., 2016).
Therefore, to date, the addressed themes in the academic literature can be categorized
into the following four research areas (Figure 3):
(1) examination of the influence of social media marketing on luxury brand equity
(Kim and Ko, 2010, 2012; Phan and Park, 2014; Parrott et al., 2015; Godey et al.,
2016; Ko et al., 2016);

conceptual
15%

quantitative
39%
review
15%

Figure 2.
Percentage of
research
methodologies qualitative
31%

Figure 3.
Map of the addressed
research themes
 (2) analysis of the marketing potential of social media for luxury brands in terms of Social media
customer engagement and retention (Jin, 2012; Ng, 2014; Dhaoui, 2014; Stokinger marketing in
and Ozuem, 2014, 2016);
luxury brands
(3) identification of major luxury brand – customer touchpoints (Heine and Berghaus,
2014); and
(4) social media opportunities for co-creation and collaboration with customers
(Hughes et al., 2016). 667

5. Results and discussion

An initial result emerging from the examination of research methods applied in the studies
(Figure 2) is that literature reviews represent only 15 per cent of methods used. Therefore,
the systematic literature review provided here contributes to fill this apparent research gap.
The four research themes that have been categorized can now undergo deeper analysis.

5.1 Influence of social media marketing on luxury brand equity

The first study on the use of social media from a marketing perspective was that of Kim and
Ko (2010) who investigated: the properties of luxury brands’ social media marketing, how
each property affects customer relationships (intimacy and trust) and purchase intentions
and, finally, whether a relation exists between the customer relationship and purchase
intention. The authors used self-administrated questionnaires with visual stimuli of Louis
Vuitton’s activity on Facebook and Twitter to gather data from luxury customers in the
Seoul area. Five factors arose from the results of the questionnaire characterizing social
media marketing: entertainment, customization, interaction, word of mouth and trend.
The study evidenced the effectiveness of social media marketing on both customer
relationships and purchase intentions by highlighting a significant relationship between
trust and purchase intention. Each property found in the luxury brands’ social media
marketing positively influenced customer relationships and purchase intention. In
particular, entertainment appeared as the property affecting the variables more than any
other does. For this reason, the authors conclude that luxury brands should heavily invest in
entertaining their customers on social media by defining every aspect of social media
content and activities, such as the provision of customized service, the collection of customer
data or simply interactive relationships.
In 2012, the same authors carried out a second study to better identify the attributes of
social media marketing activities and analyze, using a structural equation model, the
existing relationships according to value equity, relationship equity, brand equity, customer
equity and purchase intention. The recognized dimensions of social media marketing
activities were as follows:

having fun with the Louis Vuitton social media pages (entertainment);

sharing opinions and information (interaction);

feeling trendy and fashionable (trendiness);

using customized service and information search (customization); and

finally, customers’ intention to pass on information available on Louis Vuitton’s
social media site (word of mouth).
MRR Their findings confirm the significant positive effect of the properties (entertainment,
41,6 interaction, trendiness, customization and word of mouth) on value equity, relationship
equity and brand equity.
Social media activities were found to be able to generate interaction among users,
which could lead to word of mouth effects; these effects could then improve the value
equity by providing a new kind of value to customers with respect to that offered by
668 traditional marketing media. The authors concluded that, as luxury brands aim to offer
customers luxury values, they should exploit social media to enhance their customer
relationships.
In 2014, Phan and Park introduced the first special issue on “Social Media Marketing and
Luxury Brands” in the Journal of Global Fashion Marketing. To date, it represents the only
special issue published on this novel research theme and includes – among other papers
(Dhaoui, 2014; Heine and Berghaus, 2014; Ng, 2014) to be discussed later – one exploratory
paper containing business examples on the strategic use of social media as a marketing tool
by luxury brands (Kontu and Vecchi, 2014).
In 2015, Parrott et al. (2015) carried out a study on the role of luxury brand forums in
affecting members’ purchase intentions. By adopting a netnographic approach, the paper
attests that informants express some specific features grouped around engagement,
involvement, self-concept and self-connection, brand love and hedonic values. However, they
present some noticeable dissimilarities, which can be distinguished as active luxury brand
advocates and passive brand advocates. Certain members display passive brand advocacy
behavior by observing other more active members. On the contrary, self-selected brand
advocates promote their preferred luxury brands, post opinions, share information and aim
to build a long-term relationship with them. Thus, luxury brands should engage more and
more with brand advocates leveraging their support, listening and responding to key
influencers.
In 2016, starting from the studies of Kim and Ko (2010, 2012), Godey et al. investigate the
social media marketing efforts (SMMEs) of some luxury brands through a quantitative
survey targeted customers and followers of four well-established luxury brands that
invested heavily in social media activities. The survey was distributed to customers in four
countries: China, France, India and Italy. A positive and direct effect of SMMEs on
consumer-based brand equity was found with a higher effect on brand image than brand
awareness. In addition, an impact on consumer preference, willingness to pay and brand
loyalty was verified and some differences were highlighted among the four countries. For
instance, in Italy, this impact was similar for both brand image and awareness. In France, it
was higher on brand awareness, while in China and India the main influence was on brand
image. Finally, this study was the first to show that brand equity acts as a partial mediator
of SMMEs; thus, investment in brand equity seems to strengthen customers’ responses
toward SMMEs.
Finally, Ko et al. (2016) introduced a special issue of the Journal of Business Research on
“Luxury Brand Strategies and Customer Experiences” that contains selected research
papers presented at the 2015 Global Fashion Marketing Conference. One of the key
addressed topics within this special issue was on the theme of “social media and digital
marketing,” demonstrating the relevance and currency of this topic.

5.2 Marketing potential of social media on customer engagement and retention

In 2012, Jin carried out a study to explore the marketing potential of social media for luxury
brands by examining the challenges that these brands face on social media in managing
their interactive and dynamic relationships with customers. An online survey directed at
evaluating customer perceptions and attitudes toward the Facebook page of Louis Vuitton Social media
was undertaken. Customer satisfaction with a luxury brand’s Facebook page was found as a marketing in
good predictor of a positive attitude toward the brand. In fact, brand attitudes following a
visit to a luxury brand’s Facebook page represented a positive antecedent of a customer’s
luxury brands
willingness to revisit the luxury brand’s social media page, to shop or to gather information
about luxury items before making an offline purchase. Thus, social media can be proven to
play a key role in creating customer relationships and promoting positive attitudes toward
luxury brands. 669
In 2014, Dhaoui’s study also provided insights into how luxury brands can realize
effective social media marketing strategies to improve customer engagement. A content
analysis of 52 luxury brands’ Facebook pages was performed to measure some features
of social media posts and the customer engagement they generated. The independent
variables examined as explanatory of consumer engagement rates were the eight pillars
(8 Ps) of luxury brand management: performance, pedigree, paucity, persona, public
figures, placement, public relations, and pricing. Each post gathered from the Facebook
page of the selected luxury brands was analyzed in terms of the associated pillar and
the findings showed certain differences in customer engagement rates depending on
which pillar was enacted. More precisely, performance, public figures, placement,
public relations and pricing appeared to provoke more consumer feedback. Instead,
pedigree, paucity and persona resulted in more consumer recommendations. These
findings can help luxury brand managers to understand how to design effective social
media marketing strategies to try and guide social media conversations and increase
customer engagement.
In this second emerging research theme, three publications have been included as they
provide an examination of social media marketing inside a company case study (Coach case
study) and a specific context of analysis (the luxury beauty industry). Ng (2014) analyzed
the Coach case to investigate the role of social media in relating with customers in China.
Adopting the framework of values proposed by Tynan et al. (2010), according to which
luxury brands provide customers with different kinds of values (functional, hedonic,
symbolic, financial and social values), social media is presented as a tool able to improve
these values. In fact, the paper shows how the Coach company used social media to give
information and share content, videos and pictures with customers to emphasize the
uniqueness and exclusivity of its brand, and it succeeded in strengthening its relationships
with Chinese customers.
Finally, Stokinger and Ozuem (2014, 2016) published two chapters in 2014 and 2016 that
offer an examination of social media as a convenient tool to support customer retention
within the luxury beauty industry. The authors highlight the principal theoretical starting
points of academic literature related to social media and customer retention in the luxury
beauty industry and conclude by proposing some managerial implications for luxury brand
managers.

5.3 Luxury brands – customer touchpoints on social media

A third research theme has been categorized and involves the identification of the main
available digital opportunities provided by social media and digital technologies. It is a
relevant topic to exploit social media marketing opportunities, as luxury firms firstly need to
develop a good understanding of online tools and social media sites to manage them
effectively. In particular, Heine and Berghaus (2014) provide a classification of eight digital
luxury brand-customer touchpoints by suggesting corresponding working areas for luxury
brand managers. These are:
MRR
luxury brand website (representing the first source in searching for information);
41,6
search engine optimization (to increase the luxury brand’s website traffic);

direct mailing (for customer relationship management purposes);

online advertising (for customer acquisition);

brand communities (to share content with customers);
670
social campaigns (for storing and sharing content);

phone and tablet apps; and

e-commerce.

The paper further describes how Lancôme set up its Rose Beauty Community to
communicate and interact efficiently with Chinese customers and this community became
one of the top online beauty communities in China.

5.4 Social media opportunities for innovation and co-creation

The last emerging research theme pertains to luxury brand co-creation and collaboration
with customers. It is labeled “social media opportunities for innovation and co-creation” as,
in the author’s opinion, this sub-topic will contain further studies on social media marketing
as a source of innovation for luxury firms. Currently, the study of Hughes et al. (2016)
reveals the use of storygiving as a co-creation tool and provides guidelines for its successful
use by luxury brand managers. The authors define storygiving as “the practice of co-
creation of brand stories through consumer-generated content” (p. 358) and explain that it
differs from storytelling due to its narrative tone, to educate customers about the brand.
Modern customers play an active role in directing the narrative of a brand in various ways,
and this has resulted in the advent of storygiving. For instance, a luxury brand can ask
customers to share their online brand experiences or to post pictures of their branded items.
While storytelling is a marketing tactic simply used to relate brand narratives from a luxury
firm’s point of view, user-generated content represents an opportunity to co-create stories
changing a brand’s traditional narrative to that of the brand’s community. The case study of
Tiffany & Co.’s “What Makes Love True” campaign provides a successful example of the
development of storygiving.
Results have shown that the topic of social media marketing in luxury brands is a
relatively recent addition to the academic literature. The first study on this specific theme
emerged in 2010, and to date there are still only relatively few studies in this area, the
majority having an exploratory aim, indicating that it remains an underdeveloped area of
research. Thus, the present systematic review has highlighted specific limitations in
existing studies focusing specifically on the research themes identified, the questions
addressed and the study designs used. The big issues are probably that, as only
approximately a third of the studies have adopted a quantitative methodology, there is no
opportunity to standardize and generalize these findings.

6. Conclusions and implications for management research and practice

This paper has outlined the state of the art of the academic literature about social media
marketing in luxury brands carried out between 2010 and 2016 and has offered a
categorization of the key emergent research themes, providing a clear overview on social
media marketing studies on luxury brands. The relevance of this study for academics ties in
with the increasing significance of social media in the fashion and luxury industry aimed at
improving customer relationships and finding new opportunities for innovation and co- Social media
creation. marketing in
From an academic perspective, the systematic literature review carried out has revealed
a limited proliferation of sub-topics, a modest evolution of methods, but a growing interest
luxury brands
in this research area. Hopefully, by providing new insights on the way this topic has
developed, this paper offers an opportunity to further advance this field, the overall aim
being to highlight the potential of social media marketing in enhancing the competitiveness
of luxury firms. In identifying the key themes addressed in previous studies, researchers can 671
benefit from this and continue to contribute in meaningful and relevant ways. Although
numerous challenges remain, by connecting those theoretical methods used by marketing
scholars together with business practices of luxury brands, it is hoped that this may
promote future interest in luxury brands’ social media marketing academic research.
The academic contribution of the study is twofold: to begin with, the systematic review
conducted on existing research studies contributes to the academic literature on social media
marketing by providing a theoretical examination of social media within a specific sector of
activity, namely, the luxury industry. Luxury represents one of the most prominent
industries worldwide with increasing economic, social and cultural significance; thus,
understanding the marketing opportunities pursued by luxury brands within social media
could be beneficial for firms pertaining to other industries. Moreover, the study contributes
to the luxury brand management academic literature by offering a critical systematization
and mapping of existing studies on social media marketing in this field.
Furthermore, by exploring the state of the art of academic research on social media
marketing studies in luxury brands, and providing potential further research developments,
this research may have real value for both academics and practitioners. Therefore, the
analysis of theoretical implications with a research agenda for further investigation,
managerial implications and limitations of the research are summarized as follows.

6.1 Theoretical implications

The theoretical implications for management research are broad and many different
conceptual development possibilities are available as now delineated.
First, researchers concentrating on the influence of social media marketing on brand
equity have often centered on examining the properties and attributes of social media
marketing activities. However, little work has directly linked these activities to marketing
outcomes. For instance, the properties of social media activities (entertainment, interaction,
trendiness, word of mouth and customization) could be further investigated to understand
how each element could be managed to maximize the effect on customer–brand
relationships. Moreover, customers in other countries apart from Korea (Kim and Ko, 2010,
2012), China, India, Italy and France (Godey et al., 2016) could be involved in studies on
social media properties, for example, North America which may provide a broader cross-
cultural overview.
Second, despite the opportunities offered by social media for luxury brands, in existing
research studies little attention has been paid to the challenges of brand dilution that luxury
brands may experience over the long term by being online. Thus, investigating the paradox
of exclusivity versus accessibility proposed by Keller (2009) demands further research
within social media.
Third, social media has been recognized as an efficient channel in delivering luxury
brands’ marketing communications. However, no study has examined which are the most
advantageous social media platforms (social networks, micro-blogs, etc.) to obtain the
greatest effect for luxury brand management. Therefore, the question remains, which is the
MRR best social media platform for luxury brands? In addition, should the content be different
41,6 when delivered across a variety of social media platforms?
Fourth, with regard to the use of social media to engage and retain customers, additional
research could be developed to understand how social media platforms are changing the
luxury customer experience. Alternatively, what is the influence of digital technologies in
improving the sensory perception of luxury brands online, as customers’ experience of
672 luxury is notoriously multisensory? The effectiveness of digital mobile applications also
represents a new research area, relevant to gain a deeper understanding of their impact on
customer engagement and retention.
Lastly, the research theme of social media as a source of innovation and user co-creation
in luxury appears as the most promising. In fact, luxury brands have always adopted a top-
down approach to preserve their status of excellence; however, technology has had a
significant impact on this traditional approach. Technology is still one of the main drivers of
change and disruption for luxury brands (Kapferer, 2014) and, similarly, the idea of co-
creation and collaboration with customers may seem revolutionary. How can luxury brands
maintain distance from the mass in the presence of storygiving and product co-creation?
What trade-off exists between crowdsourcing and brand value preservation in social media?
These and other questions may provide stimulus for further research on the role of social
media marketing in luxury firms, and hopefully, the provided research map could orientate
new research studies in this domain.

6.2 Managerial implications

The theoretical results discussed in the previous section may also prove to be useful for
luxury managers, who need extensive market knowledge to relate with customers, and
social media offers a powerful marketing tool to support them in achieving this goal. Luxury
brand managers can gain insights into how to formulate a social media marketing strategy
to exploit their brand potential.
All the four research themes offer managerial implications and support luxury managers
in playing a more active role to reinforce their brands via digital and social media
technologies. Results have highlighted the relevance for luxury brands of creating social
media platforms that meet customers’ desires and allow developing a brand attachment.
However, contrary to the traditional top-down approach used by luxury brands in customer
relationships, luxury brand managers should engage more and more their customers and
also be willing to collect new ideas or suggestions from them, following an innovative co-
creation approach. Consequently, if luxury managers aim at optimizing the social media
presence of their brands, they have to pay attention to the constant evolution of mobile
technologies to remain always in touch with customers through mobile applications.
It is highly recommended for managers to carefully define the content of marketing
communications on social media by paying attention to the aspects of entertainment,
interaction, trendiness, customization and word of mouth (Kim and Ko, 2012). Finally, they
should become able to present their luxury brands on social applications using the most
effective visual, auditory and tactile sensory effects to effectively communicate the values
around their luxury brands.

6.3 Value and limitations of the research

Finally, the value of this paper derives from its uniqueness in providing, for the first time, an
extensive overview of current research undertaken on this topic and a critical
systematization of the emerging key research sub-topics. Academic literature about social
media marketing activities in luxury firms is very limited, thus, the provided systematic Social media
literature review contributes to fill this gap. marketing in
It is clear the paper has some limitations, in particular its limited scope, which only
covers the period from 2010 to 2016. However, this can be accounted for by the relative
luxury brands
newness of the subject in the academic marketing literature and the author’s objective of
analyzing entire years, which necessarily excluded 2017. In addition, specifically applying
the expression, “social media marketing,” as the initial filter to search online databases
resulted in a limited number of papers being identified. If the term had been widened to that
673
of “social media,” it is probable there would have been a much larger number of papers
found. However, in this case, it would have been impossible to carry out a systematic review
of the literature, which contributes to the literature already in existence on management
research.

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Appendix 2

Study Collection method Methodology Description of data analysis Quality assessment

1 1 2 2 5 High
2 REMOVED
3 2 2 2 6 High
4 2 2 2 6 High
5 1 1 1 3 Medium
6 1 1 1 3 Medium
7 0 0 0 0 Low
8 2 2 2 High
9 0 2 2 Low
10 2 1 2 5 High
11 REMOVED
12 2 2 Low
13 1 1 1 3 Medium
Table AI. 14 2 2 2 6 High
Quality assessment 15 0 0 0 0 Low
About the author Social media
Elisa Arrigo, PhD, is an Associate Professor of Management at the University of Milan-Bicocca, marketing in
Department of Economics, Management and Statistics (DEMS), Milan (Italy). She holds a PhD in
Marketing and Business Management from the University of Milan-Bicocca, and during her PhD luxury brands
studies, she was a Visiting Scholar at the Stockholm School of Business (Sweden) and London
Business School (UK). She teaches marketing and corporate global communication at the University
of Milan-Bicocca, and her research interests lie primarily in global business management with a
particular reference to luxury and fashion firms. She has published books, book chapters and papers 679
in managerial academic journals based on various aspects of her research topics, and she is an active
reviewer for various management journals and conferences. Elisa Arrigo can be contacted at: elisa.
[email protected]

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