The Blur

Blur: a definition

In a nutshell the integration of technology and increased connectedness into all aspects of life has led to the hyper-availability of content regardless of setting, breaking down the traditional wall of separation between work and home. Work and Leisure, once opposite in a continuum, are blurred and undistinguished.

Clearly, it becomes difficult to develop strategic plans at marketing and innovation level, and in the white paper we examine how the “Blur” and Future Urban Scenarios, re-define consumption in various sub-sectors of the Luxury industry.

One might say that the “Blur” goes well beyond such convergence of digital platforms. However, it is with
this digital media new paradigm, enabled by the rise of smart phones and the end of mass communication,
that the “Blur” could be seeded in advanced economies.

Convergence and digitalization have, at first, blurred the product category boundaries, and later, multiplied the number of devices in our life. In addition to that, connectivity and people’s keenness to be available have extended the natural physical and chronological dimensions of work and leisure.

Luxury is transforming beyond its latest focus on material possession, to become the industry of quality time, own space and immersive sensorial experiences. At product level, digitalization is challenging and will keep challenging more and more luxury sectors: and while this open the industry to an ecosystem of apps and services, it also commoditize the technology within the industry.

Culture and Creativity are becoming the key pillars of urban development, both at social and economic level. Moreover, Cross-border metropolitan areas, because of their own mixed breed nature, will start playing a more important role in societal, cultural and economic development.

What does “The Blur” mean for your company?

Within the context of the white paper, we aim at making explicit some key findings in terms of the research. We pursue this goal with further operationalization of future insights translated into a set of “Recommendations”, one per category. By means of this essential, but intentionally actionable, reporting we intend to suggest how the key use of the paper, and the research behind it, lies within the possibility to convert findings into change, by designing future steps and defining next strategies.

Some examples of the questions we attempt to answer:

Jewelry & Watches

How does the smartification change the nature of innovation?

How brands can become more relevant?

How will your portfolio strategy cope with the craft vs. smart dilemma?

Food & Beverages

Will more competition come from outside the current category boundaries?

How will the consumption rituals change with the changing “transition” moments?

Will industrial production still be perceived as mean of delivering Quality?

Wines & Spirits

How do we transform our promotional approach in an occasion-less model?

Is the craft beer phenomenon ready to disrupt adjacent segments?

How will the consumption rituals change with the changing “transition” moments?

Consumer Electronics

Will part of the industry merge with interior design?

Can players find a profitable software based model, rather than making money in “moving boxes”?

Consumers are waiting for a de-clutterization of electronics and real convergence for almost a decade: is the industry ripe for further disruption?

Transport

When a new dominant design is going to emerge?

Is connectivity a tech push or a consumer pull?

How relevant will be the role of the sharing economy?

Hotels and Lodging

With the merging of work and leisure, will the hotel industry be disrupted?

Are we assisting at the end of the current loyalty model?

Is the sharing economy sustainable?