The products of Pierre Cardin are retailed at different price points from
low pricing, discount pricing to premium pricing. They can also be found at
different retail channels, ranging from exclusive stores to supermarkets,
online stores and auction websites like amazon.com. These broad pricing and
retailing strategies contribute to an unclear image and positioning of the
brand, which has led to the depreciation of the brand’s equity.
Pierre Cardin’s venture into licensing deals arose from his vision of ‘dress-
ing the man and woman on the street with creative and affordable fashion
goods’. He has famously said that he wants to work for ordinary people and not
only for wealthy people. He also had the vision of creating a mass global luxury
fashion market and influencing the lifestyle of this market through his offer-
ings. He could also have embarked on licensing agreements as a result of dissat-
isfaction with the aristocratic nature of the luxury goods sector. Pierre Cardin
justified the rampant licensing of his name with statements relating to his inter-
est in bringing high fashion into the sphere of consumer goods. He also indi-
cated that he would continue to license his name to different products, including
toilet paper, because he could dress himself and his house and his lifestyle all
in Pierre Cardin-branded goods. This implies that the level of consumer adop-
tion of the brand would follow the path of the following scenario:
A consumer wakes up in a Pierre Cardin branded bed, takes a shower with Pierre
Cardin toiletries, shaves with Pierre Cardin razors, uses Pierre Cardin aftershave
or perfume, dresses in Pierre Cardin from the tie to the shirt and trousers or from
a dress to shoes, handbags, jewellery and wrist watches. Then he/she has breakfast
of Pierre Cardin branded tea and coffee with confectionary served in Pierre Cardin
tableware, while also drinking the Pierre Cardin branded bottled water. For lunch,
he/she could go to the Pierre Cardin restaurant, Maxim’s de Paris, and the evening
could be ended with a concert at the Pierre Cardin theatre or a visit to the Pierre
Cardin museum.The reality, however, is that the luxury consumers of the twenty-first century
are neither inclined to nor interested in this level of interactivity with one
single luxury brand. This disposition is even heightened when it involves a
brand that has ill-defined brand characteristics and parameters. Consumers
are moving beyond the supposed obsession with logo-embossed products and
services towards the accommodation of suitable luxury brands that have
substance, to be a part of their lifestyles.
The Pierre Cardin brand image is currently more negative than positive
among the luxury consumer population. The extensive licensing, brand exten-
sion and product diversification have contributed significantly to the devalu-
ation of the brand’s image. These have overshadowed the creative work of
Pierre Cardin in haute coutureand prêt-à-porterand relegated his innovative
fashion revolutions to the background.
Among the several disadvantages that have impacted the brand image and
perception of the Pierre Cardin brand are the following:
chapter 10 301case illustrations