Become a successful manager in the fashion and luxury sector and get your brand recognized in the market"

Why study at TECH?

TECH is the world's largest 100% online business school. It is an elite business school, with a model based on the highest academic standards. A world-class centre for intensive managerial skills training.   

TECH is a university at the forefront of technology, and puts all its resources at the student's disposal to help them achieve entrepreneurial success"     

At TECH Global University

Innovation

The university offers an online learning model that combines the latest educational technology with the most rigorous teaching methods. A unique method with the highest international recognition that will provide students with the keys to develop in a rapidly-evolving world, where innovation must be every entrepreneur’s focus. 

"Microsoft Europe Success Story", for integrating the innovative, interactive multi-video system.  

The Highest Standards

Admissions criteria at TECH are not economic. Students don't need to make a large investment to study at this university. However, in order to obtain a qualification from TECH, the student's intelligence and ability will be tested to their limits. The institution's academic standards are exceptionally high... 

95% of TECH students successfully complete their studies.

Networking

Professionals from countries all over the world attend TECH, allowing students to establish a large network of contacts that may prove useful to them in the future.

100,000+ executives trained each year, 200+ different nationalities.

Empowerment

Students will grow hand in hand with the best companies and highly regarded and influential professionals. TECH has developed strategic partnerships and a valuable network of contacts with major economic players in 7 continents.    

500+ collaborative agreements with leading companies.

Talent

This program is a unique initiative to allow students to showcase their talent in the business world. An opportunity that will allow them to voice their concerns and share their business vision. 

After completing this program, TECH helps students show the world their talent. 

Show the world your talent after completing this program. 

Multicultural Context

While studying at TECH, students will enjoy a unique experience. Study in a multicultural context. In a program with a global vision, through which students can learn about the operating methods in different parts of the world, and gather the latest information that best adapts to their business idea. 

TECH students represent more than 200 different nationalities. 

Learn with the best

In the classroom, TECH’s teaching staff discuss how they have achieved success in their companies, working in a real, lively, and dynamic context. Teachers who are fully committed to offering a quality specialization that will allow students to advance in their career and stand out in the business world. 

Teachers representing 20 different nationalities. 

TECH strives for excellence and, to this end, boasts a series of characteristics that make this university unique: 

Analysis

TECH explores the student’s critical side, their ability to question things, their problem-solving skills, as well as their interpersonal skills.    

Academic Excellence

TECH offers students the best online learning methodology. The university combines the Relearning method (a postgraduate learning methodology with the highest international rating) with the Case Study. A complex balance between tradition and state-of-the-art, within the context of the most demanding academic itinerary.  

Economy of Scale

TECH is the world’s largest online university. It currently boasts a portfolio of more than 10,000 university postgraduate programs. And in today's new economy, volume + technology = a ground-breaking price. This way, TECH ensures that studying is not as expensive for students as it would be at another university.   

At TECH, you will have access to the most rigorous and up-to-date case studies in the academic community”

This TECH academic program brings together the most innovative and relevant concepts on the management of fashion and luxury companies, a sector that is constantly growing. This sector demands highly qualified professionals who are able to provide the company with a new business vision that differentiates it from its competitors, allowing them to achieve the distinction that makes the company unique so that it can be recognized internationally.

The structure of this syllabus will make it easier to learn and empower you to succeed in the industry"  

Syllabus

The Advanced master’s degree in Senior Fashion and Luxury Management from TECH Global University is an intensive program that prepares the professional to face business challenges and decisions at both national and international levels. Its content is designed to promote the development of managerial skills that enable more rigorous decision making in uncertain environments. 

Throughout 3,000 hours of study, the student will analyze a multitude of practical cases through individual work, achieving high quality learning that can be applied to daily practice. It is, therefore, an authentic immersion in real business situations.  

This program deals in depth with the main areas of the company and is designed for managers to understand the management of fashion companies from a strategic, international and innovative perspective. 

A plan designed for students, focusing on their professional improvement and preparing them to achieve excellence in leadership and management in the fashion and luxury industry. A program that understands both your and your company's needs through innovative content based on the latest trends, and supported by the best educational methodology and an exceptional faculty, which will provide you with the skills to solve critical situations, creatively and efficiently. 

This Advanced master’s degree takes place over 24 months and is divided into 27 modules: 

Module 1. Leadership, Ethics, and CSR
Module 2. Strategic Management and Executive Management
Module 3. People and Talent Management
Module 4. Economic and Financial Management
Module 5. Operations and Logistics Management
Module 6. Information Systems Management 
Module 7. Innovation and Project Management
Module 8. Introduction to Communication in the MBL Industry
Module 9. Consumer Identity and Evolving Trends
Module 10. Content Creation: The Message 
Module 11. Communication Techniques in the MBL Ecosystem
Module 12. Metrics for Communication Analysis
Module 13. Trade Press and Public Relations
Module 14. New Channels of Communication: YouTube and Social Networks
Module 15. Internal Communications, Corporatism and Crisis Management
Module 16. Business Strategies in MBL companies
Module 17. Communication Plan Design
Module 18. Fashion and Luxury in Europe and Asia 
Module 19. Marketing Management in Today's Fashion and Luxury Markets
Module 20. Customer Centric Strategy & Predictive Marketing
Module 21. Fashion Thinking in the Fashion and Luxury Market 
Module 22. New Digital Marketing: Marketing Automation
Module 23. New Experiences in the Fashion and Luxury Universe 
Module 24. Data Driven Marketing for Luxury Brands 
Module 25. New Interactions in the Luxury and Fashion Markets 
Module 26. Artificial Intelligence in the Age of Corporatism
Module 27. Internationalization and New Global Environments in the Fashion Market

Where, When and How is it Taught?

TECH offers the possibility of developing this Advanced master’s degree in Senior Fashion and Luxury Management completely online. Over the course of 24 months, you will be able to access all the contents of this program at any time, allowing you to self-manage your study time. 

Module 1. Leadership, Ethics, and CSR

1.1. Globalization and Governance  

1.1.1. Globalization and Trends: Internationalization of Markets
1.1.2. Economic Environment and Corporate Governance
1.1.3. Accountability

1.2. Leadership

1.2.1. Intercultural Environment
1.2.2. Leadership and Business Management
1.2.3. Management Roles and Responsibilities

1.3. Business Ethics

1.3.1. Ethics and Integrity
1.3.2. Ethical Behavior in Companies
1.3.3. Deontology, Codes of Ethics and Codes of Conduct
1.3.4. Fraud and Corruption Prevention

1.4. Sustainability 

1.4.1. Business and Sustainable Development
1.4.2. Social, Environmental, and Economic Impact 
1.4.3. The 2030 Agenda and SDGs

1.5. Corporate Social Responsibility 

1.5.1. Corporate Social Responsibility
1.5.2. Roles and Responsibilities
1.5.3. Implementing Corporate Social Responsibility

Module 2. Strategic Direction and Executive Management

2.1. Organizational Analysis and Design

2.1.1. Organizational Culture
2.1.2. Organizational analysis
2.1.3. Designing the Organizational Structure

2.2. Corporate Strategy 

2.2.1. Corporate Level Strategy
2.2.2. Types of Corporate Level Strategies
2.2.3. Determining the Corporate Strategy
2.2.4. Corporate Strategy and Reputational Image 

2.3. Strategic Planning and Strategy Formulation

2.3.1. Strategic Thinking
2.3.2. Strategic Planning and Formulation
2.3.3. Sustainability and Corporate Strategy

2.4. Strategy Models and Patterns

2.4.1. Wealth, Value, and Return on Investments 
2.4.2. Corporate Strategy: Methodology
2.4.3. Growing and Consolidating the Corporate Strategy

2.5. Strategic Management

2.5.1. Strategic Mission, Vision, and Values
2.5.2. The Balanced Scorecard
2.5.3. Analyzing, Monitoring, and Evaluating the Corporate Strategy
2.5.4. Strategic Management and Reporting

2.6. Implementing and Executing Strategy

2.6.1. Strategic Implementation: Objectives, Actions and Impacts
2.6.2. Strategic Alignment and Supervision
2.6.3. Continuous Improvement Approach

2.7. Executive Management

2.7.1. Integrating Functional Strategies into the Global Business Strategies
2.7.2. Management Policy and Processes
2.7.3. Knowledge Management

2.8. Analyzing and Solving Cases/Problems 

2.8.1. Problem Solving Methodology
2.8.2. Case Method 
2.8.3. Positioning and Decision Making 

Module 3. People and Talent Management

3.1. Organizational Behavior

3.1.1. Organizational Theory
3.1.2. Key Factors for Change in Organizations
3.1.3. Corporate Strategies, Types, and Knowledge Management

3.2. Strategic People Management

3.2.1. Job Design, Recruitment, and Selection
3.2.2. Human Resources Strategic Plan: Design and Implementation
3.2.3. Job Analysis: Design and Selection of People
3.2.4. Training and Professional Development

3.3. Management and Leadership Development

3.3.1. Management Skills: Competencies and Skills for the 21st Century
3.3.2. Non-Managerial Skills
3.3.3. Map of Skills and Abilities
3.3.4. Leadership and People Management

3.4. Change Management

3.4.1. Performance Analysis
3.4.2. Strategic Approach
3.4.3. Change Management: Key Factors, Process Design and Management
3.4.4. Continuous Improvement Approach

3.5. Negotiation and Conflict Management  

3.5.1. Negotiation Objectives: Differentiating Elements
3.5.2. Effective Negotiation Techniques
3.5.3. Conflicts: Factors and Types
3.5.4. Efficient Conflict Management: Negotiation and Communication

3.6. Executive Communication

3.6.1. Performance Analysis
3.6.2. Leading Change. Resistance to Change
3.6.3. Managing Change Processes
3.6.4. Managing Multicultural Teams

3.7. Team Management and People Performance

3.7.1. Multicultural and Multidisciplinary Environment
3.7.2. Team and People Management
3.7.3. Coaching and People Performance
3.7.4. Management Meetings: Planning and Time Management

3.8. Knowledge and Talent Management

3.8.1. Identifying Knowledge and Talent in Organizations   
3.8.2. Corporate Knowledge and Talent Management Models  
3.8.3. Creativity and Innovation

Module 4. Economic and Financial Management

4.1. Economic Environment

4.1.1. Organizational Theory  
4.1.2. Key Factors for Change in Organizations  
4.1.3. Corporate Strategies, Types, and Knowledge Management

4.2. Executive Accounting

4.2.1. International Accounting Framework
4.2.2. Introduction to the Accounting Cycle
4.2.3. Company Financial Statements
4.2.4. Analysis of Financial Statements: Decision-Making

4.3. Budget and Management Control

4.3.1. Budgetary Planning  
4.3.2. Management Control: Design and Objectives  
4.3.3. Supervision and Reporting  

4.4. Corporate Tax Responsibility

4.4.1. Corporate Tax Responsibility
4.4.2. Tax Procedure: A Case-Country Approach

4.5. Corporate Control Systems

4.5.1. Types of Control  
4.5.2. Regulatory Compliance   
4.5.3. Internal Auditing  
4.5.4. External Auditing

4.6. Financial Management  

4.6.1. Introduction to Financial Management  
4.6.2. Financial Management and Corporate Strategy    
4.6.3. Chief Financial Officer (CFO): Managerial Skills

4.7. Financial Planning

4.7.1. Business Models and Financing Needs
4.7.2. Financial Analysis Tools
4.7.3. Short-Term Financial Planning
4.7.4. Long-Term Financial Planning

4.8. Corporate Financial Strategy

4.8.1. Corporate Financial Investments
4.8.2. Strategic Growth: Types

4.9. Macroeconomic Context

4.9.1. Macroeconomic Analysis  
4.9.2. Economic Indicators  
4.9.3. Economic Cycle  

4.10. Strategic Financing 

4.10.1. Banking Business: Current Environment  
4.10.2. Risk Analysis and Management

4.11. Money and Capital Markets 

4.11.1. Fixed Income Market  
4.11.2. Equity Market  
4.11.3. Valuation of Companies  

4.12. Analyzing and Solving Cases/Problems

4.12.1. Problem Solving Methodology
4.12.2. Case Method

Module 5. Operations and Logistics Management 

5.1. Operations Management

5.1.1. Define the Operations Strategy   
5.1.2. Supply Chain Planning and Control   
5.1.3. Indicator Systems   

5.2. Purchasing Management 

5.2.1. Stocks Management   
5.2.2. Warehouse Management   
5.2.3. Purchasing and Procurement Management 

5.3. Supply Chain Management (I)

5.3.1. Costs and Efficiency of the Operations Chain
5.3.2. Change in Demand Patterns
5.3.3. Change in Operations Strategy

5.4. Supply Chain Management (II) Implementation

5.4.1. Lean Manufacturing/Lean Thinking 
5.4.2. Logistics Management   
5.4.3. Purchasing

5.5. Logistical Processes

5.5.1. Organization and Management by Processes  
5.5.2. Procurement, Production, Distribution   
5.5.3. Quality, Quality Costs, and Tools   
5.5.4. After-Sales Service

5.6. Logistics and Customers 

5.6.1. Demand Analysis and Forecasting   
5.6.2. Sales Forecasting and Planning
5.6.3. Collaborative Planning, Forecasting, and Replacement 

5.7. International Logistics

5.7.1. Customs, Export and Import processes
5.7.2. Methods and Means of International Payment
5.7.3. International Logistics Platforms

5.8. Competing Through Operations 

5.8.1. Innovation in Operations as a Competitive Advantage in the Company 
5.8.2. Emerging Technologies and Sciences  
5.8.3. Information Systems in Operations

Module 6. Information Systems Management

6.1. Information Systems Management

6.1.1. Business Information Systems
6.1.2. Strategic Decisions
6.1.3. The Role of the CIO

6.2. Information Technology and Business Strategy 

6.2.1. Company and Industry Sector Analysis   
6.2.2. Online Business Models
6.2.3. The Value of IT in a Company

6.3. IS Strategic Planning  

6.3.1. The Process of Strategic Planning   
6.3.2. Formulating the IS Strategy   
6.3.3. Strategy Implementation Plan

6.4. Information Systems and Business Intelligence

6.4.1. CRM and Business Intelligence
6.4.2. Business Intelligence Project Management
6.4.3. Business Intelligence Architecture

6.5. New ICT-Based Business Models

5.5.1. Technology-Based Business Models
5.5.2. Innovation Abilities
5.5.3. Redesigning the Value Chain Processes

6.6. E-Commerce

6.6.1. E-Commerce Strategic Plan
6.6.2. Logistics Management and Customer Service in ECommerce
6.6.3. E-Commerce as an Opportunity for Internationalization

6.7. E-Business Strategies

6.7.1. Social Media Strategies
6.7.2. Optimizing Service Channels and Customer Support
6.7.3. Digital Regulation

6.8. Digital Business

6.8.1. Mobile E-Commerce
6.8.2. Design and Usability
6.8.3. E-Commerce Operations

Module 7. Innovation and Project Management

7.1. Innovation

7.1.1. Macro Concept of Innovation  
7.1.2. Types of Innovation  
7.1.3. Continuous and Discontinuous Innovation  
7.1.4. Training and Innovation  

7.2. Innovation Strategy

7.2.1. Innovation and Corporate Strategy  
7.2.2. Global Innovation Project: Design and Management   
7.2.3. Innovation Workshops  

7.3. Business Model Design and Validation

7.3.1. The Lean Start-Up Methodology  
7.3.2. Innovative Business Initiative: Stages  
7.3.3. Financing Arrangements  
7.3.4. Model Tools: Empathy Map, The CANVAS Model, and Metrics  
7.3.5. Growth and Loyalty  

7.4. Project Management

7.4.1. Innovation Opportunities   
7.4.2. Feasibility Study and Proposal Specification  
7.4.3. Project Definition and Design  
7.4.4. Project Execution  
7.4.5. Project Closure

Module 8. Introduction to Communication in the MBL Industry 

8.1. Development and Evolution of Fashion Industry 

8.1.1. Fashion Through History 
8.1.2. Evolution of the Textile Industry 
8.1.3. The Fast Fashion Model and Today's Consumer Industry 

8.2. Main Milestones and Characteristics of the Beauty and Perfumery Industry 

8.2.1. History of Perfume 
8.2.2. Perfumery as the Main Point of Contact to the Luxury Market 
8.2.3. Communication in Major Beauty and Perfumery Retail Chains 

8.3. Introduction to Sociology in Fashion 

8.3.1. Fashion as a Social Agent 
8.3.2. Sociology of Trends 
8.3.3. Fashion as an Artistic Concept 

8.4. Luxury in the 21st Century and the Digital Experience 

8.4.1. New Ways to Understand Luxury 
8.4.2. Fashion and Luxury in the Digital Environment 
8.4.3. How Digital Tools Can Enrich the Luxury Experience 

8.5. Adaptation of the Brand's Discourse to Each Communication Channel

8.5.1. Main Communication Channels in the Fashion, Beauty and Luxury Industry 
8.5.2. Mapping out the Communication Strategy Channel and Message Choice 
8.5.3. The Profile of the Communicator in Social Media 

8.6. Evolution of Brand Legacy in the Luxury Industry

8.6.1. History as a Backdrop Building a Brand Discourse from the Past 
8.6.2. The Role of Creative Direction in the Brand Discourse 
8.6.3. Beginning of the Brand Legacy in the 21st Century 

8.7. Fashion Communication in the Digital Environment Globalization and the Single Market 

8.7.1. Communicate in the Digital Environment 
8.7.2. Internationalization of Brands 
8.7.3. Effects of Globalization on Fashion and Beauty Communication 

8.8. Principles of Branding 

8.8.1. The Brand is What Prevails Intangible Asset Management 
8.8.2. Tons and Manners. Construction of the Brand Discourse 
8.8.3. Building a Brand in a Global Marketplace

8.9. Approach to Sustainability in MBL Markets 

8.9.1. Sustainability and Environment in the Fashion System Actors and Processes 
8.9.2. Diversity and Inclusion in the Fashion and Beauty Industry 
8.9.3. Sustainability in the Luxury Market 

8.10. The Communication Professional in the Fashion Industry 

8.10.1. The Role of the Communications Department in a Fashion Company 
8.10.2. Communication Department Externalization The Role of Agencies 
8.10.3. Professional Communication Profiles in the Fashion, Beauty and Luxury Industry 

Module 9. Consumer Identity and Evolving Trends 

9.1. Fashion as a Social Communication Tool 

9.1.1. Expansion of the Fashion Phenomenon and Social Change 
9.1.2. Appearance as a Form of Individual Identity 
9.1.3. Elements Defining the Visual Language of Fashion 

9.2. The Visual Expression of Color 

9.2.1. The Importance of Color in Purchasing Decisions 
9.2.2. Color Theory and Chromatic Emotions 
9.2.3. The Use of Color in the Fashion Ecosystem 

9.3. Profiles of New Consumers  

9.3.1. The Right Segmentation of 21st Century Consumers 
9.3.2. Brands Facing New Customers: from Consumer to "Prosumer" 
9.3.3. Trends and Factors that Condition the Purchasing Process 

9.4. Luxury Consumer Preferences 

9.4.1. The Luxury Customer's Lifestyle: Values and Priorities 
9.4.2. The Dynamics of Consumption in the Luxury Universe 
9.4.3. Discovering Luxury Retail and E-tail

9.5. Observation and Research of Trends in the Theory of "Coolhunting" 

9.5.1. The Figure of the Trend Hunter in the Fashion Industry 
9.5.2. From Trendsetters to Mass Consumption 
9.5.3. Trend Research Agencies 

9.6. Novelty, Trend and Hype From Innovation to Consolidation  

9.6.1. Differentiation of Concepts 
9.6.2. Macrotrends and Microtrends 
9.6.3. Cycles and Theories of Fashion Diffusion 

9.7. Methodology and Analysis for Trend Detection  

9.7.1. The Art and Science of Trend Spotting CSI (Coolhunting Science Insights) 
9.7.2. Observation and Documentation as Disciplines of Analysis 
9.7.3. Methods to Obtain Data From the Interview to the Delphi Method 

9.8. The Cosmetics Sector, Beauty as a Lifestyle  

9.8.1. The Beauty Industry, the Sale of the Intangible 
9.8.2. Market Trends in the 21st Century 
9.8.3. The Informed Consumer: The Rise of Niche and Eco Cosmetics 

9.9. Concept Stores: Physical and Digital Trend Spaces  

9.9.1. Unusual Retail Space in the Right Hotspots 
9.9.2. The Shopping Experience Beyond Fashion Art, Culture and Design 
9.9.3. Concept Stores Also on the Web 

9.10. Post COVID19 Fashion, Beauty and Luxury Consumer Trends 

9.10.1. What Has Changed Forever in Consumption Habits 
9.10.2. What the Shopping of the Future Will Be Like
9.10.3. Sustainability, Technology and Innovation as Key Elements 

Module 10. Content Creation: The Message 

10.1. Elements of Communication: The Sender, the Receiver and the Message - Slogan 

10.1.1. The Process of Communication and the Components Involved 
10.1.2. Cognitive, Emotional and Social Messaging in the Fashion Ecosystem 
10.1.3. Evolution of Advertising Slogans in the Beauty Market 

10.2. Traditional Methods of Conveying Information in the Fashion Industry: Advertising 

10.2.1. Advertisements as Sources for the Transmission of Values 
10.2.2. The Formation of the Stereotype from the Prototype 
10.2.3. Structure and Composition of an Advertising Cartoon 

10.3. New Tools for the Creation of Digital Content: Ads 

10.3.1. The Google Ads Algorithm 
10.3.2. Matching Levels and Essential Metrics 
10.3.3. Creation of an Advertisement for the Digital Environment 

10.4. Channels for the Dissemination of Fashion, Luxury and Beauty Content 

10.4.1. Fashion Consumer Preferences 
10.4.2. Off-line and On-line Media and Their Complementarity 
10.4.3. Information Dissemination Trends in the Luxury Market 

10.5. Personalized Content in the Luxury Sector 

10.5.1. The Style of Fashion Language and its Technicalities 
10.5.2. Happiness, Quality and Functionality vs. Cheap, Free and Urgent 
10.5.3. Omnidirectional Communication between Brand and User

10.6. CRM Content Automation Implementation 

10.6.1. What is CRM and What Is it for? 
10.6.2. Typology of the Message According to Customer Segmentation 
10.6.3. Structure and Use of Salesforce 

10.7. Fashion, Beauty & Luxury Newsletter Design and Layout 

10.7.1. The Organization and Structure of the Information 
10.7.2. Differences between Press Releases, Newsletters and Advertisements 
10.7.3. Frequency of Notifications and Measurement of Impact

10.8. Language Style and the Impact of Image in the Fashion Industry 

10.8.1. “Trendy" Colors: Integrating Pantone into your Communication Strategy 
10.8.2. What Do Fashion Specialists Talk About? 
10.8.3. Design of the Information

10.9. Structure and Application of CMS 

10.9.1. The Purpose of the Content Manager 
10.9.2. Content Typology for the Fashion Website 
10.9.3. Prestashop 

10.10. The Contents Plan 

10.10.1. Key Points in the Planning of Content in the Areas of Fashion and Beauty 
10.10.2. Seasonal Campaigns in the Fashion Industry 
10.10.3. Launching Flash Campaigns 

Module 11. Communication Techniques in the MBL Ecosystem 

11.1. The Fashion Ecosystem and its Composition 

11.1.1. Construction and Maintenance of a ‘Phygital’ Ecosystem 
11.1.2. Search Resources and SERP Development 
11.1.3. Ecosystem Monitoring and Readaptation 

11.2. Creating an Ecosystem Brand: SEO, SEM and SMO 

11.2.1. Positioning of Digital Content SEO 
11.2.2. Creativity of SEM Campaigns 
11.2.3. The Relevance of SMO in the Fashion Sector 

11.3. Differences and Similarities in the Communication of MBL Brands 

11.3.1. Differences between a CMS Website and an E-Commerce Site
11.3.2. Evolution of Communication Objectives 
11.3.3. Interaction in Content Creation 

11.4. Traditional Offline Communication Techniques: Press Releases, News and Advertorials 

11.4.1. Objective Communication: The Press Release and Relevant Information 
11.4.2. Social Communication: News as a Driver of Innovative Information 
11.4.3. Commercial Communication: The Advertorial as a Sales Element

11.5. The Creation of Blogs and Digital Magazines for Dissemination

11.5.1. Bidirectional Communication in Static Tools 
11.5.2. Blogs Structure and Composition 
11.5.3. Creation of Content for Digital Fashion Magazines  

11.6. Transmedia Storytelling and Storytelling 

11.6.1. The Composition of Space and Time in Fashion Communication 
11.6.2. Virtual Realism in Transmedia Storytelling  
11.6.3. Stages in Storytelling Creation 

11.7. Audiovisual Language in the Fashion Environment 

11.7.1. The Power of Image for the Beauty Industry 
11.7.2. The Storyline in a Brand Story 
11.7.3. The Creation of Fashion Icons and Myths 

11.8. Content Creation from the Google Trends Universe 

11.8.1. How Google Trends Works and Search Dynamics 
11.8.2. The Description of the Story in Relation to Keywords and Fashion Tags 
11.8.3. Integration of Competition and Virality

11.9. Functioning of an Ecosystem in the Universe as a Whole 

11.9.1. Alignment of Content and Trends 
11.9.2. The Musical Atmosphere in Audiovisual Communication 
11.9.3. Fashion Films 

11.10. Redefining and Adapting the Brand Ecosystem 

11.10.1. Creativity, Innovation and Invention as Growth Dynamics 
11.10.2. Inspiration and Aspirations of the Fashion Industry 
11.10.3. Reordering the Fashion Universe: Content for the Entire Community 

Module 12. Metrics for Communication Analysis 

12.1. Communication Analysis and Management of Intangibles 

12.1.1. The Evolution of Communication: from Mass to Globalization 
12.1.2. Concept and Context of Intangible Assets 
12.1.3. Measuring Brand, Identity and Company Culture 

12.2. Specific Indicators: Beyond the Benchmark  

12.2.1. What is Fashion Made of? 
12.2.2. Indicators Specific to the Fashion Environment 
12.2.3. The Objective of the Measurement and the Choice of the Method 

12.3. Detection of Mediation Errors 

12.3.1. Error Analysis: Inference and the Contrastive Method 
12.3.2. Typology of Errors and Their Seriousness in Fashion Communication 
12.3.3. Planning and Budgeting in Communication Actions 

12.4. Traditional Metrics for Communication Analysis 

12.4.1. Statistical Principles and Data Structure 
12.4.2. Qualitative Research Methodology  
12.4.3. Typology of Traditional Metrics: Structure and Function 

12.5. Digital Metrics Google Analytics 

12.5.1. Web Positioning for Fashion Brands 
12.5.2. What Are We Measuring in the Digital Environment? 
12.5.3. Typology of Digital Metrics: Structure and Function 

12.6. Creation and Adaptation of the Communicative Product 

12.6.1. The Value of the Communicative Product in the Fashion Industry 
12.6.2. Interpretation of Data and Effectiveness of Solutions 
12.6.3. Individual Perceptions Hidden in the Psychology of the Fashion Consumer 

12.7. Impact of Measurement on Decision Making 

12.7.1. Appropriate Questions and Hypothesis Formulation 
12.7.2. Benchmark and Competitive Environment 
12.7.3. Change Management, Trust and Measuring Success in Fashion Branding 

12.8. Forecasting and Metrics as a Long-Term Strategy 

12.8.1. The Brand Behavior Pattern 
12.8.2. Frequency Map and Fashion Evolution Analysis 
12.8.3. Simulation of Innovation Scenarios 

12.9. The Analytical Report and its Presentation 

12.9.1. The Report’s Objective: The Brand Behavior Pattern 
12.9.2. Components of the Fashion Communication Analytical Report 
12.9.3. Viewing Data 

12.10. Express Assessment for Crisis Situations 

12.10.1. Decisive Variables 
12.10.2. Short-Term Impact and Strategy Reframing 
12.10.3. The Untouchables: The Scale of Priorities of a Fashion Brand 

Module 13. Trade Press and Public Relations

13.1. Communication in the Specialized Press 

13.1.1. The Media Specialized in Fashion and Beauty, the Women's Press
13.1.2. The Role of the Communications Agency in Communication
13.1.3. The Current Value of the Offline Press

13.2. Evolution of PR Communication Models  

13.2.1. Concept of Public Relations
13.2.2. Theoretical Approach to Classical PR Models (Grunig and Hunt) 
13.2.3. Towards a New Approach to PR, the 5th Model

13.3. Persuasive Communication in PR 

13.3.1. Persuasive and Informative PR Component
13.3.2. Differentiation between Public Relations and Journalistic Activity
13.3.3. The Role of PR vs. the Role of Marketing and Advertising

13.4. Tools for Communication with the Press

13.4.1. The Press Office and How It Works 
13.4.2. Useful Press Materials
13.4.3. How to Build an Effective Press Release 

13.5. Fashion and Beauty Communication Planning and Strategy

13.5.1. Preliminary Study: Analysis of the Briefing 
13.5.2. The RACE Method 
13.5.3. Communication Plan Design 

13.6. Communication Actions and Events for the Fashion and Beauty Industry

13.6.1. Types of Communication in the Service of Brands
13.6.2. Criteria for Selecting Communication Actions
13.6.3. Design of Activities and Agenda Setting in Beauty and Fashion 

13.7. Results Mediation 

13.7.1. The Need for Public Relations Monitoring 
13.7.2. Classical Quantitative Measurement Tools: Clipping and V.P.E. 
13.7.3. The Importance of Qualitative Assessment 

13.8. Mistakes to Avoid in Communication and the PR Field 

13.8.1. Media Downplaying 
13.8.2. Excessive Content and Lack of Relevance 
13.8.3. Improvisation vs. Planning 

13.9. Ethics and Psychosocial Perspective 

13.9.1. Public Relations in the 21st Century: between Progress and Social Welfare 
13.9.2. Social Responsibility and Public Relations 
13.9.3. The Ethics of PR: Self-Awareness, Independence and Commitment

13.10. Latest Trends and Studies in Public Relations 

13.10.1. The New PR, More "Social" than Ever Before
13.10.2. Emotional Communication and Neuromarketing 
13.10.3. Key Insights from Today's Consumers 

Module 14. New Channels of Communication: YouTube and Social Networks 

14.1. Influence and Other Power Strategies in New Digital Channels 

14.1.1. The Strategies of Power Linked to Fashion Communication 
14.1.2. Influence in the Field of Social Networks 
14.1.3. Managing the New Digital Leaders: Fashion Influencers 

14.2. The Choice of the Communication Channel: Forrester Research Theory

14.2.1. The New Public Opinion: Leading the Masses One at a Time 
14.2.2. What Is Forrester’s Theory?
14.2.3. Application of Forrester Research Theory to the Fashion Industry 

14.3. The Power of Audiovisual Language and Non-Verbal Communication 

14.3.1. The Growing Market Share of Non-Verbal Communication 
14.3.2. The Impact of the Audiovisual Message in Fashion
14.3.3. Composition of the Photographic Discourse in Social Networks 

14.4. Evolution and Functioning of Social Networking in the Fashion Industry 

14.4.1. Stages of Emergence and Evolution of the Internet 
14.4.2. The Multichannel Strategy within Fashion Social Networks 
14.4.3. What Is a Social Network? Differences with Traditional Channels

14.5. Facebook, the Big Database 

14.5.1. Transversal Communication 
14.5.2. The Communication Interest
14.5.3. Facebook Presence Models

14.6. Instagram, Much More Than Just Fashion Photos 

14.6.1. Emotional Messaging and Empathy Management 
14.6.2. The Intimacy of Everyday Life in Images 
14.6.3. Stand out on Fashion's Most Important Social Network 

14.7. Professional Content on LinkedIn

14.7.1. Creating the Personal Brand 
14.7.2. Cognitive Messaging in a Fashion Brand 
14.7.3. Competitor Relationship Management 

14.8. The Politicization of Twitter 

14.8.1. Impulsive and Omnidirectional Communication 
14.8.2. Direct Message and Content Creation in 20 Characters
14.8.3. The Impact of Headlines: From Depth to Lightness 

14.9. TikTok, beyond Generation Z 

14.9.1. The Audiovisual Revolution and the Acceleration of the Change of Look in a Slow Fashion Context 
14.9.2. Democratization in the Creation of Audiovisual Contents 
14.9.3. Fashion as a Newsworthy and Reportable Fact 

14.10. YouTube, as an Exponent of Audiovisual Content 

14.10.1. Expectation Management in the Creation of Audiovisual Content 
14.10.2. Map of Fashion, Beauty and Luxury Content on YouTube 
14.10.3. New Trends in Public Opinion: Microinfluencers 

Module 15. Internal Communications, Corporatism and Crisis Management 

15.1. The Stakeholder Ecosystem: Who Are My Stakeholders? 

15.1.1. What Is a Stakeholder?  
15.1.2. The Main Stakeholders in Fashion: Consumer, Employee
15.1.3. The Concept of Social Responsibility: Components and Principles 

15.2. Internal Communication I: Employer Branding 

15.2.1. Internal Communication Management: Concept and Tools 
15.2.2. Evolution and Principles of Employer Branding 
15.2.3. Human Resources as a Communication Tool for the Fashion Industry 

15.3. Internal Communication II: Employee Advocacy 

15.3.1. Employee Advocacy: Concept and Evolution 
15.3.2. Employees as Brand Ambassadors in the Luxury Sector 
15.3.3. Tools: Buffer and Hootsuite 

15.4. Building Reputation I: Brand Identity at MBL 

15.4.1. Concept of Brand Identity: Corporate Identity  
15.4.2. Brand Identity as an Element of Corporate Reputation 
15.4.3. Visual Identity in MBL 

15.5. Building Reputation II: Brand Image at MBL 

15.5.1. Concept of Brand Image 
15.5.2. Brand Image as an Element of Corporate Reputation 
15.5.3. Branded Content at MBL 

15.6. Building Reputation III: Corporate Reputation at MBL 

15.6.1. Reputation: Concept, Characteristics and Effects 
15.6.2. Metrics for Global Reputation Analysis 
15.6.3. The Rise of Corporate Activism 

15.7. Crisis Management I: Strategic Plan 

15.7.1. Types of Crisis 
15.7.2. Contingency Plan 
15.7.3. Strategic Plan 

15.8. Crisis Management II: Crisis Communication 

15.8.1. Spokespeople and the Discourse of Communication Leaders 
15.8.2. The Impact of the Crisis on the Income Statement 
15.8.3. Post-Crisis Actions: Getting back to Normalcy 

15.9. Sustainability and Corporate Reputation at MBL 

15.9.1. The Three Dimensions of Sustainability: Social, Environmental and Corporate at MBL 
15.9.2. The Value Chain of the Fashion Industry 
15.9.3. Sustainability Communication: Memories 

15.10. Sustainability in Crisis Management at MBL 

15.10.1. Types of Crises in Each Area of Sustainability
15.10.2. Authenticity and Transparency in the Eye of the Public 
15.10.3. Sustainability as Part of the Crisis Solution 

Module 16. Business Strategies in MBL Companies  

16.1. Strategic and Competitive Framework of the Fashion System 

16.1.1. The Global Fashion Industry Sector Structure and Evolution of the Sector Worldwide 
16.1.2. The Concept of the Value Chain in Fashion 
16.1.3. Collaboration of the Links in the Value Chain 

16.2. Business Models in the Fashion Industry 

16.2.1. The Evolution of Business Models: From Designers to Fast Fashion Chains 
16.2.2. The Competitiveness of Fashion Business Models: The French Model, the American Model, the Italian Model and the Asian Model 
16.2.3. Fashion Business Models: Designers, Luxury Brands, Premium, Brands, Retailers 

16.3. The Distribution of the Luxury Sector and the Profitability of Space

16.3.1. The Distribution of the Luxury Industry and its Profitability 
16.3.2. The New Luxury Customers, Millennials, Asians, etc.
16.3.3. Supply Chain Integration in the Luxury Industry 

16.4. Main Business Strategies of the Major Fashion Brands

16.4.1. Major Players in the Fashion Business 
16.4.2. Business Strategies of Leading Fashion Retailers 
16.4.3. Cosmetics and Perfumery Business Strategies 

16.5. Entrepreneurship and Start-up Creation in the Fashion Industry 

16.5.1. What Is Learning? The Entrepreneurial Ecosystem 
16.5.2. The Start Up Model in the Fashion Company 
16.5.3. Fashion, Luxury and Beauty Entrepreneurs; Success and Failure Cases 

16.6. The Value Proposition of Beauty Brands

16.6.1. The Cosmetics Franchise Industry
16.6.2. What is a Brand Licence? 
16.6.3. Licenses in the Cosmetics Sector 

16.7. Profitability in Traditional Models 

16.7.1. The Evolution of the Multibrand Channel and Department Stores 
16.7.2. The Keys to the Future of the Multibrand Channel 
16.7.3. Differential Value and the Shopping Experience in Department Stores 

16.8. E-Commerce in Fashion, Beauty and Luxury: Trends, Users and Future 

16.8.1. Global Growth of E-Commerce 
16.8.2. E-Commerce Shopper Profile 
16.8.3. Sector Tendencies in E-Commerce 

16.9. Planning the Internationalization of a Fashion Company 

16.9.1. Internationalization Planning 
16.9.2. Research and Selection of Foreign Markets 
16.9.3. Strategies for Accessing International Markets 

16.10. Introducing Innovation in Fashion Dynamics 

16.10.1. What Is Innovation? 
16.10.2. How to Materialize Innovation in My Company? 
16.10.3. Innovative Company Models 

Module 17. Communication Plan Desing 

17.1. The Fashion Calendar and the Dynamics of the Times in the Industry 

17.1.1. Origin and Evolution of Fashion Weeks and Haute Couture 
17.1.2. General Industrial Calendar  
17.1.3. How COVID is Affecting Established Dynamics 

17.2. The Impact of Internal Communication on an MBL Brand 

17.2.1. Internal Communication 
17.2.2. Objectives and Tools 
17.2.3. Strategic Plan in Internal Communication 

17.3. Communicating Sustainable and Eco Luxury Brands

17.3.1. Slow Fashion and Eco Luxury 
17.3.2. Evolution of Consumer Trends in the Fashion World 
17.3.3. How to Communicate Sustainable Brands and Terminology to Use 

17.4. The Functionality of the Communication Plan and Available Resources 

17.4.1. What is a Communication Plan and What Is it For? 
17.4.2. Above the Line–Below the Line 
17.4.3. Communication Channels in Fashion Brands and Analysis of Available Resources 

17.5. SWOT Analysis and the Rice Matrix 

17.5.1. The Fashion Market and Their Competitors 
17.5.2. Development and Application of SWOT Analysis 
17.5.3. Rice Matrix as Epicenter of the Blue Ocean 

17.6. Situation Analysis and Objective Setting 

17.6.1. Company Background and Diagnosis of the Brand's Situation with Regard to the Market 
17.6.2. Determination of Objectives in Relation to Goals 
17.6.3. Analysis and Reorganization of Objectives in a Fashion Firm 

17.7. The Audience and the Message    

17.7.1. Is This Client Profile for My Company? 
17.7.2. Are These Messages for My Company? Key Messages According to the Type of Client 
17.7.3. The Communication Strategies of Fashion Brands 

17.8. Channels: Offline and Online  

17.8.1. The Omnichannel Campaign 
17.8.2. The Choice of the Offline Channel 
17.8.3. Advantages of the Offline Channel 

17.9. The Action Plan and the Calendar 

17.9.1. Typology of Communicative Actions in Fashion 
17.9.2. Structure and Approach of the Action Plan 
17.9.3. Integration of the Action Plan into the Strategy as a Whole 

17.10. Evaluation of the Communication Plan and Strategy

17.10.1. Main Metrics for the Evaluation of the Communication Plan 
17.10.2. Advanced Analysis of the Communication Plan
17.10.3. Reformulation of the Communication Strategy 

Module 18. Fashion and Luxury in Europe and Asia  

18.1. Progress in Europe 

18.1.1. The True Legacy of Luxury 
18.1.2. Appearances as a Social Distinction 
18.1.3. Individualism and Progress 

18.2. Towards a New Luxury 

18.2.1. Art Associated with Luxury 
18.2.2. Italian Style  
18.2.3. Personal Pleasure and Social Pleasure 

18.3. The Impact of Consumerism in France 

18.3.1. Austerity Versus the Joy of Shopping
18.3.2. Fashion Opinion Leaders: Madame Pompadour
18.3.3. The Current Keys of the First Influencer: Marie Antoinette 

18.4. The Relevance of Spanish Craftsmanship 

18.4.1. Know How from the Spanish Workshop 
18.4.2. Boutiques as Centers of Social Interaction 
18.4.3. The Extension of Luxury to all Social Classes 

18.5. The Influence of the Elites in the Industry 

18.5.1. First-Class Citizens and Second-Class Survivors 
18.5.2. Poiret and His Idea of Fashion 
18.5.3. Haute Couture as a Symbol of Distinction 

18.6. A New Woman: A Fashionable Woman 

18.6.1. The End of Uniforms, the End of the War and the Post-War Era 
18.6.2. The Creative Revolution as a Business Model at Chanel 
18.6.3. The Era of the Big Designers: From Dior to Givenchy 

18.7. The Democratization of the Fashion and Luxury Industry 

18.7.1. Miniskirt 
18.7.2. Superficiality and Personal Pleasure 
18.7.3. Luxury as a Generator of Culture 

18.8. The Legacy of the Asian Market 

18.8.1. The Silent Ostentation of Asian Emperors 
18.8.2. The Silk Route 
18.8.3. Opening Up to the Western World 

18.9. The Sensory Experience in the Middle East 

18.9.1. The Treasures of Architecture and Nature: Palaces and Gardens 
18.9.2. The Display of Wealth: The Age of Gold
18.9.3. Luxury Shopping Malls, Perfumes and Spices 

18.10. Exclusivity: The Dress as a Work of Art 

18.10.1. The Requirements of a Work of Art 
18.10.2. High Standards of Exclusivity 
18.10.3. Temporary Exhibitions: Luxury as a Historical Testimony and a Showcase for Major Brands 

Module 19. Marketing Management in Today's Fashion and Luxury Markets 

19.1. The Economic System of Luxury 

19.1.1. Keys for Marketing in the Luxury Industry 
19.1.2. Marketing Referents 
19.1.3. Marketing Management  

19.2. Business Intelligence 

19.2.1. Strategy and Tactics for the Fashion Market 
19.2.2. The Balance between Short-Term and Long-Term 
19.2.3. Talk to Everyone in the Digital Era 

19.3. Sales Drivers and Levers Applied to Today's Industry 

19.3.1. Mix Marketing and the 4 Ps of Marketing 
19.3.2. Porter’s 5 Forces 
19.3.3. Some Types of Marketing 

19.4. The Approach to Competitive Advantage in New Markets 

19.4.1. Luxury & Fashion Markets 
19.4.2. The Competency Tendencies  
19.4.3. The Brand Significance in the Fashion Industry 

19.5. The Structure of a Specific and Contextualized Marketing Plan 

19.5.1. Rhythms of Luxury  
19.5.2. Market Metrics  
19.5.3. MART: The Objectives of Success  

19.6. Getting Started: Overcoming the Practical Hurdle 

19.6.1. Action Steps 
19.6.2. Gantt Chart 
19.6.3. Follow-Up, Control and Deviation 

19.7. New Ways of Visualizing and Marketing the Plan 

19.7.1. Presentations for Luxury Brands 
19.7.2. Selection of Audiovisual Resources 
19.7.3. Marketing Intentions 

19.8. A Real Budget for a Fashion and Luxury Brand 

19.8.1. Sales Forecasting as a Lever for the Plan  
19.8.2. Cost Control in a Luxury Product 
19.8.3. The Budget that Fits the Fashion Industry  

19.9. The Right Price for a Product or Service in Today's Industry 

19.9.1. Parameters That Influence the Price in Fashion 
19.9.2. The Decision to Promote the Product 
19.9.3. The Keys to the Outlet Space 

19.10. Mobile Marketing & Gamification 

19.10.1. WhatsApp Marketing in the Luxury Industry  
19.10.2. Video Games as Fashion Sales Scenarios 
19.10.3. From H&M in The Sims 2 Fashion Runway to Gucci in The Sims 4 

Module 20. Customer Centric Strategy & Predictive Marketing 

20.1. Fashion Engagement

20.1.1. The Luxury Customer's Lifestyle
20.1.2. Individual Identity and Projection Towards the Brand 
20.1.3. The Impact of Visual Language 

20.2. Commitment to Luxury Customers  

20.2.1. The Luxury Customer's Lifestyle: Values and Priorities 
20.2.2. The Dynamics of Consumption in the Luxury Universe 
20.2.3. Discovering Luxury Retail and E-tail 

20.3. Trends in Millennials and Z: Prosumers   

20.3.1. The New Shopping Preferences 
20.3.2. Participation and Prosumer
20.3.3. Purchasing Habits in the Luxury Industry 

20.4. The New Customer Journey of Fashion and Luxury 

20.4.1. Decision-Making in the Purchase of Luxury Goods 
20.4.2. Information Gathering and the Purchase Decision 
20.4.3. Product Evaluation and After-Sales Service

20.5. New Preferences of the Luxury Consumer  

20.5.1. The Rhythm of Fashion Tendencies 
20.5.2. Consumer Habits in the New Scenario 
20.5.3. Who’s in Charge in the Luxury Sector? 

20.6. Current Fashion Consumer Trend Behavior 

20.6.1. Novelty, Trend and Hype 
20.6.2. Macrotrends and Microtrends
20.6.3. The Diffusion Cycle and Design Innovation Theory 

20.7. Big Data & Predictive Marketing 

20.7.1. Between Art and Science 
20.7.2. Scientific Interpretation of Social Facts 
20.7.3. Predictive Marketing 

20.8. Experiential Marketing in the Perfume Industry 

20.8.1. Beauty as a Gateway to Luxury
20.8.2. The Multisensory Experience
20.8.3. Eco-Cosmetics and Niche Brands 

20.9. Concept Store Dynamics: Branding outside the Product 

20.9.1. Marketing through an Intangible Value 
20.9.2. Art, Culture and Design in a Physical Space 
20.9.3. The Digital User Experience Format 

20.10. Post COVID19 Fashion and Luxury Consumer Trends 

20.10.1. Irreversible Changes after the Pandemic 
20.10.2. Future Shopping 
20.10.3. Integrating Technology and Sustainability in the Mind of the New Consumer 

Module 21. Fashion Thinking in the Fashion and Luxury Market  

21.1. ‘Phygital’ Management 

21.1.1. Luxury Experience  
21.1.2. Search Resources and SERP Development 
21.1.3. The Trendy Brand in the Luxury Universe 

21.2. The DNA of the Luxury Brand 

21.2.1. The Business Purpose: The Mission of the Luxury Brand 
21.2.2. The Long Term of Marketing Actions: The Vision 
21.2.3. Brand Attributes and Identity: The Values 

21.3. Digital Media Track  

21.3.1. Organic Reach in the Digital Environment: KDA 
21.3.2. Creativity of SEM Campaigns 
21.3.3. The Relevance of SMO in the Luxury Sector 

21.4. Luxury E-Commerce  

21.4.1. The Content Web and an E-Commerce Sales 
21.4.2. Evolution of Communication Objectives of Marketing 
21.4.3. Interaction in Content Creation 

21.5. The Meaning of Wordpress and Other Static Tools 

21.5.1. Two-Way and Static Communication 
21.5.2. Blogs Structure and Composition 
21.5.3. The Editorial of Digital Fashion Magazines 

21.6. Inbound Marketing  

21.6.1. Ambient Marketing in the Luxury Environment 
21.6.2. Virtual Realism in Transmedia Storytelling  
21.6.3. Stages in Storytelling Creation 

21.7. Attraction Marketing through Image  

21.7.1. Beauty as a Visual Impulse  
21.7.2. The Storyline in a Brand Story 
21.7.3. How to Become a Benchmark?  

21.8. Google Trends 

21.8.1. Immediate Content 
21.8.2. The Dynamics of the Most Searched Keywords 
21.8.3. We all Consult Trends: When the Trend is Not Following the Trend 

21.9. Branding Strategy  

21.9.1. Alignment of Content and Trends 
21.9.2. The Musical Atmosphere in Audiovisual Communication 
21.9.3. Fashion Films 

21.10. Remarketing: The Constant Growth of a Brand 

21.10.1. Creativity, Innovation and Invention  
21.10.2. Balancing Inspiration and Aspiration in the Fashion Industry 
21.10.3. Post-Covid Reordering: Content for the Entire Community 

Module 22. New Digital Marketing: Marketing Automation

22.1. Marketing Strategy in the Current Industry 

22.1.1. The Communication Process in Relation to Marketing 
22.1.2. Cognitive, Emotional and Social Messages
22.1.3. The Slogan as a Legacy of Luxury Brands 

22.2. Mass Media to Global Media

22.2.1. Sources of Transmission of Values: Advertising 
22.2.2. The Formation of the Stereotype from the Prototype 
22.2.3. Storyboard & Global Storyboard 

22.3. Digital Media Ads 

22.3.1. The Google Ads Algorithm 
22.3.2. Check Matching Levels 
22.3.3. The Banner and Display for a Fashion and Luxury Company 

22.4. Branded Content 

22.4.1. Fashion Consumer Preferences 
22.4.2. The Omnichannel Strategy Applied to the Luxury Sector 
22.4.3. Marketing Information in the Luxury Market 

22.5. Personalization of the Fashion and Luxury Sector 

22.5.1. Keywords in the Fashion Language 
22.5.2. The Messages of Fast and Slow Fashion 
22.5.3. Omnidirectional Communication between Brand and User

22.6. Email Marketing: CRM & Salesforce 

22.6.1. Content Automation 
22.6.2. Segmentation and Message 
22.6.3. Salesforce as a Tool of Automation 

22.7. Newsletter Design 

22.7.1. An Efficient and Attractive Structure 
22.7.2. Personalization of Luxury Content 
22.7.3. Frequency of Notifications and Measurement of Impact

22.8. Virality in the Luxury Industry 

22.8.1. Information Dissemination Strategies 
22.8.2. Real Repositioning
22.8.3. From Opinion Leaders to Influencers 

22.9. The Usability of the Cms 

22.9.1. The Content Managers 
22.9.2. Stay up to Date on the Fashion Website 
22.9.3. Prestashop: Luxury Marketing 

22.10. Content Design

22.10.1. Strategic Scope of the Creative Effort: Create to Convert 
22.10.2. Seasonal Marketing: Predictable Marketing Campaigns 
22.10.3. Flash! Surprise 

Module 23. New Experiences in the Fashion and Luxury Universe 

23.1. Haute Couture Management 

23.1.1. Fashion Weeks and Haute Couture 
23.1.2. Timing in the Luxury Industry 
23.1.3. Post-Covid Patterns   

23.2. Fashion Event Management  

23.2.1. Management of Luxury Events 
23.2.2. National and International Must-Haves  
23.2.3. B2B Evaluation and Return 

23.3. Luxury Fashion Trends  

23.3.1. Slow Fashion: Reinventing Fashion Cycles  
23.3.2. Eco Luxury: When Sustainability Comes into Play  
23.3.3. Strategic KPI's for Sustainable Brands 

23.4. Analytics Marketing 

23.4.1. Diagnosis of the Situation: Trendy Brand in the Luxury Market 
23.4.2. Real and Reachable Objectives  
23.4.3. Metrics for Strategy Rethinking 

23.5. Capacity Analysis Techniques  

23.5.1. Available Resources: Customer Acquisition, Customer Loyalty and Customer Service 
23.5.2. Entrepreneurship Assessment Indicators 
23.5.3. Reality Management and Exploitation 

23.6. From the SWOT Analysis to the Blue Ocean 

23.6.1. Fashion Industry, the Luxury Industry 
23.6.2. Application of SWOT Analysis and Rice Matrix  
23.6.3. The Epicenter of the Blue Ocean 

23.7. Personalized Marketing in the Luxury Market    

23.7.1. Alignment between Client and Campaign 
23.7.2. Key Messages According to the Type of Client 
23.7.3. The Communication Strategies of Fashion Brands 

23.8. The Omnichannel Orchestra after the Pandemic   

23.8.1. Harmony in Channel Integration  
23.8.2. Optimization of the Offline Channel 
23.8.3. Advantages of the Offline Channel 

23.9. From Strategic Thinking to Tactical Actions in Haute Couture  

23.9.1. Tactics Applied to Fashion in the Luxury Sector 
23.9.2. Materializing Thought 
23.9.3. Integration of Tactics into the Strategy as a Whole  

23.10. Metrics for the Evaluation of Haute Couture Marketing Campaigns 

23.10.1. The Results, the Impressions in Figures  
23.10.2. Advanced Analysis  
23.10.3. Reformulation of the Strategy  

Module 24. Data Driven Marketing  for Luxury Brands 

24.1. The Product Life Cycle through a PML

24.1.1. Product Life Cycle
24.1.2. PLM (Product Lifecycle Management) Tools 
24.1.3. Measuring the Product in Relation to the Brand 

24.2. Strategic KPIs for Identity Analysis in Luxury Brands  

24.2.1. What Can Be Measured in Haute Couture
24.2.2. Personalized Strategic Indicators
24.2.3. Metrics: Objectives and Errors

24.3. Inference as the Basis of Big Data 

24.3.1. The Rationale for Enterprise Solutions 
24.3.2. Errors to Avoid in Drawing Inferences 
24.3.3. Inference as the Basis of the Algorithm

24.4. Statistics Applied to the Luxury Market 

24.4.1. Structure of Data in the Scientific Analysis 
24.4.2. Qualitative Research Methodology 
24.4.3. Key Metrics for Impression Perception: The Exception 

24.5. Lead Generation and Acquisition

24.5.1. Google Analytics 
24.5.2. Metrics within the Digital Environment
24.5.3. Decision-Making Linked to Results

24.6. The Key to Measurement: Data Interpretation in the Fashion Market 

24.6.1. Guidelines and Keys for Large Data Volumes 
24.6.2. The Effectiveness of "Inferred" Solutions 
24.6.3. The Fashion Consumer Triangle of Truth  

24.7. Marketing Consulting in the Luxury Industry

24.7.1. The Hypothesis: Questions and Problems, Answers and Solutions 
24.7.2. The Competitive Environment in Relation to Innovation 
24.7.3. The Success or Eternity of a Luxury Firm 

24.8. How to Move from Predictive Modeling to Prescriptive Modeling in Fashion Branding 

24.8.1. The Brand Behavior Pattern 
24.8.2. Frequency Map
24.8.3. Simulation of Innovation Scenarios 

24.9. Dashboard: Marketing Data Visualization with Power Bi 

24.9.1. Results Presentation
24.9.2. Analytical Report
24.9.3. Microsoft Power Bi 

24.10. Internal Audits & Growth Hacking 

24.10.1. Customized Variables in a Fashion Brand 
24.10.2. Brand Growth through Internal Analysis 
24.10.3. The Untouchables: The Scale of Priorities of a Fashion Brand 

Module 25. New Interactions in the Luxury and Fashion Markets 

25.1. The Role PR in a Fashion Brand

25.1.1. PR in the Luxury Industry 
25.1.2. Gruning and Hunt Models
25.1.3. The 5 PR Model 

25.2. The Strategic Model

25.2.1. The Persuasive Components of Information 
25.2.2. The Role of PR vs. the Role of Marketing and Advertising 
25.2.3. Criteria for Selecting Communication Actions 

25.3. Metrics for PR Analysis 

25.3.1. The Need for Public Relations Monitoring 
25.3.2. Tools for Clipping and V.P.E
25.3.3. Qualitative Valuation in a Luxury Firm 

25.4. Mistakes to Avoid in the PR Field  

25.4.1. Mass Media are No Longer the Only Ones
25.4.2. Excessive Content and Lack of Relevance 
25.4.3. Improvisation vs. Planning 

25.5. New Post Covid Trends in Luxury PR 

25.5.1. More "Social" than Ever Before, Digital and Personal Interaction 
25.5.2. Emotional Communication and Neuromarketing 
25.5.3. Key Insights from Today's Consumers 

25.6. Social Media Marketing 

25.6.1. Internet: The Gateway to Digital Interaction 
25.6.2. Social Media as the Preferred Channel for the Millennial Audience 
25.6.3. Brand Ambassador

25.7. Digital Power Strategies: Influencer Marketing in Fashion and Luxury 

25.7.1. Influence in the Field of Social Networks 
25.7.2. Managing the New Digital Leaders: Fashion Influencers 
25.7.3. Microinfluencers and Their Growth Plans 

25.8. Consolidation of Audiovisual Content: YouTube and TikTok 

25.8.1. The Growing Market Share of Non-Verbal Communication 
25.8.2. Democratization in the Creation of Audiovisual Contents 
25.8.3. Expectation Management in the Creation of Audiovisual Content 

25.9. Influence in Communities Facebook and Instagram 

25.9.1. Transversal Communication 
25.9.2. The Communication Interest 
25.9.3. Emotional Messaging and Empathy Management 

25.10. Personal Brand Strategy: LinkedIn and Twitter 

25.10.1. Great Showcases for Corporate Profiles 
25.10.2. When the Competition Are Your Friends 
25.10.3. The Impact of Headlines: From Depth to Lightness 

Module 26. Artificial Intelligence in the Age of Corporatism 

26.1. Corporate Social Responsibility in the Current Context 

26.1.1. Stakeholder Ecosystem 
26.1.2. The Consumer and the Employee in the Luxury Market
26.1.3. Social Responsibility as a Precedent for Fashion Brands 

26.2. The Value of Reputation in luxury Brands 

26.2.1. The Global Effects on the Luxury Market 
26.2.2. Analytics for Globalization 
26.2.3. Corporate Activism and Brand Ambassadors 

26.3. Risk Management in Fashion Companies 

26.3.1. Types of Crisis 
26.3.2. Contingency Plan 
26.3.3. Strategic Plan 

26.4. Communication in Moments of Crisis 

26.4.1. Spokespersons and the Discourse of Communication Leaders 
26.4.2. The Impact of the Crisis on the Income Statement 
26.4.3. Post-Crisis Actions: Getting back to Normalcy 

26.5. Sustainability: Brand Growth Strategies  

26.5.1. The Three Dimensions of Sustainability: Social, Environmental and Corporate at MBL 
26.5.2. The Value Chain of the Fashion Industry 
26.5.3. Sustainability Communication: Memories 

26.6. Sustainability: A Way Out of the Crisis? 

26.6.1. Types of Crises in Each Area of Sustainability  
26.6.2. Authenticity and Transparency in the Eye of the Public 
26.6.3. Sustainability as Part of the Crisis Solution 

26.7. The Digital Transformation of the Fashion Sector 

26.7.1. The Data 
26.7.2. E-Commerce 
26.7.3. Innovation 

26.8. Artificial Intelligence Applied to Luxury 

26.8.1. Automatic Learning 
26.8.2. Omni-Channeling and the ‘Phygital’ Space through the Lens of Artificial Intelligence 
26.8.3. Customized Recommendation Tools 

26.9. The Implementation of Robotics in the World of Luxury 

26.9.1. Digital Interaction: A World without Human Contact
26.9.2. Chatbot and Personal Shopper Virtual 
26.9.3. Digital Experience

26.10. Virtual Reality of Fashion New Catwalks

26.10.1. Definition and Functionality of Virtual Reality 
26.10.2. The Catwalk with 3D Models 
26.10.3. Virtual Reality Tools in the Luxury Market 

Module 27. Internationalization and New Global Environments in the Fashion Market

27.1. The Fashion Collection in the Context of Globalization 

27.1.1. Moodboards and International Inspiration 
27.1.2. Factories and Suppliers Worldwide 
27.1.3. Labeling and Packaging in the Age of Globalization 

27.2. The Key to the Value Chain in the Luxury Industry 

27.2.1. From Internationalization to Globalization without Losing Identity 
27.2.2. Adaptation of the Value Chain to Each New Trend 
27.2.3. The Weight of the Links in the Value Chain of a Luxury Brand and a Fashion Brand 

27.3. Strategic Alliances and Partnerships 

27.3.1. Choose Partners
27.3.2. Collaborations with Designers and Artists 
27.3.3. Capsule Collections 

27.4. Blockchain and New Logistics Management  

27.4.1. Luxury Logistics and Mechanics of the Production Process 
27.4.2. Retail Distribution and Wholesalers 
27.4.3. Commercialization of Know How 

27.5. The Asian, European and American Consumer 

27.5.1. The French and Italian Model 
27.5.2. The American Model 
27.5.3. The Asian Model 

27.6. Brand Relocation

27.6.1. The Profitability of the Physical Store 
27.6.2. Supply Chain Integration in the Luxury Industry 
27.6.3. The Mobile as a Tool to Do Business 

27.7. Marketplaces in the Luxury Industry 

27.7.1. The Demise of Department Stores and the Rise of Marketplaces 
27.7.2. The Keys to the Future of the Multibrand Channel 
27.7.3. Differential Value and Shopping Experience in Digital Stores 

27.8. The Consolidation of E-Commerce as a Global Channel 

27.8.1. Exponential Growth of Digital Sales
27.8.2. Sales Strategy and Marketing 
27.8.3. The Projection of the Digital Channel

27.9. Internationalizing Fashion Brands and Planning for Luxury Growth 

27.9.1. Planning Internationalization 
27.9.2. Criteria for the Selection of Foreign Markets 
27.9.3. Strategies for Accessing International Markets 

27.10. Types of Growth Strategies 

27.10.1. Brand Licences 
27.10.2. Concessions or Agents 
27.10.3. Franchises 

A unique, key and decisive training experience to boost your professional development"