Despite the difficult economic period, companies in luxury sector are showing better results than those in the consumer products market. The objective of this paper is to analyse the competitive strategies in the luxury sector and in particular, in the personal luxury. To this end, we have chosen to study the case of an Italian company (Tod's Group), leader in the personal luxury according to consumers perception. Basing on a theoretical model of competitive strategy, this study shows a comparison with the strategic choices of three main competitors of Tod's, which offer products with similar values (Made in Italy, exclusivity and high craftsmanship); they are listed companies; they derive from a family business and the family still holds the company's control. The analysis highlights the ability of the Tod's Group in valorizing its capabilities and skills, and the ability of the management to exploit the available relational network.
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