global luxury spirits house · China
designing a flagship as a business model
Defined the strategic role, location, consumer proposition, economics and operating model for a first-of-its-kind global flagship.
what role should a flagship play — and can it work as a business?
a leading global cognac brand wanted to turn a direct-to-consumer ambition into a viable flagship business.
we defined the role of physical retail, identified where the concept could win, shaped the consumer experience, and built the economics and operating model behind it.
what we designed
an end-to-end dtc flagship business model — combining luxury discovery, consumer recruitment, private clienteling, social experience, omnichannel and exclusivity.
impact
8 shanghai retail destinations assessed · 60–90k daily traffic at the selected destination · 150k mall members · modelled break-even in year 3–4
how we built the view
consumer + retail trends · mall traffic + crm analysis · landlord engagement · bottom-up sales forecasting · 5-year p&l modelling
facing a similar decision?
discuss it with a partner →related cases
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