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Les Nouvelles Opportunités Pour Le Luxe Français Au Japon

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Les Nouvelles Opportunités Pour Le Luxe Français Au Japon Les nouvelles opportunités pour le luxe français au Japon Tokyo, le 8 septembre 2017 Document d’analyse réalisé sur la période de février à août 2017. Toute reproduction, représentation intégrale ou partielle, par quelque procédé que ce soit, est autorisée dans la mesure où le titre de l’ouvrage est explicitement mentionné sur chaque document de la reproduction. Ce document de travail réalisé par le Comité Japon des CCEF n’a pas vocation à être exhaustif ni définitif mais à donner une idée du marché du luxe au Japon. Les informations qui sont contenues dans ce document n’engagent en aucun cas les entreprises citées. Page 1 sur 75 Remerciements aux contributeurs de cette étude Rédacteurs de l’étude : - Christopher Béraud, Stagiaire Orange Japan Co., Ltd, Rédacteur principal de l’étude - Alice Dubois, Stagiaire Orange Japan Co., Ltd, Rédacteur secondaire de l’étude CCEF: - Jean-Michel Serre, CEO Orange Japan Co. Ltd, Président du comité Japon des CCEF. Co- Maître de stage. Groupe CCEF – Secteur du Luxe - Philippe Archambault, Vice-President L’Oreal Japan, Division General Manager L’Oréal Luxe, et responsable du groupe CCEF industrie du Luxe. Co-Maître de stage. - Gaël Austin, President and Representative Director PMC - Norbert Leuret, President LVMH Japan - Alain Soulas, Co-founder Glamour Sales Holding Limited - Anne-Marie Tezenas du Montcel, Representative Japan – South East Asia Paule Ka Interviewés : - AA = Adriana Archambault, Directrice Bonjour France, CCIFJ Tokyo - AB = Alban Belloir, President Van Cleef and Arpels Japan. - AF = Ayako Fujiwara, Accessories Designer Yumi Katsura - AH = Akiko Hori, Chef de Pôle - Art de Vivre et Santé, Business France - CB = Célia Boffo, Ambassade de France au Japon, Service économique régional (Attachée sectorielle, pôle industrie et services) - FMA = Frederic Mazenq, Japan Director Atout France - FMO = Francoise Morechand, Vice-présidente Morechand Office - FR = Fabrice Renaud, Chief Executive Officer Simplicity - FS = Frédéric Sauvage, Ambassade de France au Japon, Service économique régional (Conseiller industrie et services) - FXL = Francois Xavier Lienhart, President and CEO Buffet Crampon - HS = Hiromi Sogo, Content Director Luxury Media Group - JET = JETRO, invest Japan team, Masaki Fujihara, Hisae Uchiyama et Yuko Oki - JL = Julie Coine-Ollivier, Présidente LVMH Fragrance Brands Japan - LB = Loic Bizel, Representative Director Wan-Tomo - MF = Matthieu Firmin, General manager AccorHotels Tokyo - MII = Mihoko Iida, Executive Features Editor Vogue/Condenast - MR = Malik Roumane, President & CEO Luxury & Consumer Goods - slassic Fine Foods - NA = Nobuhisa Aoyama, Mindshare/sssociate Director sDK - NB = Nicolas Bonnardel, Directeur Général CCIFJ Tokyo - PT = Philippe Terrien, Representative Director TFC - SK = Shin Kitsuda, CEO Marc Jacobs - YG = Yoshikazu Yann Gahier, General Manager Baccarat K.K. - YM = Yumi Murayama, Head of integrated Planning, ADK/Mindshare - YS = Yann Soenen, Marketing Director Pernod Ricard Japan Page 2 sur 75 Executive Summary Le secteur du luxe au Japon suit les tendances générales des consommateurs matures dans le monde. Le Japon demeure séduit par des produits de luxe innovants, le choix étant fait sur des critères personnels plutôt que de reconnaissance sociale. Mais, le seul achat de produits de luxe ne suffit plus et les consommateurs de luxe au Japon réorientent progressivement leurs dépenses vers un luxe d’expérience, plus intangible appelé «Koto». Le «Koto» ne vient pas supplanter le luxe matériel ou «Mono» en japonais, mais plutôt l’accompagner pour rendre l’univers d’une marque encore plus attrayant pour le client. L’objectif est bel et bien de créer une relation intime avec lui, de créer des expériences qui n’auraient pas lieu sans la rencontre avec la marque et son histoire, son ADN. Pour de nombreuses maisons de luxe, le Japon reste en terme de ventes parmi les 3 marchés principaux au monde et aujourd’hui de nouveaux canaux de distribution y rendent le luxe plus accessible. La croissance du marché du luxe au Japon est dynamisée par les retraités et les Millennials japonais, qui semblent désormais vouloir profiter de la vie plutôt que de thésauriser, ainsi que par les touristes. La cohabitation de ces deux types de clientèle, domestique et étrangère, pose des problèmes aux marques de luxe car leurs besoins et la manière de les cibler sont différents. sependant, on observe déjà une transformation du comportement d’achat de certains touristes, chinois en particulier, qui se rapprochent des besoins en luxe expérientiel exprimés par les clients locaux. De ce fait, en s’adaptant aujourd’hui aux demandes en «Koto» des consommateurs locaux, les maisons de luxe pourront demain attirer les nouveaux consommateurs matures que seront les touristes chinois et asiatiques. L’image du luxe français rayonne dans le monde et particulièrement au Japon. Les Japonais comprennent et apprécient l’art de vivre français, si bien qu’ils sont prêts à payer le prix fort pour obtenir la qualité de ces produits et services. Ce facteur, la fragmentation accentuée de plusieurs secteurs du luxe et l’existence de niches insoupçonnées contribuent au grand nombre d’opportunités pour des entreprises françaises dans ce secteur. Des produits et services reflétant l’art de vivre à la française, venant du terroir et ayant une histoire de marque forte sauront convaincre les consommateurs japonais. Toutefois, les nouveaux entrants devront déjà avoir accumulé de l’expérience sur d’autres marchés internationaux et apporter une réelle différenciation car le marché japonais est ce qu’on peut appeler un « torture test ». Les attentes Page 3 sur 75 sont élevées pour la qualité des produits et des services mais une maison qui réussira à satisfaire ces clients, sera parée pour n’importe quel autre marché dans le monde. Table des matières 1 Introduction / Avant-propos ...................................................................................... 6 1.1 Cibles et disponibilité ............................................................................................ 6 1.2 Objectifs ................................................................................................................ 6 1.3 Pourquoi une étude sur le luxe ? ........................................................................... 6 2 Pourquoi venir au Japon ? ......................................................................................... 7 2.1 Un marché attractif et stable.................................................................................. 7 2.2 La France garde une bonne image......................................................................... 8 2.3 Une porte d’entrée pour toute l’ssie ................................................................... 10 2.4 La fragmentation du marché offre beaucoup d’opportunités aux nouveaux entrants………………….. ........................................................................................................ 10 3 Le sujet d’étude luxe : définitions et historique ..................................................... 11 3.1 Une définition traditionnelle des différents niveaux du luxe .............................. 11 3.2 Une définition nouvelle du luxe .......................................................................... 13 3.3 La classe moyenne fait le chiffre des maisons de luxe au Japon ........................ 13 3.4 Historique récent du secteur du luxe au Japon .................................................... 14 4 Comprendre le marché du luxe japonais ............................................................... 17 4.1 Portrait et caractéristiques culturelles générales des consommateurs de luxe japonais………………………………………………………………………………………..17 4.2 Quelques spécificités du marché du luxe japonais .............................................. 26 4.3 La distribution ..................................................................................................... 32 4.4 Moyens d’accès au marché japonais dans le domaine du luxe ........................... 35 5 Analyse du marché du luxe japonais par secteurs d’activité ................................ 38 Page 4 sur 75 5.1 Tendances générales ............................................................................................ 38 5.2 L’équipement à la personne (personal luxury goods) ......................................... 40 5.3 Moyens de transport ............................................................................................ 45 5.4 Marché de l’art (fine art) ..................................................................................... 47 5.5 Loisirs .................................................................................................................. 47 5.6 L’alimentaire de luxe .......................................................................................... 53 6 Les 10 clés du succès au Japon ................................................................................ 57 6.1 Apporter une réelle innovation/différenciation sur le marché par rapport à la concurrence …………………………………………………………………………………..57 6.2 Rester fidèle à son ADN de marque, valoriser ses racines françaises et donner une « âme » à ses produits/services .......................................................................................... 57 6.3 Miser sur la compatibilité de son offre avec le marché japonais ........................ 58 6.4 Apprendre à bien connaître le marché avant de s’implanter ............................... 59 6.5 Ne pas banaliser sa marque
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