How localization can learn from luxury management

Recently I came across this very interesting book called "O Paladar não Retrocede" by Carlos Ferreirinha, a well-know expert and international reference on the management of luxury.

In a very loose translation, "O Paladar não Retrocede" means that once we have experienced something we really like we are not willing to go back to experiencing something that we don´t like as much. If we have experienced something great, we don´t want to experience something less great next time - makes sense, right?

In this view, luxury means to be able to enjoy something one really likes and makes one feel good. And once one has found this, one will return to it because one likes it. So simple.

Following this logic, what do we need to do in order to give also digital users the feeling of luxury and keep them on our product?

According to the book, there are eight characteristics that a product or service needs to have in order to be considered luxury:

- timelessness (exceptional)

- inaccessibility (exclusivity, like a Premium version)

- universality (recognizibility)

- tradition (understood as the values, the narrative behind the brand)

- beauty (understood as desirable)

- quality (a given)

- originality (understood as authenticity)

- perfection (constant obsession for details that create differenciation)

The author defines luxury as the materialization of desires that provide the customer with a feeling of accomplishment and satisfaction. Not necessarily in the form of a service or product, but in the form of an experience. This experience must be consistent throughout all channels used by the brand, at all times. Basically, the feeling of luxury needs to be provided in the form of a delightful experience, that speaks to the customer´s emotions. Wishes, and not merely needs.

As localization is all about the adaptation of the original user experience to other cultures and is best looked at from a multi-channel perspective (the user journey), this made me think about how we could best speak to the local customer´s emotions. Basically, how to increase user-centricity. Companies need to know their users much better in order to give them what they want. What is a "delightful" user experience these days then? 

According to the book, we would do well in looking beyond "needs" or "problems" to solve. The original product or service should do that to begin with. This is not a differenciating factor anymore, but a basic. We should also not aim for "quality" anymore, as, again, this is a basic. Anything without this basic quality doesn´t stand a chance.

Rather, we should aim for "delight". Looking at the 8 characteristics above for luxury, we see a few options for the product and UX strategy:

- add elements of (cultural) differenciation in content, design, and usability

- consistently transmit the values, imagery, and narrative that sustain the brand (brand identity), that make it exceptional at all times and that make it authentic

- create a product that is desirable, where both function and form are considered and that surprises your clients, giving them something that they want and not just something that they need

- if the experience is cross-channel, it becomes obvious that consistency is a relevant attribute as well. Lack of consistency reduces recognizability and trust in the brand. 

- go to all lengths to really know your customers and what they want, because this is what will allow you to define "differenciation", "desirable", "delightful" to influence your business and product strategy and make decisions for your product. 

To provide this kind of experience to customers and users, enterprises and start-ups need to be commited to user-centricity and not to company-centricity (not to do what is easier because it is better for the company, although worse for the client). It requires more effort and creates more complexity to provide experiences that are consistent accross channels but differenciated by locales, even more if we understand that within one country we should serve users with all relevant languages.

It takes a lot of work to really know ones customers, what they like and what not. However, this seems to be the challenge. Looking at the longevity of some of the luxury brands, like Hermès, founded in 1837, it might be worth if going for long-term business growth, in a time where there is a huge offer in digital services and products but customers are informed and empowered. Differenciation is key.

Luckily, enterprises are not left alone to manage and reap from the complexity of exceptional localization.

Get help from one of the many excellent localization professionals in the industry as soon as the first thought about going global surfaces and enable them to impact the product strategy and to create a company-wide process that might be a bit more mature than your current business level - you will see the results in the form of extremely happy users or customers that will drive your business forward.

Speak local!