The ‘Become. By BOSS’ capsule addresses Gen Z consumers as a vehicle to expand its business to this generational cohort. Indeed, a study has found Gen Zs are attracted to luxury brands and that they "seek luxury experiences that are attainable, inclusive, and resonate with their specific interests and lifestyles” (Cattaneo, 2025). Not only has it been found that Gen Zs are the top contributors to fashion consumption (Lim, 2025), but their purchasing power in the luxury market has increased to 25–30%, with them purchasing products that extend beyond what they can afford and, more so, who they aspire to be (Lim 2025). Research has also found a direct link between Gen Z purchasing behaviour and a model known as S-E-D (Scarcity–Expensiveness–Desirability) (Mersni and Najjar 2024). This model suggests that when products are scarce, alongside the high quality associated with higher price points, desirability is increased (Mersni and Najjar 2024). This has been suggested to significantly influence Gen Z purchasing behaviour, with the limited-edition nature playing into their more impulsive tendencies, thereby initiating more immediate actions, all out of perception and desire for exclusivity (Mersni and Najjar 2024). Indeed, this is suggested to be specific to the Gen Z cohort and their desire to use fashion as a vehicle to denote individuality, with the perception of owning a unique product becoming a synonymous symbol of their uniqueness. This is juxtaposed with Gen Z’s tech-driven nature and consequent desire for both in-store and digital experiences (Cattaneo 2025).

To successfully capture Gen Zs, their loyalty must be succinctly understood. A piece of literature to observe the emotional attachment and loyalty of Gen Zs and luxury brands was conducted to examine whether or not Gen Z loyalty to luxury brands was love or just like (Shin et al. 2023). Indeed, the study found that despite increased willingness to buy, the connection was in fact just like (Shin et al. 2023). This denotes that there is currently a lack of brands crafting products for Gen Z that fully consume them and initiate such a ‘love’, and therefore creates an opportunity for the BOSS brand to fully engage the Gen Z cohort. This was further supported by a study conducted on Gen Zs, which found that they are less focused on ownership and more on the experience (Cattaneo 2025). This denotes that the overall emotional connection and luxurious experience is imperative and will directly impact their likelihood to purchase and, as such, their consequent loyalty to the brand (Cattaneo 2025). To help achieve this desired loyalty, it has been suggested that to further attract luxury consumers, experiential strategies that reflect old and traditional-style luxury connotations should be utilised, such as concierge and butler experiences (Wahi and Ho 2025). Another strategy is directly linked to Gen Z and their digital facade. Indeed, due to the tech-driven nature of this generational cohort, research was conducted on the effect of experiential marketing, and specifically VR, on increasing Gen Z demand for goods (Bogicevic et al. 2024). The study found that with Gen Z being a cohort that craves digital brand experiences, having a brand integrate VR into its marketing strategy increased consumer sensory, intellectual and behavioural experience, and thereby, as an extension, increased their loyalty to the brand and prompted word-of-mouth (Bogicevic et al. 2024).

Ultimately, this research suggests there is a primary gap in the market of luxury products being specifically crafted with Gen Z consumers in mind, and the associated emotionally derived marketing campaigns, without necessarily compromising on quality. With the associated needs of Gen Z being highly experience- and feeling-based, the BOSS X S. Coups capsule must directly target their personal desires and emotional needs. The collection will aim to directly capture their aspirations and position the BOSS brand as something that deeply resonates with them; eventually becoming an extension of who they are.

Despite the aforementioned research, no matter how targeted to the Gen Z consumer the collection may be, there is no denying the incontrovertible fact that brand trust is on the decline. Indeed, this is due to the over-saturation, abundance, and prevalence of the digital age, whereby information is readily available. This therefore suggests that, in order to mitigate this challenge on a global scale, BOSS must remain fully transparent in the creation of the Capsule collection. Indeed, a study suggested that deep transparency and authenticity were able to initiate a response similar to cause-related marketing, and therefore increase Gen Z loyalty (Mersni and Najjar 2024). This is perceived to be due to increasing satisfaction and connection between the consumer and the brand in an otherwise detached world, despite the level of connectedness now made accessible (Mersni and Najjar 2024).

A global challenge may further lie in captivating Gen Z consumers in entirety. Indeed, as discussed, developing a deep emotional connection with Gen Z is vital to their continued and ongoing loyalty to the brand. However, it should be noted that this loyalty can in fact diverge depending on the region. As such, a recent research paper conducted on emotional branding and customer loyalty among Gen Zs in Japan and Indonesia found differing results in achieving the highest return (Isroni et al. 2025).

Indeed, the paper found that Japanese Gen Zs respond more strongly to aesthetics, storytelling, and quiet yet powerful integration of symbolism, whereas Indonesian Gen Zs respond more significantly to brands that curate social connection, authenticity, and community-led marketing (Isroni et al. 2025). This was reflected in the preference for Instagram-style, aesthetic content in Japan, compared to the viral nature of TikTok-based videos in Indonesia (Isroni et al. 2025). The study further denotes that Japanese consumers are more perceptive to aesthetic consistency across all branding and touch-points, whereas Indonesian consumers favour socially integrated branding and marketing (Isroni et al. 2025).

As such, this provides critical data for crafting the BOSS collection to appeal specifically to Japanese Gen Zs. However, it does pose the risk that if strategies lean too heavily toward the Japanese market, global retention of Gen Z may be impacted. Therefore, a careful juxtaposition of both preferences will be considered in order to specifically target Japanese Gen Zs without segregating the broader Gen Z audience; ensuring global scalability.

Indeed, an additional challenge that may be faced on a global scale in targeting the capsule to Gen Z is ensuring the existing BOSS consumer is still maintained. While Gen Z, as an emerging market, creates a large opportunity for growth for BOSS, existing consumers should not be forgotten. Strategies must therefore still be employed to keep these customers loyal. As aforementioned, the Gen Z cohort clearly has diverging attributes from the Millennial and Boomer cohorts already partial to the BOSS brand (Rom-Frank 2025). So, while new marketing and design strategies will be employed, the heart of the collection will remain true to BOSS’ heritage and DNA.

Indeed, as further outlined in the project proposal, a key upcoming brand strategy identified by WGSN; “Brand Strategy: Restorytelling”, will be employed. This strategy aims to capture the Gen Z consumer by stepping away from typical ‘hype’ and overtly trend-driven content, and instead making them feel safe, confident, and inspired (Rom-Frank 2025). Simultaneously, it will use brand history to deepen legacy through homage to nostalgia, keeping the brand activated among its existing clientele (Rom-Frank 2025). The core intention is to “find an authentic balance between their [brand’s] legacy and the cultural zeitgeist” (Rom-Frank 2025).

The rise and popularity of K-pop is another factor that should be greatly considered. Indeed, a study conducted through both an online survey and in-depth interviews found that over 55% of participants purchased goods endorsed by their favourite K-pop idols (Romo et al. 2024). The research findings were further supported, with many of these fans reportedly stating they began following luxury brands online as a result of such endorsements (Romo et al., 2024). What this deduces is that K-pop artists have the ability to evoke a deep sense of emotional connection between products and brands simply through authentic endorsements, with social media playing a pivotal role in further exacerbating these effects (Fabiola et al. 2024).

To no avail, the BOSS X S.Coups provides an exponential opportunity for the brand to expand into the Gen Z consumer base. However, while an additional study on the impact of K-pop idols on brand awareness, hedonic shopping motivation, and purchase intention did, in fact, find a positive correlation between K-pop-led collaborations and endorsements, brands have been warned that the prevalence and over-saturation of these campaigns may become a challenge; especially in SEAPAC countries, where such collaborations may already be heightened (Andira et al. 2023).