To explore the two strategic directions for this collection, we first identified key research topics to guide our secondary research, which then informed the primary research findings.

As per the brief, the BOSS capsule collection aims to capture and expand its current target audience by appealing to a younger, emerging market: Generation Z. By 2030, Gen Z is projected to represent 45% of the global population (Euromonitor, 2023), making it a crucial focus for luxury brands. However, this demographic exhibits distinct preferences and behaviours compared to older luxury consumers, compelling brands like BOSS to adapt their strategies and supply chain operations while maintaining loyalty among existing customers.

One of Gen Z’s biggest concerns in the luxury sector is price sensitivity. With generally lower incomes and competing financial priorities, luxury prices can often feel unattainable. Rising living costs add further pressure, for instance, the Living Cost Indexes in Australia recorded an annual increase of 1.7–3% in 2025 (ABS, 2025). Despite these constraints, Gen Z remains a leading force in fashion consumption (Lim, 2025). At the same time, over 80% of global consumers are willing to pay more for sustainable products and services (PwC, 2024). This creates a tension between affordability and sustainability, generating a cognitive dissonance that challenges brands like BOSS to balance accessible pricing with high-quality, sustainable practices (Mariam M., 2024).

The rise of social media has further transformed luxury fashion. Platforms such as TikTok, Instagram, and Facebook have become essential tools for reaching younger audiences and communicating brand identity (Uphance, 2025). A study by MDPI (2021) found that the perceived value of social media enhances both the social and personal value of luxury brands. Moreover, combining online and offline technologies enables multi-sensory, memorable brand experiences, increasing appeal for consumers seeking social connection and status (MDPI, 2021).

Luxury fashion thrives on experience and emotional connection, both key drivers of loyalty. Yet during and after the pandemic, 75% of Gen Z consumers experimented with new shopping behaviours (McKinsey, 2021). Personalisation has emerged as a critical factor, with 71% of Gen Z expecting tailored shopping experiences (McKinsey, 2021). This trend is reinforced by rising demand for custom, sustainable, and unique apparel that supports individuality. By leveraging AI and advanced technologies, BOSS can create personalised, emotionally resonant experiences that strengthen loyalty and enhance its competitive edge in Japan’s luxury market.

McKinsey Report, 2021

Another influential factor is the global impact of K-pop culture. Research shows that 55% of consumers purchase products promoted by their favourite K-pop idols, often leading to brand engagement on social media (Romo, 2024). Collaborations with K-pop figures foster loyalty, aspiration, and emotional connection, while elevating perceived social status (Gonzalez et al., 2024). Appointing an ambassador such as S.COUPS could therefore amplify BOSS’s reach and desirability among younger consumers.

Given that this collection is based in Japan, understanding local consumer behaviour was critical. Japanese luxury shoppers place greater emphasis on the intrinsic value of garments- craftsmanship, storytelling, and authenticity- rather than overt status signalling. In particular, Japanese Gen Z, often referred to as the Satori Generation, values refined tailoring, quality, and personal aesthetic (WPIC, 2025). These insights suggest that this BOSS capsule should highlight the brand’s core strengths: premium craftsmanship and sophisticated design that resonate with this young, discerning market (BOSS, 2025).

\

Further secondary research can be found in the A1 tab.