Fashion and luxury often meet, but they describe different aspects of the offer. Fashion is also about changes in taste, languages and habits; luxury recalls a value proposition and positioning. A garment does not automatically become a luxury item because it belongs to the fashion industry.
To analyze a business it is useful to describe its market in a precise way: product category, price range, customers sought, channels and frequency of purchase. An accessible brand that works on large volumes faces different problems from a manufacturer of custom-made pieces.
These differences affect the warehouse and the relationship with time. A season-related assortment requires quick quantity decisions; a continuous product can allow for different management. Both models may encounter unsold stocks, but causes and response tools do not necessarily coincide.
The customer should also be observed in context. One person can buy cheap products for some uses and spend a lot on others. Deducing all of his preferences from a single purchase is likely to build an image that is too rigid.
I therefore propose to start from the occasions of use and the actual commercial promise. This allows you to compare relevant competitors, understand what justifies the price and select consistent services. Useful segmentation makes business choices clearer without reducing consumers to permanent labels.