Luxury brands marketing strategies in the United Arab Emirates: a comparative analysis of Louis Vuitton and Dolce & Gabbana’s cultural adaptation approaches

This thesis examines how global luxury brands can adapt their strategies for culturally complex markets, since it focuses upon the United Arab Emirates (UAE). Via a comparative case study of Louis Vuitton and Dolce & Gabbana, it looks at how two Maisons of different heritages, French and Italian, incorporate cultures whilst globally defining themselves. The research relies upon secondary data including academic literature, industry reports, and marketing materials. Theories upon international marketing, luxury branding, as well as cross-cultural communication frame it. Louis Vuitton's glocalization approach is evidenced by findings: selective adaptations improving a standardised global strategy, along with Ramadan capsule collections, exclusive events, plus culturally sensitive retail experiences. Dolce & Gabbana, on the other hand, broadly localises since it embraces abaya and hijab collections, stages fashion shows within Dubai, and partners so as to embed Middle Eastern aesthetics within its storytelling. The universal prestige as well as heritage for Louis Vuitton are confirmed through consumer responses as a trade-off with engagement. Dolce & Gabbana resonates on an emotional level, especially with Emirati women, by aligning fashion with both identity and tradition. The study finds cultural intelligence a key success factor: brands must balance global equity and local relevance because they must integrate respect for religion, gender dynamics plus multicultural demographics to ensure loyalty and desirability in the UAE luxury market.