Iris Publishers_Journal of Textile Science & Fashion Technology (JTSFT)

On the Future of Fetish/ Affective Value

Abstract

This paper describes our research on the future of fetish value and affective/Kansei value such as Relation between Affective/Kansei Value and Fetish Value of Karl Marx, Reasons Why Regular Brands Do Not Apply Affective/Kansei Value, Reasons Why Japanese Brands Do Not Use Fetish Value and Affective/Kansei Value in Marketing, Pursuing the Luxury Strategy, and Importance of the Luxury Strategy

Keywords: Fetish value; Affective/Kansei value; The luxury strategy

Relation Between Affective/Kansei Value and Fetish Value of Karl Marx

While more philosophically complex, if deconstructed into sensation and emotion, the emotional side of affective/Kansei value, represented by our sense of luxury and status [1], equates almost directly with Marx’s fetish value. Of the values which consumers subjectively perceive as separate from the use value of a product, it definitely maps closer than the sensory side of affective/Kansei value, such as taste or smell. The two are perceived differently, however; whereas affective/Kansei value is a psychological value perceived by the consumer subjectively, fetish value represents deviation between the product’s original value and market price-a characteristic value peculiar to capitalism.

Karl Marx (1818-1883) does not attribute any mysterious characteristics to the use value of a commodity; these result from its exchange value. Through the social division of labor, the social characteristics of labor are reflected in commodities, and the ratios used for exchange are decided according to human relations, namely, the ratio of productivity of labor in producing each commodity (e.g. how many can be produced in an hour). Accordingly, the various properties assigned to commodities by the social division of labor are automatically treated as being natural, intrinsic properties of that commodity itself. This is commodity fetishism: a reification peculiar to capitalist production in which commodities assume a godlike mystique. In non-capitalist production, the social division of labor is reified, not goods. Division of labor becomes the subject of the reification when exchanged for commodities [2].

Reasons Why Regular Brands Do Not Apply Affective/Kansei Value

Regular brands make no attempts at applying fetish value and affective/Kansei value to transform their products into the kinds that sell and draw rabid fanbases regardless of price because they don’t know how due to lack of experience. As a result, they think it can’t be done or never think to try.

To take an example, to earn a million yen selling watches, you could sell 10,000 people a 100-yen watch each, or you could sell one watch to one person for one million yen. It’s a question of which choice you take. You might say that talk is cheap, but in fact implementation is another story. So, what makes it so hard?

In our example, the 100-yen watch, and million-yen watch are both watches, but they are clearly different products. They have to be. If you can’t explain exactly why the million-yen watch costs so much and what sets it apart from the 100-yen watch when asked, you won’t sell any.

We are talking about two different products. The prices are different, naturally-one at 100 yen and the other at one million yen. Given price, they are also distributed through different channels: a 100-yen store can sell 100-yen watches, but if they were to put a million-yen watch on display alongside the other watches, no one would buy it. It wouldn’t fit. You have to sell it in different stores and venues. Promotion is different as well; the price alone can sell a 100-yen watch, but you need to sell the story and history of a million-yen watch to have any hope of selling one. Thus, the biggest issue at hand is that the clientele for 100-yen watches and million-yen watches are different. Here, innovation takes the form of changing clientele. Innovation is not restricted to technology; it applies to all facets of business.

Promotion is different as well; the price alone can sell a 100- yen watch, but you need to sell the story and history of a millionyen watch to have any hope of selling one. Thus, the biggest issue at hand is that the clientele for 100-yen watches and million-yen watches are different. Here, innovation takes the form of changing clientele. Innovation is not restricted to technology; it applies to all facets of business.

Targeting luxury requires innovation at all levels: the product, the price, distribution, promotion, and crucially, clientele. Everything changes. Many will instinctively recoil at the mention of “innovation”; even if totally convinced, they can’t bring themselves to action. After all, innovation is hard to do [3].

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