This study examines how the sustainability strategies of international luxury groups are understood, translated and implemented in the mainland Chinese luxury market. It adopts a qualitative research design based on fifteen semi-structured interviews with relevant practitioners. The interview data were analysed through thematic analysis.
Findings show that sustainability is generally understood as a long-term strategic direction. Its implementation depends on local translation into business practices, including supply chain management, store operations, performance assessment and consumer communication. This process is shaped by cost pressure, short-term sales targets, weak cross-functional coordination, supplier capability and consumer acceptance.
Sustainability value can also create tensions with traditional luxury value. Consumers may recognise sustainability, but their purchase decisions still focus on product design, quality, price, brand experience and premium feel. This study adds practice-based understanding of sustainability implementation in international luxury groups. It suggests that sustainability strategies need to enter local management systems, supply chain processes, store-level execution and consumer communication to become more genuine and continuous practices in the mainland Chinese market.
Keywords: Sustainability Strategies; International Luxury Groups; Mainland Chinese Luxury Market; Local Translation; Sustainability Implementation; Store-level Execution; Luxury-sustainability Value Tension
