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" Today, Chanel sells nothing other than its griffe; the griffe is an absolute symbol for 'fashion' which, having become historical, is now able to sell this history better than it could sell fashion. Chanel's lasting success proves that fashion has become self-referential: the fetish of the mere name shows how it has begun to revolve around itself. The House of Chanel produces what Coco most abhorred: a thing of the past, dead. The visible, outwardly displayed griffe has become the opposite of individualized style: instead it confirms the latent uniform collectivity, which had always defined Chanel-wear; in the end, it signifies membership of an expensive club. The Chanel woman does not want to display her own taste, she wants to belong. In order to be certain, she is laden with Chanel signs and accessories, like amulets to protect against the evil eye; on the pocket, on the belt, on the dress buttons, on the watch, on costume jewelry, proudly stand the initials of the founder of the house, to which she knows she belongs. "
― , Fashion Zeitgeist: Trends and Cycles in the Fashion System
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" What we're now starting to see, as online retailers begin to capitalize on their extraordinary economic efficiences, is the shape of a massive mountain of choice emerging where before there was just a peak.... By necessity, the conomics of traditional, hit-driven retail limit choice. When you dramatically lower the costs of connecting supply and demand, it changes not just the numbers, but the entire nature of the market. This is not just a quantiative change, but a qualitative one, too. Bringing niches within reach reveals latent demand for noncommercial content. Then, as demand shifts toward the niches, the economics of provided them improve further, and so on, creating a positive feedback loop that will transform entire industries - and the culture - for decades to come. "
― Chris Anderson , The Long Tail: Why the Future of Business is Selling Less of More
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" In fact, as these companies offered more and more (simply because they could), they found that demand actually followed supply. The act of vastly increasing choice seemed to unlock demand for that choice. Whether it was latent demand for niche goods that was already there or a creation of new demand, we don't yet know. But what we do know is that the companies for which we have the most complete data - netflix, Amazon, Rhapsody - sales of products not offered by their bricks-and-mortar competitors amounted to between a quarter and nearly half of total revenues - and that percentage is rising each year. in other words, the fastest-growing part of their businesses is sales of products that aren't available in traditional, physical retail stores at all.
These infinite-shelf-space businesses have effectively learned a lesson in new math: A very, very big number (the products in the Tail) multiplied by a relatives small number (the sales of each) is still equal to a very, very big number. And, again, that very, very big number is only getting bigger.
What's more, these millions of fringe sales are an efficient, cost-effective business. With no shelf space to pay for - and in the case of purely digital services like iTunes, no manufacturing costs and hardly any distribution fees - a niche product sold is just another sale, with the same (or better) margins as a hit. For the first time in history, hits and niches are on equal economic footing, both just entries in a database called up on demand, both equally worthy of being carried. Suddenly, popularity no longer has a monopoly on profitability. "
― Chris Anderson , The Long Tail: Why the Future of Business is Selling Less of More