Of all the international retailers, luxury fashion retailers are typically the most prolific as measured by the number and diversity of foreign markets in which they operate. Furthermore, for most, the contribution of foreign sales to total sales is equal to, if not greater than, that achieved by the most active international retailers (Moore & Fernie 2004). Yet, while the significance of the luxury fashion retailers’ foreign activities is now acknowledged in the international retailing literature, there have been calls for more in-depth, company specific appraisals of the strategies adopted by such firms (Doherty 2000; Moore, Birtwistle & Burt 2004). Doherty (2000) has argued in particular that further case study research in the area of fashion retailer internationalisation would provide much needed insights into the apparatus that supports their international success
