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Tiffany & Co.
Blue
December 20, 2004
It’s a challenge to bring luxury to the screen of a flickering PC monitor, while the kids are fighting under the table and an ambulance drives by blasting its siren. Recreating the showroom in your living room is something of a challenge. Some have tried, most have hesitated, and few have succeeded. Tiffany is aiming at the "success" category of online luxury business. Is it a perfect cut?
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Offline, the company traces its roots back to 1837, in downtown New York City. Its catalog of "useful and fancy articles" is also a precursor in the luxury category, dating back to 1845. Now with its flagship on Fifth Avenue and stores across the world, Tiffany is a publicly-traded company employing more than 6,000 employees worldwide.
The Tiffany website visitor is welcomed by a close-up on a couple in cocktail attire. Being an e-commerce, the visitor must choose a location before browsing the online catalog. The site sets a cookie and greets you back at your location upon return.
Restrained in its presentation, most images depict the items cleanly with a white background. The use of colors and textures is minimal, but the site blends pictures and Flash animation extensively. Although the result is of a high quality, staring at the site does not connote luxury any more than staring at your favorite word processor. It is clean and sober, but also rather dull. Perhaps a textured background behind the items would create a feeling of warmth.
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If the feeling is dull, the actual surfing is tedious. On the US version, the site is well stocked with a broad choice of diamonds, jewelry, watches, tableware and other fine gifts. The navigation menu to access them is, however, a headache for the technically challenged. Although the menu design might feature well at a modern art site, its unusual scrolling function makes usability painfully low. Additionally, each click requires the page to reload. Great gems, it seems, require great patience.
It is hard to understand some decisions that Tiffany has chosen to make, which may have resulted from internal compromises. For instances, prices are not displayed when browsing until one zooms in on a specific article. Tiffany addresses a different audience than, say, office supply superstore Staples, and it is therefore arguable and understandable if the decision was made to not list price since emphasizing prices could negatively affect the brand. The search engine, however, allows browsing through the same items with the added advantage of price comparison. When faced with the two different outcomes, the user is just frustrated by inconsistent usability.
Although Tiffany.com is professionally designed and a great distribution channel for the offline brand, it does not support the store brand and its portfolio of fine luxury. Tiffany's web presence is a step above Amazon; not a destination for Cinderella dreaming of her Prince Charming.
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*Due to the constantly changing environment of websites, some reviews may no longer reflect the current website for this brand.
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Oct 18, 2004
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Jell-O - A treat
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Jell-O mixes up a treat that’s fun for the whole family.
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Sep 27, 2004
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Nike - does it
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Nike offers an online workout for the armchair surfer
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Mar 22, 2004
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Luciano Pavarotti - Bravo
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Pavarotti bids farewell to the opera scene but leaves behind an ovation-worthy website.
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Feb 16, 2004
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FCUK - Cheeky
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Taking shock online, FCUK fashions its site to appeal to teens.
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Jan 12, 2004
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Orange - Ripe
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Does Orange.co.uk reflect the brand's fresh squeezed identity?
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