Christopher P. Ramey

President, Affluent Insights & The Home Trust International

Chris Ramey is a high sought-after professional speaker and consultant.  He is the most quoted executive in the luxury segment.  Ramey is also president of The Home Trust International, a technology firm/marketing platform that connects the finest resources for the home with high net worth individuals.  Ramey ensures his clients penetrate the luxury and premium markets.

Ramey is:

  • Former president of The Luxury Marketing Council Miami and The Luxury Marketing Council Palm Beach. a marketing collaborative and think-tank for luxury brands.
  • Past-president of International Design Guild, a ~100 showroom chain of decorative floor coverings and
  • Past-president and founder of Savvi Formalwear, a ~260 store chain of men’s formalwear and apparel.

He writes the Ramey Retail Report as well as a column for Hearst Publication’s Floor Covering Weekly titled “Strategic Insights.”  Ramey has earned the “Leader – Top 5%” appellation from Gerson-Lehrman Group for his work with private equity firms.

Ramey and his wife are originally from Pittsburgh, Pennsylvania and they reside in Boca Raton, Florida.  You may reach Chris at or 561.876.8077.

Chris Ramey is the most quoted authority in the luxury segment. He specializes in helping service and product providers penetrate the luxury and affluent categories. Ramey is a highly sought-after speaker and member of National Speakers Association. He is also president of The Home Trust International, a network orchestrator connecting high net worth individuals with the finest luxury home product and service providers. Members of The Home Trust International are the finest in design and shelter and they total over 300 doors in ~15 countries. Chris’ list of clients include many of the world’s most iconic luxury brands ranging from The Ritz-Carlton, Ferretti Yachts, Bentley and Lamborghini to Mandarin Oriental, Four Seasons, Silverseas and many dozens more. Ramey, along with sitting on the ‘Brain Trust Panel,’ writes a column for Hearst Business Publications. He has earned the “Leadership–Top 5%” appellation from Gerson-Lehrman for his work with private equity firms investing in home furnishings and luxury. Ramey’s experience includes past president of The Luxury Marketing Council Miami and Palm Beach. He is also the former president of International Design Guild, the largest group of independent decorative floor covering showrooms. Ramey is also the former president and founder of Savvi Formalwear, the largest group of independent men's apparel stores.
  • Posted on: 03/11/2019

    The rise of the chief artificial intelligence officer

    The term I see is "Marketing Technologist," that technology (including AI) is every C-level executive’s responsibility. Each retailer’s culture is unique and shifts with the expertise of the current CEO. Some companies are sales driven, some are marketing driven and some are accounting driven. In the near future, we’ll add "AI driven" to the mix.
  • Posted on: 03/11/2019

    Will Costco’s new $15 minimum wage hurt or benefit the chain?

    Kudos to Costco for managing their business in such a way they can afford to pay their first class retail employees more. It helps when your sales per employee is high, and you provide zero to no service. I have difficulty comparing Costco against competitors. Wait, they have no competitors. My guess is the number of individuals with both a Sam’s Club membership and a Costco membership is low. Secondly, Costco has almost no service. You buy the size of the steaks already cut or go to Kroger; same for every product. The only reason an employee may be on the sales floor is because they’re stocking the floor. Or they work for a manufacturer who wants you to try and buy their product. I’m Costco fan. But, it’s a different business model and difficult to compare against most other retailers.
  • Posted on: 01/08/2019

    The new boss is different than the old boss at Starbucks

    Vision may change, but stockholders and their expectations remain the same. Ultimately the responsibility is the same: increase profitability. This is a task more difficult for a mature company versus a growth company. Starbucks is moving from a visionary to a tactician. In retrospect we’ll see that as a good move.
  • Posted on: 12/27/2018

    What are the takeaways from the best holiday season in six years?

    The most important trend this year reinforced last year’s takeaway: every retailer competes online first. 2019 will be the year of accelerating online marketing presence.
  • Posted on: 12/03/2018

    Payless scores with mock-up luxury shop

    People don't buy what you think you're selling. How much more proof do we need to demonstrate that it's not about the product? We all know the environment elevates the product. So why should we be surprised when merchandising is effective? Suave and one of the fast food pizza restaurants have done similar stunts. It's fun because we can laugh at ourselves. Kudos to those who participated and bravo to Payless Shoes.
  • Posted on: 09/26/2018

    What’s Dunkin’ without Donuts in its name?

    Donuts will increasingly decrease as a part of their total revenue. The term had to go. Management has a new vision. We can surmise their average sale will increase dramatically over the next couple years as they shed the <$.99 lead category.
  • Posted on: 09/10/2018

    It’s no more ‘burn, baby, burn’ for Burberry

    Destroying product is part of the luxury myth. It’s not wasteful if you understand luxury. After all, luxury is about emotion, exclusivity and brand. Burberry is particularly sensitive. Here’s a blurb from The Telegraph, Nov 28, 2004: Burberry, the luxury goods group, has seen a sharp decline in UK sales due to the popularity of its trademark camel check among so-called 'chavs', a pejorative term for a low-income social group obsessed with brand names, cheap jewellery and football.” True luxury brands subscribe to pillars of luxury which include scarcity, craftsmanship, heritage and provenance. Each pillar is consistent with caring about our world politically and ecologically. They generally live above the fray because graciousness is inherent in how they see the world. Lastly, it’s still a business. Executives in luxury don’t like to destroy product any more than an executive in mass. However, the opposite risks destroying their brand.
  • Posted on: 09/10/2018

    Should the outdoor industry welcome selling on

    The benefits of Walmart and Moosejaw are plenty and well-documented. What’s missing is the sanctity of participating brands, their traditional customers and distribution channel. Brands are defined by the brands with whom they’re associated. There is no platform that is appropriate for every brand.
  • Posted on: 09/06/2018

    ‘Cosby Show’ star’s experience shows work is different at Trader Joe’s

    As leaders in retail, don’t we deserve some of the blame for Mr. Owens questioning his own dignity working retail? And does anyone else see a corollary between this situation and yesterday’s discussion regarding Colin Kaepernick?
  • Posted on: 09/05/2018

    Nike campaign tests ‘all publicity is good publicity’ adage

    Nike’s decision to include Colin Kaepernick is bold, rebellious and attention-getting. And, from a marketer’s position, this is the type of "Della Femina" marketing we all dream about; so powerful that it makes the news and RetailWire! But, let's not kid ourselves, Nike needs it right now because as we’ve learned their culture is "discriminatory and filled with sexual harassment" according to press reports, recent firings and lawsuits. Sometimes marketing’s job is sleight of hand like a magician doing card tricks; lookie here so you don’t see what’s happening over there. What’s a company to do when it is caught in its own Weinstein "ME TOO" moment where PR hasn’t proven to be effective? Us marketers know! It's more marketing that's even more outrageous than the situation they're already in! Nike is merely diverting attention by leveraging an antagonistic athlete who didn’t find his calling in life until he was benched. Sports can be cruel. So can consumers. Marketing and advertising are meant to sell product. Angering prospects and customers is rarely good marketing strategy. Their CEO should have asked why why they would glorify someone who has filed a lawsuit against the NFL -- their largest partner. And the CEO should have asked why they take sides in a polarizing issue when inevitably half the country will be against them – no matter which side they’re on. I understand matching values and authenticity. I also understand that Americans may be forgiving; the brouhaha calm down. But sticking a stiletto into the hearts of half the population is poor form. Every customer matters in a hypercompetitive world. Retailers and retail brands should keep politics out of marketing.
  • Posted on: 08/13/2018

    Where does art end and retail begin?

    Moving product to "art," and away from function has been a strategy in the luxury space for years. It’s called artification. And it transcends product to something much deeper and more profitable.
  • Posted on: 06/04/2018

    Does it pay for retailers to price-match their own websites?

    Self-match pricing only if you want customers to trust you or to return on occasion. Nobody wants to play "gotcha" on pricing.
  • Posted on: 06/04/2018

    Can department stores be reinvented with a pop-up approach?

    Let’s dispose of department stores rather than trying to reinvent them. Let's think bigger and reinvent retail. Besides, why would a company burden themselves with a category nearing irrelevance? Anything that creates interest and fascination is a positive move. The trick is replicating in a world where you often only get one chance.
  • Posted on: 06/03/2018

    Managing the dark side of workplace friendships

    Friendships manifest comfort. I've always believed everyone needs a friend at work. God knows, as you move up the ladder, you’ll have enemies. Companies aren’t too different from high school. People who share the same values will gravitate to each other. This will create biases that are difficult to manage. C-suite executives aren’t exempt. Sucking-up is alive and well, and painfully obvious to other employees. No one has ever promoted a person they didn't like over a friend. After all, the platform for friendship is loyalty. The exclusionary nature of cliques is detrimental. Some people have your back and some have a knife for your back. Nurture friendships that foster energy and innovation. Disintermediate relationships that are sexual, political and promote favoritism or nepotism. Good luck with that.... There is a fine line between friendships, teams and silos.
  • Posted on: 06/02/2018

    1-800-Flowers stays a step ahead of disruptive tech

    ELAC (engage, learn, adapt, commercialize) needs to be embraced by all firms. This is the difference between predator and prey.

Contact Christopher P.

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