This week, the luxury sector not only delivered news, it confirmed trends. Between technological advances and commercial redeployments, the signals sent by brands and industry players are shaking up habits.
Major cycles in the luxury sector sometimes unfold quietly; other times, they are expressed through a series of concentrated events that, in a matter of days, redefine the priorities of an industry. This week falls into the second category. Rather than reacting piecemeal, it is important to draw structural lessons—ones that will guide our long-term decisions and the way we communicate these transformations to our readers, customers, and partners.
The first lesson is that technology is becoming a tool for emotion, not just efficiency. The digital projects unveiled this week, such as Cartier’s augmented reality panther appearing in world capitals via Snapchat, confirm a long-standing but evolving trend: technology at the service of emotion. Phygital initiatives, personalization platforms, or the targeted use of artificial intelligence to improve offerings: in the current context, the challenge for companies is twofold. On the one hand, they must use data and algorithms to better understand their customers without betraying their trust. On the other hand, they must ensure that automation enhances the experience rather than replacing it. In a sector where scarcity and gesture remain sure values, technology must amplify emotion rather than standardize it. It is this trend that we will also seek to better understand at LUXperience(S), the phygital conference organized on October 2 by Luxus+ Club in partnership with IFOP, ISG Luxury Program, Valtech, and Paris Packaging Week at the Pavillon Elysée in Paris.
The second lesson is that the retail experience is reinventing itself without losing its uniqueness. Temporary openings, the redefinition of iconic spaces, and the intensification of creative collaborations observed in recent days, such as the one recently unveiled by Rahul Mishra in collaboration with Tods, point to a simple observation: the point of sale remains a place of revelation. But it is also becoming a laboratory for testing the modularity of formats, sensory scenography, and direct relationships with local and digital communities. Messika’s new flagship store, which combines Parisian chic with modernity, opened in collaboration with Ethos Limited in India, a luxury and prestige watch retailer based in India, is another example. For decision-makers, the equation is demanding: investing in places that convey identity while optimizing performance and flexibility.
Third lesson: social responsibility and the promotion of expertise are back on the HR and training agenda. Faced with the tension between the demands of craftsmanship and the need for scale, the renewal of professions and the transmission of knowledge are becoming strategic priorities. Internal training initiatives, partnerships with specialized training centers, and recent diversity and inclusion policies illustrate a growing awareness: without motivated and valued artisans, the appeal of the product will diminish. Investing in the men and women who create luxury is a long-term guarantee of quality. Promoting French luxury and responding to its recruitment needs is the mission that the Comité Colbert has set itself by organizing Les Deux Mains du Luxe, which will be held for the first time at the Grand Palais in Paris from October 2 to 5. For its part, the new EY study also shows a revaluation of craftsmanship. This is the primary factor influencing French luxury purchases, while it ranks only third in the global average, after the quality of materials.
Finally, one last structural point: geopolitics and regulation are increasingly influencing strategic choices. Tax changes, tighter controls, and growing expectations from regulators require proactive responses. In addition, luxury goods could benefit from moderate inflation and stable or slightly lower interest rates, which reduce the real cost of luxury goods for customers.
However, brands remain exposed to exchange rates, particularly for the dollar and the yuan, consumer sentiment, rising raw material prices, and changes in Chinese demand. If global growth slows further, even the major luxury players are likely to be affected. In this uncertain market environment, Kering attracted particular attention this week after announcing that it will not complete its full takeover of Valentino before 2028, despite already owning 30% of the capital. This postponement temporarily eases pressure on the group’s cash flow and debt, while giving investors greater visibility on future costs. Kering shares boosted the CAC 40, climbing 2.44% at midday on September 11. This rise came shortly before Kering’s new CEO, Luca de Meo, took office on September 15.
What should we take away from this? The surprise caused by Giorgio Armani’s will, revealed by the Italian press on September 12, includes an unexpected provision. The fashion designer and businessman has instructed the Armani Foundation, which inherits his empire, to “sell a 15% stake” within “12 to 18 months after the opening of the will,” primarily to one of three giants: France’s LVMH or L’Oréal, respectively the world leader in luxury goods and beauty products, or the Franco-Italian EssilorLuxottica, the world leader in eyewear. It is in this economic tension that the future of the Italian luxury group is being played out.
Photo à la Une : © Luxus Plus
