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After having to manage the slowdown in Chinese demand and the post-pandemic normalization following COVID-19<\/b>, the major luxury houses now face an international environment marked by rising tensions and the risk of a new oil shock.<\/b><\/p>\n
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The primary transmission channel<\/b> obviously concerns energy<\/b>. A regional escalation capable of disrupting shipping routes or oil exports could keep oil prices at high levels for an extended period<\/b>. However, a prolonged rise in oil prices automatically fuels global inflation<\/b>.<\/p>\n
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While the wealthiest clientele remains largely insensitive to economic cycles, the so-called \u201caspiring\u201d clientele<\/b>\u2014often the growth engine for the industry\u2014is more responsive to changes in purchasing power. In this context, certain groups positioned in more accessible luxury, such as Kering or Burberry, could prove more vulnerable to a slowdown in discretionary spending.<\/b> In fact, both groups have seen sharp declines on the stock market since the start of the year, with drops of -21% and -19%, respectively.<\/p>\n
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The second challenge<\/b> concerns international tourist flows<\/b>. Tourism is a central pillar of luxury growth, particularly in Europe<\/b>. Major capitals like Paris, Milan, and London capture a significant share of purchases made by international customers.<\/p>\n
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Any deterioration in the geopolitical climate tends to weigh on international travel<\/b>, at least in the short term. For groups like Richemont and Herm\u00e8s, sales to tourists represent a key component of the performance of their European boutiques<\/b>. For these three giants, the start of the year has also been difficult, with double-digit declines of -22% and -14%, respectively.<\/p>\n
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The relationship between the Middle East and the luxury sector is more complex than a simple risk factor<\/b>. The region is also one of the most dynamic markets for prestige goods.<\/b><\/p>\n
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The Gulf economies, buoyed by oil revenues, are home to some of the world\u2019s most affluent clientele.<\/b> Dubai, Doha, and Riyadh<\/b> have, in just a few years, become major hubs for the luxury trade<\/b>. Leading luxury houses are opening more and more boutiques there and investing in state-of-the-art shopping centers.<\/p>\n
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However, these \u201cshowcase\u201d cities of the Middle East are now weakened by the conflict<\/b>, which may lead to the postponement or cancellation of high-end trips.<\/p>\n
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This trend is part of a broader transformation in the geography of luxury<\/b>. For nearly two decades, the sector\u2019s growth was largely driven by China.<\/p>\n
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Today, faced with the slowdown in the Chinese economy and growing geopolitical tensions, companies are seeking to diversify their growth drivers.<\/b> India, Southeast Asia, and the Middle East<\/b> are increasingly emerging as strategic markets.<\/p>\n
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The current environment is accentuating the differentiation among industry players.<\/b> Houses with strong brand power and an extremely affluent clientele generally prove more resilient in the face of macroeconomic shocks.<\/p>\n
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This is particularly true of Herm\u00e8s<\/b>, whose model\u2014based on scarcity and moving upmarket\u2014allows it to weather periods of uncertainty with remarkable stability<\/b>.<\/p>\n
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Ultimately, the intensification of tensions in the Middle East serves as a litmus test for the strengths and weaknesses of the luxury industry.<\/b> Amid rising energy costs, shifting tourist flows, and the geographic redistribution of demand, the sector is entering a phase where managing geopolitical risk is becoming almost as critical as creativity or marketing.<\/p>\n
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For major luxury houses, the ability to maintain their desirability while adapting their geographic footprint will be one of the major challenges of the coming years.<\/p>\n
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