Author: bh@worldluxurychamber.com

In an increasingly interconnected world, international collaboration is no longer a strategic option but a necessity—especially in the luxury industry. With global markets expanding and consumer expectations evolving rapidly, the ability to work across borders, cultures, and sectors has become a crucial ingredient for success. From joint ventures and co-branded collections to sustainable innovation and cultural exchange, international collaboration drives growth, resilience, and relevance in luxury trade.

A Global Audience Demands a Global Approach

Luxury consumers today are more global than ever. Whether it’s a fashionista in Seoul coveting a Paris runway look or a tech-savvy entrepreneur in Dubai investing in Swiss watches, the luxury customer is digitally connected and culturally diverse. To meet the expectations of this discerning demographic, luxury brands must think globally while acting locally. International collaboration enables brands to stay attuned to regional tastes, cultural nuances, and consumer behavior patterns. By aligning with local partners or influencers, global brands can better tailor their offerings, making them more relevant and desirable.

For example, LVMH’s expansion into Asia wasn’t just about opening boutiques—it involved partnerships with local artisans, curated experiences aligned with regional festivals, and marketing strategies tailored to each market. These collaborations not only increased brand affinity but also ensured cultural sensitivity and authenticity, which are critical in luxury.

Innovation Through Cross-Border Creativity

Creativity is the heartbeat of luxury, and international collaboration is a powerful way to fuel it. When creative minds from different backgrounds come together, they spark ideas that transcend traditional design boundaries. This fusion of perspectives often results in products that are not only beautiful but also meaningful and culturally resonant.

Consider the collaboration between Dior and African contemporary artists or the capsule collections that blend Eastern aesthetics with Western craftsmanship. These cross-cultural projects breathe fresh life into legacy brands while celebrating diversity. They also provide emerging designers and creatives from less-represented regions with a platform, enriching the global luxury narrative.

Shared Resources, Shared Success

Beyond creative synergy, collaboration allows luxury brands to share resources, reduce costs, and enter new markets more efficiently. Strategic alliances can involve everything from co-investing in technology and supply chains to creating regional distribution networks or establishing joint sustainability platforms.

A prime example is the growing number of collaborations around sustainability. Luxury groups are now working with international NGOs, local communities, and even competitors to improve ethical sourcing, circular design, and carbon reduction efforts. The Kering Group’s collaboration with startups across Europe and Asia on alternative materials, or the cross-industry pact for sustainable fashion led by the Fashion Pact, shows how shared commitment can accelerate progress.

By working together, brands can access innovations they may not have had the resources to develop alone, and they can implement them on a larger scale.

Enhancing Prestige Through Global Alliances

In luxury, perception is everything. International partnerships often enhance brand prestige and elevate storytelling. When a renowned European fashion house teams up with a Japanese ceramics master, the result isn’t just a product—it’s a dialogue between heritages, a celebration of craftsmanship, and a compelling story for consumers who value depth and meaning.

These alliances also send a signal: that the brand is open, inclusive, and forward-thinking. In a world where luxury consumers increasingly seek values alongside value, being globally collaborative becomes a mark of sophistication, not just strategy.

Building Resilience in a Volatile World

Recent global disruptions—from pandemics to geopolitical tensions—have highlighted the importance of flexibility and adaptability in luxury trade. International collaboration strengthens supply chains, diversifies markets, and mitigates risk. A diversified global presence allows brands to shift focus when one region faces challenges, maintaining stability and revenue flow.

Additionally, collaborations can act as a support system. When travel restrictions or trade barriers affect one market, shared networks and cross-border operations enable brands to pivot quickly. During COVID-19, many luxury houses partnered with international logistics providers and local distributors to ensure continuity and maintain customer service standards.

The Future is Borderless

As the luxury industry looks to the future, international collaboration will only grow in importance. From metaverse partnerships with global tech firms to immersive brand experiences in emerging luxury hubs, cross-border synergy will shape the next era of luxury.

Luxury has always been about more than products—it’s about stories, emotions, and connections. International collaboration expands this emotional terrain, bringing in new voices, visions, and values. For a sector rooted in exclusivity yet striving for global relevance, collaboration isn’t just about access—it’s about evolution.

Ultimately, international collaboration isn’t a trend—it’s a transformation. It amplifies creativity, deepens cultural relevance, drives sustainability, and enhances resilience. In luxury trade, where heritage meets innovation and global meets local, collaboration across borders is not just important—it’s indispensable.

In this exclusive conversation, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with luxury strategist and industry insider Alexandre Ferragu to dissect the evolving landscape of high-end business. With 2024 rattling the foundations of once-untouchable brands, Ferragu pulls no punches, offering bold takes on the rise of Hermès, the faltering strategy at Kering, and what diversification really means in luxury. This interview isn’t just about where luxury is headed—it’s about what it must do to survive.

Alexander Chetchikov: Alexandre, in your opinion, what is the state of the luxury sector today?

Alexandre Ferragu: We have seen hesitations in 2024 and ongoing in early 2025. It seems that at the moment, only Hermès is seeing tremendous results. The post-COVID growth was extremely strong and probably too strong. Brands might have overlooked many aspects, such as brand value, product quality, and customer intimacy. Studies show that over the last few years, sales revenue growth was mostly due to price increases and not higher volume sales.

Studies show that consumers are now discussing the real value of luxury brands and the fact that they might be overpriced.

Many questions arise on value for money, logo visibility, and brand extensions.

AC: How would you assess Kering’s current position in the luxury market?

AF: Have you ever heard of “don’t put all your eggs in one basket”? Quite frankly, this is concerning, it seems that the group is stuck on repeating the same strategy for their brands. Balenciaga was pumped up for a few years using debatable strong pieces attracting GenZ, but their despicable 2022 communication did cost them a lot of customers… They should have taken a stand and fired all the people responsible! Now they placed Demna Gvasalia at the helm of Gucci, destroying around €3 billion in company valuation in the process. It shows that investors are really concerned about the group’s strategy.

Bottega Veneta and Saint Laurent are amazing brands that have great growth potential. They need to find their loyal customer base and not consumers who hop on brands looking for the hype, which is what Gucci and Balenciaga’s customers do.

AC: What makes Hermes unique compared to the rest of the industry? Why do you think the brand so successful?

AF: I think steady growth, craftsmanship, and customer intimacy are the keys for Hermès. Any brand needs to rely on bedrock customers to maintain steady growth, and Hermès is the best at it. Its customer base is strong, reliable, and loyal. They have increased their prices reflecting inflation, not taking advantage of the hype, and still providing the best quality possible. Looking at their Cost of Goods Sold, they comparatively spend more than any other large competitor on production. Customers are getting their money’s worth, it brings real value to customers.

AC: Luxury brands are diversifying. What are your thoughts on that?

AF: Some will argue that diversification leads to a loss of the core value of the brands. But would Louis Vuitton or Hermès still be around if they had stuck to their original products? Diversification is a great tool to enhance customer relationships, bringing customers to the brand. Hospitality is where it is all happening today, Bulgari is doing a great job, and Louis Vuitton will do amazing. Diversification needs to be done well, in line with the brand’s values. It’s also a way to grow for brands as they are increasing the share of wallet of their customers. We see that people are looking for brands over products, and this is a great way to respond to this.

AC: Do you believe the luxury sector has overextended itself?

AF: It depends on people’s vision of life: Consumerism, love for well-made products, love for exclusivity, love for emotions… Brands are extremely big today, but there is room for growth, for a larger customer base if needed. Around 2% of the customers represent 45% of the revenues of the sector. Relying on a very tiny customer base is dangerous. Should luxury be made more affordable? Well, it is less luxurious if it becomes too affordable, so brands must tune in to find the sweet spot. I believe they will have no choice but to introduce new entry-level products. The best-performing categories for 2024 are entry-level prices.

AC: Where do you see the luxury industry heading next?

AF: I think going back to its roots will help the sector. Too many customers felt that brands took advantage of them and started to buy less as prices became too high compared to what they were a few years ago. Bringing better value for money is key.

Be the best at manufacturing, and spend perhaps less on very costly retail.

Become more classy, less streetwear.

It might be the right time for groups such as LVMH to acquire other brands/groups at a discount. Kering would be a great target, they own amazing brands that they mismanaged.

Thank you, Alexandre!

As Alexandre Ferragu concludes this incisive interview, one thing becomes clear—luxury can no longer afford to coast on its name. With customer expectations evolving and authenticity under the spotlight, the industry must recalibrate. Whether through a return to craftsmanship, smarter diversification, or bold mergers, the future belongs to the brands that remember what made them desirable in the first place. With Alexander Chetchikov steering the conversation, this exclusive insight lays bare the truth: it’s time for luxury to grow up.

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In this exclusive conversation, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Sheetal Jain, the Founder and CEO of Luxe Analytics. A respected researcher, educator, and strategist, Sheetal has been at the forefront of guiding luxury brands through the rapidly evolving landscape of consumer behavior, sustainability, and digital transformation. With a keen eye on emerging markets and shifting values, she shares her deep insights into how luxury is being redefined for a new generation of global consumers.

Alexander Chetchikov: As the Founder & CEO of Luxe Analytics, you specialize in helping luxury brands navigate growth and revenue challenges. What are some of the most significant shifts you’ve observed in luxury consumer behavior over the past few years, and how should brands adapt?

Sheetal Jain: Luxury spending is increasingly shifting from goods to experiences. This shift reflects a desire for memories and unique experiences over material possessions. Hence, brands should focus on creating memories for their customers during their purchase journey.

Alexander Chetchikov: Your expertise spans research, strategic advisory, and education in luxury, retail, and sustainability. How do you see the role of sustainability evolving in the luxury sector, and what strategies should brands adopt to balance exclusivity with environmental responsibility?

SJ: Sustainability will play an ever-increasing role in the luxury industry due to increased awareness and preference among consumers to indulge in sustainable consumption. Brands should embed sustainability as a core element across their functional areas and supply chain to ensure the transition to a sustainable brand.

Alexander Chetchikov: With your experience as an adjunct faculty member teaching luxury marketing and consumer behavior, what are the key insights or skills that aspiring luxury professionals need to succeed in today’s market?

SJ: Luxury professionals need to understand the unique attributes, needs, and preferences of today’s luxury consumer that not only greatly vary across countries, cultures, and demographic characteristics (age, gender, etc.), but are also evolving as per changing global trends. Hence, luxury professionals need to continuously upskill and continuously learn about the latest trends in the luxury industry in order to be successful.

Alexander Chetchikov: As an internationally published author and researcher, you have a deep understanding of luxury market intelligence. Can you share a particularly surprising or counterintuitive insight from your research that challenges conventional wisdom in the luxury industry?

SJ: One particularly surprising finding is the significant role of digital platforms in influencing luxury purchase decisions among young Indian consumers. The study highlights that online luxury shopping is gaining momentum, challenging the traditional reliance on physical retail channels. This shift towards digital platforms not only provides convenience but also extends the reach of luxury brands to a broader audience, including those in tier 2 and tier 3 cities.

Traditionally, luxury brands have been associated with exclusivity and a strong emphasis on physical retail experiences. However, my study reveals that hedonic value, which relates to the pleasure derived from consumption, is a key predictor of young consumers’ attitudes toward purchasing luxury fashion goods. This suggests that the emotional and experiential aspects of luxury consumption are increasingly important, potentially more so than the traditional emphasis on exclusivity.

Additionally, my research on the sharing economy reveals that social projection value, which pertains to the desire to project one’s identity and status, is a significant predictor of luxury fashion rental consumption among Indian millennials. This challenges the traditional view that luxury consumption is solely about ownership and suggests that access-based consumption models, such as rentals, are gaining traction among younger consumers. ​

These insights collectively challenge the conventional wisdom that luxury consumption is primarily driven by exclusivity, ownership, and traditional retail experiences. Instead, they highlight the growing importance of emotional engagement, digital accessibility, and evolving consumption models in shaping luxury purchase behaviors.

Thank you, Sheetal!

Sheetal’s insights highlight the importance of adaptability, education, and innovation in an industry rooted in tradition yet constantly evolving. With voices like hers shaping the narrative, the future of luxury looks not only promising—but purpose-driven.

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At the heart of luxury brands’ success lies the ability to deliver exceptional, personalized experiences that resonate with their clients. With increasing competition and the shifting expectations of affluent consumers, luxury brands across sectors such as hospitality, real estate, food and beverage, and more must adapt to deliver distinctive, personalized services. The key to achieving this lies in harnessing the power of data insights.

Data is no longer just a byproduct of operations; it is a strategic asset that, when properly analyzed and utilized, can revolutionize the luxury client experience. By leveraging data in innovative ways, luxury brands can enhance personalization, anticipate client needs, and deliver a seamless, elevated experience at every touchpoint. Here’s how you can integrate data insights to transform the client experience:

Personalized Experiences at Scale

In the luxury industry, exclusivity and personalization are paramount. Using data from various client touchpoints—such as transaction history, past interactions, and digital behavior—brands can create tailored experiences that exceed expectations.

Example: A luxury hotel chain can analyze past guest stays to personalize future visits. This could include preferences for room type, dining options, or even temperature settings. By anticipating these needs in advance, the hotel ensures a seamless and personalized experience every time a client checks in.

Predictive Analytics for Client Needs

Predictive analytics allows luxury brands to anticipate future client behavior based on historical data. By recognizing patterns and trends, brands can proactively offer services or products before a client even requests them.

Example: In real estate, agents can track a client’s preferences for location, property features, and even design aesthetics. Using this data, they can provide pre-market listings or early access to properties that match the client’s specific desires, giving them a competitive edge and increasing the likelihood of a sale.

Real-Time Data to Enhance Engagement

Real-time data insights enable brands to adapt quickly to client needs, offering a dynamic and highly personalized experience. By tracking client behavior in real-time, brands can respond to shifts in preferences and adjust services accordingly.

Example: In luxury spas, real-time data can track a guest’s preferences during their visit, such as preferred massage techniques or fragrance choices. If a client requests a change mid-treatment, staff can adjust the services in real-time, ensuring the experience is tailored to their needs on the spot, leading to heightened satisfaction and a memorable visit.

Seamless Omnichannel Client Journeys

Luxury clients frequently engage with brands across multiple channels, including online, in-store, and through mobile apps. Integrating data from these various touchpoints allows brands to create a cohesive and fluid client journey, offering tailored services at every stage of the interaction.

Example: A high-end fashion retailer can track a customer’s online browsing habits—such as the types of clothing or accessories they view. When the customer visits the store, staff can be alerted to the client’s preferences, offering them a curated selection of items that reflect their tastes. This ensures a seamless experience whether the client is shopping online or in-store.

Data-Driven Loyalty and Marketing

Using data insights, luxury brands can create more effective loyalty programs and marketing campaigns that resonate with their clients’ unique preferences. By analyzing client behavior, brands can offer exclusive rewards and personalized messaging that deepens relationships and drives engagement.

Example: A luxury brand could segment its customer base based on purchasing behavior and preferences. For high-spending clients, the brand might offer early access to new collections or exclusive invitations to private events. This data-driven loyalty program not only makes clients feel valued but also incentivizes repeat business, fostering long-term brand loyalty.

Data is Key to the Future of Luxury

As the luxury sector continues to grow and evolve, the role of data becomes even more critical. By embracing data-driven insights, luxury brands can deliver highly personalized experiences that anticipate client needs, optimize every touchpoint, and build deeper emotional connections. Those who successfully harness the power of data will not only enhance the client experience but also gain a competitive edge in an increasingly data-driven world.

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In this exclusive conversation, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Nick Gibbens, the visionary Editor-in-Chief of Luxury Lifestyle Magazine. Known for his editorial precision and digital-first approach, Gibbens has redefined how luxury is portrayed in modern media—balancing innovation with tradition and storytelling with sustainability. Together, they explore the evolving nature of luxury, the role of responsible content creation, and what it truly means to connect with the world’s most discerning readers.

Alexander Chetchikov: Nick, as the Editor In Chief of Luxury Lifestyle Magazine, you’ve built a reputation for focusing on quality over quantity. How do you ensure that the magazine consistently delivers the refined, high-end content that your affluent audience craves?

Nick Gibbens: This is certainly a constant challenge and something that we are always striving to improve on. We try and use the best possible writers available and only accept freelance pitches that really have that ‘wow’ factor. Working with the top PR companies gives us access to the very best brands and talent, and we can work with them directly to develop unique and interesting angles.

We also like to work with our readership to keep on top of what they like to read as well as the topics they are not so keen on. Our extensive email database is a great tool for conducting this type of research. We also work very closely with the website data that is available to us via Google Analytics.

SEO tools such as Ahrefs allow us to analyse search trends and the keywords people are searching for, and we have started to use AI to research the competition and generate ideas for compelling content.

Finally, staying on top of industry trends and networking with professionals in our luxury sphere is something that we value greatly and is often undervalued.

AC: Luxury Lifestyle Magazine champions a forward-thinking and progressive approach to the luxury industry. Can you share some examples of how this mindset influences your editorial choices?

NG: We like to highlight the world’s best emerging luxury brands, ideally those that are yet to really be discovered and have a unique story to tell. We certainly favour those that take sustainability seriously as we strongly believe the luxury sector has a big role to play in the protection of the environment.

Championing the best British brands is also something we love doing here at LLM as we feel our readership should be buying as locally as possible and, in the process, reducing the amount of air miles and supporting local economies. We also take great pride in promoting brands that take social issues seriously and help to give back to their local communities.

AC: The luxury industry is often associated with exclusivity and tradition, but at LLM, there’s a strong emphasis on emerging brands and experimental approaches. What do you see as the future of luxury, and how do you balance tradition with innovation in your coverage?

NG: The luxury sector is undoubtedly at a crossroads. Consumer preferences are shifting quickly, and traditional notions of exclusivity are certainly being challenged. Luxury is no longer just about premium products with hefty price tags; it is now more about creating meaningful, immersive experiences that integrate cleverly into every aspect of consumers’ lives. It’s no longer just about what you wear or even drive; it’s about how every facet of life can reflect a luxury ethos, from the car you admire to a bathroom vanity inspired by its design.

As a digital brand ourselves, we have had to overcome the snobbery that only print ‘should be covering luxury.’ Our overall objective has been to create that high-quality coffee table magazine feel but using digital technology to deliver the experience. It’s where the future is, and we have spent our resources into making sure our product provides the best digital experience.

Traditional luxury brands have had to transition and cater to an online audience and, in the process, have had to improve their digital marketing and PR. We have helped them tell their story to an affluent digital audience seeking the finest products and experiences money can buy.

AC: Sustainability and responsible luxury have become increasingly important. How does LLM evaluate and feature brands that prioritize eco-friendly and socially responsible practices without compromising on the luxury experience?

NG: This is a very important question as ‘greenwashing’ is becoming increasingly common and something we take very seriously. The simple answer is lots of research into the brand (website, social media channels, and online reviews are a good starting point) and asking the right questions.

AC: With luxury brands becoming more experimental, how do you curate content that still resonates with the high-net-worth individuals who value refinement and heritage?

NG: Yes, creating content that resonates well with high-net-worth individuals requires a deep understanding of their unique desires, motivations, and behaviors. These affluent readers are demanding more than just high-end products in slick packaging – they now seek personalised experiences, exclusivity, and brands that resonate with their personal values and lifestyles. They are drawn to experiences, storytelling, and products that represent craftsmanship, heritage, and, increasingly, social impact. Our challenge is to offer them unique content that they have not consumed previously and demonstrate how experimentation can run alongside refinement and heritage. It’s a tricky balance to get right and is constantly evolving. The key is keeping on top of trends, communicating directly with HNWIs through social media, email, and focus groups.

AC: As an editor, you play a significant role in shaping the magazine’s voice. What has been the most rewarding aspect of curating the editorial direction for LLM, especially as it relates to connecting your readers with new and exciting luxury brands?

NG: I think this would be shining the spotlight on previously undiscovered luxury brands and businesses. These are usually artisan and family-run, so they have a real heart and soul. It just means more.

AC: Finally, what advice would you give to up-and-coming writers or editors who aspire to work within the luxury publishing industry and make an impact, as you have at Luxury Lifestyle Magazine?

NG: You don’t need an NCTJ qualification to become a journalist, but it can be very helpful, and I would certainly recommend it if possible. I can’t stress enough how important work experience is, and I would strongly advise anyone looking to get into journalism to approach media companies to see what opportunities they offer on this front. We have helped 50-plus aspiring writers since our launch in 2015. I would also suggest the following: create your own website, build your portfolio, read as much as possible, network and attend events, and develop and nurture PR contacts. It’s a very competitive industry, and getting that big break is difficult but not impossible if you put the time and effort in.

As luxury continues to evolve beyond material possessions into experiences, values, and storytelling, Nick Gibbens remains at the forefront—bridging heritage with innovation and championing authenticity above all else. His passion for quality journalism and dedication to spotlighting meaningful luxury narratives make him a true curator of the refined lifestyle.

We thank Nick for his time and insights and look forward to watching Luxury Lifestyle Magazine continue to shape the future of luxury media.

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In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Neen James, a globally recognized leadership strategist and luxury expert. Renowned for her work with some of the world’s most influential executives, Neen has redefined leadership by applying the principles of luxury—attention, personalization, and deep human connection. With her upcoming book, Exceptional Experiences: Five Luxury Levers to Elevate Every Aspect of Your Business, set to revolutionize how leaders approach client relationships, she shares her insights on why luxury is more than just exclusivity—it’s about creating transformational experiences.

Alexander Chetchikov: Neen, your work as a leadership strategist and luxury expert is inspiring. How do you define luxury in today’s business landscape, and how does it intersect with leadership and executive success?

Neen James: Luxury is about experiences—it’s fundamentally about attention and human connection. It’s how you make people feel seen, heard, and valued in every interaction.

The most successful leaders adopt what I call a “concierge mindset” rather than a “bellhop mindset.” A bellhop prioritizes efficiency, while a concierge focuses on deepening relationships. This distinction transforms transactional client relationships into transformational ones.

Our proprietary research study into the luxury mindset revealed that luxury transcends industry. By applying principles of personalization, exclusivity, and exceptional attention, leaders elevate their impact and create meaningful connections that drive business success.

Alexander Chetchikov: Your upcoming book, Exceptional Experiences: Five Luxury Levers to Elevate Every Aspect of Your Business, explores strategies to enhance leadership and sales through luxury principles. Can you share a sneak peek into these luxury levers and how they can transform executive performance?

Neen James: My Experience Elevation Model™ features five luxury levers that systematically transform client relationships. These levers increase mind share and market share for brands by staying top of mind and driving revenue.

Entice—captivating attention through compelling storytelling, answering the question: “Why should I pay attention to you?”

Invite—demonstrating your experience through sophisticated communication that creates a sense of belonging, addressing: “How do I get access to that special level?”

Excite—creating share-worthy experiences engaging all five senses, prompting clients to wonder: “What else will they do?”

Delight—anticipating needs clients didn’t even know they had, making them ask: “How did they know what I needed?”

Ignite—transforming satisfied clients into passionate advocates who naturally ask: “Who else can I tell about my experience?”

Alexander Chetchikov: In a rapidly evolving market, what key strategies must executives adopt to lead with impact while maintaining the exclusivity and prestige associated with luxury brands?

Neen James: Today’s luxury leadership requires balancing seeming contradictions—embracing innovation while honoring heritage, leveraging technology while preserving human connection.

Leaders must implement systematized thoughtfulness—intentionally build processes ensuring consistent, personalized attention at scale.

Leaders need to “listen with your eyes”—pay full attention, notice what isn’t being said, and understand our clients on a deeper level. In luxury, anticipating what clients don’t even know they need, separates good from exceptional.

Becoming fluent in speaking the “luxury language” clients need to hear to attract different luxury mindsets. In our proprietary research study, we found there are four luxury mindsets: reluctant and removed, pro-prioritizer, confident and content and luxury lover. Whether connecting with a “luxury lover” who believes everyone deserves luxury or a “pro prioritizer” who uses luxury to enhance their career, speaking their luxury language creates instant rapport, helps accelerate the sales process, and builds brand advocates.

Mastering creating “champagne moments”—transforming everyday interactions into extraordinary memories through thoughtful details and personalized touches.

Exclusivity today doesn’t mean being unavailable—it means creating personalized experiences that couldn’t be replicated for everyone.

Alexander Chetchikov: You’ve worked with some of the most influential leaders in the world. What defining traits set apart exceptional executives when it comes to leading in high-stakes luxury industries?

Neen James: Working with leaders across luxury travel, hospitality, financial services, and real estate, I’ve noticed distinctive traits that set exceptional executives apart and make them remarkable.

Clear vision – they see possibilities where others see limitations. In my keynotes, I share the story and heritage of Veuve Clicquot. Madam Clicquot was an inspiring leader who revolutionized champagne by inventing the riddling process, a process still used today; great leaders transform industries through their refusal to accept the status quo.

Confidence – the most influential luxury leaders possess what I call “contagious confidence” – that magnetic quality that inspires absolute trust and elevates everyone around them. Their teams naturally mirror this confidence in client interactions.

Curiosity – leaders that approach relationships with profound curiosity, asking thoughtful questions and listening with intention.

Communication – exceptional communication skills, articulating vision with clarity across all platforms – from boardroom presentations to handwritten notes. They have a commanding presence and leverage sophisticated storytelling and authentic delivery to create memorable moments in any setting, making the complex appear effortless while maintaining their distinctive luxury voice.

Alexander Chetchikov: Leadership and luxury are both evolving at an unprecedented pace. What major shifts do you foresee in these sectors over the next 5-10 years, and how should leaders prepare to stay ahead?

Neen James: The luxury landscape is transforming dramatically, with several key shifts that savvy leaders must navigate. We’re witnessing a beautiful evolution from pure exclusivity toward thoughtful inclusivity—luxury will maintain its exceptional quality while expanding beyond price point to experiences that make more people feel valued.

Simultaneously, integrating high-tech and high-touch approaches will reach new sophistication, with AI handling routine interactions while human talent delivers deeper personalization. Sustainability has become non-negotiable as luxury clients demand environmental responsibility without compromising quality, creating opportunities in the emerging circular luxury economy.

As digital experiences become ubiquitous, we’ll see a renewed appreciation for craftsmanship, storytelling, and authenticity. The narrative behind products—their heritage and creators—will become even more vital. This connects to another significant shift: Luxury is becoming even more experiential rather than possession-focused, with products valued for the memories and feelings they create. You’ve heard me say that luxury is about experiences, not things.

The leaders who thrive will cultivate a luxury mindset—the ability to envision bold futures while implementing pragmatic steps toward them. This requires continuous learning, diverse perspectives, and carving out space for strategic thinking amidst daily operations. The future belongs to those who honor tradition while fearlessly embracing innovation.

Alexander Chetchikov: Your expertise in keynote speaking empowers executives to refine their leadership strategies through luxury, sales, and influence. What is the most impactful mindset shift leaders need to make to create exceptional experiences within their organizations?

Neen James: Exceptional leaders understand they must move from transactional to transformational experiences for their clients and team to increase mind share (be top of mind) and market share (to drive revenue).

We can’t just capture the attention of clients and demonstrate our expertise; we must anticipate needs our clients didn’t even know they had, delight them with our products and services, and then ignite them to become advocates for our brand.

Leaders must stop thinking like bellhops and start thinking like concierges.

Bellhops are essential, focusing on efficiency and transactions—moving you through the hotel quickly. In business, this translates to prioritizing metrics and short-term results.

A concierge is vital and focuses on relationships and long-term satisfaction. They don’t just solve immediate needs—they anticipate future desires. They don’t just know your name—they remember your preferences.

When leaders adopt a concierge mindset, they stop asking, “How can I close this deal quickly?” and start asking, “How can I build a relationship that creates an advocate for life?” They transform from managing transactions to curating transformations.

This shift doesn’t require massive budgets—it requires intentionality, upskilling teams to listen deeply, and creating space for personalization and customization within standardized processes.

Luxury isn’t what you sell; it’s how you make people feel. When leaders embrace this truth, they create organizations that don’t just satisfy clients—they delight them.

Alexander Chetchikov: Finally, as a board member, which World Luxury Chamber of Commerce initiatives are you most excited about?

Neen James: I’m energized by three WLCC initiatives:

The Luxury Library builds an invaluable repository of wisdom, preserving our industry’s heritage while inspiring innovation. I’m passionate about contributing research findings from my luxury mindset studies to this growing resource. I am even more excited for our members to read my new book, Exceptional Experiences: Five Luxury Levers to Elevate Every Aspect of Your Business, in October!

The Luxury Education Hub aligns perfectly with my passion for elevating luxury leadership through transformational learning. I’m excited about developing and delivering executive programs and webinars to help our members understand the psychological dimensions of exceptional experiences—creating moments that build lasting loyalty.

The Luxury People Magazine provides a beautiful showcase for the human stories behind luxury brands. I love how it facilitates cross-industry pollination—a hotelier finding inspiration from a jewelry designer’s approach to personalization, for example.

Together, these initiatives elevate our entire luxury ecosystem by fostering collaboration and the cross-pollination of ideas. That’s something worth raising a glass of champagne to—and you know how I feel about creating champagne moments!

Thank you, Neen!

As this conversation with Neen James comes to a close, one thing is clear: Luxury leadership is evolving, and those who master the art of personalized, transformational experiences will define the future of the industry. From her proprietary research on the luxury mindset to her five luxury levers, Neen offers a powerful roadmap for executives who want to elevate their leadership, deepen client relationships, and drive long-term success. With her contributions to the World Luxury Chamber of Commerce and the upcoming launch of her book, Neen continues to shape the landscape of luxury and leadership. As she so eloquently puts it, “Luxury isn’t what you sell; it’s how you make people feel”—a philosophy that will undoubtedly inspire leaders for years to come.

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In this exclusive interview, Laurent Delporte, a seasoned expert in luxury hospitality, shares his profound insights on refining strategic visions for high-net-worth individuals and corporations. With years of experience visiting and advising some of the world’s most prestigious hotels, Laurent delves into the essence of hospitality, the future of innovation in the sector, and the role of emotional intelligence in guest experiences. Led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, this conversation offers a deep dive into the evolving landscape of luxury hospitality, the balance between technology and human touch, and the importance of leadership in shaping exceptional service.

Alexander Chetchikov: Laurent, with your vast experience in luxury hospitality, how do you approach advising brands on refining their strategic vision to appeal to high-net-worth individuals and corporations?

Laurent Delporte: In the luxury hospitality industry, the fundamental element that makes all the difference is hospitality itself. It goes beyond flawless service; it is, above all, about human relationships. And this relationship with others begins with an authentic relationship with oneself. That’s why, when I help brands refine their strategic vision, my approach starts with introspection: understanding oneself to better welcome others.

Hospitality is a core strategy that works in two ways. On one hand, it is essential for attracting and retaining clients by offering them an experience that exceeds their expectations. Wealthy individuals and businesses are looking for more than just high-end service; they seek a privileged relationship with the brand, a sincere connection that builds trust and loyalty. Attention to detail and service personalization are key levers in this process. It is these small gestures, subtle yet sincere, that transform a simple stay into a memorable experience.

However, to deliver such high-quality hospitality to clients, a company must first ensure it welcomes its own employees well. This is a crucial challenge today: a well-integrated, valued, and fulfilled employee will naturally be more inclined to provide an outstanding customer experience. It’s not just about working conditions but also about the overall atmosphere and energy. Creating an environment where teams feel good, proud to be part of the company, and motivated to convey this passion and excellence to clients is essential. Hospitality must be lived internally before it can be genuinely extended externally.

Finally, to truly welcome others, one must first learn to welcome oneself. This involves developing leadership and setting an example. A manager or executive must embody hospitality values, live by them daily, and pass them on to their teams. A great leader is someone who inspires, gives meaning to the work, and fosters a climate of trust where each employee can express themselves and thrive. This is how brands align the client experience with their luxury positioning and create a true competitive advantage in the market.

AC: Having visited over 400 luxury hotels worldwide, how do these experiences shape your approach to innovation and marketing strategies for luxury hotel brands?

LD: Having visited more than 400 luxury hotels around the world, I have observed what truly sets an exceptional experience apart from a merely high-end stay. Each hotel, each brand, and each destination tells a unique story through its design, service, and approach to hospitality. These experiences have profoundly shaped my vision of innovation and marketing strategies in the luxury hospitality sector.

One of the key lessons I’ve learned is that innovation is not just about technology or design—it is, above all, about creating a strong emotional connection with the guest. The most memorable establishments are those that anticipate expectations, surprise their guests, and cultivate a sense of belonging. I integrate this perspective by helping brands design immersive and unforgettable experiences, where every detail contributes to a cohesive identity that strengthens the hotel’s positioning.

However, what is fundamental in luxury hospitality is, above all, generous hospitality. A hotel should not count its gestures toward guests; it should be generous—generous in attitude, in the attention to every detail, and in the intent behind every interaction. This generosity is expressed through a sincere smile, thoughtful gestures throughout the stay, and a deeply humanistic approach to guest relationships. Luxury hospitality is not just about flawless service; it is about a real human connection that transforms a simple visit into an unforgettable memory.

This approach cannot exist without proper training and awareness among teams. Every employee, at every level of the hotel, must embody this spirit of generosity. The atmosphere within a property reflects how its teams interact with one another: sometimes, there is a warm, family-like ambiance; other times, it is missing. This is not just a matter of technical expertise but of mindset. A luxury hotel is a story, a place, a region, a team, and an experience. It is not merely a price point or sophisticated decor. Hospitality must be alive and present everywhere: in the restaurant, at the reception, in the spa, and in every interaction with guests.

Generous hospitality is, therefore, everyone’s responsibility. Every employee plays a key role and must be recognized for their commitment. A hotel can have the most stunning decor in the world, but without motivated and valued teams, the experience will fall flat. Recognizing and appreciating staff members is essential to creating that unique, warm, and sincere atmosphere that is then naturally passed on to guests. By integrating this vision into innovation and marketing strategies, we go beyond selling just a stay—we offer a true moment of life, an emotion, and a story that leaves a lasting impression and builds loyalty.

AC: As a consultant and speaker, what do you see as the most important emerging trends in the luxury hospitality sector that will impact both marketing and guest experiences in the near future?

LD: As a consultant and speaker in the luxury hospitality industry, I observe several emerging trends that will significantly shape both marketing strategies and guest experiences in the coming years. These transformations are deeply rooted in human connection, emotional intelligence, discretion, and immersive luxury experiences.

1. The Rise of Generous and Emotionally Intelligent Hospitality

Luxury hospitality is evolving beyond impeccable service; it is becoming deeply personal and emotionally intelligent. The ability to create a sincere, trust-based relationship with guests will be a key differentiator. Staff members must go beyond the simple “How are you?” to truly understand how guests feel—identifying emotions and responding with tailored experiences that enhance their well-being.

This shift requires a profound transformation in team training and mindset. Employees must feel confident, empowered, and emotionally balanced themselves before they can authentically engage with guests. Training in emotional intelligence will be critical, ensuring that luxury hospitality remains a deeply human experience, even as automation and AI expand in the industry.

2. The Balance Between High-Tech and High-Touch Service

Luxury hotels are embracing cutting-edge technologies—from AI-driven personalization to dynamic digital room environments that adapt to guest preferences. These advancements enhance the guest experience, offering convenience and seamless customization. However, as technology becomes more prevalent, the human element becomes even more vital.

In an increasingly automated world, luxury hospitality must reaffirm its core value: genuine human connection. The most successful brands will be those that use technology to enhance, rather than replace, human interactions, ensuring that each touchpoint remains warm, intuitive, and emotionally engaging.

3. From Experiential Luxury to Transformational Luxury

Luxury is no longer just about exclusivity or opulence; it is about meaningful, transformative experiences. Guests seek immersive moments that align with their personal values, whether through wellness retreats, cultural discoveries, or authentic regional experiences.

Well-being will no longer be confined to the spa—it will become an integral part of the entire guest journey, from sleep optimization to mindful dining experiences. The future of luxury hospitality lies in offering holistic well-being that nurtures the body, mind, and spirit.

4. The Shift Toward Discreet and Ethical Luxury

The future of luxury is moving away from the ostentatious toward refined discretion. We are already seeing the emergence of ultra-private properties, where hotels blend seamlessly into their surroundings, offering exclusive access to a select clientele without excessive branding or visibility.

This trend aligns with the growing importance of ethics in luxury hospitality. Guests are increasingly conscious of social and environmental issues, and luxury brands must integrate these values authentically into their messaging. Rather than emphasizing extravagance, the new luxury narrative will focus on meaning, sustainability, and positive impact.

5. The Reinvention of Hospitality Careers and Employee Engagement

As automation transforms traditional roles, the human touch will become an even greater luxury. Hospitality careers will evolve, requiring new skills that emphasize personalization, empathy, and storytelling.

At the same time, attracting and retaining talent will be a significant challenge. Employees are looking for purpose-driven workplaces where they feel valued and inspired. Hotels must invest in training, career development, and workplace well-being to create environments where staff can grow and thrive. A luxury hotel is not just about its design or amenities—it is about its people. If employees feel motivated and connected, their energy will naturally enhance the guest experience.

In a world increasingly shaped by AI, automation, and digital innovation, the true essence of luxury will remain deeply human. The most successful hotels will be those that master the art of balance—leveraging technology to enhance convenience while fostering genuine emotional connections between guests and staff.

Luxury hospitality will continue to evolve, but one truth remains constant: guests do not remember what was provided—they remember how they felt. The future belongs to brands that embrace generous hospitality, emotional intelligence, and meaningful experiences that create lasting memories.

AC: With your involvement in luxury hospitality education and conferences, how do you believe continuous learning and leadership development contribute to the industry’s evolution and innovation?

LD: In an unstable world, it is crucial to inspire and guide teams to develop a distinctive and meaningful hospitality approach. Through my conferences and training programs, I emphasize emotional intelligence, employee well-being, and the importance of sincere and embodied hospitality.

Continuous training plays a key role in helping professionals better manage their emotions, refine their attention to detail, and enhance their soft skills. It fosters a leadership culture where managers inspire their teams and encourage innovation. Contrary to popular belief, even top executives must keep learning to adapt to industry shifts and evolving societal expectations.

Luxury hospitality must strike a balance between tradition and innovation, incorporating trends such as digitalization, sustainability, and workplace well-being. Training also helps retain talent by providing career growth opportunities and a motivating work environment.

Investing in leadership development and continuous training ensures a hospitality experience that is excellent, generous, and constantly evolving while strengthening team engagement and enhancing customer experience.

Thank you, Laurent! Follow his journey here: https://www.linkedin.com/in/laurentdelporte/

As our discussion comes to an end, it is clear that Laurent’s vision for luxury hospitality goes far beyond aesthetics and service—it is about human connection, generosity, and meaningful experiences. From the art of welcoming both guests and employees to the future of discreet, ethical luxury, his insights shed light on how the industry must evolve to remain truly exceptional. With continuous learning, leadership development, and a commitment to genuine hospitality, the future of luxury will be defined by those who master the balance of innovation and emotional intelligence.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

Photographer: Paul Wolfgang Webster

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Agile transformation expert Susannah Chambers to explore the evolving role of agility beyond tech teams and into luxury, education, and even personal life. With years of experience guiding organizations through Agile methodologies, Susannah shares her insights on how businesses can move beyond simply implementing frameworks and truly embed an Agile mindset. From leadership challenges to AI’s impact on the future of agility, this conversation uncovers how adaptability and innovation can redefine success across industries.

Alexander Chetchikov: Susannah, with your extensive experience in Agile approaches, what are some of the most effective ways to get teams truly engaged with Agile, rather than just following methodologies and frameworks superficially?

Susannah Chambers: At the heart of truly engaging teams on an Agile journey is embedding a culture and mindset organisationally in parallel with the day-to-day rhythm of the communication and collaboration of teams reflecting the spirit of the Agile Manifesto. The most effective way of achieving this – using Agile methodologies and frameworks as tools to optimize ways of working (rather than as an inflexible tick-list exercise) – is to empower teams to shape the way they do their work based on proactive mutual communication around what will delight customers. This, of course, is a particularly important dimension to using Agility in the luxury industry sector. It’s vital that teams are supported to demonstrate a strong connection and understanding of how the products and/or services being developed/created are going to bring value and a luxury experience to customers, as well as equipping teams with the skills to demonstrate this impact through key metrics.

Alexander Chetchikov: Change can be challenging—what is the most surprising or unexpected obstacle you’ve encountered while guiding a team through an Agile transformation?

SC: The most surprising obstacle I’ve encountered was in the first year of my career in agility and was the tendency for senior leaders to default to prescribing what agility meant to them/the organization without opening up the channels of communication with colleagues at all levels of the organization. There is such knowledge and expertise of how the work is done to create products and services by those at all levels of an organization, I have always been surprised where that doesn’t happen. It is a huge missed opportunity! There is a phrase in agility called ‘Go to the Gemba’, which originates from the Lean and Kaizen context in agility, and fundamentally is about understanding where the work happens and originates, speaking with and observing colleagues in those spaces, rather than making decisions based on assumptions. One of the aspects of my working with organizations and teams I love the most is bringing together and creating/optimizing communication and collaboration workflows between leadership and teams to enable a mutually continuous process of learning from each other.

Alexander Chetchikov: Agile principles can extend beyond the workplace—have you applied them in your personal life, and if so, what impact have they had?

SC: Yes, I most certainly have, and it’s been a very exciting and rewarding adventure doing so! There is a concept called Personal Kanban which is all about how one can apply the principles of agility to living one’s life. Through the coaching I provide (not just in agility) I often observe that what clients claim to value in life invariably does not often align with how they choose to spend their time. The insights I’ve generated through coaching clients have enabled me to reflect and be very self-aware of how I navigate my own life authentically, in a congruent fashion, and achieve what I want to in life, which has really amplified my personal brand! Applying agile principles and an agile mindset of continuous improvement, inspecting, and adapting has led me to explore opportunities I would never have opened myself up to – including my very unique career portfolio – unless I’d been prepared to prioritize around what matters to me in life.

Alexander Chetchikov: Agile is the go-to method for tech teams, but what about other industries? Have you seen Agile work its magic in unexpected places, and how can non-tech teams make the most of it?

SC: I got involved in the world of Agility through the unconventional – yet exhilarating – route of introducing, implementing, and embedding Agile frameworks and methodologies (and the corresponding required cultures and mindsets) in organizations that had absolutely no experience or knowledge of Agility and the business value and competitive edge it would bring them.

For example, my first 3 contexts for introducing Agile transformations were in education, construction, and eco-housing. None of those organizations had any prior experience working Agile and yet it absolutely proved possible for non-tech teams to work more productively and generate value for their organizations as a result of it. Non-tech teams are actually no less well-placed to adopt Agile ways of working than tech/software development teams, even though the origins of Agility are best known in that context. This is because there can be a tendency to focus on the tooling side of implementing agility, whereas at the heart of the most agile teams are behaviors focused on iterative improvement, reducing time to market, and delighting customers, all of which require a willingness to be customer-centric and collaborate well, with a relentless commitment to refining the quality of products and adapting to customer needs. That is a universal competitive edge to companies, whether they comprise tech and/or non-tech teams.

Alexander Chetchikov: What emerging trends or innovations do you believe will have the biggest impact on Agile’s future?

SC: Artificial Intelligence (AI) is already making a significant impact on Agile’s future and is almost inevitably going to do so in the future. However, not in the way that one might expect me to predict… it’s clear that with AI comes huge opportunities for automation of tasks and workflows. However, anybody who has ever worked in a high-performing team and experienced the ‘flow’ that emerges when a team is really aligned on delighting their customers that they care about having an amazing experience knows that the experience their customers get is not just from the timely delivery of a product or the quality of the product. Particularly in the luxury brand industry, it is about the customer experience of the entire journey end-to-end of a product or service being designed. My view is that whatever transformation AI brings for Agile’s future as long as we have human customers, and however realistic the attempted interactions through mimicking human behaviors might be (for example, with the introduction of AI coaches) I believe that human customers are going to want to feel valued by humans who create bespoke, luxury experiences for them in a way that no technological simulation is ever going to fully capture. In an agile context, technology absolutely has its place as part of exciting developments. However, so too does humanity and I am full of anticipation to see how humanity and technology will blend in the future to supercharge the potential of agility even further.

Thank you, Susannah!

As the conversation with Susannah comes to an end, one thing is clear—Agility is more than just a methodology; it’s a mindset that can transform teams, industries, and even personal lives. From breaking down communication barriers in leadership to embracing AI without losing the human touch, Susannah’s insights offer a fresh perspective on what it truly means to be agile. As businesses continue to evolve in an era of rapid change, this expertise serves as a powerful reminder that agility isn’t just about speed—it’s about continuous learning, adaptability, and delivering value where it matters most.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Abhay Gupta, a visionary leader in India’s luxury industry and the author of The Incredible Indian Luxury Bazaar. As the founder of Luxury Connect, Luxury Connect Business School (LCBS), and a key architect in developing India’s luxury talent ecosystem, Gupta has played a pivotal role in shaping the country’s high-end retail landscape. With decades of experience bringing global luxury brands like Versace and Corneliani to India, he shares his expert insights on luxury education, market dynamics, and the evolving consumer mindset.

Alexander Chetchikov: As a key architect of India’s luxury talent ecosystem, how do you see the evolution of luxury education and workforce development in the country?

Abhay Gupta: India’s luxury industry has matured significantly over the last decade, and with it, the demand for skilled talent has grown exponentially. Earlier, luxury brands struggled to find professionals who understood the nuances of luxury customer experience, brand storytelling, and heritage management. Today, dedicated luxury business schools like Luxury Connect Business School (LCBS) are bridging this gap, offering specialized programs that blend global best practices with localized insights.

With the rapid expansion of luxury retail, hospitality, and experiential services, the need for a highly trained workforce has never been greater. The future of luxury education in India will be driven by experiential learning, digital transformation, and cross-cultural exposure. We are also seeing increasing collaborations between brands and academic institutions to develop tailored curricula, ensuring students are industry-ready from day one.

AC: Your book The Incredible Indian Luxury Bazaar explores India’s unique luxury market dynamics. What are the biggest challenges and opportunities for global luxury brands entering India today?

AG: India presents a paradox of immense opportunity and unique complexity. On one hand, we have a fast-growing high-net-worth individual (HNWI) segment, aspirational middle-class consumers, and a rich cultural heritage that aligns naturally with luxury. On the other, brands must navigate regulatory frameworks, high import duties, and the challenge of balancing exclusivity with accessibility.

The biggest opportunity lies in India’s ‘premiumization’ trend—where consumers are trading up for better quality, craftsmanship, and personalized experiences. Digital adoption is also accelerating luxury consumption, with e-commerce and social media shaping purchase decisions. However, for global brands, success in India requires a hyper-local approach—leveraging cultural cues, strategic pricing, and innovative retail formats.

AC: With over three decades in luxury retail, how have consumer expectations in India and the BRICS nations shifted, and what trends will define the future of luxury in these markets?

AG: Consumer expectations have evolved from merely owning luxury to experiencing it holistically. In the early 2000s, luxury purchases were largely status-driven. Today, particularly among younger buyers, there is a shift towards conscious luxury—where sustainability, craftsmanship, and personalization play a crucial role.

In BRICS nations, economic growth has fuelled demand for luxury, but each market has distinct consumer behaviors. While China has embraced digital luxury retail, India remains a high-touch, experience-driven market. Brazil and Russia lean towards classic luxury, whereas South Africa’s market is still emerging.

Key trends shaping the future include:

1. Sustainable Luxury – Consumers demand ethical sourcing, eco-friendly materials, and responsible production.
2. Digital & Phygital Experiences – A seamless integration of online and offline luxury shopping.
3. Personalization & Bespoke Services – The desire for unique, one-of-a-kind pieces.
4. Experiential Luxury – Travel, wellness, and immersive brand experiences driving engagement.

Brands that align with these shifts will be the ones leading in the next decade.

AC: As a luxury thought leader, what strategies do you recommend for Indian luxury brands to compete on a global scale while maintaining their cultural authenticity?

AG: Indian luxury brands have a rich legacy of craftsmanship, heritage, and artistry, which gives them a competitive advantage globally. However, scaling internationally requires a strategic approach:

1. Brand Positioning & Storytelling: Indian brands must leverage their heritage while adapting to global tastes. The narrative should go beyond ‘Made in India’ to ‘Designed for the World.’
2. Product Excellence & Innovation: Quality should meet or exceed global luxury standards. Design innovation, material excellence, and exclusivity will define success.
3. Selective Global Expansion: Targeting key fashion capitals through pop-ups, collaborations, and digital platforms before setting up physical stores.
4. Luxury Collaborations: Partnering with international designers or brands to enhance credibility and expand reach.
5. Customer Experience & Personalization: Adopting cutting-edge digital strategies while retaining the artisanal, handcrafted essence of Indian luxury.

Several Indian brands—be it in fashion, jewelry, or spirits—are already making their mark. The key is to stay authentic while adapting to global consumer preferences.

AC: You’ve played a pivotal role in bringing international luxury brands like Versace and Corneliani to India. What key factors determine the success or failure of a luxury brand’s market entry in India?

AG: Entering India’s luxury market is both an exciting and challenging endeavor. Several factors determine a brand’s success or failure:

1. Right Market Entry Model: Whether through a joint venture, franchise, or direct investment, choosing the right structure impacts brand control, speed of expansion, and profitability.
2. Pricing Strategy: With high import duties, brands must find ways to ensure competitive pricing while maintaining exclusivity. Strategic local sourcing and ‘India-specific’ pricing models help.
3. Retail Location & Experience: Store placement is critical—luxury thrives in high-end malls, flagship boutiques, and experience-driven retail spaces.
4. Cultural Sensitivity & Localization: From marketing campaigns to product offerings, adapting to local tastes is crucial while maintaining brand DNA.
5. Omnichannel Strategy: A mix of flagship stores, online platforms, and social commerce ensures wider reach and engagement.
6. Long-term Commitment: India is a long-term play. Brands must be patient, investing in brand-building rather than expecting immediate returns.

Luxury brands that successfully integrate these factors have managed to create a loyal customer base, while others who misread the market have struggled.

Thank you, Abhay!

As India cements its position as a key player in the global luxury market, Abhay Gupta’s insights highlight the delicate balance between heritage and modernity, exclusivity and accessibility. His strategic vision underscores the importance of education, innovation, and cultural authenticity in driving the next wave of luxury growth. With a rapidly evolving consumer base and increasing global interest in Indian craftsmanship, the future looks promising for both homegrown and international luxury brands in the country. Through continued collaboration, innovation, and a keen understanding of market nuances, India is poised to become a dominant force in the luxury landscape.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

As a newly appointed Board Member of the World Luxury Chamber of Commerce, Jacqueline Hara brings a wealth of expertise in the luxury real estate sector. In an exclusive conversation led by Alexander Chetchikov, President of WLCC, she shares her insights on the evolving demands of high-net-worth clients, the importance of cross-industry partnerships, and how boutique agencies can leverage destination marketing to thrive in a global network. As the Co-Founder & Family Business Partner of Fine & Country Costa Blanca North, Jacqueline is renowned for delivering more than just property transactions—she curates the authentic lifestyle of the location. From financial literacy in real estate to cross-industry partnerships and the role of technology in the luxury market, she offers a compelling vision for the future of high-end property.

Alexander Chetchikov: Jacqueline, with your extensive experience in luxury real estate, what do you see as the biggest challenges real estate professionals face today when working with high-net-worth clients? 

Jacqueline Hara: One of the biggest challenges is delivering an experience that genuinely goes beyond expectations. Today’s high-net-worth clients aren’t just purchasing property—they’re investing in a lifestyle, a sense of belonging, and often, a long-term vision for themselves and their families. This demands a highly personalised, discreet, and thoughtful approach rooted in deep listening and genuine understanding. 

At Fine & Country Costa Blanca North, we treat every client with the same level of care, attention, and respect—regardless of any assumptions about their status or background. Wealth today takes many forms: some clients are entrepreneurs, others are legacy investors, and many are simply people who have worked hard and want to enjoy the rewards of that effort in a meaningful way. We don’t define luxury by labels; we define it by experience, aspiration, and quality of life. 

Our focus has always been on building trust through exceptional service, bespoke marketing, and in-depth local knowledge—elements that are essential in helping clients make confident, informed decisions and feel truly valued throughout the journey. 

AC: The luxury real estate industry thrives on exclusivity and connections. What types of networking platforms or industry committees in WLCC do you think would provide the most value to brokers looking to expand their global reach? 

JH: Committees that encourage cross-sector collaboration and meaningful referrals would be especially valuable, particularly those connecting real estate with aligned luxury industries. For example, our regional office at Fine & Country Costa Blanca North is based in a marina, allowing us to collaborate with luxury yacht companies and high-end car dealerships. These partnerships often create natural client synergies, where lifestyle and property interests overlap. WLCC is well-positioned to foster similar global connections and strategic alliances across the luxury space. 

AC: Given your background in financial services and real estate, what role do you think financial literacy and investment knowledge play in a luxury broker’s success? Should there be more initiatives to educate real estate professionals in this area? 

JH: Financial understanding certainly plays a supportive role in the success of luxury real estate professionals. While we are not financial advisers, we work with high-net-worth clients who often view property as both a lifestyle purchase and a long-term investment. As a regulated estate agency, Fine & Country Costa Blanca North ensures that our clients are always informed about the broader financial aspects of a transaction—from being aware of associated costs beyond the purchase price, such as legal, notary, and registration fees, to being guided toward qualified tax and wealth management professionals who are properly licensed in Spain. 

We ourselves are proud members of APIAL (Association of Real Estate Agents and Real Estate Agents of the Province of Alicante), which requires adherence to strict standards, including formal qualifications, legal registration, professional indemnity insurance, and a strong code of ethics. This professional framework enables us to operate with transparency and integrity. 

That said, as the market becomes more sophisticated, we do believe there is room for more structured educational initiatives within the industry, particularly those that promote collaboration between real estate professionals and qualified financial advisers. Providing brokers with greater awareness of financial processes can only enhance the client experience and support well-informed decision-making across the board. 

AC: Fine & Country Costa Blanca is both a family-run estate agency and part of a global network of over 300 locations. Given this unique position, how can organizations like the World Luxury Chamber of Commerce create support systems that empower boutique agencies while leveraging the advantages of a global network? 

JH: Success in luxury real estate is as much about storytelling and lifestyle as it is about the property itself. At Fine & Country Costa Blanca North, we combine a personal, family-run approach with the scale and prestige of an international brand—offering our clients the best of both worlds. 

Organisations like WLCC can support boutique agencies by creating platforms that foster high-level networking, encourage knowledge sharing, and facilitate cross-sector partnerships. Hosting global forums, providing marketing tools that amplify a boutique agency’s unique voice, and offering access to luxury trend insights would help smaller offices grow while maintaining their individuality. 

By empowering agencies like ours to operate as lifestyle curators—not just property brokers—WLCC can elevate the client experience and strengthen the luxury real estate ecosystem globally. 

AC: Technology is reshaping the luxury real estate landscape, from virtual property tours to AI-driven market analysis. What innovations do you think brokers should embrace to stay ahead, and how can WLCC facilitate discussions around these advancements? 

JH: Innovation is essential, especially in how we present properties and engage with international buyers. Tools like high-definition virtual tours, drone videography, and immersive 3D experiences have become part of our everyday toolkit at Fine & Country. AI-driven data can also help us anticipate market shifts and better serve clients. WLCC can lead the way by hosting innovation labs or expert panels to explore how tech is redefining the luxury experience. 

AC: You’ve spent over two decades in Costa Blanca North’s real estate market. What lessons have you learned about branding and positioning a destination as a luxury real estate hotspot? Could WLCC play a role in helping brokers market their regions more effectively? 

JH: Branding a destination as a luxury real estate hotspot takes more than simply promoting properties—it requires authentic storytelling. When we launched Fine & Country Costa Blanca North in 2019, we focused on showcasing the complete lifestyle that defines our region: the Mediterranean climate, alfresco living with golf/equestrian/tennis/marinas etc., gastronomy, wellness, and both coastal and inland living. That’s why our own strapline is “We don’t just sell properties; we sell the lifestyle.” 

Crucially, we take the time to personally introduce clients to the various areas in our region to ensure the location not only suits their property needs but also aligns with their lifestyle. It’s not just about selling a home—it’s about placing someone in the right environment where they can truly thrive. 

WLCC can play a key role in supporting brokers globally by developing destination marketing toolkits, curated content, and collaborative campaigns that focus on the authentic lifestyle of the location—not the personality of the agent. In an era where social media is saturated with “real estate influencers,” there’s a growing demand for substance over show. 

At Fine & Country Costa Blanca North, we’re proud to represent the internationally recognised Fine & Country brand. But unlike in the domestic UK market, our focus here is international. That’s why we allow the properties—and the lifestyle they offer—to speak for themselves. We introduce, but let the properties be the stars of the show. 

Lifestyle marketing remains essential, but the focus should always be on the client’s aspirations and the experience of the destination—not the agent’s personal lifestyle. WLCC has a real opportunity to elevate this standard by championing meaningful, region-led storytelling that builds genuine connection and trust in the global luxury space. 

AC: Beyond real estate transactions, today’s top brokers act as lifestyle consultants, curating experiences for their clients. How do you see the intersection of real estate and other luxury sectors (hospitality, private aviation, fine art) evolving, and how can WLCC foster these connections? 

JH: Luxury real estate is now about more than bricks and mortar—it’s about delivering a complete lifestyle. Many of our clients are not just buying homes; they’re entering a community, a destination, and a way of life. That’s why at Fine & Country Costa Blanca North, we collaborate with luxury service providers—from yacht charter companies and private chefs to car dealerships and concierge services—to create a seamless lifestyle offering. 

As homes increasingly double as showcases for fine art or platforms for bespoke experiences, brokers need access to cross-industry partnerships. WLCC can support this evolution by hosting immersive lifestyle events, building alliances between real estate and other luxury sectors, and helping brokers craft compelling narratives that resonate emotionally with clients. 

By connecting these worlds, WLCC reinforces the idea that buying a home is not just a transaction—it’s an entry into a lifestyle defined by exclusivity, refinement, and experience. 

AC: If you could introduce one new global initiative for luxury real estate professionals through the WLCC, what would it be and why? 

JH: I would propose a “Luxury Lifestyle Circle”—a global initiative designed to bring together real estate professionals and partners from complementary sectors such as design, wellness, travel, finance, and hospitality. Rather than being exclusive in the traditional sense, this platform would focus on shared values: integrity, quality, collaboration, and a client-first mindset. 

The definition of luxury has evolved—especially since COVID-19. Today, it’s not just about material wealth; it’s about lifestyle, time, well-being, and personal freedom. Whether clients come from generational wealth, entrepreneurial success, or have simply prioritised quality of life, they all deserve a tailored and respectful approach. We believe luxury should be inclusive of anyone seeking an elevated way of living. 

The “Luxury Lifestyle Circle” would offer a space for professionals to share insights, collaborate across industries, and co-create experiences that truly reflect the diversity and depth of today’s luxury clients. It’s about building meaningful relationships—not just transactions—and helping clients, whatever their background, step into a lifestyle that feels uniquely theirs. 

WLCC is in a powerful position to facilitate this kind of modern, collaborative platform—one that celebrates the evolving definition of luxury while maintaining the highest standards of service and ethics worldwide. 

Thank you, Jacqueline!

Jacqueline Hara’s insights highlight the evolving luxury real estate landscape, where personalized service, strategic networking, and lifestyle-driven marketing are key. With WLCC fostering global connections and cross-sector collaborations, boutique agencies like Fine & Country Costa Blanca North continue to redefine luxury—proving that true exclusivity lies in experience, trust, and tailored expertise.

To learn more about Fine & Country Costa Blanca North, visit: https://www.fineandcountry.es/en/costa-blanca-north-estate-agents

In an exclusive conversation led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, renowned branding expert Markus Kramer delves into the evolving landscape of brand strategy across luxury, automotive, and financial services. As a thought leader, author, and consultant, Markus has helped some of the world’s most prestigious brands navigate the complexities of differentiation, consumer trust, and the role of purpose in modern business. From the power of authenticity to the impact of AI on branding, Markus shares his insights on how companies can craft meaningful connections in an era of radical transparency.

Alexander Chetchikov: Markus, with your extensive experience across various industries, including automotive, luxury, and financial services, how do you approach the unique branding challenges each sector presents, and what are the key similarities you look for when crafting a brand strategy?

Markus Kramer: Branding across industries may seem vastly different on the surface, but the core principles remain the same: clarity of purpose and identity, differentiation, and the ability to create genuine connections with audiences. Whether in automotive, FMCG, luxury, or financial services: brands that thrive are those that align their values and identity with the expectations of their audiences.

For example, in the high-end automotive sector, brand loyalty is often rooted in heritage, performance, and technological innovation – as well as status. Pure play luxury branding, on the other hand, relies heavily on exclusivity, craftsmanship, and the ability to create desire through storytelling. Financial services require a brand to establish deep trust and credibility, where reliability and security are hygiene – and differentiation has to come from anywhere else than an undifferentiated product or service.

So, despite these differences, the unifying factor is the need for a strong guiding purpose – what I call the “North Star” – that informs all strategic decisions. A brand must not only communicate but demonstrate its authenticity and value in every customer interaction, product, or service. 

Alexander Chetchikov: As an author of The Guiding Purpose Strategy, you emphasize the transformational power of purpose in branding. How can companies integrate a strong sense of purpose without it feeling like a marketing gimmick, and what impact does this have on consumer loyalty?

MK: Purpose should not be a buzzword – it must be deeply embedded in a company’s DNA and culture. Many brands fall into the trap of purpose-washing, where they use lofty mission statements but fail to live up to them. The key is authenticity.

Truly purpose-driven brands align their internal culture, operations, and customer experiences with their stated purpose. A great example is Patagonia, which integrates sustainability into every aspect of its business, from product sourcing to corporate activism. Another great case in point is Bruno Cucinellis ‘Humanistic Capitalism”. Their commitment is real, and as a result, customers trust and advocate for them. 

Consumers today are more discerning than ever. They recognize when a brand is simply using purpose as a marketing ploy. Companies that genuinely embody their purpose create stronger emotional connections, driving loyalty and long-term growth. Studies show that purpose-driven brands outperform competitors by a significant margin. In essence, profit and purpose are not opposites – they must work together to create sustainable success​.

The concept of purpose is truly powerful – luxury brands have taken, albeit I am quite sure this happened mostly because of inspiring leadership and cult-like following rather than deliberately ‘looking for meaning’. And finally, genuine purpose is good for us as humans too. A recent (23-year study!) just proved that meaning is better for our health and longevity than happiness – quite impressive. Why not use it as a corporate and business lever, too – especially when culture becomes a differentiator more than ever? And when employees feel well, and stay long (loyalty), it’s a given that this binds customers too – luxury brands do this very well.

Alexander Chetchikov: As a regular speaker and lecturer at business schools and conferences, what emerging trends in branding and marketing do you find most exciting, and how do you see these trends reshaping the future of brand strategy?

MK: We are already in an era of radical transparency, and AI is only accelerating it. Consumers demand more than just quality products – they seek brands that align with their values, that are genuine and that deliver beyond function and status. This is true especially when it comes to luxury brands.

Some key trends shaping the future of (general) branding include:

1. Hyper-Personalization: Advances in AI and data analytics allow brands to create deeply personalized experiences at scale, making customers feel truly understood.
2. Purpose-Driven Business Models: The convergence of purpose and profit is no longer optional. Companies that integrate sustainability, social impact, and ethical business practices into their strategy will lead the future.
3. Decentralization of Brand Control: With social media and increasingly AI too, customers shape brand narratives as much as companies do. Brands must embrace co-creation with their communities.
4. The Shift from Ownership to Experience: Younger generations prioritize experiences over material possessions, pushing brands to focus on creating meaningful engagement rather than just selling products.

Ultimately, I believe that the brands that will thrive are those that embrace culture as a catalyst for competitive advantage, leverage emerging technologies, and cultivate deep, meaningful relationships with their customers​.

Alexander Chetchikov: Your role in both consulting and ventures showcases a hands-on approach to brand strategy. Can you share an example of how your personal ventures have influenced your consultancy work, and how your real-world experience informs your advice to clients?

MK: Being directly involved in ventures provides an invaluable perspective on the challenges and opportunities that businesses face in real-time. One of the key lessons from my entrepreneurial experience is that strategy alone is not enough – execution is where real value is created.

For instance, in launching our Moving Mechanics venture that builds beautiful, kinetic time machines means understanding not just the theoretical aspects of branding but also the operational complexities, customer behaviors, and market dynamics that influence decision-making. How do you position such a brand, who is the customer, how do you find them, how do you target and convert people who love the intersection and fusion of art and mechanical engineering? Understanding the nuts and bolts of how this works is invaluable when working with clients who face similar challenges, such as Switzerland’s first wineBANK for example, a very new and very different proposition, creating not just a high-end space for wine connoisseurs, but shaping a community of like-minded people. So learning and optimizing brand building in what I am doing through the ventures where I have direct stakes in it also transfers to clients who look to build and scale their brands.

Thank you, Markus!

As the conversation draws to a close, Markus leaves us with a compelling perspective on the future of branding—where purpose, authenticity, and culture serve as the ultimate differentiators. In a world where consumers are more discerning than ever, brands that embrace their identity with conviction and execute with excellence will not only survive but thrive. His insights serve as a masterclass in strategic brand-building, reinforcing the idea that branding is not just about selling products—it’s about shaping experiences, trust, and legacy.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

In this exclusive interview, Chris Roebuck, a renowned leadership expert and advisor, shares his insights on what separates truly transformational leaders from the rest. With a career spanning military service, corporate leadership, and government advisory, Roebuck has developed a deep understanding of how leaders can inspire teams, drive performance, and navigate change effectively. Led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, this conversation delves into the key traits of high-impact leaders, the evolving role of AI in leadership, and the invaluable lessons businesses can learn from military leadership.

Alexander Chetchikov: Chris, you’ve worked extensively on leadership transformation across industries. What do you think are the key traits that differentiate a truly transformational leader from an average one?

Chris Roebuck: You can sum it up quite simply by saying it’s the difference between leaders who get people to do the job and leaders who inspire people with a compelling vision of the future so they do much more than the job.

Transformational leaders use emotion to build rapport and get things done just as much as rational thought and planning. In the mind of the employee, it’s the difference between implementing a plan and truly believing in what you are doing.

Alexander Chetchikov: As a key figure in the “Engage for Success” initiative, how do you believe organizations can create a culture that fosters long-term employee engagement and high performance?

CR: If we want to achieve the best employee engagement and high performance we have to create an environment where employees willingly give that. An employee’s decision to give their best is 60% rational and 40% emotional so they have to think that what they are being asked to do not only make sense but they believe in it.

But the big problem we have is that many leaders are not able to effectively create this environment because they have “too much work” and “not enough time”. As a result of this, they tend to focus purely on the task and forget to spend time inspiring the people. The people see this and assume that the leader doesn’t really care about them.

The simple reason for this happening is that around 80% of leaders are not being given the critical leadership skills they need to the depth they need to be able to be a good leader and build this environment. But this is actually a problem that can be quite simply and quickly solved using the right approach.

Alexander Chetchikov: From your experience leading leadership development at HSBC, UBS, and the NHS, what are the most critical leadership skills required to navigate crises and uncertainty in today’s business landscape?

CR: The first element that is critical is having a firm foundation in all the basic leadership skills, the ability to prioritize, delegate, communicate, give feedback, and manage resources. If these are not present, and they aren’t in the vast majority of leaders currently, then the implementation of everything else that follows will not be done optimally.

This means that a minority of employees are giving their best, that implementation could be 30% less effective than it should be, that the organization is performing 25% less effectively than it should be, and that it could be making 10% more profit than it currently is.

Once these skills are in place it gets leaders out of the “too much work” and “not enough time” problem which then allows them to focus on people so that they are able to motivate, to inspire, to get the best to deliver business as usual at the excellence level.

That then opens up space for them to start to become entrepreneurial leaders to look to seize opportunities to build the future not just deliver business as usual. Entrepreneurial leadership is without doubt a critical element for future organisational success.

Alexander Chetchikov: With rapid advancements in AI and digital transformation, how should leaders adapt their strategies to ensure they remain effective in engaging and managing their teams?

CR: Leaders need to recognize that AI is not a silver bullet to solve all their problems. It is a tool to enable them to be more effective in terms of turning data into valuable information for decision-making and streamlining other activities.

That is positive in that it will give leaders more time to then do what only leaders can do which is to interact with people as human beings to get the best from them.

The reality is that AI will not replace leaders simply because 80% of human communication is nonverbal, through tone of voice, body language, and facial expressions which AI cannot replicate, as in face-to-face interaction.

Alexander Chetchikov: Your leadership journey spans military service, government advisory, and corporate leadership. What are some of the most valuable leadership lessons from the military that business leaders can apply to their organizations?

CR: There are several really powerful lessons that business leaders can learn :

• That all leaders must have the critical basic leadership skills in place when they start their leadership roles, preferably from their first appointment.
• That the creation of a “we, not me” culture which the military uses to enable it to work as high-performing teams in the toughest environments will have a similar impact in business organizations.
• That it’s not just about having a good plan it’s about inspiring the team so that they truly believe in the plan and are committed to it.
• That the leader is there to serve and support the team to enable it to be successful and takes action to do that – servant leadership.
• That all great leadership is based on integrity and trust and leaders should be demonstrating and building this by their actions every day.

Thank you, Chris!

As the conversation with Chris Roebuck comes to a close, one key takeaway stands out—great leadership is not just about strategy and execution but about inspiring people to believe in a shared vision. From the military’s emphasis on teamwork to the corporate world’s need for agility and adaptability, Roebuck’s insights offer a compelling roadmap for leaders striving to build high-performing organizations. In a rapidly evolving business landscape, his expertise serves as a powerful reminder that leadership excellence is not about working harder but leading smarter.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

In this exclusive interview, Geoffrey Riddle, a globally recognized luxury sales expert and speaker, shares his invaluable insights on the ever-evolving luxury market. With a wealth of experience, Geoffrey has witnessed firsthand the industry’s transformation—from an elite, invitation-only sphere to an aspirational, digital-driven marketplace. Known for his engaging training methods and deep understanding of high-net-worth clientele, Geoffrey emphasizes the importance of performance, storytelling, and continuous learning in luxury sales.

Leading this thought-provoking discussion is Alexander Chetchikov, President of the World Luxury Chamber of Commerce, who delves into Geoffrey’s expertise, exploring key trends, strategic approaches, and the art of making every luxury sales experience a memorable performance.

Alexander Chetchikov: Geoffrey, your career has spanned over three decades in luxury sales, and you’ve been acclaimed as one of the top luxury speakers in the world. How has the luxury market evolved over the years, and what key trends do you see influencing its future?

Geoffrey Riddle: Before social media and influencers, the luxury market was like a private club. You discovered what was going on almost exclusively through personal contacts. The level of your circle of influence, in most cases, was local.

When my father started his business in New Jersey, if we did take a vacation, it was for about a week in a motel at the Jersey shore. As his business grew, he became associated with a more successful group of people, and through their experiences, the level of our vacations went up every year, but eventually plateaued because his circle was still mostly local.

The luxury market at that time was dominated by high-net-worth individuals almost exclusively, and only big cities offered luxury goods and services. Luxury was still way out of reach for most people because of finances and logistics.

With the explosion of social media, everyone is aware of luxury, and aspirational buyers are everywhere. Luxury houses are no longer reliant on foot traffic through their stores, and ordering on the internet has increased sales exponentially. The taste for newfound profits and the excitement of widening their audience have led some brands to offer less than exclusive products and entertaining mass market strategies, which subsequently diluted the brand. Profits based on volume is a sure fire race to the bottom from which luxury cannot recover.

Several years ago, I predicted the fall of the Chinese market even though experts were still bullish. Now, India is in the crosshairs, and some brands have targeted it like storm chasers.

As a younger demographic enters the luxury world, brands are embracing artificial intelligence and changing the shopping experience. It is important, however, not to ostracize an older generation that still enjoys a store visit, champagne, and over-the-top personal attention. 

AC: Your seminars and talks are known for being both entertaining and educational, often incorporating video and role-playing. How do these interactive elements enhance the learning experience, and why do you believe they’re key to engaging luxury sales professionals?

GR: The first time I heard a recording of my voice, I was appalled and adamant it was not me. So I worked on my voice. One day, on a lark, I recorded my sales presentation. My voice was great, but my presentation was horrible. Even I wouldn’t buy from me. I continually made changes, and my sales increased.

At that time, other salespeople asked for my help, and I recorded them too and pointed out changes they could make. When a sales manager asked to video me in a live presentation for future training, I agreed.

You cannot believe how annoying and irritating some body language can be. In most cases, it’s subliminal but enough to lower your trust factor to nothing more than a pitchman. It is no longer enough to be an expert in your field, there are plenty of them. The sales process alone will not make you a superstar. Unless your presentation is worthy of an Academy Award-winning performance, you’re just another salesperson. Most people are eyesight dominant. What they see has the biggest impact on what they think, desire, and act upon.

As a golfer, I have found thousands of videos online that show you how to hit a golf ball. If all I did was watch them and go right to the golf course without practicing I would be a failure. But I have learned over the years that the time I spent practicing, especially with a camera, is in direct proportion to my level of performance. It’s no different in sales. 

AC: In your experience, what is the most critical aspect of training luxury salespeople, and how do you ensure that your approach is tailored to the unique needs of high-net-worth individuals?

GR: First, training is not a one-time thing. It needs to be an ongoing process, otherwise, salespeople will default to whatever is comfortable, and it is usually to their detriment. So I remain on-call for six months with scheduled visits to make sure what they learned becomes permanent.

Second, people are people. This is probably heretical, but the HNWI is not unique. They have the same desires, flaws, and triggers that move others, but with a bigger purse. When you understand this, you can move seamlessly and successfully within any group. “How to Win Friends and Influence People” by Dale Carnegie is a primer in this area. He is often quoted but not necessarily given the credit he deserves. 

AC: As a speaker and strategist, you often emphasize the importance of performance in the sales process. How can brands shift their mindset to view every interaction as a performance, and what role does storytelling play in creating memorable customer experiences?

GR: In training, it should be emphasized over and over that even a transactional purchase is an event worthy of a performance. I went into a store to purchase a watch. I had already decided on the luxury brand and model, so I figured this wouldn’t take much time and I would make a salesperson happy. The saleswoman made a big deal of polishing it before handling the watch. She also inspected it to make sure it was perfect. She commented on my obvious good taste and asked if she could put it on my wrist. Her hands were beautiful, and her nails were professionally manicured. I insisted on wearing it home, and she proceeded to wrap the box in a special paper and put it into an elegant bag as if the watch were in it to be unwrapped at home. She had turned a transactional sale into a performance, created an experience I talk about frequently, and earned a fistful of referrals.

Humans are hardwired to listen to stories. They’re compelling. It’s how we have learned for a thousand years. A customer will remember and repeat your story to others instead of a fact or benefit that they may or may not believe. Stories can be used in any step of the sales process to bring it to life and connect deeper with the customer. If I had to give anyone in sales a simple method to be more successful, it would be to ask questions and tell stories. 

Thank you, Geoffrey!

As our conversation with Geoffrey Riddle comes to a close, one thing is clear—luxury sales are more than just a transaction; it’s an art form. From the evolution of the market to the undeniable impact of performance and storytelling, Geoffrey’s insights offer invaluable lessons for both seasoned professionals and aspiring luxury sales experts.

With a deep understanding of human psychology and a passion for excellence, Geoffrey continues to shape the way luxury brands engage with their clientele. As the industry adapts to new technologies and shifting consumer behaviors, his message remains timeless: luxury is not just sold—it’s experienced.

Stay connected for more exclusive conversations with industry leaders driving the future of luxury: https://worldluxurychamber.com/insights-news/

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Tiago Restani, a leading entrepreneur and CEO of Fully, to discuss the art of strategic partnerships in luxury hospitality. With a career spanning over two decades, Restani has worked with some of the world’s most prestigious brands, orchestrating high-profile sponsorships and collaborations that redefine market influence. From navigating government alliances to securing top industry rankings, Restani shares his insights on what it takes to position luxury brands at the pinnacle of global recognition.

Alexander Chetchikov: Tiago, with your vast experience in luxury hospitality consultancy, how do you approach building strategic partnerships and sponsorships that drive growth for luxury brands in such a competitive market?

Tiago Restani: In the world of luxury hospitality, true partnerships transcend mere transactions—they become symbiotic alliances that elevate prestige, influence, and desirability. At Fully, we orchestrate strategic collaborations that seamlessly intertwine legacy, innovation, and exclusivity, ensuring our clients align with partners who amplify their narrative and cultural relevance. By curating bespoke sponsorships and high-touch brand synergies, we craft immersive experiences that captivate the world’s most discerning audiences. Through our unrivaled network and insider acumen, we position luxury brands at the epicenter of influence—where recognition is not just achieved, but redefined.

AC: You’ve worked with various global brands and governments. Can you share an example of how you’ve successfully navigated a complex partnership that significantly impacted the business’s brand recognition or market position?

TR: One of the most impactful partnerships I orchestrated was between a prestigious luxury hospitality brand and a government tourism authority aiming to position its destination as the next global epicenter of fine dining and cultural sophistication. This collaboration required a masterful blend of strategic diplomacy, high-profile alliances, and curated storytelling to align the brand with the destination’s narrative. By leveraging my network within The World’s 50 Best, Michelin, and elite luxury circles, we developed an immersive global campaign—including exclusive chef collaborations, high-net-worth experiential activations, and a multi-platform media strategy that captured the attention of the world’s most discerning audiences. The result was not just heightened brand recognition, but a paradigm shift in the market’s perception, solidifying both the brand and the destination as icons of global luxury and culinary excellence.

AC: With your extensive background in the gastronomy business, what do you believe are the key factors that contribute to a restaurant or hotel earning prestigious industry rankings, and how do you help your clients achieve that level of recognition?

TR: Earning a place among the world’s most prestigious industry rankings—be it Michelin, The World’s 50 Best, Best Chefs Awards, James Beard Awards, or La Liste—demands far more than just exceptional cuisine or impeccable service. It is an alchemy of excellence, where storytelling, guest experience, and strategic visibility coalesce into a compelling narrative of desirability. At Fully, we curate bespoke strategies that elevate our clients beyond competition, ensuring they not only meet but exceed the evolving criteria of elite recognition platforms. Through insider intelligence, tailored voter engagement, and the orchestration of unforgettable culinary moments, we transform restaurants and hotels into global icons of luxury—where every detail, from ambiance to artistry, resonates at the highest echelon of hospitality.

AC: How do you define success when it comes to global sponsorships in the luxury industry?

TR: Success in global luxury sponsorships is defined by the seamless fusion of exclusivity, influence, and long-term brand elevation. It’s not just about visibility—it’s about aligning with the right cultural moments, forging deep emotional connections with high-net-worth audiences, and creating experiences that transcend the transactional. True success is when a sponsorship doesn’t just sponsor—it shapes perception, redefines prestige, and cements a brand’s status as an icon of luxury.

AC: How do you stay ahead of trends in the ever-evolving luxury market?

TR: Staying ahead in the luxury market requires a rare blend of intuition, insider intelligence, and strategic foresight. I immerse myself in the world’s most exclusive hospitality and cultural circles and engage with industry visionaries, elite clientele, and global tastemakers. Through my work with The World’s 50 Best, Walpole, and luxury brand ecosystems, I stay at the pulse of emerging consumer behaviors, ensuring my clients are not just keeping up with trends—but setting them.

AC: What’s one piece of advice you’d give to entrepreneurs starting out in the hospitality industry?

TR: Master the art of experience and storytelling—luxury hospitality is no longer just about service; it’s about creating unforgettable moments that evoke emotion and exclusivity. From day one, focus on crafting a distinct identity, cultivating deep industry relationships, and understanding the psychology of your clientele.

Thank you, Tiago!

Tiago makes one thing clear—luxury is about more than just service; it’s about influence, strategy, and unforgettable experiences. His approach to partnerships and branding has reshaped the industry, proving that success comes from being ahead of the curve.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Kamel Ouadi, a renowned luxury marketing expert, to explore the evolving landscape of high-end branding. With an impressive career leading marketing at some of the world’s most prestigious luxury houses, Ouadi has been at the forefront of redefining how brands balance heritage and innovation, exclusivity and accessibility, craftsmanship and digital transformation. From integrating cutting-edge digital experiences while maintaining the aura of luxury’s prestige to the growing power of personalization, Ouadi shares invaluable insights on what it takes for luxury brands to remain aspirational and relevant in today’s ever-changing market.

Alexander Chetchikov: Having led marketing at some of the world’s most prestigious luxury brands, what do you see as the key to successfully positioning a brand as both aspirational and relevant in today’s competitive landscape?

Kamel Ouadi: The leading luxury brands can maintain Core Brand Values but evolve with the times. The key is to bring heritage into modernity. Relevance today lies in evolving how these values are expressed in modern culture by create a deep emotional connection through storytelling. The key to positioning a brand as both aspirational and relevant today lies in the delicate balance of staying true to the timeless elements of luxury—craftsmanship, exclusivity, and heritage—while evolving to meet the needs, desires, and values of modern consumers. A deep understanding of your audience, a strong emotional connection, and an ongoing commitment to innovation will ensure that the brand remains both a symbol of aspiration and an authentic part of contemporary culture.

AC: Digital transformation has reshaped how luxury brands engage with consumers. What strategies do you believe are most effective in integrating digital innovation while maintaining the exclusivity and prestige of a luxury brand?

KO: We live in a Digital world so Digital transformation will support how luxury brands engage relevantly with their consumers. Integrating digital innovation while maintaining the exclusivity and prestige of a luxury brand is about blending high-tech solutions with high-touch creativity and service. For instance, your print campaign can be the starting point of a new creative brief for digital storytelling expanding the core idea with new possibilities. This approach was extremely successful while bring Louis Vuitton Core Values “Journeys” into the Digital word. Besides, a luxury brand must offer a cohesive omnichannel strategy that ensures a seamless transition between the digital and physical worlds. For example, a customer who engages with a brand’s website or app should receive the same level of attention, service, and experience as they would in-store. Digital can also help to curated Digital Experiences with a Focus on Exclusivity to best clients. The possibilities are infinite. The focus should always be the relevancy of the idea and the added value for the clients.

AC: Customer expectations in the luxury sector are constantly evolving. How can brands foster deeper connections with their audiences and create highly personalized experiences without compromising brand integrity?

KO: Luxury brands should better leverage consumer data and insights to understand Individual Preferences and better serve their clients. The world is moving to an era of Advanced Personalization. Luxury consumers expect experiences tailored to their individual tastes, preferences, and needs. Brands can use data-driven insights to understand these preferences, whether it’s based on previous purchases, browsing behaviors, or personal style. For example, an AI-powered recommendation engine can suggest products that match the consumer’s aesthetic, but without being intrusive. By offering personalization, such as custom monogramming or curated collections, brands can enhance the customer experience while still maintaining exclusivity.

AC: Innovation is essential for growth, but so is heritage in the luxury industry. How do you navigate the challenge of pushing boundaries while preserving the craftsmanship, tradition, and authenticity that define a brand?

KO: Inspiring luxury brands are innovation within Brand’s Heritage. It’s about Respecting Core Values. It’s about modernizing these core values but not Replacing them. Innovation and heritage in the luxury industry is not about choosing one over the other but about finding ways to let them coexist harmoniously. By ensuring that innovation feels like an extension of the brand’s tradition—whether through craftsmanship, materials, or design—luxury brands can stay relevant, aspirational, and authentic. The key is to innovate with purpose, always staying true to the core principles that make the brand luxurious and timeless.

Quickfire questions: 

What’s the biggest misconception about marketing in the luxury industry today?

KO: One of the biggest misconceptions about marketing in the luxury industry today is the belief that luxury brands should only focus on exclusivity and avoid engaging with modern marketing tools, such as social media, digital innovation, or AI. However, this perception is increasingly outdated. The reality is that luxury brands can, and must, engage with digital innovation and modern marketing channels to stay relevant, particularly with younger consumers like Millennials and Gen Z—but they need to do so in a way that complements and enhances the brand’s exclusivity, not undermines it.

In one word, what defines a truly successful luxury brand?

KO: Timelessness.

What’s the most exciting marketing trend you see shaping the future of luxury?

KO: The most exciting marketing trend shaping the future of luxury is Personalization through Data and Technology. As luxury consumers increasingly seek experiences rather than just products, the ability to offer deeply personalized, hyper-personalized experiences, one-to-one engagement will redefine the future of luxury marketing. In the near future, brands will leverage AI, machine learning, and customer insights to offer bespoke experiences at every touchpoint—whether it’s in-store, online, or via exclusive events.

As our conversation comes to a close, Kamel Ouadi leaves us with a powerful reminder: luxury is not just about products—it’s about emotion, storytelling, and creating experiences that stand the test of time. In an industry where exclusivity and innovation must coexist, brands that can seamlessly weave tradition with modernity will continue to thrive. As digital transformation, personalization, and evolving consumer expectations reshape the future, one thing remains constant: the brands that master the art of timelessness will always lead the way.

Thank you, Kamel!

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

Luxury brands today face the challenge of staying relevant while preserving the essence that made them iconic in the first place. In this exclusive conversation, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Anant Sharma, CEO of Matter Of Form, to explore the essence of timeless brands, the evolving luxury landscape, and the delicate balance between innovation, heritage, and sustainability. Known for his sharp insights and unconventional perspectives on luxury, Anant shares his thoughts on what makes a brand future-proof, the importance of experience design, and how the industry must evolve beyond mere status symbols.

Alexander Chetchikov: Matter Of Form focuses on working with “timeless brands” to drive innovation. How do you define a timeless brand, and what are the key elements that make a brand future-proof in today’s rapidly evolving digital landscape? 

Anant Sharma: For me, there are three attributes that define timelessness. A strong founding spirit, design as a point of competitive advantage, and (of course) long-term thinking. 

I don’t mean to state the obvious, but a strong spirit and a clear promise are key. And I use those terms over words like ‘purpose.’  

Firstly, what is your spirit? All luxury brands have been adopted as status symbols. As they have become businesses delivering at scale, in many cases, they have lost this founding spirit – their defiance of a status quo.

Often, they talk of their history and heritage, but relying on this alone will not cut it with an emerging audience. Rather, we end up seeing the world through the lens of our founding premise. Or perhaps, our founders themselves. 

Did you know that Dior had a lifelong fortune teller, Madame Delahaye, at his side? As designer Pierre Cardin noted, “He wouldn’t do anything without her. Literally nothing. Nothing, nothing, nothing.” Or that Astor was so opulent, that he gold-plated the piping in his hotels. Bugatti told a customer whose brakes failed that he made cars that go, not to stop.  

How do we re-visit this spirit and use it as a lens on the world today? 

And then, what do we promise? And how do we consistently deliver against that promise in every interaction, no matter how nuanced? Every aspect of our customer experience. Not the headline – not the metaverse, the game, or the campaign. 

The email, the scent, the turn of phrase at the point of sale. The unspoken. The unseen. The felt experience. 

AC: With customer expectations constantly shifting, how do you approach designing a seamless and meaningful customer experience for luxury brands in both digital and physical spaces? 

AS: Do less. Think about the customer experience as a choreography. A dance. How do we think of our brand not as something that lives in a brand book, but rather something that is a sequence over time and space? What are our rituals? How do we slow the customer down? What is our value exchange?  

Do we educate? Do we entertain? Do we provide escapism? Is it an aesthetic quality of a craft-led benefit we offer? Ask ourselves searching questions to help organize our creative thinking. Different priorities in different moments. 

And we need to be innovative. Too often, we confuse innovation with technology; with optimization. 

But in this age of abundance, innovation is not a quicker means to an end. Innovation (in luxury) is simply how we feel about things. 

And this is even more important as we use AI to automate not just the mundane, but parts of the creative process. 

Cohesiveness of a brand experience reinforces the promise, which in turn creates an assurance of value.

AC: You’ve been critical of the excesses in traditional luxury. How do you see the industry evolving towards more responsible, sustainable practices while maintaining exclusivity and desirability? 

AS: I think we obsess over the supply chain and forget durability. The symbolism of a thing. If something is meaningful to us, we will hold it dear. If we hold it dear, we will cherish, repair, and restore the object. 

If we invest effort in a process, through a ritual or similar, we will typically hold a level of bias toward that end. I think brands need to think about these aspects of brand experience.

A level of positive friction is important. Especially so in a world of ‘over-optimization’. 

Similarly with experiences – if we ‘slow down’ the process, an experience will become more important to us and help us connect to a culture, an environment. We will speak of it, its benefits. We will hold that experience dear. ’Luxury’ should champion this in a fast-paced world. It has a genuinely valuable role in bringing people joy and providing symbolic value.

And lastly, ‘the business of luxury’ has challenges – we have built brands on innovation then adopted by those with wealth who wish to express themselves. Brands are driven by design, by craft. Brands with effort behind them, research. New perspectives, not brazen branding. We will very quickly undermine everything if we let the business of luxury overtake the design that creates true luxury.  

The business of luxury can too often only focus on price. Things should be expensive for a reason. Not just because of their logo. There is nothing more annoying in my mind than (for example) a pair of cheap-feeling plastic sunglasses with an emblem on the side. With no sense of design, materiality – no intrinsic value.

Let’s not mention names.

AC: Your podcast What The Luxe explores unconventional perspectives on luxury. What has been the most surprising or thought-provoking insight you’ve gained from your conversations with industry leaders? 

AS: That great leaders feel a little naughty, a little like the child never left them. A little taken in by the crazy. There is an irreverent charm that is not a learnt skill.

Long may this live in a world increasingly automated.

Thank you, Anant!

As the luxury industry continues to evolve, Anant Sharma’s insights serve as a reminder that true luxury goes beyond aesthetics and branding—it’s about experience, spirit, and lasting value. His emphasis on reinterpreting heritage, creating meaningful customer interactions, and embracing innovation beyond technology offers a compelling vision for the future of luxury. As brands navigate an increasingly complex market, the challenge remains: how to remain timeless in a world that moves faster than ever?

Like this interview? Check out more expert insights here: https://worldluxurychamber.com/category/expert-articles-interviews/