Is holistic and personalized wellness travel becoming the new benchmark for luxury experiences among affluent global travelers? Marriott International’s Luxury Group believes so, as it officially launches the Luxury Wellbeing Series 2025, a curated collection of immersive wellness journeys across Asia-Pacific. Beginning this August, the series unfolds across iconic destinations: Bali, the Maldives, and Goa. Mixing traditional healing practices, natural beauty, and high-end hospitality to serve the intentional, wellbeing-focused traveler. There is a growing shift toward transformative, immersive experiences over conventional pampering.
The New Wellness in Luxury Travel
Marriott International’s new wellness program takes a multi-sensory and multidimensional approach, integrating Sleep, Nutrition, and physical and mental well-being into a luxurious, culturally rich journey. Each destination has crafted bespoke experiences that merge local traditions with modern science.
In Bali, Mandapa, a Ritz-Carlton Reserve, celebrates a decade of immersive wellness with Balinese medicinal workshops, Yogic sleep therapy, and mindful practices such as Vipassana meditation and Mandala art. Guests explore nature through foraging tours and create detoxifying herbal elixirs grounded in local tradition.
At The Ritz-Carlton Maldives, Fari Islands, the program draws on the resort’s Deep Blue philosophy, offering personalized sleep rituals, floating sound healing, and coral regeneration experiences. Nutrition is tailored through Maldivian cooking classes and private wellness consultations.
Meanwhile, The St. Regis Goa Resort revives Ayurvedic wisdom through Yoga Nidra sleep rituals, dosha-specific cuisine, sound therapy, and custom spa treatments. Guests engage deeply with nature through visits to the spice garden and yoga sessions along the estuary.
Notable Experiences: Sleep ritual kits and oceanfront sound therapy, farm-to-table Ayurvedic cuisine, coral reef regeneration and art-based self-discovery, one-on-one wellness consultations, and customized spa programs
With the Luxury Wellbeing Series 2025, Marriott International’s Luxury Group elevates wellness travel to an art form. It is no longer just about spa days and detox menus; luxury wellness is now deeply personal, experiential, and transformative.
Bernard Arnault and LVMH, the world’s largest luxury conglomerate, are making a bold entrance into the private aviation space. Through their private equity firm L Catterton, they have taken a bold step into the ultra-luxury aviation sector with an $800 million investment in Flexjet, marking the largest equity investment ever made in a private jet travel provider. This move values Flexjet at approximately $4 billion and signals a new era where the worlds of elite fashion, hospitality, and private aviation intersect. Unlike Warren Buffett’s full acquisition of NetJets in 1998, LVMH’s approach allows Flexjet to remain independent, under the continued leadership of founder and chairman Kenn Ricci. The deal opens the door to strategic collaborations between LVMH’s constellation of brands and Flexjet’s vision of exclusive, high-touch flight experiences.
L Catterton’s $800 million investment secures a 20% stake in Flexjet, valuing the company at $4 billion, marking the highest-ever valuation for a private jet travel provider. With this new partnership, Flexjet aims to elevate its service offerings by potentially incorporating LVMH’s signature luxury aesthetics and lifestyle touchpoints. Ricci envisions the company operating more like an exclusive club than a traditional aviation provider, focusing on cultivating a high-value community experience that extends well beyond time spent in the air.
Interesting Key Insights are:
Terminal Network: Flexjet operates 11 private terminals, providing secure, intimate service, and amenities like conference rooms and seasonal concierge perks.
Financial Growth: Revenues have surged from $1.8B (2020) to $3.8B (2024); EBITDA reached $398.3 in 2024 and is projected at $425M for 2025.
Fleet Expansion: The company ordered 182 Embraer jets ($7B value), leaning into larger, longer-range models like the Praetor 500/600 and Gulfstream G700.
Helicopter Services: Flexjet now offers branded rotorcraft flights in NYC, London, Florida, the Bahamas, and parts of Europe, serving as a last-mile link.
Strategic Timing: The deal was initiated by L Catterton in late 2024, aligning with its $11B capital raise and LVMH’s growing interest in luxury longevity and time-saving experiences.
Competitive Philosophy: Rather than scale aggressively, Ricci aims to maintain exclusivity.
With LVMH’s backing, Flexjet is poised to redefine private aviation as an immersive luxury lifestyle experience in the skies and beyond.
The shifting global dynamics and a cautious consumer sentiment have created a new, surprising epicenter of growth for the premium lifestyle and personal goods arena, not in traditional Western capitals, but across the Gulf Cooperation Council (GCC). The GCC Personal Luxury 2024: Unstoppable report, released by the Chalhoub Group in May 2025, presents a compelling, data-driven portrait of this six-nation bloc, comprising the UAE, Saudi Arabia, Qatar, Kuwait, Bahrain, and Oman. It is not merely weathering international uncertainty, but spearheading a new model for luxury resilience and reinvention.
Amid geopolitical tension and a modest contraction in personal luxury globally, the GCC recorded USD 12.8 billion in personal luxury spend, up +6% year-over-year in 2024. The report blends macroeconomic analysis, consumer sentiment, and category-specific insights, drawing a rich, interconnected narrative of ambition, diversification, and cultural transformation.
A Region Rising Against the Current
While the global personal luxury space declined by 2%, the GCC expanded by 6%, reflecting strong domestic demand, tourism, and high consumer confidence (2024). Leading this surge are the UAE and Saudi Arabia, which together represent nearly three-quarters of regional spend.
UAE: Maintains dominance as the luxury capital of the region (56% market share), driven by record tourism and retail innovation.
Saudi Arabia: Fast-growing player with a dynamic retail landscape and large-scale infrastructure projects supporting luxury expansion.
What’s Powering GCC Growth?
The Chalhoub report identifies five foundational drivers behind this region’s exceptional performance:
Government-Led Economic Vision: Initiatives like Saudi Arabia’s Vision 2030 and Dubai’s D33 plan are transforming oil-based economies into diversified ones, focusing on financial services, AI, and renewable energies in order to reduce their dependence on oil.
Affluent and Optimistic Consumers: 97% of surveyed residents plan to keep spending on luxury, focusing on quality, exclusivity, and brand integrity.
Tourism as a Luxury Channel: With international arrivals up by 8% and VAT refund claims rising, tourism is directly driving luxury sales, especially in the UAE.
Retail Renaissance: Over 90 new luxury fashion and beauty stores opened in 2024 across malls in Riyadh, Dubai, Doha, and Manama, with brands like Hermès, Dior, and Zimmermann entering or expanding. Luxury Fashion represents 43% of expenditure in the GCC personal market.
Digitally Native Behavior: E-commerce is growing, led by players like Sephora, Ounas, and FarFetch
Where Luxury Lands: Key Sector Insights
Fashion remains the region’s cornerstone, contributing 43% of the luxury market and growing +6% YoY. The report distinguishes four tiers:
Ultra High-End Fashion (e.g., Loro Piana, Louis Vuitton): 57% market share
High-End (e.g., Gucci, Tom Ford): +8% growth
Aspirational (e.g., Ferragamo, CH): supported by new entrants like Jacquemus
Accessible Luxury (e.g., BOSS, POLO): +7% growth aligned with global trends
Watches & Jewellery (W&J) account for 38% of total luxury spend.
Jewellery saw +7% growth, driven by consumer emphasis on craftsmanship and heritage.
Watch sales remained flat following global patterns of maturity in the segment.
Prestige Beauty is the fastest-growing category
Skincare leading the way (+17%), driven by The Ordinary, Drunk Elephant, and Charlotte Tilbury.
Fragrance capturing 49% of beauty spend, dominated by niche and private-label collections.
Makeup is seeing double-digit growth, with strong traction from Fenty, Glossier, and Urban Decay.
Insights on the Intentional GCC Consumer
Today’s GCC luxury consumer is not only affluent but deeply informed and highly discerning. Over 87% actively follow fashion and beauty trends on social media, while more than half consider themselves well-versed in brand identities, seasonal collections, and product innovations. A striking 79% of consumers have traveled in the past three months, with the majority of them shopping abroad, often spending up to 2.5 times more than they do locally. When it comes to purchasing decisions, quality remains the top driver, followed closely by alignment with personal style and a brand’s authenticity. This is not a market driven by impulse or novelty; it is one defined by intentionality, taste, and a desire for meaningful, informed indulgence.
Final Reflections from the Gulf
Looking ahead, the Gulf region is determined to participate in the global luxury narrative and actively shape it. With continued investment in urban development, the debut of new luxury malls, and the entrance of next-generation brands across categories such as wellness, skincare, and athleisure, the GCC is steadily evolving into a hub of innovation and cultural influence. The Chalhoub Group forecasts that the personal luxury market in the region will reach USD 15 billion by 2027, supported by rising local affluence, a vibrant tourism sector, and increasingly sophisticated consumers. E-commerce is expected to deepen its role, particularly through pure-play digital platforms, while experiential retail continues to reimagine the luxury shopping experience.
However, this growth story is not without its challenges. Macroeconomic risks, shifting global trade dynamics, and ongoing geopolitical tensions present uncertainties that may impact future performance. Yet despite these external pressures, the prevailing outlook is one of quiet confidence. The GCC has not only demonstrated resilience, but it is also redefining what modern luxury means, blending heritage with innovation, exclusivity with accessibility, and global aspiration with regional authenticity. For brands seeking long-term relevance, the Gulf is a strategic imperative.
Luxury design is an experience of intention, detail, and emotional resonance. At its core, it reflects a commitment to craftsmanship, where every curve, texture, and proportion is considered with precision. As the global appetite for curated, artisanal design continues to grow, one Australian brand is capturing international attention with quiet confidence and sculptural elegance. Paloma Editions, a rising star in the world of luxury homeware, is redefining contemporary design with a focus on timeless craftsmanship, natural materials, and minimalist refinement.
Founded in Australia, Paloma has built its reputation on producing limited-edition collections that blur the line between function and fine art. Each piece is a study in restraint and precision, objects that speak softly yet leave a lasting impression. Now, the brand is poised to bring its distinctive design philosophy to a broader audience, with a highly anticipated entry into the U.S. market.
Brand Origins & Design Ethos
Born in Australia, Paloma Editions draws inspiration from architecture, natural forms, and traditional craftsmanship. Each collection is conceived as a limited series, featuring materials like stone, bronze, and ceramic, meticulously shaped into understated, sculptural forms. The brand champions slow design, focusing on quality, intentionality, and enduring elegance.
Global Expansion Strategy
The brand has already established a strong local footprint through collaborations with Australian design studios and features in leading lifestyle publications. Its decision to enter the U.S. market is both bold and strategic, targeting a consumer base that values artistry over mass production. It plans to introduce a carefully curated selection of products through luxury showrooms, online platforms, and key design fairs across the country.
U.S. Market Positioning
Rather than saturating the market, Paloma aims to build lasting relationships with a select network of tastemakers, interior designers, and boutique retailers. Exclusive partnerships and limited-edition offerings will anchor its American presence, ensuring the brand retains its air of rarity and quiet sophistication.
Paloma Editions’ expansion into the U.S. underscores a broader trend: the rise of boutique luxury brands that prioritize soul, sustainability, and sculptural beauty. As the brand steps onto the global stage, it brings with it a vision of luxury that is tactile, curated, and quietly powerful. For those seeking to infuse their spaces with meaning and material poetry, Paloma offers an invitation to live with artful intention.
Oceania Allura, a 1,200-guest luxury vessel built at the renowned Fincantieri shipyard in Genoa, marks the second addition to Oceania’s Allura Class, following the acclaimed launch of her sister ship, Oceania Vista, in May 2023. At 246 m long and more than 67,800 gross tons, Allura sets a new benchmark in boutique cruising, boasting the most spacious standard staterooms at sea, all exceeding 290 ft², and a proximity to service unmatched in the industry: two crew members for every three guests, and a chef dedicated to just eight guests.
Central to the Oceania ethos, “Finest Cuisine at Sea”, Allura introduces several firsts and fresh culinary concepts. The ship debuts a dedicated Crêperie, offering handcrafted French crêpes, Belgian waffles, and Italian-style ice cream sundaes, a brand-first on the seas. The signature French restaurant, Jacques, named after legendary chef Jacques Pépin, returns in a refined iteration, offering updated classics such as duck à l’orange and theatrical table-side preparations of hand-cut beef tartare.
Allura’s culinary voyage continues at Red Ginger, where a new Nikkei menu fuses Japanese and Peruvian artistry. Highlights include vibrant tuna ceviche marinated in leche de tigre, slow-braised short ribs paired with lomo saltado, miso-infused sweet potato mousseline, and crispy soft-shell crab bao buns. Meanwhile, its Grand Dining Room showcases over 270 brand-new recipes, from breakfast innovations like smoked salmon eggs Benedict to signature brunch options, crafted under the watchful eye of Master Chefs of France Alexis Quaretti and Eric Barale.
Beyond gastronomy, Allura elevates the onboard epicurean experience with a newly launched Gerard Bertrand Wine Pairing Luncheon. This sommelier-led tasting menu perfectly matches celebrated French vintages with thoughtfully chosen dishes that bring out each wine’s character
Looking ahead, Oceania Cruises announced plans for two Sonata-class ships, Oceania Sonata ™ arriving in summer 2027 and Oceania Arietta™ in 2029, expanding further with confirmed orders for sister vessels in 2032 and 2035. This ambitious fleet expansion underscores the brand’s enduring alliance with Fincantieri and its bold vision for the future of small-ship luxury cruising.
In an era where technology often feels at odds with exclusivity and craftsmanship, Triforkis pioneering a fresh approach, melding deep tech expertise with a design-driven mindset to elevate luxury beyond convention. Alexander Chetchikov, President of WLCC, sat down with Erik M. Nilsen, CEO of Trifork Spain, to explore how AI, spatial computing, and voice technology are not just streamlining operations but reshaping how luxury brands connect with their most discerning clients.
From hyper-personalized experiences to privacy-conscious innovation, this conversation offers a compelling glimpse into the future where technology enhances, rather than replaces, the human touch in luxury.
Alexander Chetchikov: To begin, could you share how Trifork helps companies leverage emerging technologies and how that approach might translate into opportunities for the luxury industry, especially with AI?
Erik M. Nilsen: At Trifork, we are all about building smart digital solutions by combining deep tech expertise with a creative, design-driven mindset. We help companies make the most of emerging technologies (like AI, IoT, and spatial computing) not just to run things more efficiently, but to rethink how they connect with people. In the luxury world, that might mean using AI to create more personalized experiences, anticipate what clients need, and make interactions feel seamless across both digital and physical spaces.
We’ve seen this work across industries. For example, with Porsche, we explored how immersive tech like Apple Vision Pro could create entirely new customer experiences. And with Swiss International Air Lines, we built an in-flight app that gives crew members real-time insights into passenger preferences, making the service feel more personal and intuitive. These kinds of projects show how tech can elevate the customer journey without losing the human touch.
AC: Turning to the luxury sector specifically, how do you see voice AI transforming customer service, and what impact could it have on the overall client experience?
EMN: Voice AI has a lot of potential to elevate luxury service. Sure, it might not capture every nuance of a human conversation, but it’s consistent, remembers every interaction, and doesn’t have off days. At this point, it can feel more like talking to a trusted advisor than a chatbot. Imagine asking for something in your own words and getting a response that is helpful and tailored to you. That’s powerful, especially in luxury, where time and discretion are everything.
That said, it’s important to get it right. We’ve all had frustrating experiences with voice systems that don’t solve our problems. That’s why it’s crucial to do the groundwork before rolling it out. For instance, in our work with Topdanmark, we helped implement a voicebot that significantly improved customer satisfaction by actually resolving issues, not just routing calls. That kind of success comes from deep domain knowledge and careful design.
AC: In your view, what are some of the most promising – or perhaps underexplored – use cases of AI that could redefine luxury, whether in retail, hospitality, real estate, or other segments?
EMN: One really exciting area is predictive personalization. Using AI not just to react to what people do, but to anticipate what they might want next. In hospitality, that could mean preparing a room based on a guest’s mood or past preferences. In real estate, it might be about showing properties that match someone’s lifestyle, not just their budget.
We’ve also seen how generative AI can play a role in co-creating custom products or experiences with clients. And when you combine that with spatial computing, the possibilities are huge. Imagine designing your dream car, home, or yacht based on who you are, and being able to walk through it virtually before it’s even built. We’ve explored similar ideas with clients in automotive and architecture, and the feedback has been incredibly positive.
AC: Luxury clients value both personalization and privacy. How can AI help brands strike the right balance between hyper-personalization and the discretion their clientele expects?
EMN: That balance is everything. In luxury, trust and discretion are non-negotiable. AI can help deliver more personalized experiences, but only if it’s done thoughtfully. It’s about making things feel effortless and respectful, not invasive. That means being intentional with how data is used and always putting the customer’s comfort first.
At Trifork, we’ve worked with clients in finance and healthcare – two of the most privacy-sensitive industries – and we’ve learned that responsible innovation starts with empathy and transparency. For example, in our work with GROOT, a digital health platform, we helped design a solution that’s both highly personalized and deeply respectful of user privacy. That same mindset applies perfectly to luxury.
AC: Can you share any standout examples – either from Trifork’s work or the broader tech landscape – where AI has meaningfully elevated a premium customer journey?
EMN: One that stands out is our work with Swiss International Air Lines. We built a smart in-flight service app that gives cabin crew real-time access to passenger preferences, like meal choices, language, and even when they prefer to be served. It makes the whole onboard experience feel more personal, especially in business class, where expectations are high.
What’s also great is how the app helps reduce waste. It uses data and AI to better predict meal demand, so there’s less food waste and fewer disappointed passengers. It’s a win-win: better service and more sustainable operations. For a brand like SWISS, which is all about quality and precision, this kind of innovation reinforces its premium feel.
AC: For luxury brands still hesitant about adopting AI, what do you see as the biggest missed opportunity?
EMN: The biggest miss is thinking of AI as just a disruptor, instead of a way to strengthen what makes a brand unique, and even speed up the sales process. When used right, AI can deepen emotional connections, streamline operations, and unlock new creative possibilities.
And let’s be honest – today’s customers are more informed than ever. They’re doing their research online before they even step into a store. If brands can connect that online journey with the in-store experience, so it feels like one continuous conversation, that’s where the magic happens. We’ve helped clients in retail and banking do just that. For example, in a recent project with a luxury retailer, we helped bridge the gap between digital browsing and in-store service, creating a seamless, high-touch experience that customers loved.
AC: Finally, looking ahead: how should luxury brands think of AI not just as a tool, but as a creative and strategic partner in crafting future-ready, high-touch experiences?
EMN: Luxury is about emotion, storytelling, and identity. AI can be a creative partner in that journey, helping brands design experiences that are not just personalized but meaningful. Whether it’s immersive digital spaces, curated collections, or smarter service design, the future of luxury will be shaped by how well we blend human creativity with intelligent technology.
At Trifork, we’ve seen this firsthand in projects where AI helped brands not only improve service but also unlock new ways to express their identity. It’s not about replacing the human touch—it’s about amplifying it in ways that feel authentic and unforgettable.
Closing Thoughts:
As luxury brands stand at the crossroads of tradition and transformation, Erik M. Nilsen’s insights make one thing clear: AI is not the enemy of exclusivity but its new creative partner. When wielded with empathy, precision, and respect for privacy, technology can amplify the emotional storytelling and impeccable service that define true luxury. The future belongs to those who embrace AI not merely as a tool but as a strategic ally, crafting experiences that are as intelligent as they are unforgettable. For brands ready to blend art with algorithms, the opportunity is limitless.
Above: Dolce & Gabbana boutique pop-up at the Four Seasons Hotel in San Domenico Palace, Taormina
At a sun-soaked resort in Sicily, a towel isn’t just for drying off; it’s a €559 Dolce & Gabbana showpiece. Welcome to a growing trend reshaping high-end travel: fashion houses are setting up limited-run activations at some of Europe’s most exclusive hotels.
From Dior-branded buoys floating off Capri to bold Missoni stripes stretching across pool decks in Ibiza and Mykonos, these high-fashion pop-ups are transforming seasonal hospitality into visually charged experiences. They’re designed to captivate guests, generate buzz, and spark a flood of social media posts. For brands, it’s a strategic way to reach affluent travelers; for hotels, it’s a way to offer something fleeting, exciting, and undeniably share-worthy.
Luxury hotels across Europe are partnering with major fashion houses to create immersive seasonal pop-ups, transforming their spaces into visually striking branded experiences. From Dolce & Gabbana-themed pool decks in Sicily to Missoni-patterned beach clubs in Mykonos, these short-term installations are designed to capture attention, both in person and on social media. The offerings range from custom sunbeds and branded cocktails to exclusive fashion items available only to hotel guests.
These collaborations come at a time when luxury retail is slowing down, but high-end travel continues to thrive. Fashion brands gain access to a wealthy, travel-savvy audience, while hotels benefit from increased bookings and media buzz. Especially younger generations are drawn to one-of-a-kind experiences that feel both aspirational and “Instagram-worthy.” Hotels like Puente Romano Marbella and the Newt in Somerset have already seen notable returns from previous pop-up activations.
However, not all properties are being acquired through loud takeovers. Some are choosing more understated integrations to maintain their brand identity and guest focus. Hoteliers are wary of appearing too commercial or dependent on external labels, and some, like Rosewood in Riviera Maya, aim to highlight local artisans alongside fashion partnerships. Ultimately, the trend reveals a strategic pivot: in a shifting luxury landscape, the destination is becoming the showroom
Main Takeaways:
Luxury hotels and fashion brands are teaming up to attract high-spending travelers.
Pop-ups offer exclusive, short-term experiences that boost visibility and revenue.
Social media drives demand, especially among Gen Z and affluent guests.
Hospitality is growing, while retail is slowing, making travel a prime branding opportunity.
Subtle execution matters to avoid brand misalignment or guest fatigue.
Fashion-meets-hospitality partnerships are proving to be one of the savviest strategies in luxury today. In an era where Instagram likes can drive travel decisions and exclusivity remains a powerful currency, these branded takeovers deliver on both.
In this exclusive feature, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Diana Verde Nieto, co-founder of Edify Collective and a globally recognized leader in business transformation, sustainability, and purposeful innovation. A pioneer in aligning strategy with impact, Diana has spent more than two decades guiding organizations through complexity, translating global challenges into resilient, high-performance solutions with lasting value.
As the force behind Edify Collective, an AI-powered, expert-led microlearning platform, Diana is revolutionizing workforce development by blending behavioural science with cutting-edge technology to build sustainability-literate, future-ready teams. She is also the author of Reimagining Luxury: How to Build a Sustainable Future for Your Brand, a critically acclaimed book exploring the intersection of purpose, design, and innovation in the new economy.
Beyond her entrepreneurial ventures, Diana serves on the boards of Watts 1874 and the British Beauty Council, holds a certificate in Global Leadership & Public Policy from Harvard Kennedy School, has been personally trained by former U.S. Vice President Al Gore, and was honored as a Young Global Leader by the World Economic Forum.
With a rare ability to connect commercial ambition with strategic sustainability, Diana offers a bold vision for the future of luxury, one where timeless values meet adaptive leadership in a rapidly evolving world.
Alexander Chetchikov: Diana, as a pioneer at the intersection of sustainability and luxury, how do you see legacy luxury brands balancing heritage with the urgent need for innovation and environmental responsibility?
DVN: In my book Reimagining Luxury, I explore how legacy luxury brands are redefining their relevance by navigating the delicate equilibrium between heritage and modernity. This balance is increasingly reflected in their strategic expansion into adjacent sectors such as hospitality and immersive experiences, areas that offer unique opportunities to deepen customer engagement and reinforce brand equity.
The convergence of fashion and hospitality, exemplified by partnerships such as Kim Jones and Aman Resorts, demonstrates how luxury brands are evolving from product-centric offerings to holistic lifestyle propositions. These collaborations enable brands to express their identity in curated, immersive environments, building emotional resonance while opening new revenue streams.
In parallel, sustainability has emerged as a critical lever of long-term value creation across the sector. While some luxury Maisons are embedding social and environmental principles into their operating models with measurable outcomes, others remain at an earlier stage, responding more to external pressures than internal transformation. The challenge and the opportunity lie in transcending compliance and positioning sustainability as a strategic differentiator. When integrated authentically, it becomes a natural extension of the brand’s values, reinforcing the innovation that defines luxury.
AC: In Reimagining Luxury, you emphasize purposeful innovation. Could you share an example where technological advancement has meaningfully accelerated sustainability within a brand or industry you’ve worked with?
DVN: I explore how innovation, when guided by purpose, can be a catalyst for real systems change. One example that stands out from my work is with La Prairie. While best known for their timeless elegance, they’ve been leaning deeply into technological solutions to embed sustainability into the core of their operations, both in product innovation, packaging, and operations.
How do they do this? Rather than rely solely on internal progress, they established an external advisory board composed of individuals from NGOs, startups, and global sustainability leaders. This has enabled them to anticipate cross-industry trends and integrate innovation early, particularly in areas like eco-design, traceability, and packaging transformation. Their efforts are not reactive, but proactive, often moving ahead of regulation.
Another strong example is LVMH’s DARE program, which I mentored for 3 years. It gave employees permission to challenge norms, pitch ideas, and prototype solutions, many of which have led to scalable innovations like Nona Source, which repurposes deadstock materials from within the group’s Maisons. That’s a powerful shift, using internal creativity and tech-enabled traceability to reduce waste and create entirely new revenue streams.
What links both examples is that innovation was not just for innovation’s sake. It was designed to serve people and the planet not in an altruistic way but in a commercial way, still enhancing the essence of luxury. And when that alignment happens, sustainability stops being a cost and becomes a driver of relevance, growth, and cultural leadership.
AC: Looking ahead, how do you envision the concept of luxury evolving over the next 10 to 15 years, especially as emerging generations demand greater alignment with sustainability, technology, and social impact?
DVN: Over the next 2 to 5 years, luxury is poised to evolve from a symbol of status to a reflection of values, driven by emerging generations demanding authenticity, societal care, and environmental stewardship. This shift is evident in the rise of “quiet luxury,” where consumers favor understated elegance and timeless design over conspicuous branding. Brands like The Row exemplify this trend, focusing on quality craftsmanship and subtlety rather than flashy logos. Sustainability will become integral, not just in marketing but embedded across operations, with consumers observing brands’ embodiment of sustainability rather than mere communication.
Technological advancements will facilitate personalized experiences, something that people value greatly. Companies like Edify Collective are at the forefront, offering AI-powered microlearning to equip employees with essential skills and sustainability knowledge, fostering internal advocacy, and aligning brand values with consumer expectations. Additionally, Gen Z’s embrace of resale culture underscores affordability and individuality. Approximately 80% of Gen Z consumers purchase second-hand goods, driven by economic considerations, environmental concerns, and the desire for unique fashion statements. As luxury brands embrace these changes, they will not only meet the evolving demands of their consumers but also contribute meaningfully to a more equitable future.
These trends challenge traditional luxury brands to reconsider their strategies. To remain relevant, these brands must adapt by integrating sustainability seamlessly into their operations, offering personalized experiences through technological advancements, and acknowledging the importance of resale and circular fashion models. By doing so, they can align with the values of emerging consumers who prioritize authenticity, social responsibility, and environmental stewardship over conspicuous consumption.
AC: Thank you, Diana, for such a thoughtful and illuminating conversation. It has been a privilege to explore your journey and hear your unique perspective on the intersection of sustainability, innovation, and luxury.
Your reflections offer a timely and necessary reminder that true leadership lies in the ability to adapt with purpose, bridging legacy with progress, and commerce with conscience. The insights you’ve shared, from purposeful innovation to the shifting expectations of new generations, offer a compelling blueprint for the future of our industry.
As we move into this next era shaped by intelligence, integrity, and impact, your work continues to inspire a more resilient, inclusive, and visionary path forward.
The world of travel and elevated living is set to reach new heights in Calgary, as Marriott International partners with developer Truman to unveil a landmark trio of high-end hospitality ventures. In a bold move that underscores Calgary’s growing stature on the global stage, three distinct yet equally prestigious brands, W Calgary, JW Marriott Calgary, and an Autograph Collection Hotel, will debut within the city’s dynamic Culture + Entertainment District. This transformative, multi-billion-dollar investment marks Marriott’s inaugural entry into Calgary’s luxury hotel and residential market, promising to reshape the city’s skyline while keeping their standards of comfort, style, and service.
The 69-story W Calgary will bring bold design and vibrant energy, offering 157 rooms, 239 branded residences, and standout features such as an AWAY Spa, rooftop bar, and 16,000+ sq. ft. of event space. In contrast, the JW Marriott Calgary, at 62 stories, will emphasize wellness and serenity with 248 rooms, 120 residences, a JW Garden, multiple pools, and over 32,000 sq. ft. of meeting space. At Stampede Park, the Autograph Collection Hotel will offer 320 rooms, 15,000 sq. ft. of event space, and rooftop amenities designed to deliver uniquely curated guest experiences.
Together, the three properties represent a $1.47 billion investment that will enhance Calgary’s global reputation, support major tourism and convention events, and make a significant contribution to local economic growth, with the openings scheduled between 2028 and 2030.
At a Glance:
W Calgary: 69 stories, 157 rooms, 239 residences, spa, rooftop bar, event spaces
Autograph Collection Hotel: 320 rooms, rooftop lounge, 15,000 sq. ft event space
Total investment: $1.47 billion (private)
Jobs created: Over 9,100 (construction) and 2,000+ (ongoing)
Opening timeline: 2028–2030
Location: Culture + Entertainment District, Calgary
This multi-brand initiative brings world-renowned luxury hospitality to Calgary and also acts as a catalyst for city-wide revitalization. With a focus on innovation, lifestyle, and elevated guest experiences, Marriott, Truman, and Louson are setting a new standard for premium living in Canada. As Calgary continues to evolve into a global cultural and business destination, these projects will stand as enduring symbols of ambition, hospitality, and urban excellence.
In a year when high-end spending was expected to roar back, something surprising happened: Americans didn’t hold back; they simply became more selective.
While handbags sat unsold and seasonal fashion lines lost momentum, one category quietly rose to prominence: jewelry. No longer just an accessory, fine pieces are now seen as meaningful purchases that carry both emotional and financial weight.
Forget the quick-turn fads. Today’s upscale buyer is choosing gold over gimmicks, and diamonds over disposable trends, making decisions based on lasting worth rather than fleeting style.
Despite early signs of a strong rebound in 2025, spending across premium goods in the U.S. has cooled. Citigroup reports that overall luxury purchases dropped during the first five months of the year compared to 2024. However, May showed relative improvement, with spending down just 1.7% year-over-year, a far smaller decline than those seen in March and April. Some iconic names, such as Hermès, even saw small gains.
Jewelry continues to outperform other segments. Since September 2024, sales have increased every month. In May alone, the category posted a 10.1% rise compared to the same period last year. It was also the only area to see growth in both the average amount spent and the number of customers, a strong signal that interest is both wide and deep.
Luxury jewelry houses have raised prices only modestly in comparison. Meanwhile, interest in handbags has slowed, with buyers pushing back against aggressive price hikes and repetitive design cycles. Watch sales remain inconsistent: overall spend rose, but leading brands saw a 10% drop.
Key Factors Influencing Spending:
A potential return of 31% tariffs on Swiss imports, as a temporary pause nears its end.
Ongoing geopolitical tensions (including the Iran-Israel conflict) are driving oil market volatility.
A roughly 10% drop in the U.S. dollar’s value, impacting overseas buying power.
Consumer sentiment remains tied to fluctuations in currency strength and stock market performance.
Jewelry’s strength during a challenging period points to changing priorities among affluent shoppers. With increased focus on purchases that carry emotional meaning and hold tangible worth, fine pieces continue to capture attention. In a market still full of unknowns, this segment stands out — not only for its sparkle but also for the confidence it inspires.
As global pressures on freshwater resources intensify, the luxury sector faces a powerful reckoning with its environmental impact — and a unique opportunity to lead. In this exclusive interview, Alexander Chetchikov, WLCC President, sits down with Malek Semar, newly appointed member of the WLCC Board, to discuss the intersection of luxury, sustainability, and global water access. Malek is the Founder of No Water No Us, an internationally recognized water advocate and speaker whose influence spans policy, innovation, and public engagement. His life’s mission? To ensure that every drop counts. From the future of wastewater reuse to redefining water as the new luxury, Malek shares his bold, urgent vision — one that blends environmental activism, cultural diplomacy, and pragmatic business sense.
Alexander Chetchikov: The Global Water Crisis: Where Do We Stand?
You’ve dedicated your life to advocating for water conservation. What do you see as the most urgent water-related challenges the world is facing today?
Malek Semar: When nature is suffering, people die—and nature, too, thirsts for clean water. Before talking about water as a social, environmental, and economic issue, do we know the water itself? If water could speak, a single drop could answer. There is only one Water, and it is everywhere. It hears and sees everything and knows everything. Each drop contains all the truth.
Each drop is 4.5 billion years old, meaning that the quantity is the same since the very beginning. Each drop has crossed every ocean, watered every mountain and forest. The same drop we drink was drunk by another human, animal, or plant several times. The drop that is causing controversy today has occurred many times across the globe and has been a catalyst for the birth of all civilizations. Life exists due to the tireless work of this same drop in the water cycle despite waste, pollution, speculation, lack of respect, and recognition. Water is life; it is not only a quote.
So, where do we stand?
Imagine adding a single drop of poison to a one-liter bottle of water. Just one drop—and the entire bottle is contaminated. Now, imagine that same bottle filled with 80% poison. That bottle is our planet. Right now, 80% of the world’s wastewater is dumped back into nature without any treatment. Eighty percent!
It’s too late to fix everything or save everyone, but doing nothing would be a grave mistake. We must do all we can to limit the devastating consequences ahead. This is where we stand.
AC: The Future of Clean Water: Innovation & Solutions
Technology is rapidly evolving in water purification, desalination, and conservation. What groundbreaking innovations excite you the most in the quest for sustainable water solutions?
MS: We need more affordable and sustainable solutions for the water sector, both in sanitation and drinking water treatment.
A technical solution is not enough to solve water issues. We need to understand the beliefs of each population and their link to water. The culture is the link between humans and nature, between technique and nature. One key difference between developed and developing countries lies in wastewater management. Countries that have advanced are those that treat and manage their wastewater effectively. As for the others, the gap is clear. The Glaas report from the United Nations explains that one dollar invested in water means four to seven dollars generated as a return to the economy.
Wastewater is our lifeline. No one dies because they have no water to drink. However, 4 million people die every year, and millions are sick every day, because the water they consume is unhealthy. Just one drop can be the difference between a better world and a worse one. The solution is in water reuse.
Let’s talk about a concrete solution — more data, less concrete. Decentralized and positioned closer to the sources of pollution: people and their activities. Coordination must be global, but solutions need to be tailored locally. The key is to tackle pollution as close to its source as possible — human beings and what they do. The container offers a practical answer: whether 20 feet or 40 feet, it speaks a universal language.
For example, FIA (France Industries Assainissement) developed a compact container-based wastewater treatment plant that is mobile, intelligent, and cost-effective. It integrated the notion of a circular and virtuous economy with the reuse of water and sludge output (irrigation, fertilizer, compost and more). The station is a complete treatment facility housed in a container, designed for easy transport, quick installation, high mobility, and simplified maintenance. Its flexible and modular design also allows it to be adapted for water purification, desalination, and conservation purposes.
In 2017, Irina Bokova (UNESCO, Director General 2009/2017) said: “At a time when demand is growing and limited resources are increasingly stressed by over-abstraction, pollution and climate change, we simply must not neglect the opportunities from improved wastewater management. We cannot afford to waste wastewater”. – And I believe the solution is proper water management, for everything.
Legend: Mediterranean of the Future – Acte 6 – Every drop counts. Water is life!
AC: The Role of Governments & Corporations
From policymakers to global corporations, who should bear the greatest responsibility for ensuring access to clean water? Are governments doing enough, or does the private sector need to step up?
MS: Clean water is essential for public health, whether it is used for drinking, domestic use, food production, or recreational purposes. Improved water supply and sanitation, together with better water resources management, stimulate economic growth in countries and contribute greatly to poverty reduction.
In 2010, with UN Resolution 64/292, water became a common good and a human right, underscoring the significant responsibility it is for all of us.
In 2015, the Sustainable Development Goals (SDGs) arrived; the same year, African water ministers met in Ngor and signed the declaration of the same name to meet the 2030 Agenda. This is the action part, and this means that the state must involve companies, startups, and large groups to accelerate.
But over the past fifteen years, the situation has only worsened. In 2025, 30% of the world’s population will lack access to safe drinking water, and 60% will lack adequate sanitation. In 2050, the global population will reach 10 billion, with most people born in regions already facing severe water shortages. The emergency is no longer a future threat; it’s already here.
It’s not easy to predict anything for the next 3 years. But things are moving quickly. Today, we can achieve more in three years than we could in twenty back in 2010. Anyway, we are talking about the survival of humanity. Responsibility lies with everyone. Rights do not cancel out duties — this applies to governments, organizations, and every individual citizen.
In the world as it should be, water is free for everyone, and we find new business models to make money around it. Artificial Intelligence will play a key role. In this future, we’ve finally connected business with climate responsibility.
AC: No Water No Us: Driving Real Change
Through your organization, No Water No Us, you’ve been actively working to address water crises worldwide. Can you share some of the key initiatives and projects you’ve launched to promote water sustainability and ensure access to clean water?
MS: For Water, too much is never enough.
No Water No Us has worked for years to raise awareness and offer sustainable solutions for water issues. To date, we have operated in over 30 countries. Our efforts are amplified through partnerships and a wide network of dedicated artists and athletes. By utilizing art and sport, supported by my associates Blaise Matuidi and Yohan Benalouane, we create a positive social impact by establishing our initiatives and supporting existing water-focused projects.
Blaise Matuidi, Malek Semar, and Yohan Benalouane
Following the Sustainable Development Goals, we focus on wastewater, drinking water, and biodiversity. Unsafe water affects biodiversity, public health, and national economies, impacting society, the environment, and the economy alike.
We created a show for water awareness, “L’Eau Mais”, had the label Season Africa 2020. Touring nine African countries, the show uses dance, music, and culture to explore the relationship between water and human activities, for example, highlighting water-related conflicts in Egypt and the connection between water and population growth in Nigeria. This show is set to become a free educational platform for schools.
From November 2022 to February 2024, four of our ambassadors cycled across 20 countries, delivering school talks, humanitarian projects, and awareness campaigns to learn about water issues across diverse regions and communities.
Through our Climb for Water initiative, we use mountain climbing expeditions to raise awareness of water issues at the world’s highest summits. Alongside the climbs, we organize conferences, interviews, and international solidarity installations focused on access to water. In 2024, in Bolivia, we will transport several tons of equipment to 4,000 meters above sea level to install water supply systems in UNA, a village at the foot of Illimani, the highest peak in Bolivia’s Cordillera Royale. Expeditions to India and Tibet are planned for 2026.
In partnership with UniLaSalle High School, engineering students traveled to Algeria to study sustainable solutions related to olive oil production and water use.
In collaboration with major brands, we organize Talks to explore innovative solutions. We bring together public and private figures, water decision-makers, artists and athletes, civil society, and government. After successful events in Paris with Cadillac and in Tunis with EY and CJD, the next Talks will take place in Geneva in March 2026, before Kinshasa and Brazzaville.
Sabah Kaddouri and Malek Semar at Talk NWNU Paris x Cadillac
AC: Luxury Hospitality & Water Sustainability
Luxury hotels, resorts, and spas often rely on water-intensive experiences, private pools, golf courses, and wellness treatments. What are the best strategies for high-end hospitality brands to reduce their water footprint while maintaining an exclusive guest experience?
MS: For example, it takes 250 liters of water to produce a single cup of coffee (water footprint). So, every process uses a significant amount of water.
A shower running without turning off the tap can consume up to 200 liters. I tell myself that the real problem lies elsewhere; I would rather use 1,000 liters of water, treat it completely, and return it clean to the water cycle, than use one liter and discharge it polluted.
I keep coming back to wastewater management and reuse as a salvation plank; this is true for all individuals and all human activities, including Luxury hotels, resorts, and spas.
AC: Luxury Industry as a Force for Water Sustainability
The World Luxury Chamber of Commerce unites leading luxury brands to drive collaboration, innovation, and business growth. Given your expertise, what impactful initiatives could WLCC launch to help the luxury industry lead the way in global water sustainability efforts?
MS: In the collective mindset, luxury and sustainability are often seen as opposing forces. However, for years now, a new form of luxury has been emerging—one rooted in responsible water use. By 2030, LVMH aims to reduce its global water footprint by 30% through its Life 360 program. In 2021, Longchamp launched the Pliage Green line, creating sustainable products made from 100% recycled yarn, partly sourced from ocean plastic waste, before extending this approach to its entire Pliage range, ready-to-wear, accessories, and eyewear. Louis Vuitton established a Sustainable Department in 2018, targeting a 55% reduction in CO2 emissions by 2030. Guerlain, often hailed as a leader in sustainable beauty, has championed eco-design principles across all its production lines since 2017.
Numerous other initiatives complement these efforts. For instance, between 2019 and 2022, Hennessy and Loro Piana reduced water consumption in their distillery and manufacturing facilities by 26% and 25%, respectively.
In my view, WLCC should, first and foremost, be a worthwhile sounding board and act as a reflector and as an intermediary, sharing best practices that combat climate change and safeguard our most precious resource: water.
We can initiate by arranging a Talk No Water No Us about luxury, in collaboration with the World Luxury Chamber of Commerce, giving a voice to luxury brands genuinely committed to protecting the planet.
Left: Action UniLaSalle For Water; Right: Talk NWNU Tunis
AC: Water as the New Luxury?
With clean water becoming an increasingly scarce resource, do you believe water itself is becoming a new form of luxury? How can we ensure it remains accessible to all while maintaining its importance in high-end experiences?
MS: Time is changing, as well as mindsets. Luxury should be a model that has a systematic view of its environmental impacts, not one that follows. According to the Boston Consulting Group (BCG) study, 64% of future luxury consumers from the ‘Z generation’ want committed companies.
We don’t have a choice. Every civilization was founded around a water source, and vanished when that source dried up. Life itself is the ultimate luxury, a truth universally recognized. Water is life. While some may see it as just a proverb, the reality is clear: water truly is life. In conclusion, water is our greatest luxury. No Water, No Luxury.
Robert Francis Kennedy, the 64th United States Attorney General (1961–1964), once said: “We are witnessing something unprecedented: water no longer flows downstream; it flows towards money.”
I hope that in the future, water will be seen more as a source of peace rather than conflict or profit. And I hope for global water governance endowed with real authority. While solutions must be tailored locally, coordination needs to be worldwide, because water knows no borders.
I remain optimistic. “We can fight, water will bring us together.”
A Closing Word In an age where climate imperatives are no longer distant warnings but daily realities, Malek Semar’s insights offer a vital reminder: water is not only the world’s most essential resource — it is its most sacred. Through No Water No Us and his role on the WLCC Board, Malek is challenging industries, governments, and individuals alike to treat water not as a commodity, but as a common good — and, yes, a luxury to be preserved for all.
As the luxury sector evolves its vision of excellence in a climate-conscious era, Malek’s vision is clear: true luxury respects the planet. And water — ancient, universal, and irreplaceable—must be at the heart of that transformation.
Artificial Intelligence is transforming real estate. San Francisco’s luxury property market, long a symbol of the tech world’s wealth, is experiencing a dramatic resurgence. With AI startups booming and a new generation of entrepreneurs looking to call the city home, ultra-luxury residences are once again in high demand. Properties ranging from $7 million to upwards of $70 million are not only being sold but also sought after with renewed intensity.
A Resurgence at the Top End
San Francisco’s luxury housing market, long associated with the tech elite, is experiencing renewed demand. After years of slowed high-end sales, 2024 saw record-breaking activity:
More homes sold above $20 million than in any prior year.
Buyers include both returning residents and new tech entrants.
Notable deals: Laurene Powell Jobs purchased a mansion for around $70 million, and another tech executive bought a $52 million property.
The recent surge is closely tied to San Francisco’s rise as a center for AI innovation. With the Bay Area home to major players like OpenAI and dozens of startups, the city has become the go-to location for AI entrepreneurs and investors.
Key financial factors
Secondary share sales by startups allow early employees to access liquidity.
These sales convert stock into cash, funding multi-million-dollar property purchases.
Buyers are investing heavily in renovations, signaling long-term residence plans.
San Francisco is reaping more than just economic gains; the luxury housing sector is thriving, fueled by confidence, capital, and the ambition of a new elite. 2025 is shaping up to be a landmark year for high-end real estate in the Bay Area, where innovation and property wealth intersect like never before.
Exclusivity and legacy have always defined the success of luxury brands, but these strengths are tested when markets become unpredictable. In a landscape shaped by economic shifts, political uncertainty, and evolving consumer expectations, the most enduring luxury brands are those that go beyond tradition. They cultivate resilience, not just through financial strength, but through adaptability, strategic clarity, and an unwavering commitment to identity.
For members of the World Luxury Chamber of Commerce, mastering these principles is essential. In an increasingly competitive global marketplace, resilience is what separates temporary success from enduring leadership. But how do luxury brands build resilience?
Commitment to Brand Heritage
A deep commitment to brand heritage is one of the most critical pillars. Iconic houses like Hermès exemplify this by safeguarding their founding narratives and timeless aesthetics. Their refusal to discount products maintains pricing integrity and reinforces exclusivity, ensuring long-term trust with their clientele, even during market fluctuations.
Actionable Insights:
Codify your brand’s founding story and integrate it into all internal and external communications to ensure a consistent narrative.
Audit current marketing efforts to align visual identity, tone, and messaging with core heritage values.
Avoid promotional pricing strategies that may dilute long-term brand equity; instead, focus on elevating perceived value.
Navigating Sustainability with Strategy
Sustainability has evolved from a trend into a necessity, but for luxury brands, integrating ethics without compromising craftsmanship is a nuanced task. Brands that succeed view sustainability as a long-term investment. Those aligning with environmental responsibility and social transparency stand out as modern, credible, and future-focused.
Actionable Insights:
Conduct a full sustainability impact assessment, from sourcing to packaging, to identify gaps and opportunities for responsible improvement.
Develop clear sustainability KPIs and publicly share annual progress to build stakeholder trust and accountability.
Collaborate with artisans and suppliers who meet ethical standards to protect the integrity of your production chain while supporting sustainable innovation.
Digital Evolution Without Compromise
The digital landscape is transforming luxury consumption. Online boutiques, AI-driven personalization, and virtual showrooms offer convenience, but luxury is still defined by emotional and sensory depth. Resilient brands don’t compromise; they enhance human connection through digital tools.
Actionable Insights:
Invest in digital platforms that replicate the intimacy of in-store experiences (e.g., private virtual styling sessions, high-end AR try-ons).
Use customer data to personalize the experience, but maintain elegance and subtlety in how personalization is delivered.
Train digital sales teams in luxury etiquette to ensure online engagement meets the same standard as physical interactions.
Geographic and Operational Agility
Resilient brands don’t rely on one market alone. Diversifying across regions gives luxury houses the agility to respond to local disruptions without losing momentum. Operational flexibility, especially in supply chains and distribution, becomes a vital shield against volatility.
Actionable Insights:
Map regional dependencies and develop contingency plans to shift operations or supply chain routes in response to geopolitical or logistical issues.
Expand into culturally aligned emerging markets through targeted entry strategies, such as pop-ups or exclusive partnerships.
Create multi-hub distribution networks to reduce fulfillment delays and improve responsiveness to localized demand shifts.
Proactive Leadership in Uncertainty
In times of uncertainty, the most resilient brands lead rather than react. They anticipate disruption, act early, and pivot with purpose. This mindset transforms uncertainty into momentum for innovation and renewal.
Actionable Insights:
Form a “resilience council” within your leadership team to regularly assess market trends, threats, and innovation opportunities.
Allocate a percentage of your annual budget to experimental or future-focused projects that may not show immediate ROI but build long-term strength.
Reframe challenges as creative prompts, from supply limitations to consumer shifts, and task teams with designing adaptive luxury experiences.
Key Takeaways: Principles for Enduring Luxury Resilience
Preserve Heritage to Strengthen Identity: Upholding brand legacy and consistency builds emotional value and consumer trust.
Diversify Markets to Mitigate Risk: Expanding internationally allows brands to remain stable amid regional fluctuations.
Lead with Purpose Through Sustainability: Ethical sourcing and responsible values are vital for long-term credibility.
Elevate Luxury with Thoughtful Innovation: Technology should enhance, not replace, the personal nature of luxury.
Act with Agility in Times of Change: Proactive decision-making and strategic flexibility are essential for staying relevant.
Economic fluctuations, political instability, or shifting consumer preferences are present challenges in the luxury sector. Yet, global luxury brands that embed resilience into their DNA are the ones that not only survive but also lead.
For members of the World Luxury Chamber of Commerce, this is an opportunity to champion best practices and invest in long-term resilience. True luxury is about endurance, ethics, and evolution.
Luxury, once defined by exclusivity in fashion, watches, and jewelry, has evolved into an expansive ecosystem that reflects changing consumer values, behaviors, and emotional desires. According to the report “The New Lines of Luxury” published by Frog (Capgemini Invent), the definition of luxury is rapidly shifting, driven by ultra-high-net-worth individuals (UHNWIs) and high-net-worth individuals (HNWIs) across global markets. This comprehensive study surveyed 6,472 affluent consumers across key regions to uncover how expectations and spending behaviors are evolving in today’s dynamic luxury landscape.
Luxury now stretches beyond products; it encompasses financial services, travel, wellness, and lifestyle experiences. The modern luxury consumer, regardless of their geographical location, expects personalization, cultural connection, emotional resonance, and lasting value.
Spending Trends in Emerging Markets and the Rise of Younger Generations
The report draws from a diverse global panel spanning mature, emerging, and high-growth luxury markets. Among the surveyed regions, Europe accounts for the largest share at 29%, followed by the Americas (22.5%), Southeast Asia and Oceania (17.9%), China (15.5%), the Middle East (6.4%), India (4.8%), and Japan (3%). In historically mature luxury markets (such as Europe, North America, and Japan) consumers display more conservative spending habits, a trend often referred to as “luxury fatigue.” These respondents tend to approach luxury purchases more cautiously, allocating a smaller portion of their disposable income to high-end goods and experiences. In contrast, emerging markets, particularly China and India, exhibit a heightened enthusiasm for luxury. Remarkably, up to 10% of respondents in these countries report spending over $1 million per year on luxury, despite having significantly lower average wealth compared to their counterparts in mature markets. This underscores the strong aspirational drive and growth potential in these regions.
Among the 6,472 affluent consumers surveyed in the report, several key insights emerged regarding luxury spending behavior:
Half of all respondents reported spending over $100,000 annually on luxury goods and experiences.
6% of those surveyed indicated they spend more than $1 million per year, with the highest concentration of these top spenders found in emerging markets such as China and India.
Gen Z, now representing 11% of global wealth, is proving to be an increasingly influential segment, despite holding less total wealth than older generations.
Looking ahead, respondents shared optimistic projections for luxury spending over the next two years across key categories:
Travel & Hospitality: Average projected spend of $135,000; top 10% expect to spend over $770,000.
Fashion: Average spend of $85,000; top 10% project spending over $480,000.
Automobiles: Average spend of $180,000; top 10% anticipate spending upwards of $1.3 million.
These figures highlight not only the scale of luxury consumption among the affluent but also the shifting priorities and the growing influence of younger and emerging market consumers in the luxury space.
Preferred Luxury Categories and Evolving Expectations
As luxury continues to evolve beyond products into lifestyle and emotional value, consumer preferences are shifting accordingly. The frog report highlights that affluent individuals today prioritize experiences over ownership, with a growing desire for everyday enchantment, moments that are meaningful, memorable, and personal.
Among all luxury categories surveyed, Travel & Hospitality stands out as the top choice for high-net-worth individuals across genders, regions, and generations. This strong preference does not always reflect global travel but instead illustrates a broader appreciation for immersive, well-curated experiences, even those close to home.
In markets like the U.S. and Japan, where passport ownership remains relatively low (approx. 50% and 17% respectively), the trend toward luxury staycations is on the rise.
Consumers in these regions favor local hospitality experiences that deliver uniqueness and quality without the need for long-distance travel.
Across all generations, Gen Z values experience most, scoring travel & hospitality eight points higher in preference than other generations.
Beyond travel, several other luxury categories ranked high in preference:
Automobiles: Especially favored by men and respondents in the Middle East.
Fashion & Accessories: Maintains strong appeal across all groups.
Beauty & Wellness: Highly favored by younger generations, particularly Gen Z and Gen Y.
Jewelry and Watches: Continue to resonate, particularly for those seeking timelessness and tangible value.
While popular, luxury categories show varying levels of customer satisfaction. Overall, 78% of respondents report being satisfied with their experiences; however, differences emerge across various segments. Hard luxury items like watches and jewelry lead to satisfaction, thanks to their perceived value and craftsmanship. In contrast, beauty products (especially popular among younger consumers) receive lower satisfaction scores, highlighting a gap between brand promises and actual delivery. Gen Z reports the lowest satisfaction overall, suggesting many brands still struggle to meet the expectations of this generation.
In terms of emotional brand engagement, the report also reveals which names have achieved iconic status. The Top 15 Most Loved Luxury Brands include:
Rolex, Chanel, Louis Vuitton, Hermès, Dior, Ferrari, BMW, and Mercedes-Benz, among others.
These brands excel in storytelling, quality, and cultural symbolism, creating deep emotional bonds with consumers.
However, one paradox stands out: despite travel & hospitality being the most preferred category, no travel or hotel brand made the top 15 list. The highest-ranking hospitality brand, Hilton, only reached 34th place. This reveals a branding gap in the travel sector, while experiences are valued, hospitality brands have not yet earned emotional loyalty at the same level as product-based maisons.
Ultimately, the study identifies several key decision drivers that truly motivate luxury purchases. Across all wealth tiers and generations, the following emerged as the most influential:
Legacy and long-term value: Products that appreciate over time or can be passed down.
Exclusivity and personalization: Tailored, rare experiences that feel uniquely made for the buyer.
Craftsmanship and quality: Attention to detail and authenticity.
Innovation and creativity: A desire to be among the first to engage with new ideas or trends.
Cultural authenticity and sustainability: Respect for local traditions, ethical values, and responsible sourcing.
Gen Z is emerging as a powerful force in the luxury market, bringing with them a more neutral, independent approach to consumption. While they share many values with older generations, such as a desire for quality, exclusivity, and innovation, their motivations are still evolving. This generation is less influenced by traditional marketing tactics, signaling a need for brands to rethink how they engage with younger, digitally native consumers. Their behaviors represent a rich opportunity for innovation, as the industry seeks to understand and connect with this influential demographic on a deeper, more authentic level.
At the same time, the luxury industry is undergoing a broader transformation. Today’s affluent consumers are more global, younger, and focused on emotional connection, social responsibility, and intergenerational value. Markets like India, China, and the Middle East are showing rapid growth, while sectors such as travel, fashion, and beauty must adapt to deliver experiences that match their desirability. Ultimately, luxury is no longer just about status; it’s about meaning, impact, and legacy. As the Frog x Capgemini Invent report highlights, brands must move beyond traditional notions of opulence and embrace a more human, values-driven definition of luxury.
According to a new study by Bain & Company and Altagamma, global luxury sales are forecasted to grow in 2025, albeit at a slower pace. While economic and political tensions, including tariff threats and macroeconomic volatility, are expected to moderate the sector’s momentum, the industry remains structurally sound, with strong fundamentals and expanding consumer bases.
The study, which is a benchmark in the luxury sector, reflects cautious optimism amid shifting global dynamics. Despite short-term pressures, long-term growth drivers (such as Gen Z consumers, China’s recovery, and digital luxury) continue to anchor the industry’s resilience.
The study offers a concise snapshot of the trends, forecasts, and consumer shifts that are shaping the global luxury landscape. Here are the most important takeaways that industry leaders should note.
Strategic Highlights:
Market Growth: Global luxury sales are expected to reach €540–€580 billion by 2025, up from €362 billion in 2023, with a 5%–7% annual growth rate through 2030.
China’s Rebound: China is set to reclaim its position as the top luxury market, with domestic spending rising. It could account for 35%–40% of global sales by 2030.
U.S. Stability: The post-pandemic boom is tapering, but the U.S. remains the largest luxury market, driven by affluent Millennials and Gen Z.
Europe’s Tourism Boost: Inbound travel and favorable currency conditions are fueling a rebound in luxury retail, though local consumer confidence remains fragile.
Gen Z & Alpha Influence: Gen Z will comprise 25%–30% of luxury purchases by 2030. Gen Alpha is already shaping brand preferences through digital exposure and early engagement.
Shifting Business Models: Brands are focusing on direct-to-consumer, personalization, and sustainability to meet changing consumer expectations and build long-term loyalty.
Despite a landscape marked by uncertainty, from geopolitical tensions to shifting consumer habits, the global luxury industry remains on solid footing. The findings from Bain & Company and Altagamma highlight a sector that is not only weathering global headwinds but evolving in response to them.
Structural resilience, generational transformation, and regional rebalancing are shaping a new era for luxury. China’s renewed domestic momentum, the spending power of digitally native consumers, and the industry’s strategic pivot toward direct engagement and sustainability point to a more agile and forward-looking market.
While the pace of growth may temper in the near term, the luxury sector is entering a phase defined less by short-term spikes and more by sustainable, high-quality expansion. For brands willing to invest in relevance, personalization, and purpose, the years ahead present a refined recalibration.
Author: Elizabeth Solaru Publication Date: 2024 Amazon Rating: 5
The WLCC Luxury Library is a vital hub for luxury professionals and enthusiasts, offering a curated collection of insights, trends, and knowledge in the luxury sector. Tailored for members of the World Luxury Chamber of Commerce, it offers up-to-date resources on branding, marketing, and high-end consumer behavior. Through a focus on learning and collaboration, the Luxury Library seeks to inspire innovation and raise the bar within the luxury sector.
The LUXPreneur: How to Start and Build a Successful Luxury Brand, written by internationally recognised luxury consultant Elizabeth Solaru, is a practical and insightful guide for aspiring and established luxury entrepreneurs. Drawing from over 20 years of global experience working with UHNWIs and royalty, Solaru addresses the central question faced by luxury businesses: How do I find and sell to affluent clients?
The Book Reveals Several Foundational Lessons, Including:
An in-depth analysis of luxury entrepreneurship and the psychology of high-end clients.
A categorization of various types of luxury entrepreneurs helps readers understand their place in the industry.
Insight into the distinct psychologies of luxury clients, including how and why they make purchasing decisions.
Practical guidance on where and how to find affluent clients, both in digital spaces and through offline strategies.
Strategies for selling to high-end clientele and a breakdown of how luxury brands create allure and desirability.
Advice on tailoring your brand approach to different types of luxury buyers (aspirational to the ultra-wealthy).
Unique and valuable perspectives on the archetypes of luxury entrepreneurs, grounded in experience and observation.
A practical roadmap for those looking to launch or grow a small to medium-sized luxury business.
Foundational knowledge and strategic guidance are designed to help readers succeed in the luxury market, whether they are beginners or experienced entrepreneurs.
“The LUXPreneur” is a strategic companion for anyone serious about succeeding in the high-end market. Whether launching a new venture or refining an existing brand, this book provides the clarity, tools, and mindset needed to thrive.
Breaking new ground in the world of luxury travel, Bvlgari Hotels & Resorts has revealed plans for anultra-premium resort in Abu Dhabi, developed in partnership with leading Emirati real estate firm Eagle Hills. Scheduled to open in 2030, the retreat will be nestled on a private island, accessible only by a specially constructed bridge, offering unmatched seclusion just minutes from the city. Could this be the next icon of Middle Eastern luxury?
Blending timeless Italian design with the elegance of Gulf architecture, the resort is envisioned as a sanctuary of modern luxury. Designed by the renowned ACPV ARCHITECTS Antonio Citterio and Patricia Viel and landscaped by LAND SRL, the project brings together refined craftsmanship and natural beauty.
At the heart of this ambitious venture are several standout features:
60-room luxury resort, including 30 beachfront villas, each with a private pool and panoramic sea views.
90 private mansions, ranging in size from 1,650m² to 2,500m², featuring: 8 beachfront estates with direct access to private beaches and select homes equipped with docks for yachts up to 25 meters long.
A spectacular Bvlgari Villa: Spanning 1,200m² with five bedrooms, a 20-meter private pool, and expansive outdoor living spaces.
Beyond its accommodations, the resort will offer a curated suite of amenities that reflect Bvlgari’s distinctive blend of style, well-being, and fine living.
Signature Amenities:
Bvlgari Spa (2,000m²), including a 25-meter indoor pool, 1,000m² fitness center, and outdoor wellness deck for open-air treatments.
Il Caffè, Bvlgari’s signature Italian restaurant concept.
Bvlgari Dolci, boutique for artisanal sweets and gifts.
La Galleria, a lifestyle concept store featuring fashion, design, and culture.
Multiple fine dining options offering global cuisines.
Private Yacht Club and a 40-berth marina.
City-facing Ballroom for private events, galas, and celebrations.
According to Bvlgari CEO Jean-Christophe Babin, the project is more than just a hospitality destination; it’s “a tribute to Abu Dhabi’s cultural identity,” and a bold new benchmark in the world of haute hospitality. His long-standing partnership with Eagle Hills founder Mohamed Alabbar brings deep regional insight to a project grounded in international design standards and luxury heritage.
This venture comes as part of Bvlgari’s broader global expansion, including the forthcoming Bvlgari Resort & Mansions Cave Cay in the Bahamas, set to open in 2029 on a private 220-acre island.
With a rare blend of privacy, design excellence, and bespoke living, this island escape stands as a striking new symbol of luxury in the Middle East.
Paris Men’s Fashion Week Spring/Summer 2026 opened with a strong sense of luxury and anticipation. From June 24 to June 29, 2025, the French capital once again asserted itself as the ultimate epicenter of high-end fashion. The event generated an estimated economic impact of €1.2 billion and attracted nearly 30,000 international visitors, held primarily at the iconic Palais de Tokyo. Featuring over 70 esteemed fashion houses, this year’s Men’s Fashion Week marked a pivotal moment of innovation and refinement in the world of elite menswear.
Dior’s Spring/Summer 2026 collection by Jonathan Anderson was one of the most eagerly awaited highlights of the week. This marked Anderson’s first collection since taking over from Kim Jones, and the campaign gained significant attention with football star Kyliangrou Mbappé as its ambassador. On the other hand, Saint Laurent made a notable return, kicking off the event on June 24 under the artistic direction of Anthony Vaccarello. Later that same day, Pharrell Williams unveiled the Louis Vuitton collection in a striking show set at the forecourt of the Centre Pompidou. The week closed with Simon Porte Jacquemus presenting his “Le Paysan” collection at the Orangerie du Château de Versailles, revisiting a venue that had hosted his previous “Le Chouchou” show in 2023.
The week also showcased fresh creative energy, with designers like Julian Klausner presenting their debut collections for established houses such as Dries Van Noten. Avant-garde and emerging brands from around the world, including the Indian label Kartik Research, Camiel Fortgens, Camperlab, and P. Andrade, brought a dynamic and experimental spirit to the event.
Beyond the runway shows, Paris Men’s Fashion Week offered a rich program of cultural exhibitions and events. Visitors could explore the “Balenciaga by Demna” retrospective at the Kering group headquarters, which traced the designer’s decade-long impact on the house. The Palais Galliera hosted an extensive Rick Owens retrospective, while Swedish brand Acne Studio opened its first gallery, “Acne Paper,” at the Palais Royal. Additionally, the “Miu Miu Summer Reads” program paid tribute to women with curated readings at the Bibliothèque Nationale de France.
Amid a shifting fashion landscape, several key factors underscored Paris Men’s Fashion Week’s standout role this season:
The event took place amid economic challenges and significant changes in the fashion world, highlighting the resilience and creativity of the industry.
London canceled its men’s fashion week.
Milan presented a reduced schedule for men’s fashion.
Paris solidified its position as the premier destination for luxury menswear.
The event attracted an international audience.
Paris set the tone for the future of men’s fashion.
Paris Men’s Fashion Week SS26 has once again affirmed the city’s status as the global capital of fashion, showcasing its cultural influence and economic power, highlighting its significant contribution to the city’s luxury ecosystem. Paris remains the heartbeat of men’s luxury fashion, driving creativity and excellence into the years ahead.
In an era where legacy no longer guarantees dominance, and where digital disruption challenges centuries-old luxury traditions, few voices resonate with as much authority and insight as Ilona Orbok. Recognized by Forbes as a leading global expert in luxury, Ilona wears many hats: she’s the CEO and founder of the ICL brand, the face behind Ilona Calls Luxury on YouTube, a seasoned partner at a major international consultancy, and a familiar face to viewers of RTL’s Shark Tank. With academic roots in the elite programs of SDA Bocconi and ESSEC, her influence spans boardrooms, media screens, and international stages.
In this exclusive conversation, WLCC President Alexander Chetchikov sits down with Ilona to explore what’s driving transformation in the luxury sector—from global expansion pitfalls to regulatory pressure, from rising Startup culture to the power of storytelling in the digital age.
Alexander Chetchikov: You’re one of the few experts navigating both luxury and tax strategy at a global level. What do luxury businesses often get wrong when it comes to international expansion?
IO: As luxury brands expand internationally, they encounter a wide array of challenges: Cultural, operational, strategic, and reputational. One of the core complexities lies in the fact that luxury is not a universally defined concept. Regional preferences can differ dramatically: in markets like Japan, consumers tend to favor understated elegance, while others respond more positively to bold, conspicuous branding.
Another significant hurdle is the lack of preparedness for weak intellectual property enforcementand widespread counterfeiting in certain emerging markets. Brands must also prioritize local adaptation, tailoring products and experiences to suit distinct cultural tastes and consumer behaviors.
Economic and political risks vary across borders, requiring constant vigilance. Regulatory differences (Including import duties, taxes, and market restrictions) can significantly impact operations. A well-calibrated pricing strategy is essential to maintain brand integrity while remaining competitive.
In today’s volatile geopolitical climate, brands must navigate increasing trade barriers, shifting tax regimes, and mounting regulatory scrutiny, all of which can complicate market entry and growth. Finally, sourcing and retaining highly skilled local talent remains a persistent challenge, yet it is crucial for sustaining brand excellence and delivering authentic customer experiences.
AC: The luxury sector has seen a boom in entrepreneurial entrants. What kind of founders or ideas catch your attention as an investor?
IO: There have never been so many startups in the luxury market as there are now. Traditionally, the industry has been dominated by heritage and legacy luxury brands, often with a rich history dating back more than a hundred years. For a newcomer, it was virtually impossible to break into this elite circle. But the status quo has transformed significantly, resulting in a boom with luxury brands entering the market as startups. The market has become more flexible, more open to innovation, and we are seeing the rise of an increasing number of successful new luxury brands.
As an investor, I absolutely experience this market shift as I receive numerous inquiries from entrepreneurs regarding the launch of a new luxury product, service or brand.
I usually seek a clear and authentic narrative, often rooted in the founder’s vision or in the brand’s cultural identity. Storytelling, too, plays a vital role. Furthermore, in my view, a strong social media presence is essential for any new idea. Without it, launching a new brand is almost impossible today.
AC: How is the current regulatory environment reshaping how luxury brands think about risk and structure?
IO: The regulatory environment for luxury brands is both complex and constantly evolving, posing not only significant challenges but also strategic opportunities. Regulation acts as both a constraint and a catalyst for transformation across the industry.
Luxury houses operate within a multifaceted legal framework encompassing ESG standards, data privacy laws, and anti-counterfeiting measures. This compels them to invest heavily in compliance infrastructure, legal audits, and skilled regulatory teams. In certain jurisdictions, brands are required to form joint ventures or adopt franchise models to gain market access. Meanwhile, in regions where intellectual property protection is weak, the risks to both brand reputation and revenue can be substantial.
The European Union stands out for its strict regulatory environment, with frameworks such as the GDPR, anti-greenwashing directives, and mandatory ESG reporting. While conglomerates can centralize compliance functions and absorb the cost, independent and emerging luxury brands face disproportionately higher per-unit compliance expenses.
A new and pressing development is the implementation of the OECD’s BEPS 2.0 framework, particularly the Second Pillar, introducing a global minimum corporate tax. This initiative seeks to harmonize the tax obligations of large multinationals and will have significant implications for the tax strategies of globally operating luxury brands.
In this shifting landscape, luxury brands must design corporate structures that are resilient to regulatory shocks, transparent for compliance, and agile enough to leverage new regulatory openings.Those who succeed will not only protect their brand equity but also position themselves as leaders in a more responsible and sustainable luxury economy.
AC: What did your time on Shark Tank teach you about market-readiness in luxury-focused startups?
IO: As an investor on RTL TV’s Shark Tank business reality show, I have been seeing several promising ventures across various industries. There are fewer luxury startups on Shark Tank in the strict sense of the word, but if we define this in terms of high quality and strong brand positioning, there were a few that I was able to invest in, mostly in the food and beauty sectors.
One of the greatest values of Shark Tank is its educational nature. We push founders to think about market-readiness in real terms: valuation, customer demand, scalability, and emotional detachment from the product. That kind of exposure is invaluable for early-stage brands; it accelerates their learning curve.
Naturally, I always weighed the market potential and return on investment. Since these were financial rather than professional investments for me, having a clear exit strategy and a relatively quick return was crucial. So far, none of these investments have disappointed.
AC: You studied at SDA Bocconi and ESSEC – two of the most prestigious institutions in luxury education. What perspectives did they give you that you still apply today?
IO: One of the most important lessons I learned at SDA Bocconi Milan and ESSEC Paris is that quality, originality, and exclusivity are non-negotiable pillars of luxury. These programs helped me develop a holistic, global perspective. I also came to understand the importance of storytelling and that brand valuation in this industry follows entirely different rules compared to other sectors. Luxury brands can command the highest EBITDA multiples, up to 50 times EBITDA in some cases.
Today, I aim to share the knowledge and experience I gained through these programs, and through my work, in a more entertaining format on my YouTube channel, too.
AC: Can you share a specific tax or financial insight that every luxury brand scaling internationally should know right now?
IO: To cut a long story short, luxury brands scaling globally must be aware of the pricing of intra-group transactions, the so-called transfer pricing principles. This area is under intense scrutiny; therefore, brands need to have a proactive, well-documented transfer pricing policy.
According to the OECD BEPS 2.0, intangible assets like “brand equity” must be substantiated with economic substance. The profit splits based on actual value creation across the group, especially in the case of digital and storytelling functions, are distributed. Luxury brands with high marketing spend in-market must balance where brand value is being created. As this industry generally operates with very high profit margins, profit distribution across jurisdictions can be challenging to comply with international and local regulations.
AC: Recently, you launched your own YouTube channel, Ilona Calls Luxury. What inspired you to step into this format, and what are you hoping to communicate to your audience through this platform?
IO: In my opinion, social media presence is crucial for luxury brands, especially in today’s digital world. Social media is no longer optional. Some of the most successful new players are built entirely on it.
I have always preferred out-of-the-box thinking. My core focus is on the economics of the luxury industry, a niche area that surprisingly few experts specialize in. I combined this interest with the storytelling culture so central to luxury and launched my Ilona Calls Luxury YouTube channel two months ago.
Though still very new, the channel experiences high interest globally, as it has already reached around 3 million people. This early traction is incredibly encouraging. To me, it proves that there is a genuine gap in the market and a real demand for a quality type of luxury storytelling and how value has been created, one I am more than happy to meet.
My main goal with these YouTube videos is to educate the audience and introduce a different kind of storytelling. I believe that the luxury industry needs this kind of aspect, especially today of uncertainty and economic turbulence. Customers want to understand the core value and history of each brand, or the trends in the luxury industry. However, these videos are also entertaining for those who are just interested in luxury, business concepts, mysteries, and stories.
Closing Words: Ilona Orbok represents a rare blend of financial acumen, strategic foresight, and deep cultural intuition—qualities that are reshaping the luxury industry in real time. As the boundaries of luxury continue to evolve, guided by innovation, regulation, and storytelling, leaders like Ilona are not just interpreting the future; they’re actively building it.
Stay tuned to Ilona Calls Luxury for more insights!
By Abhay Gupta — Founder & CEO, Luxury Connect LLP | Top 100 Global Voices in Luxury
The Need for an Indian Luxury Identity
The global luxury industry has long been dominated by Western Maisons— brands that have mastered the art of storytelling, craftsmanship, and exclusivity. While India has always been a cradle of luxury, offering exquisite textiles, jewelry, architecture, and artisanal mastery, it has lacked a unified identity that resonates globally. This whitepaper explores how India can redefine luxury by embracing its deep-rooted heritage, sustainability, and craftsmanship, creating an Indian-rooted equivalent to the Western ‘Maison’.
Historical Context: India’s Legacy of Sustainable Luxury
Before industrialization and colonial economic shifts, India was the epicenter of global luxury trade. The country exported fine muslins, intricate brocades, handcrafted jewelry, and artistic home décor to royal courts across Europe, the Middle East, and Asia. The Indian luxury model was inherently sustainable based on decentralized production, generational craftsmanship, and eco-friendly materials.
Textile Mastery: Muslin from Bengal, Banarasi silk, Pashmina from Kashmir
Luxury Architecture & Interiors: Havelis, palaces, and hand-carved furniture
Perfumes & Incense: Attars of Kannauj, sandalwood-based fragrances
Unlike the mechanized luxury production of the West, India’s luxury was rooted in slow craftsmanship, making it more personal and exclusive.
The Western Maison vs. The Indian Luxury Model
In the West, the term Maison denotes a luxury house with in-house craftsmanship and creative mastery. However, in India, luxury brands have largely been positioned as ‘brands’ rather than heritage-driven houses of excellence. This distinction has prevented Indian luxury from being perceived as par with its Western counterparts.
Why India Needs Its Nomenclature:
Maison implies industrial precision; India’s model is artisanal mastery.
Indian luxury is community-driven, unlike the designer-led Western model.
An Indian-rooted term could differentiate homegrown brands in global markets.
Possible alternatives to Maison that reflect Indian heritage could include:
Shilp Griha (House of Craftsmanship)
Ratnaalaya (Abode of Precious Creations)
Aarohana (Ascent to Excellence)
Kalaadhishthana (Sanctuary of Art)
Sustainability & Craftsmanship as Luxury Pillars
With sustainability becoming a central theme in luxury, India is uniquely positioned to lead this transformation. Unlike fast luxury, Indian craftsmanship has always been rooted in natural dyes, organic textiles, handloom weaving, and waste-free production.
Key Differentiators of Indian Sustainable Luxury:
Handcrafted over mass-produced: Every piece tells a story.
Natural, biodegradable materials: Silk, cotton, jute, and gemstone embellishments.
Fair trade and ethical labor: Empowering artisans, not factories.
Cultural sustainability: Reviving dying crafts like Pichwai painting, Bidriware, and Chikankari.
Beyond Fashion: Expanding the Scope of Indian Luxury
While fashion remains a core pillar, true Indian luxury extends beyond textiles. Brands must embrace a holistic ecosystem to create an entire luxury lifestyle offering.
Jewelry & Watches
Promoting India’s unparalleled expertise in goldsmithing, minakari, and gemstone setting.
Shifting from ‘commodity jewelry’ to exclusive, handcrafted heritage pieces.
Luxury Home & Decor
Positioning handwoven carpets, carved furniture, and Mughal-inspired architecture as premium home décor.
Reviving the lost art of royal interior design.
Perfumes & Well-Being
Re-establishing India as the world’s leading attar and Ayurvedic wellness hub.
Blending traditional perfumery with modern luxury branding.
Experiential Luxury
Promoting boutique palace stays, craft-based travel, and Ayurveda retreats.
Creating exclusive, invite-only cultural experiences for high-net-worth individuals.
Creating the Indian ‘Maison’ Equivalent: A Strategic Roadmap
For Indian luxury to compete on a global scale, it must create an ecosystem that mirrors the prestige of European houses while staying true to its roots.
Key Strategies:
Luxury Houses, Not Just Brands: Positioning high-end labels as Shilp Grihas—houses of artistic mastery.
Limited, Bespoke, and Heirloom-Quality Products: Moving away from mass-market appeal.
Artisan-Centric Branding: Elevating master artisans as ‘couturiers’ of their craft.
Storytelling & Provenance: Creating rich brand narratives around heritage and authenticity.
Global Indian Clientele Focus: Catering to NRIs, luxury tourists, and the rising Indian elite.
Case Studies: Indian Brands Leading the Way
Good Earth – Blending heritage with modern Indian luxury lifestyle.
Sabyasachi – Elevating Indian couture to global luxury status.
Jaipur Watch Company – India’s first heritage-oriented luxury watch brand.
Bangalore Watch Company – A homegrown luxury watch brand merging Indian narratives with Swiss precision.
Amrapali Jewels – Reviving Indian heritage jewelry craftsmanship with a global presence.
Taj Hotels – Synonymous with luxury hospitality, blending Indian tradition with world-class service.
Forest Essentials – Positioning Ayurveda as a luxury skincare experience.
The Future of Indian Luxury: The Path Ahead
As India reclaims its space in global luxury, the key to success lies in:
Defining a unique Indian luxury philosophy instead of imitating Western models.
Building an ecosystem of high-end craftsmanship-led brands that cater to both Indian and international clientele.
Educating the market on why ‘Made in India’ luxury is an unparalleled value proposition.
Conclusion: India’s Moment in Luxury
Indian luxury has all the ingredients to emerge as a powerful global force. By redefining its positioning, embracing its heritage, and crafting an identity that is both sustainable and exclusive, India can create a new paradigm of luxury that stands alongside the world’s greatest Maison’s—on its own terms.
This whitepaper serves as a blueprint for India’s luxury sector to evolve beyond ‘brands’ into true houses of excellence.
Abhay Gupta is the Founder & CEO of Luxury Connect LLP and LCBS. Named among the World’s Top 100 Voices in Luxury, he writes at the intersection of culture, commerce, and conscience.
Disclaimer: The views expressed in this article are those of the author and do not necessarily reflect the official stance of the World Luxury Chamber of Commerce, its affiliates, or any brands/entities mentioned.
Simon-Kucher unveils the results of its new international study on luxury purchasing behaviors. While global growth is fueled by India and China, European and American consumers are demonstrating strong attachment to craftsmanship and heritage brands—while becoming increasingly price-sensitive.
Simon-Kucher has published the findings of its international study on luxury consumers. Conducted in April 2025 among over 1,000 consumers in key luxury markets (Europe, the U.S., China, and India), the “Luxury Consumer Study 2025” reveals a sharp polarization in behaviors depending on region: surging demand in India, status-driven loyalty in China, and a growing emphasis on discretion and value in Europe and the U.S.
Strikingly Contrasting Behaviors Across Markets
In India, appetite for luxury is soaring: 84% of current luxury consumers say they plan to increase their spending over the next 12 months—signaling robust industry growth ahead, likely to offset overall slowdown in other regions.
In China, consumption remains strong, supported by high brand loyalty and a pursuit of prestige.
In the United States, a trend of rationalization has emerged: while purchase frequency remains high, consumers are becoming more selective—driven in part by substantial price increases in recent years, which have negatively impacted the perceived value-for-money of luxury goods.
In France and Europe more broadly, luxury remains deeply embedded in consumer habits, but purchasing behavior is shifting toward a more thoughtful and less ostentatious approach to luxury.
In Europe: High Expectations and a More Discreet, Mature Approach to Luxury
European buyers continue to engage with luxury but are scaling back—25% say they intend to reduce their budget. Moreover, expectations around quality, sustainability, and especially price are intensifying. Over 75% of French consumers now compare prices between brands and channels before purchasing a luxury item.
“This level of scrutiny is unprecedented,” says Martin Crépy, Senior Partner and Global Head of the Consumer Goods & Retail practice at Simon-Kucher. “Brands must rethink their value proposition and customer experience to meet these evolving expectations.”
The study points to a gradual shift toward more “intelligent” consumption patterns: preference for timeless pieces, appreciation for artisanal craftsmanship, and rejection of overt logos. The rise of “quiet luxury” in Europe is evident—especially among consumers aged 45 and over. These buyers prioritize quality over display. The dominant profiles are Collectors and Quiet Luxury Enthusiasts—segments that value product authenticity and are not swayed by flashy marketing.
“This pursuit of sophistication without ostentation presents an interesting path for French luxury houses,” explains Camille Drumel, Partner at Simon-Kucher. “They are well-positioned to embody this more intimate, purpose-driven luxury, but must enhance their digital presence and invest in personalization through a reimagined ‘clientelling’ adapted to new channels.”
The “Luxury Consumer Study 2025” was conducted in April 2025 by Simon-Kucher. It surveyed over 1,000 consumers across major luxury markets (Europe, the U.S., China, India), using a representative sample based on age, gender, region, and income level.
About Simon-Kucher
Simon-Kucher is a global consulting firm with over 2,100 employees across 31 countries. Our mission is to help clients unlock sustainable, profitable growth that drives measurable revenue and earnings. We achieve this by optimizing every lever of their commercial strategy—product, price, innovation, marketing, and sales—based on deep insight into customer needs and willingness to pay. With 40 years of experience in monetization, Simon-Kucher is recognized as the global leader in revenue growth and pricing strategies.
To learn more about Simon-Kucher and explore their insights on strategy, pricing, and growth, visit simon-kucher.com
Sustainability, transparency, and ethical practices are taking center stage in the fashion world, and a powerful new story is unfolding far from the traditional fashion capitals. Deep in the Brazilian Amazon, Indigenous designers are stepping into the spotlight as creators, entrepreneurs, and cultural leaders.
With the city of Belém in Brazil set to host the upcoming COP30 climate summit, the world’s attention is turning toward the Amazon as a region rich in creative talent, knowledge, and innovation. For luxury industry insiders, this is a wake-up call and an invitation. It challenges brands to rethink how they work with Indigenous communities—not through appropriation or surface-level storytelling, but through real collaboration and deeper respect for the people and traditions shaping the future of fashion.
The history is well known—artisans’ works copied or purchased cheaply, only to be resold at high-end prices by national and international brands. The result is a deep-rooted mistrust, as well as a demand from Indigenous leaders to shift the narrative. Despite ongoing threats from deforestation and leather production, local designers are modeling a vision of fashion that respects biodiversity and strengthens community resilience.
Designers like Maurício Duarte and Sioduhi Waíkhᵾn are pioneering this model by blending traditional materials, weaving methods, and storytelling with modern branding and business training. Duarte’s presence at São Paulo Fashion Week and his work with dozens of Indigenous families have brought national attention to ancestral knowledge reinterpreted through contemporary fashion. Waíkhᵾn’s concept of “Indigenous Futurism” empowers artisans to maintain their cultural roots while gaining the business tools needed to succeed on their own terms.
This shift is also being driven by education and structured support. MI Moda Indígena, co-founded by Rebeca Ferreira, offers one of the most promising platforms for training a new generation of Indigenous creatives. Through its five-month curriculum, supported by Brazil’s Sebrae agency, students learn design, tailoring, marketing & more —all while grounding their work in their cultural identities. The program’s success, seen in international showcases and growing demand, is also a reflection of its community-first philosophy.
Global brands are increasingly partnering with local artisans to foster ethical and beneficial relationships. A notable example is the Brazilian brand Osklen, which in 2016 collaborated with the Asháninka community. Osklen drew inspiration from their traditional patterns, paying royalties that enabled the Asháninka people to build a school in their village. This positive trend is further supported by initiatives like the guide launched last year by Conservation International, in partnership with Kering and Textile Exchange, aimed at improving fashion’s engagement with Indigenous communities. For the luxury industry, this is more than an ethical opportunity—it is a chance to redefine value through reciprocity and respect.
Some conclusions:
Amazonian designers are reclaiming authorship over their cultural heritage, combining ancestral craftsmanship with contemporary designs.
The industry must shift from appropriation to partnership, ensuring Indigenous collaborators are acknowledged and empowered.
Sustainable fashion in the Amazon means small-scale, high-value production rooted in natural materials and local knowledge.
True luxury, in this context, is not just about aesthetics—it is about fairness, sustainability, and cultural integrity.
Global luxury brands must listen, learn, and most importantly, collaborate with fairness. As the industry faces pressure to align with climate and social responsibility, Amazon’s artisans are authors of the future, making them invaluable partners in shaping a more sustainable and equitable path forward.
What truly makes an object worthy of being called “luxury“—is it innovation, price, performance, or something far less tangible? As electric vehicles (EVs) become increasingly central to the automotive industry’s future, a quiet tension emerges. While they promise progress and environmental responsibility, EVs have yet to be embraced as enduring symbols of prestige. They remain technologically advanced, but emotionally unanchored.
Despite bold design, remarkable performance, and sophisticated interfaces, electric cars often lack the soul and storytelling that define luxury icons. Instead of becoming prestige assets, they risk being seen as short-lived gadgets, shaped more by software cycles than craftsmanship. In an age where meaningful differentiation and lasting value are the cornerstones of true luxury, many EVs feel interchangeable, clinical, and ultimately disposable. The question, then, is not whether electric cars can be luxurious, but whether they can evoke the same reverence once reserved for their petrol-powered predecessors.
The Design Identity Crisis
Once distinguished by their design, craftsmanship, and bold statements of identity, luxury vehicles are increasingly indistinct.
Brands like Porsche, Mercedes, and BMW, once steeped in uniqueness, now produce electric models that echo each other in aesthetics and user experience.
Material quality and interior innovation have declined, with details like repositioned gear shifters and mass-produced components (such as Audi-marked parts in Lamborghinis) undermining exclusivity.
Lack of Trust
Trust, Langer emphasizes, is luxury’s most valuable currency—and it’s faltering in the EV space.
EVs are perceived as “fast-aging tech products” rather than timeless possessions.
Battery degradation, software obsolescence, and ever-evolving tech features create uncertainty about long-term value.
Poor resale prospects and concerns over longevity make high-net-worth clients hesitant to purchase.
Experience Shortcomings
While technical specifications dominate EV marketing, customer experience—an essential element of luxury—remains neglected. There is an absence of intuitive, relationship-driven service that diminishes perceived luxury and loyalty.
Dealerships lack the hospitality, intimacy, and emotional intelligence expected in luxury environments.
The shift toward digital interfaces and impersonal service depersonalizes the experience.
Charging infrastructure gaps and range anxiety diminish spontaneity and convenience, qualities that high-end consumers value deeply.
Misunderstood Identity in the Electric Age
Many luxury brands have clung to the mistaken belief that prestige from the combustion era will automatically carry over into the electric future.
Even Ferrari is reportedly delaying its EV roadmap due to weak demand—a sign that consumers are not emotionally aligned with the current EV proposition.
Brands must pivot from engine-driven legacies to experience- and meaning-driven identities rooted in storytelling, craftsmanship, and emotional connectivity.
To stay at the top, luxury car brands must stop thinking of electric vehicles as short-lived tech gadgets and start making them feel special, lasting, and trustworthy. The key is to design EVs that create strong emotional connections—cars that are carefully made, pleasing to the senses, and offer a personal, long-term experience. True luxury isn’t just about features or speed; it’s about meaning, identity, and how the customer feels. If brands don’t make this change, they risk becoming just another option in a crowded market, losing the unique value that once set them apart.
The luxury beauty landscape may be on the cusp of a significant shift as one of the industry’s most established players prepares to redraw its boundaries. Coty, home to prestige fragrance licenses such as Gucci, Burberry and Hugo Boss is reportedly preparing to separate its luxury and mass-market divisions in a strategic effort to realign its future. This restructuring would mark a pivotal moment for the company—and for the wider luxury sector—as Coty looks to unlock greater value from its premium assets while navigating ongoing challenges in the consumer space.
Coty’s decision to explore a dual-track sale comes amid a complex mix of market pressures, internal challenges, and strategic recalibrations. The move has already sparked interest from industry players such as Kering—two names that signal a potentially high-stakes reshuffling of brand ownership in the global beauty market.
Luxury Division in the Spotlight
The first phase of Coty’s planned divestiture is expected to focus on its luxury portfolio, which includes licenses for Gucci, Burberry, Hugo Boss, and Jil Sander.
Interparfums is reportedly pursuing the Burberry license, a notable asset it once managed until 2013.
Coty’s license with Gucci, signed for 50 years, is set to expire in 2028. Analysts expect Kering—Gucci’s parent company—to eventually bring Gucci Beauty in-house via Kering Beauté.
The potential luxury divestiture could take the form of a strategic alliance or merger, rather than a traditional sale, signaling a nuanced approach to preserving brand equity and market positioning.
Consumer Division Faces Market Instability
In contrast, Coty’s mass-market segment( home to brands like Covergirl, Rimmel London, and Max Factor) faces significant obstacles.
Net sales for the consumer unit dropped by 9% in Q3 FY2025, and efforts to reposition these assets, especially in Asia, have so far failed to yield results.
The FMCG division is reportedly attracting attention primarily from private equity firms, underlining limited strategic interest from major industry players.
Leadership in Question, Strategy Under Pressure
Coty’s potential restructuring unfolds amid mounting internal pressures and weakening market confidence. CEO Sue Nabi, appointed in 2020 and credited with steering Coty toward a more strategic and premium-focused direction, now faces scrutiny over a series of underperforming initiatives. Among the most notable missteps was the $200 million investment in Skkn by Kim, which was later divested at a $71 million loss. Similarly, Coty’s acquisition of a stake in Kylie Cosmetics has yielded disappointing results, with only the fragrance segment showing signs of commercial promise. These challenges have cast doubt on the group’s strategic direction, with Nabi’s possible departure looming this summer.
The company’s financials reflect this instability. Coty’s stock has plunged by 30.7% in 2025 alone, contrasting sharply with L’Oréal’s 9.9% gain and Estée Lauder’s modest 2.4% decline. This uncertain landscape could affect Coty’s future and reshape the competitive dynamics within the global beauty and luxury fragrance markets. As the company weighs its next move, all eyes are on the luxury segment—a space where brand heritage, strategic alignment, and long-term vision are more critical than ever.
