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From LVMH to Christian Dior, through Sephora, Moët Hennessy and Champagne Louis Roederer, the firm talenco supports the strategic, managerial and technological transformations of the major luxury sector companies.
After several years of sustained growth, luxury is evolving in a more selective environment: a slowdown in some markets, polarization of customer demographics, a greater search for value, changes in consumption patterns, and accelerated technological progress.
The Houses must recovering growth margins while preserving what makes them unique Excellence, desirability, expertise and quality of experience.
This equation imposes certain Operationally, commercially, humanly and managementally particularly demanding transformations.
In a less lucrative market, Operational performance becomes central again. The Maisons are seeking to better control their costs, purchases, inventories, and production cycles, while maintaining impeccable quality. The challenge lies in simplifying, prioritizing, and accelerating execution without trivializing the offering or weakening the know-how that underpins the perceived value of luxury.
The luxury clientele is becoming more polarized and its expectations are evolving towards greater experience, personalization and relationship. Brands must better know their customers, strengthen customer loyalty and make the salesperson a true brand ambassador. The journey becomes hybrid, but the goal remains the same: create a rare, emotional and coherent experience at every point of contact.
AI and data open up new opportunities to better segment customer audiences, personalize the relationship, enrich the teams’ tools, speed up certain processes, and improve decision-making. But in luxury, technology must remain at the service of creation and brand identity. The challenge is to’Innovate without standardizing the experience or diluting the uniqueness.
Expectations regarding the origin of materials, the production conditions, circularity and environmental footprint strengthen the requirements for transparency. Brands must secure their value chains, audit their partners, develop traceability and integrate eco-design. This transformation affects both operations and reputation and requires’embark suppliers, professions, and teams in the same requirement of responsibility.
The transformation of luxury is not just about tools: it also changes the skills expected of managers, retail teams, support functions, and creative departments. combining a culture of results, excellence in relationships, mastery of AI, cross-disciplinary collaboration, and the preservation of know-how. Managers have a key role to play in giving meaning to these changes, prioritizing them, and supporting them over time.
Luxury has always been a matter of craftsmanship, but the new craftsmanship now incorporates code, data, and artificial intelligence.Â
François-Henri PINAULT, CEO | Kering
Since 2012, the consulting and training firm has been talenco supporting the transformation of the major players in the luxury sector.
Need to exchange ideas with our experts?
Raphaël KATTAN |Managing Director
What are the main challenges for transforming the luxury sector?
Luxury must now combine profitable growth, operational excellence, desirability, and innovation. Houses must also evolve the customer experience, integrate AI with discernment, strengthen the traceability of their value chains, and develop the necessary skills to lead these transformations without losing their identity.
How to improve the performance of luxury homes without compromising the customer experience?
The challenge is to simplify operations, prioritize investments better, reduce unnecessary costs and gain agility while maintaining high standards of quality. Performance must serve excellence: product availability, quality of execution, personalized service and consistency of the experience remain non-negotiable.
What role can artificial intelligence play in luxury?
AI can improve customer knowledge, personalization, content creation, forecasting, management, and the tools used by sales teams. However, its value depends on the context of use: in luxury, it must increase creativity and human expertise without homogenizing the brand or weakening its know-how.
Why is customer experience still a key issue in luxury?
Product alone is no longer enough to create preference. Customers seek a personalized relationship, a story, a service, and a memorable experience. Therefore, Brands must strengthen customer loyalty, omnichannel capabilities, and the relational skills of their teams in order to cultivate desirability, loyalty, and value in the long term.
What skills are needed to support the transformation of luxury?
Teams must combine business expertise, brand culture, mastery of new digital tools and AI, a sense of the customer and the ability to collaborate. For managers, this also includes prioritization, feedback, leading change, and the ability to maintain rigor while giving teams autonomy.
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