Turning your challenges into measurable results

  • Price increases have largely supported luxury growth in recent years. They are now showing their limits. Part of the customer base is making more selective trade-offs, without giving up on luxury: these customers are looking for other ways to access the brand, more compatible with constrained purchasing power, without compromising on status, design or desirability. At the same time, maisons must defend their volumes without weakening their image or degrading the perceived value of their iconic categories.
  • The challenge is therefore not to “become more accessible”. It is to intelligently reshape the offer architecture: which formats, categories, price thresholds, services and product hierarchy can still create entry points into the brand without banalizing it. Small formats, small leather goods, accessories, beauty or fragrance should not be treated as entry-level products. They must remain coherent vectors of desirability.
  • Targeted diagnosis: measure where true pricing power still exists, where customer breakpoints are emerging, and which categories genuinely play a role in access, conversion and retention.
  • Prioritized strategy: redefine an access architecture consistent with the maison’s positioning: small formats, small leather goods, accessories, gifting, beauty, fragrance and exclusive services.
  • Operational deployment: reshape the portfolio, reposition price thresholds, manage cannibalization risks and realign merchandising, finance, retail and supply around a shared logic of profitable desirability.
  • Technology & AI: simulate price / format / volume / margin trade-offs, objectify assortment impact and refine the understanding of purchasing behaviors.
  • People & Change: align marketing, merchandising, finance, retail and supply teams to avoid short-term decisions that erode perceived value.

Measured results: protection of useful volumes, improved mix, maintained access to the brand consistent with its positioning, and preserved desirability.

When Brands Need to Recreate Access Points Without Banalizing the Brand

  • The rapid development of pre-owned is durably changing the rules of luxury. For a growing share of customers, second-hand has become both an access channel to the brand, a space for seeking rarity and an indicator of perceived value. A product’s ability to preserve its desirability and resale value is therefore becoming a signal of brand strength, just like its initial quality.

  • Second-hand is no longer only a circularity topic. It is also a lever for accessibility, loyalty, services, reassurance on authenticity and extension of the relationship with the brand. For maisons, the challenge is no longer to observe its rise; it is to decide how to integrate it without losing control over image, product data and value captured throughout the lifecycle.

  • Targeted diagnosis: analyze residual value by category, resale dynamics, aftersales friction points and maturity in product data and authenticity.
  • Prioritized strategy: define the role of pre-owned in the maison’s value proposition: accessibility, circularity, loyalty, image, services and long-term value capture.
  • Operational deployment: structure repair, certification, authentication, take-back and re-commerce journeys, and connect them with retail, aftersales and product data.
  • Technology & AI: implement a product passport, monitor the lifecycle, strengthen traceability, objectify product condition and enrich customer knowledge.

Measured results: strengthened residual value, increased trust, new service revenues, extended loyalty and stronger control of brand image on the secondary market.

When Product Value Is Built Long After the First Purchase

  • In luxury, not all complexity is bad. Some forms of complexity feed creativity, exclusivity and surprise; others destroy margin, readability and operational reliability. The challenge is therefore not to mechanically reduce references, but to distinguish value-creating complexity from complexity that weakens execution and profitability.
  • When collections, collaborations, limited editions, capsules and animations accumulate, the creative promise can end up degrading PLM, lead times, execution quality and portfolio coherence. The issue then becomes less about reduction than arbitration: where to maintain visible and desirable complexity, and where to eliminate invisible and costly complexity.
  • Targeted diagnosis: map visible / invisible complexity, objectify complexity costs, cross-read creation / merchandising / operations perspectives and measure profitability by collection.
  • Prioritized strategy: define a target model between icons, permanent lines, drops, capsules and personalization, with explicit arbitration rules.
  • Operational deployment: selectively rationalize portfolios, redesign PLM, reshape decision gates and manage time-to-market differently depending on flows.
  • Technology & AI: analyze collection performance, simulate portfolio scenarios, detect low-value references and better schedule launches.
  • People & Change: realign creation, merchandising, finance and supply around a shared understanding of the value of complexity.

Measured results: reduced hidden costs, improved mix, more robust cycles and a clearer offer.

When Brands Must Regain Control Over Complexity Without Weakening Creativity

  • In many maisons, capacity is no longer just an industrial topic: it is becoming a strategic asset. Certain rare skills, workshops, materials and suppliers concentrate both a growing share of risk and a decisive share of the value created by the brand.
  • The challenge is not only to secure supplies. It is also to arbitrate between insourcing, partner networks, selective vertical integration, allocation of rare resources and transmission of critical skills, in order to protect growth, quality and exclusivity.
  • Targeted diagnosis: map capacities, supplier dependencies, critical know-how, congestion points and subcontracting vulnerabilities, with a make-or-buy perspective.
  • Prioritized strategy: define an explicit policy for securing critical capacities, allocating rare resources and targeted vertical integration.
  • Operational deployment: build medium-term capacity plans, implement relevant dual sourcing, manage supplier risks, structure knowledge transmission and selectively industrialize without losing excellence.
  • Technology & AI: gain end-to-end visibility on capacities, model load and saturation, detect disruptions earlier and strengthen supplier risk management.
  • People & Change: structure knowledge transfer paths, formalize knowledge capital and reinforce mentoring mechanisms.

Measured results: reduced exposure to disruptions, secured growth, protected quality and greater resilience of the production model.

When Capacity Becomes a Strategic Asset as Important as the Brand

  • European regulation is opening a new phase with ESPR and the Digital Product Passport. Textile and apparel categories are among the priorities of the 2025–2030 plan, with growing expectations around material transparency, origin, impacts, repairability and reliable circulation of product data.
  • For luxury maisons, this evolution should not be treated as a simple compliance exercise. It can become a trust infrastructure supporting authenticity, aftersales, repair, circularity, second-hand and an enriched customer relationship. Product trust therefore becomes a differentiation lever as much as a regulatory imperative.
  • Targeted diagnosis: assess traceability maturity, product data quality and availability, target architecture, DPP readiness and potential business uses beyond compliance.
  • Prioritized strategy: define a roadmap combining compliance, brand differentiation and new customer services: repair, certificates, resale, product storytelling and controlled transparency.
  • Operational deployment: structure product data governance, the digital passport, supplier data collection and its connection with aftersales, circularity and ESG reporting.
  • Technology & AI: implement a robust product data model, integrate PLM / ERP / retail, automate document flows and leverage product data for customers, compliance and performance.
  • People & Change: build awareness among product, procurement, supply, retail and legal teams around a traceability-by-design logic.

Measured results: accelerated compliance, improved data quality, enriched experience, strengthened credibility and new service levers.

When Product Trust Becomes a Value Lever

  • AI is playing a growing role in fashion and luxury, but the challenge is not to automate creation or industrialize the relationship. It is to help maisons make better trade-offs in an environment where decision-making remains fundamentally sensitive and subjective: visibility on new AI channels, assortment accuracy, allocation of rare products, pricing, demand forecasting and augmented clienteling.
  • In a sector where expectations for personalization, service quality and offer relevance are increasing, AI can become a decision-support infrastructure rather than a simple productivity lever. What creates value is not the technology itself, but its ability to clarify complex trade-offs without diluting brand identity.
  • Targeted diagnosis: map the highest-value decisions where AI can improve arbitration without degrading brand identity or experience quality.
  • Prioritized strategy: select truly differentiating use cases: allocation, assortment, demand sensing, pricing, clienteling, knowledge management and product prototyping.
  • Operational deployment: prioritize use cases, frame business needs, establish data / AI governance, progressively industrialize and measure business impact.
  • People & Change: upskill decision-making teams and spread a culture of augmented arbitration.

Measured results: faster decisions, improved allocation quality, margin gains and better availability without brand dilution.

When AI Must Strengthen Judgment, Not Standardize Luxury

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Procurement Consulting Luxury
Implementing a Supplier Development Approach in the Luxury Sector
Duration: 3 months

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