Luxury Goods
Major luxury brand challenges are to capture future sustainable growth by launching real innovation projects in order to conquer the new emerging “millennials” market while keeping the essence of luxury.
Mikaël Pichavant
Senior Partner (Paris) | ENSTA
Sabine Dehais
Partner (Toulouse) | ESCP Europe
“By nature, luxury means exclusivity and feeling unique. Our consulting support cannot only deploy best practices: we must also invent, co-create.”
Mikaël Pichavant
ENSTA
Mikaël began his career in 1998 at Pea Consulting. After 3 years’ experience in Chain Design, he specialized in Supply Chain and leads both performance improvement missions, in warehouses or factories, and strategic missions to define master plans. He is specialized in retail and e-commerce since the early 2000s and also manages digital transformation offers. Mikaël co-founded the Operations practice in 2010.
Sabine Dehais
ESCP Europe
A graduate of ESCP, Sabine began her career in 1999 at Capgemini Consulting and then Capgemini Aerospace & Defence. During her career, she worked for various industrial sectors: luxury, automotive, energy, dermo-cosmetics, aeronautics and space. Sabine joined Mews Partners in 2012 and is involved in transformation and change management issues. She also works on operational excellence and performance. She develops our offers related to new modes of organization, management and governance.
The luxury sector is undergoing a transformation that is both profound and quick. The development of sales on the internet and the reinforcement of a differentiating in-store customer experience make omnichannel mastery a must. The challenge of capturing the “millennials” market favors the introduction of innovations such as augmented reality, artificial intelligence or IoT, while developing a sustainable luxury brand image with the responsible sourcing of raw materials, the end of property, recycling….
So many projects where our customers rely on our expertise. The success of these projects depends on the respect of the specific codes of the sector: industrial best practices must be adapted to the artisanal state of mind, creators’ freedom must be guaranteed and brand image preserved.
75
projects conducted in the luxury sector
5
partners expert in luxury
25%
on line sales in 2025
Omnichannel: an unavoidable model
To master the omnichannel model, luxury players have to meet several challenges, such as the implementation of shared catalogs and data management tools, the homogenization of standards, the definition of a digital management team well positioned within the company, without forgetting a total visibility on stocks. This leads to tools integration projects allowing real-time supervision and for the most advanced, setting up OMS (Order Management System).
Mastering the innovation pace
The luxury sector constantly reinvents its iconic products in many possible variations, and at an ever-increasing pace (e.g. emergence of jewelry collections). This acceleration leads to a need to revise forecasting models – especially at product launch – to facilitate inventory reallocation based on local sales and to better anticipate supplies: a revamped S&OP!