Luxury entered 2026 with hopes that new creative directors and signs of stabilisation would finally help the sector turn a corner. Instead, the latest round of earnings has raised bigger questions about what growth now looks like for the industry. While brands including Dior, Gucci and Chanel are generating renewed interest, that excitement has not yet translated into a meaningful sales rebound.
From the slowing Chinese market to geopolitical tensions in the Middle East, luxury conglomerates are facing a complex web of challenges that creative hype alone cannot solve.
On the episode, BoF luxury editors Mimosa Spencer and Robert Williams explain why China remains such a critical missing piece, why Louis Vuitton is under closer scrutiny than usual, and why jewellery continues to outperform the rest of luxury.
Key Insights:
- One of the clearest messages from this earnings season is that new designers can lift mood and momentum internally, but that alone is not enough to restart the industry. Williams says the latest results confirmed that the impact of all these creative resets is “pretty limited, especially in isolation”. As he puts it, “the result of that is more like treading water or stabilising versus actually reigniting growth.” Spencer adds that the disappointment was sharper because there had been so much excitement around these debuts that “a lot of investors were expecting some earlier results.”
- Both Spencer and Williams point to China as the market hanging over the entire sector. Even where sentiment improved at the end of last year, investors were still looking for signs that Chinese demand might return in a meaningful way. Spencer says the bigger issue now is not just timing but structure: “The question is whether the kind of growth we saw in the past will actually come back.” She adds: “It seems like it takes a lot more work for a luxury brand to actually get good results in China.”
- LVMH still wants the market to see Dior as the manageable turnaround story, but Williams suggests the real anxiety now sits around Louis Vuitton. The brand has held up better than many peers, but investors are increasingly asking where its next phase of growth will come from. Williams points out that the bigger concern is not short-term performance, but what comes next. “No one can really see where the growth is going to come from,” he says. “Is this still a growth industry? What will the industry look like and how will it operate if it's not growing anymore?” If the industry’s strongest player cannot clearly define its next phase of growth, it raises deeper questions about the trajectory of luxury as a whole.
- Despite the broader slowdown across luxury, Spencer argues that jewellery’s outperformance is not just about demand for hard luxury, but about how consumers now judge value. Handbag prices have climbed so sharply that jewellery, by comparison, can feel like a more rational indulgence. “Jewellery prices haven’t gone up in the same way that handbag prices have gone up,” she says. At the same time, jewellery still carries a perception of durability and investment value, whether or not that always holds in practice.
- Luxury brands may be making more progress with their established high-spending clients than with the broader aspirational base they once relied on for volume. Williams notes that some houses are succeeding in pulling core customers back into stores, even if that is not yet translating into a wider recovery. At Chanel, for example, he points to renewed momentum among “well-to-do women with big executive jobs in their late 30s, 40s, and 50s,” while Louis Vuitton’s monogram anniversary campaign has helped refocus attention on its most iconic products.
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