In a market where attention spans are measured in seconds and excellence is judged by impact, Kering needed to regain momentum. The strategy championed by Dr. de Meo offers a clear path to re-establish the group in the high-end conversation while anchoring a vision ofinnovation and sustainability.

Here's how this approach repositions the Kering ecosystem and its brands, from Gucci to Saint Laurent and Bottega Veneta.

Kering, a giant facing a new cycle

The group, a pillar of French luxury, has gone through a turbulent period. Macroeconomic volatility, accelerating competition, changing purchasing behaviors and a growing appetite for responsible luxury have created a demanding landscape.

To remain desirable, brands must deliver identifiable narratives, bold products, and a frictionless customer experience.

It is in this context that Dr. de Meo's method is structured around three operational levers and a long-term vision.

Axis 1: Refocusing the DNA of the houses

The first building block is the creative and commercial audit . The objective is simple and powerful: to give each brand a unique and instantly recognizable voice.

Map the brand platform and measure the clarity of the message.
Realign the merchandising with the historical DNA.
Clarify the price positioning and the breakdown by lines, from icons to creative capsules.

In practice, the method prioritizes editorial safeguards, a product evaluation framework, and a more carefully paced launch schedule. The expected result is a clearer perception and a reduction in internal cannibalization.

When Gucci embraces controlled exuberance, Saint Laurent reinforces the architectural silhouette, while Bottega Veneta pushes artisanal modernity, the portfolio regains strategic coherence.

Axis 2: Accelerating product and material innovation

Dr. de Meo to revitalize Kering 1

The second pillar focuses on desirability. Studios are encouraged to explore new approaches, but within a measurable framework. Rapid prototyping, close sales data tracking, and short feedback loops between the workshop, studio, and retail.

Development of capsules with high editorial value.
Integration of sustainable and traceable materials
Scaling up eco-design to reduce footprint without sacrificing feel or longevity.

This policy is accompanied by simple and verifiable storytelling. Customers no longer want promises, they want proof.

Hence the emphasis on traceability, third-party labels and enhanced product sheets for e-commerce.

Axis 3: Digitizing the end-to-end experience

Digitalization is no longer a project, it's a culture. The method encourages unified omnichannel management.

An CRM that follows the customer from inspiration to after-sales.
More immersive e-commerce platforms , with virtual try-on, stylist chat and in-store appointments in one click.
A fine logistics approach for tight deadlines, from click and collect to ship from store.

Here, technology isn't a trophy, but a service. The goal is to make the experience as smooth as a grained leather tote bag. The customer saves time, and the company gains loyalty.

Human capital, the true driving force

A successful recovery requires committed teams. Dr. de Meo places talent at the heart of the strategy. This includes cross-training programs combining workshops, studios, and sales, internal mobility to promote product knowledge, and service quality that are just as important as sales figures. In stores, the approach becomes more consultative.

We recommend, we adjust, we follow, we surprise. That's how we create relational value.

Measure differently to manage better

The method is based on operational metrics that go beyond simple revenue.

Repurchase rate, net promoter score, sell-through by line and by price.
Inventory turnover rate and contribution margin per product.
Carbon footprint and percentage of certified materials.

These indicators feed into decision-making loops every four to six weeks. Winning creative bets are amplified, while less successful attempts are quickly withdrawn. It's the logic of test and learn applied to luxury, with exacting standards.

First visible results

By consolidating the identity of its brands, revitalizing its offerings, and streamlining its omnichannel experience, Kering is seeing encouraging signs. New releases with strong editorial narratives are achieving sell-through rates , iconic brands are regaining momentum, and customer satisfaction is improving.

Above all, the digital conversation is intensifying. Organic search queries related to the brands are rising, evidence of organic visibility . The fashion press is giving more coverage to these statements, fueling desire.

Projects to be continued

However, the battle is not won yet. Three key challenges remain.

Sustaining growth in an environment of erratic demand. This requires maintaining a balanced geographic portfolio and strengthening qualified in-store traffic.
Raise the level of sustainability. Customers expect tangible proof of supply chain ethics and repairability.
Maintaining a sustained pace ofinnovation without exhausting the studios or diluting the established codes is crucial. The temptation of short-termism is real. The answer lies in clear creative governance and seasons conceived as coherent chapters.

A long-term vision, broader than fashion

Dr. de Meo's method designs a sustainable ecosystem where each house contributes to the desirability of the group while respecting high social and environmental standards.

Opportunities for collaboration with emerging artists and designers , mobile workshops to educate about materials, buyback and repair programs, and targeted investments in clean technologies. This vision aligns performance and responsibility, two levers now inseparable from contemporary luxury .

What this changes for the market

By placing clarity of DNA,customer experience , and responsibility at the heart of its brand, Kering sets a compelling standard. Its brands become more transparent, more useful, and more engaging. Luxury ceases to be a mere object and reclaims its status as a promise of enduring quality, style, and meaning. If the group maintains this course, it can not only regain market share but, more importantly, re-establish a form of cultural leadership. This is where long-term competitiveness lies.

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