奢侈品与科技：量身定制投资策略以获得更大的商业影响力

As the industry accelerates its tech transformation,more precision and collaboration can boost ROI By Joëlle de Montgolfier, Luca Diomede, Hélène Glaser,Bharat Bansal, Mathilde Haemmerlé, Bénédicte Epinay,and Laurent Dhennequin Acknowledgments Comité Colbert and Bain & Company would like to extend their sincere gratitude to all the individuals andmaisons(members of Comité Colbert and beyond) that contributed to this study, responding to the surveyand sharing their perspectives on tech investment strategies. In particular, we thank the followingmaisonsand groups for their valuable participation: Berluti,Bonpoint, Boucheron, Cartier, Celine, Chanel (Fashion division), Parfums Christian Dior, Hermès, Kering,Longchamp, Christian Louboutin, LVMH, Messika, Richemont, Rochas, Sephora, and Van Cleef & Arpels. Among those who generously shared their insights during interviews, we are especially grateful to the •Jean-Philippe Dran, Chief Information & Transformation Officer, Celine •Nicolas Gauthier, Chief Information Officer, Chanel Fashion •Catherine Rebours, International Communication Director, Chanel Fashion •Jérôme Joutard, Chief Information Officer, Parfums Christian Dior •Jean-Marc Duplaix, Deputy CEO and Chief Operating Officer, Kering •Nicolas Ruet, Group Chief Information Officer, Kering •Alexis Mourot, CEO, Christian Louboutin •Franck Le Moal, Group Information & Technology Director–CIO, LVMH •Franck Diogo, Chief Information Officer, Messika •Gianni Leone, Global Chief Information Officer, Sephora Comité Colbert | Bain & Company, Inc. At a Glance Groundbreaking research by Comité Colbert and Bain & Company shows European luxurygroups spend an average of 3.1% of their revenue on technology, with a range of 1.9%–5.5%. `This spending can be sharpened by prioritizing investments in alignment with business As the industry’s technological maturity continues to grow, deeper partnership between Artisanal, exclusive,andtech-enabled. Luxury has shown in recent years that it can embrace the latest technology without losing its traditionalvalues and allure. Across the industry, digital tools and data analytics now power an increasinglyomnichannel customer experience that is more immersive and personalized than before. Technology is But even though digital and data initiatives now account for a significant portion of costs at most luxurygroups, technology spending within the industry has been hard to benchmark, with a lack of cross- To bridge this information gap and help luxury players unlock even more value from technology,Bain & Company and Comité Colbert, the French luxury trade association, moved beyond our previousfocus on innovation to jointly assess the entirety of the industry’s technological foundations and Our assessment included data analysis, executive surveys, and interviews, carried out in collaborationwith top European luxury players; among the participants were individualmaisonsand group-levelexecutives from Chanel, Hermès, Kering, LVMH, Richemont, Bonpoint, Longchamp, Christian Louboutin,Messika, and Rochas. We found a palpable belief among luxury groups that technological prowess is Comité Colbert | Bain & Company, Inc. There are other clear signs of luxury’s increased technological maturity. For instance, 78% of the chiefexecutives and CIOs in our survey say they are satisfied with the expertise of their tech teams, while 80%say business and technology teams are collaborating well on day-to-day projects—a figure that rises to For a sector built on centuries of manual craftsmanship, without a screen in sight, this is no smallachievement. Yet there’s still a long way to go: Only 37% of the companies we surveyed feel they largely What’s more, now may be the right time for the luxury industry to accelerate its technology and datatransformation. The slowdown currently affecting the luxury industry has pressured executive teams tooptimize resource allocation across their businesses, including within the tech function. At the same Our analysis of luxury’s deployment of technology so far reveals a twofold opportunity to maximize itslong-term transformative and commercial power. First, our benchmarking of technology spending Comité Colbert | Bain & Company, Inc. executive teams at some companies could now benefit from adjusting their investment approach.Second, our study shows how deeper collaboration between the CEO and CIO can give luxury groups With demand for luxury goods and experiences likely to rebound eventually from today’s constrainedlevels, aided by prospective growth in the ranks of wealthy consumers and the resilient allure ofhigh-status purchases, executive teams can’t afford to ease up on their technological ambition, even as How luxury invests in technology today There isn’t a dominant model for tech investment in luxury. Spending is heavily influenced by factors suchas operating model (such as the extent to which functions are centralized or locally driven