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Our strategy
ReconKering is the Group’s strategic vision, designed to reignite brand desirability, reinforce operational excellence, and lead the next era of luxury, bringing together the full strength of the Houses and the Group platform.
This new strategy reaffirms our foundations in True Luxury – creativity, craftsmanship, cultural relevance and product excellence – and builds the capabilities required to lead the emergence of Next Luxury: new technologies, new client expectations, new markets and new categories.
ReconKering sets out a clear roadmap to reposition the Group as the undisputed challenger in luxury, restoring clarity, rebuilding execution discipline and placing the Group back on a long-term leadership trajectory.
“ReconKering is our way of reconnecting with what makes Kering unique, while embracing what luxury is becoming. True Luxury is our mission, and Next Luxury is our horizon. This plan brings the two together with the agility of a challenger, a renewed focus on desirability and a stronger commitment to execution. We approach this next phase with ambition, humility and a deep confidence in our teams, who will be the driving force behind the Group’s return to growth and improved performance.”
Brand Strategies: Desirability First, Designed For Long-Term Growth
Kering fashion and leather goods Houses enter this new chapter with distinct identities and clear development paths: each of them will focus on reinforcing what makes them unique while scaling synergies.
Gucci concentrates on reigniting desirability, based on a clear creative direction, disciplined codes and a revitalized heritage. Saint Laurent aims to magnify its strong fashion authority, clear iconic codes and highly desirable silhouette. Bottega Veneta is intended to scale its vision of discreet, crafted luxury, building on a philosophy rooted in timeless craftsmanship, durability, cultural depth, and long‑term value creation. Leveraging its unique fusion of couture mastery and cultural relevance is at the heart of the Balenciaga ambition to reinforce its role as an innovation engine and a key bridge to the next generation of luxury consumers. A core objective of Alexander McQueen is to refocus on its sharp British sartorial identity. Brioni places emphasis on reaffirming its position as the reference in Italian alta sartoria, strengthening its ultra-luxury positioning through unmatched craftsmanship, while reinforcing its role as the Group’s natural center of sartorial excellence.
Kering Jewelry brings together the Kering Jewelry Houses; Boucheron, Pomellato, DoDo and Qeelin. Along with the gradual integration of Raselli Franco Group, one of the largest luxury jewelry manufacturers in Europe, this unified jewelry activity strengthens each jewelry House’s creative identity, unlocks greater scale and coherence, but also meaningful potential for fashion houses.
Kering Eyewear, built on a portfolio of 15 brands and strong industrial and design capabilities, focuses on advancing its integrated luxury eyewear platform, with ambition to lead luxury Smart Eyewear.
Kering Next is designed to expand the boundaries of luxury, from strengthening Ginori 1735 as a cultural design House, to unlocking the full Beauty potential of our brands through the strategic partnership with L’Oréal, and seeding long‑term opportunities in Longevity & Wellness. House of Wonders nurtures emerging brands and new luxury territories, scaling them through the Group platform.
A New Integrated Group Platform Designed For Speed And Efficiency
ReconKering establishes a Group platform, enabling Houses to operate with more power, speed and efficiency while preserving full creative identity.
This platform is structured around five hubs that provide shared capabilities wherever scale creates clear value.
On Industry, the priority lies in building the Group’s industrial backbone by consolidating core capabilities across purchasing, logistics, R&D, quality, manufacturing and supplier partnerships.
On the Client front, the objective is to develop the luxury industry’s most advanced client intelligence platform, enabling deeper understanding and richer engagement across houses.
As regards Technology, the ambition is to provide a modern, scalable tech accelerating decision‑making and supporting new tools and capabilities across product, client experience and operations.
When it comes to Sustainability the focus is on embedding environmental and social ambition at the heart of every strategic and operational choice, reinforcing the Group’s long‑standing leadership in responsible luxury.
Support Functions are instrumental in bringing rigor, clarity and consistency to the Group’s core enablers, in order to create the conditions for Houses to focus fully on creativity, product excellence and brand development.
Together, they unlock a more agile, connected and disciplined operating model, supporting both True Luxury and Next Luxury by combining creativity, craftmanship, cultural relevance and product excellence.
Financial Outlook And Capital Allocation: A Disciplined Path To Sustainable Value Creation
Kering financial ambition is anchored in disciplined, long‑term performance, measured by desirability, revenue, profitability, capital efficiency and capital allocation.
Desirability hinges on a robust brand equity framework that holistically measures visibility, appeal and image strength.
In terms of revenue, the Group pursues a gradual market outperformance.
Profitability is to be achieved through a gradual operating income improvement supported by a stronger mix, focused execution and operational rigor across the Group.
Capital efficiency depends on a structural improvement in ROCE and capital allocation reflects a set of strategic priorities, such as supporting the organic growth of the Houses and reinforcing desirability and operational excellence; pursuing highly selective external growth prone to strengthen craftsmanship, vertical integration and raw material security; and maintaining steady shareholder returns.