Explore — Consulting Corpus

McKinsey · 2025 · market_landscape

Smaller luxury markets will continue to provide dynamic pockets of growth for brands

15-20 — CAGR

McKinsey · 2025 · market_landscape

Jewellery and leather goods are expected to be the most resilient categories through 2027

2-4% — CAGR

McKinsey · 2025 · industry_trends

With historical levers exhausted, performance across categories will be mixed

4-6% — CAGR

McKinsey · 2025 · industry_trends

Executives expect to drive more growth through volume increases rather than price in 2025

66% — Sales volume growth

McKinsey · 2025 · market_sizing

Top-spending clients will create 65 to 80 percent of global market growth through to 2027

65-80% — Share of growth

McKinsey · 2025 · case_study

Piaget: Powering Up Icons

McKinsey · 2025 · key_messages

Luxury's promise has fallen short of expectations

80% — customer sentiment

McKinsey · 2025 · pain_points

Luxury’s value equation — and the relationship between price and quality — is in question

McKinsey · 2025 · diagnosis

Customers across segments feel price increases aren't justified by quality or innovation

+55% — Price range

McKinsey · 2025 · strategic_options

Brands must rethink their target customer base and tailor their product portfolio accordingly

McKinsey · 2025 · key_messages

Customers flock to innovative brands with high-quality products and staying power

80% — consumer sentiment

McKinsey · 2025 · market_landscape

For value-minded luxury customers, unique pre-owned goods make for smart purchases

1 in 3 — Resale adoption rate

McKinsey · 2025 · industry_trends

As clients shift spend away from luxury goods, unique on-brand experiences can drive growth

~80% — HNWI spend shift

McKinsey · 2025 · framework_other

Evolving the portfolio beyond luxury goods provides new engagement points for brands

McKinsey · 2025 · case_study

Equinox Group: Making Health the Ultimate Status Symbol

McKinsey · 2025 · quote_slide

“People are very focused on ‘how am I going to not just extend my life, but how am I going to do it in a healthy way?’”

McKinsey · 2025 · case_study

Marriott International: Redefining Luxury Travel

McKinsey · 2025 · quote_slide

“Customers continue to trade goods and things in order to have experiences. Travel is a wonderful canvas to be able to do that.”

McKinsey · 2025 · pain_points

Customers say in-store shopping does not deliver a consistent luxury experience

36% — Customer sentiment on in-store experience

McKinsey · 2025 · pain_points

A superior retail experience requires targeted solutions to customer pain points

McKinsey · 2025 · key_takeaways

Customers say that production practices do not align with luxury’s craftsmanship promise

50% — Share of 'extremely important' response

McKinsey · 2025 · recommendation

Luxury companies should evolve their strategies to reinforce their worth to customers

Accenture · 2023 · context

A new generation of digital consumers will emerge in eight countries over the next 10 years.

Accenture · 2023 · key_messages

Your new best customers are ahead of you

1 billion+ — new digitally astute consumers entering market

Accenture · 2023 · executive_summary

These consumers could become your customers. Right now, there's little to no digital competition for their business among most consumer-facing companies.

40% — Top-50 consumer companies with no presence in these markets

Accenture · 2023 · market_sizing

In these eight countries, digital commerce revenues have quadrupled since 2017—equating to $211 billion in 2022.

$211 billion — Digital commerce revenues (8 priority countries, 2022)

Accenture · 2023 · peer_benchmark

Eight countries showing strong digital maturity

8 countries — Overall Digital Velocity Score

Accenture · 2023 · segmentation

Figure 2: Almost 1.4 billion digitally astute and influential consumers will enter these eight markets over the next decade

1.36 billion people — Addressable digitally astute consumers

Accenture · 2023 · segmentation

Almost all of this group shop online and customer experience matters a lot to them.

74% — share who find online customer reviews very helpful

Accenture · 2023 · case_study

83% of Gen Zers interact with brands through social media and websites, even if they don't buy from them.

83% — Gen Z who interact with brands via social/web

Accenture · 2023 · peer_benchmark

Figure 3: The risky (albeit improving) operational environment has left our target markets less attractive to business investments

57 — Fitch Country Risk Index score (0-100)

Accenture · 2023 · pain_points

Companies in these countries must also contend with several operational hurdles.

Accenture · 2023 · section_divider

Offerings exist to address these challenges

Accenture · 2023 · situation_overview

A growing number of providers are addressing these issues. Crowdsourcing delivery and Q-commerce services, for example, can facilitate fulfillment and reduce shipping costs. They also offer consumers greater flexibility.

112.3% — Expected annual growth in BNPL payments across target markets to 2022

Accenture · 2023 · key_takeaways

When we surveyed more than 3,000 consumers in these eight markets, we found that:

80% — consumers using online channels to research products

Accenture · 2023 · customer_journey

Consumers rated their digital experiences as increasingly dissatisfying, especially as they progressed in the buyer journey

52% — Negative sentiment share across buyer journey stages

Accenture · 2023 · key_messages

Companies in India and China are going for first-mover advantage

Accenture · 2023 · case_study

China and India have increased their digital investments in these markets by 25% and 15%, respectively, since 2016.

25% / 15% — Growth in digital investments since 2016 (China / India)

Accenture · 2023 · context

Digital commerce has created new ways for people to buy and sell, and the number of commerce channels will continue to grow alongside the rapid evolution of the metaverse.