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For both the front and back office, increased pay – via base and bonus – has been the main response to labor trends
EY · 2022 · key_takeaways
For both the front and back office, increased pay – via base and bonus – has been the main response to labor trends
60% — Compensation adjustment
 Turnover and compensation have been short-term focuses, but DEI continues to be an ongoing priority
EY · 2022 · key_takeaways
Turnover and compensation have been short-term focuses, but DEI continues to be an ongoing priority
9 in 10 — Investor review of DEI composition
 Turnover and compensation have been short-term focuses, but DEI continues to be an ongoing priority
EY · 2022 · key_takeaways
Turnover and compensation have been short-term focuses, but DEI continues to be an ongoing priority
45% — Investor sentiment on DEI
 Post-pandemic return-to-office policies are becoming more structured
EY · 2022 · industry_trends
Post-pandemic return-to-office policies are becoming more structured
58% — Return-to-office frequency
 Post-pandemic back-in-the-office policies are becoming more structured
EY · 2022 · industry_trends
Post-pandemic back-in-the-office policies are becoming more structured
56% — Alignment of leadership and employee RTO targets
 Managers' expansion into new strategies continues, albeit modestly
EY · 2022 · industry_trends
Managers' expansion into new strategies continues, albeit modestly
33% — Percentage of managers offering products
 Private market investing has been a significant area of growth for hedge fund managers
EY · 2022 · key_messages
Private market investing has been a significant area of growth for hedge fund managers
32% — Manager strategy adoption
 Managers and investors diverge on the frequency of performing private investment valuations
EY · 2022 · key_takeaways
Managers and investors diverge on the frequency of performing private investment valuations
61% — Valuation frequency
 Managers and investors diverge on the frequency of performing private investment valuations
EY · 2022 · market_landscape
Managers and investors diverge on the frequency of performing private investment valuations
52% — Investor preference for external valuation
 Hedge fund managers' interest in digital assets is still nascent, but growing
EY · 2022 · industry_trends
Hedge fund managers' interest in digital assets is still nascent, but growing
58% — investor concern regarding digital asset exposure
 Hedge fund managers' interest in digital assets is still nascent, but growing
EY · 2022 · industry_trends
Hedge fund managers' interest in digital assets is still nascent, but growing
64% — Manager interest level
 Investor demand for ESG solutions is growing, with governance and climate risk the top areas of interest
EY · 2022 · key_takeaways
Investor demand for ESG solutions is growing, with governance and climate risk the top areas of interest
14% — Investor requirement for socially responsible products
 Investor demand for ESG solutions is growing, with governance and climate risk the top areas of interest
EY · 2022 · industry_trends
Investor demand for ESG solutions is growing, with governance and climate risk the top areas of interest
63% — Investor ESG priority
 Investors are gaining exposure to socially responsible products via a variety of products and types of fund managers
EY · 2022 · industry_trends
Investors are gaining exposure to socially responsible products via a variety of products and types of fund managers
34% — Investor preference for ESG structures
 Managers are launching new products but sometimes fail to perform an ROI analysis beforehand
EY · 2022 · key_takeaways
Managers are launching new products but sometimes fail to perform an ROI analysis beforehand
24% — ROI analysis performance
 Managers are launching new products but sometimes fail to perform an ROI analysis beforehand
EY · 2022 · key_takeaways
Managers are launching new products but sometimes fail to perform an ROI analysis beforehand
68% — Success measurement criteria
 The growing regulatory agenda is a significant operational and reporting focus of the industry
EY · 2022 · industry_trends
The growing regulatory agenda is a significant operational and reporting focus of the industry
53% — Manager preparedness
 Additional regulatory requirements will add to already significant compliance budgets
EY · 2022 · industry_trends
Additional regulatory requirements will add to already significant compliance budgets
 While new regulations increase costs, managers and investors alike wait to see their other effects
EY · 2022 · key_takeaways
While new regulations increase costs, managers and investors alike wait to see their other effects
44% — Perceived regulatory benefit
 ESG-focused regulations are more likely to result in action from private equity managers
EY · 2022 · industry_trends
ESG-focused regulations are more likely to result in action from private equity managers
58% — Investor pressure
 Corporate ESG components continue to be a critical component of business success
EY · 2022 · industry_trends
Corporate ESG components continue to be a critical component of business success
68% — Adoption rate
 Managers continue to evolve on corporate ESG policies; investor focus also still growing
EY · 2022 · industry_trends
Managers continue to evolve on corporate ESG policies; investor focus also still growing
26% — Investor decision impact
 The impact of sustainability in fashion: Doing good for your bottom-line
SimonKucher · 2019 · cover
The impact of sustainability in fashion: Doing good for your bottom-line
 Recent news: Sustainability is no longer an aspiration within fashion; it will continue to become the standard
SimonKucher · 2019 · case_study
Recent news: Sustainability is no longer an aspiration within fashion; it will continue to become the standard
$327 billion — Combined revenue
 Recent news: Mission-driven companies are paving the way and seeing market success; profit-driven companies are close behind
SimonKucher · 2019 · case_study
Recent news: Mission-driven companies are paving the way and seeing market success; profit-driven companies are close behind
 Simon-Kucher Sustainability Study: We surveyed 750+ consumers across demographics on the topic of sustainability and CSR*
SimonKucher · 2019 · context
Simon-Kucher Sustainability Study: We surveyed 750+ consumers across demographics on the topic of sustainability and CSR*
750+ — Sample size
 50% of Millennials actively research a company’s CSR behavior
SimonKucher · 2019 · market_landscape
50% of Millennials actively research a company’s CSR behavior
50% — Consumer research behavior
 CSR also trends positively with higher income consumers; i.e. they care more about CSR
SimonKucher · 2019 · industry_trends
CSR also trends positively with higher income consumers; i.e. they care more about CSR
33% — Consumer agreement with CSR research
 The number one cause is still fair labor and trade practices; sustainability follows in second place
SimonKucher · 2019 · market_landscape
The number one cause is still fair labor and trade practices; sustainability follows in second place
43% — Importance rating
 Majority of consumers are willing-to-pay premiums for sustainability across both types of companies
SimonKucher · 2019 · market_sizing
Majority of consumers are willing-to-pay premiums for sustainability across both types of companies
70% — Willingness-to-pay premium
 Premiums for sustainability are witnessed not just in tops (shirts) but also in bottoms (jeans)
SimonKucher · 2019 · market_sizing
Premiums for sustainability are witnessed not just in tops (shirts) but also in bottoms (jeans)
31% — Willingness-to-pay premium
 Younger consumers have higher willingness-to-pay for sustainability despite still being new to the workforce
SimonKucher · 2019 · market_landscape
Younger consumers have higher willingness-to-pay for sustainability despite still being new to the workforce
80% — Willingness-to-pay premium
 It is not all or nothing, expectations on what sustainability implies run the full spectrum
SimonKucher · 2019 · analyze_data
It is not all or nothing, expectations on what sustainability implies run the full spectrum
12% — Percentage of respondents
 How to Navigate the Luxury Slowdown
McKinsey · 2025 · executive_summary
How to Navigate the Luxury Slowdown
1-3% — annual global growth
 Now is the time to take bold risks, rebuild connections with clients and invest in the critical areas of your business — even if the returns may not be immediate. In our view, there are five strategic imperatives for luxury executives in the coming years:
McKinsey · 2025 · key_messages
Now is the time to take bold risks, rebuild connections with clients and invest in the critical areas of your business — even if the returns may not be immediate. In our view, there are five strategic imperatives for luxury executives in the coming years:
 This report is based on extensive customer research and proprietary market forecasts
McKinsey · 2025 · disclaimer
This report is based on extensive customer research and proprietary market forecasts
 The luxury industry is examined across categories, with a focus on personal luxury goods
McKinsey · 2025 · context
The luxury industry is examined across categories, with a focus on personal luxury goods
 Luxury is coming off a period of rapid expansion
McKinsey · 2025 · context
Luxury is coming off a period of rapid expansion
+5% — Industry growth
 The luxury sector grew faster than the economy, driven by top spenders
McKinsey · 2025 · industry_trends
The luxury sector grew faster than the economy, driven by top spenders
25-30% — Luxury goods market growth
 Luxury's economic profit nearly tripled from 2019 to 2024, but a slowdown is here
McKinsey · 2025 · financial_analysis
Luxury's economic profit nearly tripled from 2019 to 2024, but a slowdown is here
2.6x — Economic Profit
 Exceptional growth was driven by specific pricing strategies, geographies and categories
McKinsey · 2025 · industry_trends
Exceptional growth was driven by specific pricing strategies, geographies and categories
80% — CAGR
 In this period of rapid expansion, the industry experienced transformational changes
McKinsey · 2025 · industry_trends
In this period of rapid expansion, the industry experienced transformational changes
11% — market growth
 Luxury customer expectations also evolved as the industry widened its reach
McKinsey · 2025 · industry_trends
Luxury customer expectations also evolved as the industry widened its reach
48% — sustainability factor
 Prada: Growing in a Luxury Downturn
McKinsey · 2025 · case_study
Prada: Growing in a Luxury Downturn
 The industry is now at a critical inflection point
McKinsey · 2025 · industry_trends
The industry is now at a critical inflection point
+1-3% — global luxury market growth
 Luxury executives have a more pessimistic outlook on the industry than last year
McKinsey · 2025 · industry_trends
Luxury executives have a more pessimistic outlook on the industry than last year
-22 — Net intent
 Global luxury sector growth slowed considerably in 2024 and will be modest in the years ahead
McKinsey · 2025 · industry_trends
Global luxury sector growth slowed considerably in 2024 and will be modest in the years ahead
2-4% — CAGR
 The US is forecast to become luxury’s growth engine, thanks to favourable economic factors
McKinsey · 2025 · market_landscape
The US is forecast to become luxury’s growth engine, thanks to favourable economic factors
4-6% — Luxury market growth
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