Over 90 per Cent of Luxury Consumers Seek Experiences Beyond Products

More than 90 per cent of luxury consumers now seek brand experiences outside the product itself, including hospitality, travel, dining, and wellness, according to a 2026 report by MG2 Advisory.

Craftsmanship remains the primary purchasing driver for 62 per cent of buyers, yet luxury houses such as Hermès, Gucci, and Kith are increasingly evaluated on the ongoing relationships and environments they build around their goods.

More than three-fourths of respondents associate luxury with rarity and exclusivity, while nearly half expressed interest in private, members-only spaces and repair services that preserve product value.

Hospitality reshapes flagship formats

Houses are reacting by building operational ecosystems that extend past apparel and leather goods. Kith opened its members-only Ivy concept to integrate sport, dining, and retail, while Gucci expanded its culinary presence through Gucci Osteria da Massimo Bottura. In London, Hermès opened its sixth Hermès Maison concept store, replicating mixed hospitality and retail formats already operating in Tokyo, Seoul, Shanghai, Paris, and New York.

For prime landlords across Asia-Pacific, this shift changes leasing economics entirely. Retailers no longer evaluate store footprints solely on sales density per square metre. Instead, top-tier brands require larger floorplates to accommodate private client salons, cafes, and preservation workshops, forcing mall operators in Hong Kong, Singapore, and Tokyo to reallocate prime ground-floor space from transactional sales to experiential services.

The operational risk sits squarely in execution. Running fine dining, bespoke tailoring, and hospitality requires different supply chains and labour models than selling boxed leather goods. When service levels in brand-run restaurants or repair centres slip, the reputational damage flows directly back to the core fashion label.

After-care moves to the balance sheet

Post-purchase services have evolved from back-office cost centres into client retention mechanisms. Hermès and Louis Vuitton have reinforced dedicated repair units to extend product lifespans, while Coach runs its circular (Re)Loved restoration and resale division across major retail markets.

Physical flagships in major regional capitals will increasingly reflect this split between exhibition and maintenance. The next metric to watch is whether luxury groups maintain capital expenditure for multi-floor experiential maisons as store construction costs and prime commercial rents across Asia climb through late 2026.