# The new luxury: brands segment their portfolios and bet on new markets and experiences to grow

Facing a challenging macroeconomic backdrop and a shrinking global consumer base, high-end houses are diversifying categories, investing in cosmetics and betting on digital retail without giving up exclusivity.

- Section: Business
- Published: November 4, 2026
- Address: https://ceoone.com.br/en/article/the-new-luxury-brands-segment-portfolios-and-bet-on-new-markets-and-experiences
- Em português: https://ceoone.com.br/artigo/o-novo-luxo-marcas-segmentam-portfolio-e-apostam-em-novas-pracas-e-exp.md

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## Key points

- Houses such as Lancôme, Yves Saint Laurent Beauty and Shiseido are expanding in digital retail and entry-level products, such as perfume and makeup, to reach new audiences.
- According to Bain & Company, the global luxury consumer base fell from about 400 million to 340 million, and groups such as Kering are posting revenue declines.
- The challenge, experts say, is to grow without trivialising access: keeping haute couture and high jewellery at the top and betting on experiences such as hotels and fine dining.

The global luxury market is going through a deep structural transformation. Major fashion houses and international conglomerates are rapidly expanding their retail presence through new channels, digital platforms and segmented portfolios, offering everything from cosmetics and perfumes to entry-level accessories. The central goal of this movement is to attract more diverse audiences and capture different moments of consumption, while keeping the aspirational appeal and prestige that define the sector.

Recent examples illustrate this strategy of wider reach well, such as Lancôme's debut on TikTok Shop in Brazil to sell beauty and personal care lines, bringing its ecosystem closer to new consumer profiles. Along the same lines, brands such as Yves Saint Laurent Beauty and Japan's Shiseido are also stepping up their presence in high-conversion digital channels. According to industry experts, this expansion is part of a concept known as masstige, a practice in which entry-level products (such as fragrances, makeup and small accessories) allow a larger number of customers to access the brand's symbolic universe, even without buying its haute couture or high jewellery lines.

Large groups in the segment see diversification as a way to streamline operations and mitigate the risks tied to volatile economic cycles. Global data from consultancy Bain & Company show that the luxury consumer base has shrunk in recent years, falling from about 400 million to 340 million. This adverse scenario weighs on the performance of giants such as the Kering group, owner of brands such as Gucci and Bottega Veneta, which has posted recent revenue declines amid a challenging global macroeconomic environment.

To navigate this complex ecosystem without compromising brand value, experts highlight four fundamental pillars adopted by the leading global houses:

Category diversification: the strategic introduction of beauty, home decor, fragrance and smaller accessory lines as accessible entry points.

Architecture of independent brands: managing different corporate identities to speak at the same time to the traditional audience and to consumers focused on contemporary innovation.

Segmentation by levels of exclusivity: strictly preserving the top of the pyramid with haute couture, limited collections and high jewellery, while mass channels absorb fast-moving products.

Expansion into experiences: continued bets on hospitality, fine dining, themed hotels and hyper-personalised services.

The great challenge pointed out by analysts lies in the delicate balance between growing in scale and preserving unattainable desire. In the high-end segment, the maxim that rules the sector holds that segmenting does not mean trivialising access: market growth can in no way come at the expense of the relevance and perception of exclusivity that sustain brand value. As the leadership of consultancy Bridge+55 stresses, corporate growth in contemporary luxury requires expanding desire without vulgarising access.

The redefinition of prestige also involves a change in the behaviour of high-income consumers. Once strongly associated with owning conspicuous material goods, status today translates into access, cultural repertoire and unique, memorable experiences. High-net-worth consumers look for companies that genuinely understand their codes and lifestyle.

Finally, experts stress that the future of the luxury market will belong to companies able to combine global scale with local intimacy. By managing segmented portfolios and adopting agile digital channels without losing artisanal rigour, the big brands secure lasting relevance and the ability to adapt in a highly competitive market.

## Sources and editorial notes

- Reference report: Meio & Mensagem (report by Giovana Oréfice under the title "Luxo segmenta portfólio para ampliar presença no mercado").
- Experts consulted: Andréia Meneguete (professor at ESPM's luxury and fashion hub) and Beatriz Gerlack (CEO and founder of Bridge+55 and a former LVMH group executive).
- Market data: reports by Bain & Company and Ad Age on the global luxury market and advertising investment.
- Credit: report and analysis structured by CEO ONE.

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