Hublot ambassador Maxime Plescia-Büchi. © Hublot SA

Hublot is celebrated for being the most pioneering and original brand in the world of haute horlogerie. The first watch brand to sponsor international football, the first watch company to make an all-black watch with black dial, numbers and hands, the company famously mixes precious and base metals and materials in its timepieces, and counts sports stars and athletes on its roster of fans. Its partnership with London-based Swiss tattoo haute artiste Maxime Plescia-Büchi takes luxury to a different dimension, as Millie Walton discovers through a conversation with CEO Ricardo Guadalupe

Next year Hublot will celebrate its fortieth anniversary. In the world of Swiss watches, that roughly equates to early adolescence, but, as Hublot’s chief executive Ricardo Guadalupe assures me, “You can be young and have success”. This, in fact, neatly sums up the brand’s aspirational ethos and hugely successful marketing strategy. Through select partnerships with the likes of Usain Bolt, Richard Orlinski, DJ Snake and Maria Höfl-Riesch, the brand has developed its own culture encompassing everything from music, sport, cars and contemporary art to luxury destinations such as Courchevel, Zermatt, Saint-Tropez and Mykonos. The idea is, as Guadalupe puts it, “to create a universe of Hublot”.

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Today, the brand has 4.8 million followers on Instagram, which is not only reflective of their young consumer base – 60 per cent of Hublot’s customers are aged between 20 and 40 years old – but also the changing nature of luxury itself. “The young generation don’t have in mind which are the standard brands of [the luxury] industry. When you’re older, you’re less likely to move to another brand, your choices are already made,” explains Guadalupe. “That’s why we speak to very young consumers, as young as fifteen. We want them to one day dream of getting a Hublot watch.”

The Big Bang Sang Bleu II in titanium pavé

This forward-thinking approach is most clearly demonstrated in Hublot’s choice of collaborations and specifically, the brand’s decision to associate with the art world and notable figures from contemporary urban culture such as renowned tattoo artist and designer Maxime Plescia-Büchi who has now been collaborating with the brand for just over four years. “I think they really took a chance on me at every level,” says Plescia-Büchi, but as a Swiss national, watches were already an integral part of the designer’s identity well before Hublot came along. He recalls flicking through adverts for early luxury sports watches in his collection of vintage National Geographic magazines and even once interviewed Jean-Claude Biver (the former president of LVMH Watches and chairman of Hublot) for an issue of a magazine that he was then running. Nevertheless, receiving an invitation to design the iconic Big Bang must have been exciting.

Plescia-Büchi at work on the Big Bang Sang Bleu

“I prepared some quite radical designs alongside some more conservative options,” says Plescia-Büchi, reflecting on the design process of his first timepiece, the Big Bang Sang Bleu. ‘To [Hublot’s] credit, it was 100 per cent their decision to go with the weirder one.” With a few adjustments – “we had a lot to do in terms of translating how to make [the 2D design] into a watch” – the timepiece launched in 2016 with an initial run of 200 pieces. Crafted largely from glass and titanium, the Big Bang Sang Bleu was a celebration of pure form and geometry, taking influences from architecture, philosophy and Plescia-Büchi’s own tattoo designs. The original idea was to feature the geometric pattern printed onto the watch face with the hands on top, but the designer envisioned more depth and suggested using the shapes as the hands themselves. Given the delicate art of watchmaking, the final version, which features three octagonal discs instead of hands to indicate the hours and minutes, is a huge achievement. “Seeing the watch finished,” Plescia-Büchi admits, “was the closest thing to having a child.”

Read more: Princess Yachts CEO Antony Sheriff on a new generation of yachting

Hublot’s collaborators, unlike with a lot of brands, work with the watchmaker on an ongoing basis, thus becoming an integral part of the brand’s identity. For the Big Bang Sang Bleu II, which was released at the end of 2019, for example, Plescia-Büchi refined the original design to create a more three-dimensional case and inverted the facets to restore Hublot’s iconic porthole shape. “It’s about combining my DNA and Hublot’s DNA to create something new that is also true and faithful to both of the origins,” says Plescia-Büchi. “Something that I find extremely pleasant is that when you’re designing watches you work over many years on slow incremental changes, which is actually quite akin to designing tattoos. You get time to continue improving the design, which is different from designing fashion, for example, because you have a quicker turnover. You can come up with something crazy and the next season, people will have already forgotten.”

The Big Bang Sang Bleu II in gold

The designer was, in fact, approached by another watch brand before Hublot but declined the opportunity: “It wasn’t the level of prestige where I thought I could be”. Though fifteen years ago, Hublot might not have made the cut. Success truly came from the brand when they started “to connect tradition and innovation,” explains Guadalupe, a concept that is at the heart of Hublot’s universe and rooted in a deep understanding of their consumers’ expectations and lifestyles. “The young generation in particular are looking for something iconic with a strong personality and identity,” says Guadalupe. “For men, especially, a watch is the main way to really differentiate yourself, it expresses who you are.” Part of the appeal of buying a Hublot watch is gaining access to the ‘family’ and all the perks that come with it. Football-loving collectors, for example, are invited to all of the games at Chelsea FC with whom Hublot has an ongoing partnership. Indeed, Hublot was the first luxury watch brand to ever support football, again demonstrating a deep understanding of consumer culture as well as a highly innovative marketing strategy. Since 2008, the brand has been the official timekeeper of all of the UEFA men’s European Championships as well as the FIFA World Cup since 2010, and this year, marks the beginning of the brand’s relationship with UEFA’s women’s football.

When it comes to women’s watches, Hublot is still developing – the brand sells only 25 per cent to women – but their approach is unique in the sense that their designs differ very little for the female audience. With the Sang Bleu timepieces, for example, the ladies’ versions are embellished with diamonds, but otherwise remain the same. Look for a women’s collection on the Hublot website and you won’t find it; the watches are listed only by their collection. “It’s no longer men who buy watches for women as gifts. Women decide to buy whatever they want,” says Guadalupe.

Hublot x Women’s Football

Aleksander Ceferin, UEFA President & Ricardo Guadalupe, Hublot’s CEO

Over the past few years, women’s football has increased significantly in popularity with US-based data company Nielsen revealing that approximately 314 million people are now interested in the game. It is perhaps no surprise then, that Hublot recently announced its support, becoming the Official Partner of the Women’s EURO 2021. “In the end [football] talks to the consumer. It doesn’t matter that not everyone can afford to buy a luxury watch, if they know Hublot is a watch that’s positive,” says Ricardo Guadalupe. But the partnership works both ways. As Guy-Laurent Epstein, Marketing Director of UEFA Events SA, puts it, Hublot’s presence as a world-famous brand is “proof women’s football can be supported on its own merits”.

Find out more: hublot.com

This article was originally published in the Summer 2020 Issue.

This weekend Hublot’s high altitude polo tournament returns to the Swiss resort of Gstaad

Gstaad annually plays host to the world’s ‘highest’ polo tournament, Hublot’s prestigious Polo Gold Cup in which four world-class teams battle it out for the winning prize of Hublot’s Big Bang Steel Ceramic watches. This year will see Clinique La Prairie, Gstaad Palace and Hublot‘s teams try to overthrow last year’s victorious captain Cédric Schweri (the Swiss restaurateur) and his Banque Eric Sturdza team who have been unbeatable since 2017.

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Meanwhile, spectators will celebrate in style sipping at glasses of champagne or bottles of bottom-fermented Swiss beer against the backdrop of the snow-capped Alps. For VIPs, there’s the Gala Night dinner, and exclusive closing lunch, followed by the finale and an afternoon prize-giving ceremony hosted by LVMH watches CEO (and LUX columnist) Jean-Claude Biver.

All photography by Kathrin Gralla at the 2018 tournament

The Hublot Polo Gold Cup runs from 22 -25 August 2019. For more information visit: polo-gstaad.ch

The Big Bang Unico Teak Italia Independent, only 100 of which were made

Hublot is fusing smart technology with sleek design to enthral a new generation of customers. Jason Barlow reports

Hublot is enjoying a renaissance. A renaissance that began with four weeks in the global spotlight this June, its prominence during the most compelling football World Cup in a generation exposing this most quixotic of watch brands to a huge new audience.

Inspiring an allegiance between a brand and a client is way more complicated than simply (expensively) forging a partnership with the world’s biggest football tournament, Formula One, or any number of individual ambassadors. Clearly, it helps. But it also helps when the brand in question has something genuinely interesting to say. There are lodestar names in the world of haute horology – Rolex, Patek Philippe, Audemars Piguet – and there are arrivistes, upstarts. Too many to name, in fact, and each freighted with a different set of promises. But certain attributes rise above the rest. Innovation. An engineered aestheticism. Authenticity. This last one is a cornerstone of the entire luxury edifice, and takes time to establish.

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Some get there with incredible rapidity: to take an example from a parallel world, Bugatti began making cars in 1909, artisanal Italian supercar maker Pagani only in 1992. The latter’s cars are the Fabergé eggs of the automotive sphere, precious beyond belief, Pagani’s connection with its clients the ne plus ultra of the car world. Or think of the Marchesi Antinori winery, whose classic Chianti production spans an incredible 26 generations, all the way back to 1385. An astonishing HQ in Bargino, Tuscany, acts as a temple to Antinori’s status and relentless ambition.

Hublot CEO Ricardo Guadalupe and Jean- Claude Biver, head of watchmaking at LVMH

Hublot made its debut in 1980, but has navigated its way to a position of formidable brand power. In 2017, it enjoyed a record year, with a growth in sales of 12 percent, against an industry-wide backdrop of reduced revenues. How has it achieved this? CEO Ricardo Guadalupe’s approach is a fascinating one to dissect. “At Hublot, we strive to have technology at the service of the aesthetics,” he explains. “For us, it is not a battle but a right mix to find.”

I ask Guadalupe to delineate the brand’s ambassador strategy.

“Firstly, we go where our clients are! We continuously focus on our customers, we elaborate our partnerships in accordance with the interests of our clients, to better suit their needs and their expectations. Football, cars, art and music are such areas where our customers are.

Read more: Moynat unveils new collection of bags in London

“We are partnered with FIFA and UEFA, which are the two most important organisations in the football universe. And with Ferrari, which is certainly the most famous car brand in the world. We do things
according to our motto: ‘First, unique, different.’ When entering a new partnership, we always research to fuse our world with that of the ambassadors. What is important is that the potential ambassador is already a Hublot client and that he/she loves the brand. This really matters for us.”

Brand ambassador Usain Bolt

It’s sometimes tempting to think that many high-end brands are 70 percent marketing confections, 30 percent watch. Tuning this approach with the right sensitivity and science is something Guadalupe and his team are acutely aware of.

“We try to have the same strategy for all the countries in order to allow everybody to be part of the Hublot world,” he says. “But of course, we have some differences and some specificities for some markets. In China, we do not do print advertising, only digital. We also stage events around our boutiques or around the department stores where we are present. We have some ambassadors linked to their country: [pianist] Lang Lang is known all around the world but in China he is even more than a superstar.

“Our prices start from about £3,000 and we have a large selection at different prices. It means every person with a budget for a luxury watch can find his or her Hublot timepiece. Besides, we indeed think that we sell a dream, but it is not necessarily the most expensive watch. It is just about the emotion the client shares with their watch.”

The Big Bang Referee watch, to coincide with the 2018 World Cup

Entry points are moot. When former CEO of Hublot Jean-Claude Biver (now head of watchmaking at LVMH, to whom he sold the brand in 2008) decided to lower the barriers to TAG Heuer ownership to bring in the next generation of customers, it risked diluting its appeal to older, wealthier, arguably more discerning clients. Here, too, is another link with luxury brands beyond the watch world, and it had to be done. Ask any CEO in the automotive sector to outline the challenges they face, and high on the list will be reaching millennials. They simply don’t have the same relationship with cars that their parents did, partly because connectivity means something very different in 2018 than it did in 1988. The smartphone is the device that conquered the world, not always beneficently. So, how does Hublot tackle this challenge?

“As in the car, your first watch cannot be a Hublot,” Biver says in his typically forthright way. “You need some culture and knowledge, and most importantly you probably need to buy first one or two ‘classic’ or ‘traditional’ watches, before being ready for a disruptif and fusion watch.”

And what of the threat posed by so-called smart watches? Here, surely, is the item craved by millennials, at the expense of traditional watch-making.

“I am fully aligned with Mr Biver’s view,” says Guadalupe. “Smart watches should be considered as an advantage for the Swiss watchmaking industry because they conquer the wrist of people who weren’t wearing any watch. Moreover, one day, those young clients will also be interested in owning a piece of art on their wrist – and this is what we do.”

Hublot watches are still made in Switzerland

The brand collaborated with tattoo artist Maxime Büchi

Guadalupe also believes that Hublot’s very youth permits the disruption desiderated by so many brands, including some heritage names. It also liberates Hublot from the urge to simply reboot past successes. Instead of yet another tribute to something, he’s more interested in using new material, such as ceramic or sapphire. The partnership with Ferrari is emblematic of this approach: Hublot’s Techframe imports Ferrari’s expertise in advanced materials, to thrilling effect – how does titanium, King Gold or PEEK (polyether ether ketone) sound? Working with Italia Independent’s Lapo Elkann also maximises
the opportunity for what the fabulously flamboyant scion of the Agnelli family calls ‘contamination’. Tattoo artist Maxime Büchi has worked wonders there.

Read more: Château Mouton Rothschild supports restoration of Versailles

But back to connectivity, and Hublot’s unique manifestation of the concept.

“We created our first connected watch, the Big Bang Referee 2018 FIFA World Cup, as it was a specific need expressed by FIFA,” says Guadalupe. “Wanting a customised watch for the referees, FIFA asked Hublot to conceive the perfect watch to accompany them on the pitch during matches.

“Moreover, it was not possible to have all the necessary information on a mechanical watch, that is why we did a connected one. Nevertheless, it has all the attributes of the iconic Big Bang. Its emblematic architecture cut out of the lightness of titanium, its bezel decorated with six H-shaped screws, its Kevlar insert. Even the display on its analogue mode dial could pass for the same aesthetic as that of the automatic models. It is certainly a connected watch, but it is first and foremost a Hublot watch.”

Hublot’s ‘digital boutique’ launch in New York

Two other over-arching trends can’t be ignored. Firstly, does the resurgence of interest in ‘analogue’ – more vinyl records were sold in 2017 than any year since 1988 – favour Hublot?

“I think we must combine the two together,” says Guadalupe. “Digital is important and we must be into it if we want to keep in the era of time, but at Hublot, we keep thinking that it is important to merge tradition and innovation. It is not because we created a connected watch that we are forgetting the past. A key of our success is we are able to find the good balance between those elements.”

The other is the rise of ‘experiential luxury’, the realm that exists beyond the mere act of acquisition. This is a major preoccupation in the luxury world.

“Hublot is aware that the key asset of an excellent customer relationship is based on trust, availability and flexibility,” says Guadalupe. “We have innovatively imagined a ‘virtual’ digital boutique that perfectly complements the role and presence of its physical boutiques around the world. By remotely offering its customers 3D-facilitated access to its products, knowledge and knowhow, Hublot is successfully creating a new bespoke customer service, and preserving the essential denominator of any relationship – that is to say the human connection. It is a new customer experience that is beginning in the United States before being rolled out across the entire world.”

Hublot’s moment looks set to continue.

Discover Hublot’s collections: hublot.com

This article originally appeared in the LUX Beauty Issue. Click here to view more content from the issue.

The Hublot boutique in the IFC Mall, Hong Kong

Jean-Claude Biver was celebrated as the saviour of the luxury mechanical watch industry when it was threatened 40 years ago with virtual annihilation by the rise of battery-powered watches. Now head of watches at the world’s biggest luxury group, he explains how the melding of high and low culture is the best chance of the industry’s survival for the next decades.

Jean Claude Biver

The promotion of luxury goods using so-called low culture is a relatively new development. Nobody could have imagined this in the past. Fifty years ago, nobody would have believed that football could be an appropriate arena for luxury. And in some parts of the world it remains so; for example, in China, sport is still not considered a part of luxury. It is only recently, under the initiative of President Xi Jinping, that entrepreneurs are being encouraged to invest in sport.

This change towards the popularisation of luxury culture is not just in my sector, that of watches, it is across the luxury industry in general. Years ago, who would ever have conceived of jeans selling for more than $100? We have seen it in fashion, which is taking a lot of inspiration from the street, and in music. Look at rappers, with music coming from the street. Today, we really have a mash-up: luxury went down to the street, and street goes up to luxury. It’s like a shaker. Everything was previously stratified into classes but now they are being all mixed up and everyone takes inspiration from each other. It started a while back. The first people to do this were English musicians such as The Beatles, The Rolling Stones and The Animals in the 1960s, who dressed totally disruptively when everyone was making their children mini papas and mamas, going to church with their blazers and fine-wool trousers. Now the difference is that it’s not just the guys from Liverpool and Manchester changing everything, it’s the guys from the ghettoes, too. And it’s a global attitude.

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The most significant indication of this trend for me is that Hublot has become extremely successful with a very big turnover in China, where five years ago, we could barely sell one watch. Everyone was saying that in China they do not perceive sports watches as being part of luxury; they wanted wonderful dress watches like Vacheron Constantins and Patek Philippes instead. Zenith [Biver’s traditional watch brand] was outperforming other brands in China, and now Zenith is selling less than Hublot because young Chinese people refuse to wear the watches their parents were wearing. They don’t want to buy classical watches any more.

It’s the same with other goods; people don’t want classical furniture any more, they want modern furniture. People want contemporary art because a new generation brings with them new trends and influence. We are now in the middle of a change of generation and this movement will be very strong. By 2030, in just 13 years, those people who will be shaping the century will have been born between 1990 and 2000, they will be between 30 and 40 and will be bringing a huge change in culture and philosophy. You can see it happening now. Check how many 18 year olds drive cars – they are not interested anymore – and very few are wearing watches. Every generational change brings with it new trends into markets, and if a brand doesn’t get it, the brand will disappear.

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Examine what is happening all around us now: Supreme surfboards have teamed up with Louis Vuitton, yet a few years back could you have imagined a luxury brand doing a partnership with a surf brand? Classical brands will shrink, though they will not disappear. A very classic car make such as Bentley, when it was in the hands of the British, was shrinking and slowly dying but then the Germans bought it and decided to modernise the brand. The old generation objected but whatever doesn’t evolve will die.

And while there are exceptions – for example, a Submariner or Daytona watch from Rolex – almost everything has evolved. And even if you take a look at those watches, you will see that they have undergone a subtle but significant evolution over the years. This happens even with contemporary brands – take Google’s first logo and its logo today; the evolution has been enormous.

The success of Hublot Boutiques, such as this one in Beijing, is down to the rise in interest of a young generation in the brand’s watches

We now have different luxuries which we didn’t have before. The idea of accessible luxury was previously inconceivable. This is because we have promoted luxury through marketing, rather than through prices, which blurs boundaries. For the super-rich now, luxury means uniqueness, something others cannot buy, which is why Lapo Elkann has started Italia Independent, creating bespoke cars which other people cannot get or buy. That is top luxury. And there is a scale. A young woman dreams of a Hermès bag in leather; the next step up is crocodile, then with a gold clasp, then with a gold clasp with diamonds, becoming more and more exclusive. Then you end up having something nobody else has.

The association of luxury with street culture, and the blurring of lines, is becoming stronger all the time. You have rappers who sing “F*** your mother” and they are invited by President Obama to have dinner at the White House – it is incredible. Similarly, designers don’t know where to find ideas. Punk hairstyles, tattoos all over your body: these are underworld or underground concepts that have become socialised. Forty years ago tattoos were for the criminal underworld, David Beckham socialised them, now every millionaire has one.

I can’t pass judgement on whether this is good or bad – it just indicates the socialisation of our society. And social media, a key vector in that change, makes life much more difficult for brands, because your brand is an environment which is much more competitive. On social media every brand has the same share of voice as yourself; and now the young generation has a lot of curiosity and much less loyalty to brands. So that makes it more difficult.

Read next: Meet the artists who blur the boundaries between words and pictures

Our greatest challenge is to see if we can seduce this young generation to wear watches. The biggest asset our industry had between 1980 and 2010 was the Swatch effect. It was a 50-dollar watch, but it was full of colour, innovation, joy of life; it was fashionable. People could wear it without it looking like a stupid cheap watch. So every child was suddenly wearing a watch. This young generation, born in the 1970s, have been wearing watches since they were 10. They graduated onto their next watch, an IWC, a Rolex, eventually a Patek Philippe, all started by that first purchase of a Swatch.

Now the question is, who promotes watches to children? We hoped Apple would have, but it doesn’t seem children are wearing Apple watches, and we might have a problem later, because this generation does not wear a watch now and may not do so later. For them, it doesn’t seem natural to wear one; people feel more comfortable having a tattoo on their wrist than a watch. It’s a big and educational challenge for the industry. We have to do some fundamental work which we never had to before. Once, it was normal to wear a watch; twenty or thirty years ago, 99 per cent of people were wearing a watch. Now few of this new generation think that a watch should be worn.

And so, bringing the argument back full circle, we try to make this young generation dream about us by entering their lifestyle, and when our brand starts to belong to their lifestyle, if we are considered part of it, we have a chance they will buy our watches. And we reach their lifestyle by following their influencers. If you go with Alec Monopoly, he’ll be an influence on them; when we associate ourselves with One Republic, that is another. It’s not about product, it’s about lifestyle and our brands being part of it. If you want to seduce them with gold watches, forget it; that’s not what attracts them. To seduce the new generation, we must understand their lifestyles.

Jean-Claude Biver is president of LVMH Watch Brands and chairman of Hublot.

With a billion people about to become luxury consumers over the next decade, real luxury will become more personal, more individual and more secretive. So predicts our columnist, Jean-Claude Biver, continuing our series on business philosophy and strategy 

Jean-Claude Biver

Luxury will always will be here. Growth will always be here. When people do better, they want to differentiate themselves, so the growth of luxury will always track economic growth.

But in the future we will have two different levels of luxury: accessible luxury, items that have an incredible image but an affordable price, and inaccessible luxury. This is the extreme luxury of people wishing to have something made for themselves or being completely different, being unique, saying, “What I have, you will never have”.

Accessible luxury will be huge: the middle class in China will develop to 500 million people, in India maybe 300 million, in Latin America around 200 million, so you will have a billion new customers in the next 20 years. This middle class will definitely go for the accessible luxury, but maybe 10 million out of this billion will want real luxury. That will comprise exclusivity, incredible quality, and uniqueness. And these two types of luxury will develop together. Luxury will be like a building with two floors – only a few people will go up to the second floor, while most people will remain on the first floor.

Read next: Leading auctioneer, Simon de Pury on the eternity of art 

The upper tier of luxury will be defined through exclusivity and also through the fact that it will adapt to the facets of made-to-measure luxury. These people want individuality, something made just for themselves. They want something that other people’s money cannot buy, because that’s the ultimate. You get access to something that normally money cannot buy, but you can buy it because you have the relationship and the contacts. That will be the extreme level of luxury, only for you, and to enable you to stand out from the masses and their accessible luxury. The way this extreme luxury is communicated will also change. It will be word of mouth, very discreet and only for the few who know. Like a secret: “Ah, you know this brand, wow, you belong, because you wear this shirt or this special tie or these special socks made in Rome.” The ultimate individualization of your person.

Jean-Claude Biver with Cara Delevingne at the TAG Heuer Yacht party during the 2015 Monaco Grand Prix

People will still collect, will always collect, but the problem with today’s goods becoming collectible is linked to the concept of eternity. If I collect a Ferrari that is from the 1980s or 1970s, that is a car that will enter eternity because whatever the new industrial revolution brings us, this car will comfortably be repairable. But modern cars, because they are not mechanical any longer, will not be repairable in 100 years because the microchips that control everything from the gearbox to the windows will be useless. That is why a Ferrari Testarossa (from the 1980s ) or a 275 GTB (from the 1960s) will still be collectible. Why should people collect what is due to die when they can collect what is due to become eternal? That’s why you can have an old Lockheed Constellation plane (from the 1950s) and it still works – you can fly with it! An Airbus A380 will not still be capable of flying in 50 or 100 years.

(From left) Lapo Elkann, Jean-Claude Biver, Bar Refaeli, Esteban Gutiérrex, Pelé and Ricardo Gudalupe celebrate the opening of Hublot’s second manufacture in Switzerland

Luxury should be marked by eternity. Great art is eternal and there is nothing else made by humans that doesn’t die, just art. So that means luxury is eternity and luxury is art; and if you can create the eternal, you have the business of the future in luxury.

Read next: Chopard’s Caroline Scheufele on the young luxury consumer 

But accessible luxury is very different, a more competitive field where you have more marketing and illusions. But everywhere there is going to be a reaction to mass luxury. People will want more and more to be considered individuals. We all need to be treated like kings, to be treated differently, because we are surrounded by mass. Look at travel – that’s why people have a special area to check in when they fly first class, a special line for security, a special seat, special food and so on. People need to be treated differently because now everything is going mass.

In the area of accessible luxury, the same brands are adapting, they are comfortably innovating and comfortably renewing their offering and positioning so they stay current. They will adapt and survive. In accessible luxury, it will be more difficult for newcomers to enter the market. But in the area of higher quality luxury, we may have new artists and creators coming. Because it will be very personal.

Jean-Claude Biver is president of LVMH Watch Brands and chairman of Hublot. lvmh.com, hublot.com