Olivier Krug. Image by Jenny Zarins

Olivier Krug, sixth generation director of the Krug champagne house, sits down for a tasting with a musical difference with LUX Editor-in-Chief Darius Sanai

Olivier Krug is smiling on a Zoom screen, standing behind a row of bottles in his office in Reims, Champagne. He has just been speaking about his family’s long-standing passion for music, which he has recently combined with the day job, making some of the world’s most celebrated champagnes at the eponymous Krug champagne house, in an initiative called Krug Echoes.

For Krug Echoes, the champagne house, now owned by luxury behemoth LVMH, has commissioned a series of musicians to create music to match its different, sublime champagnes.

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Olivier says the idea was inspired by an executive at the company who went to a tasting of gourmet chocolate. Each different chocolate was accompanied by a different piece of music, and while they tasted very different, at the end it was revealed that the tasters had been eating the same chocolate each time: the music had triggered such different emotions that the participants’ perception of taste had altered for each.

The science of how emotion and mood, catalysed by music, affects taste is real but in its infancy: meanwhile Olivier Krug has stolen a march on it with the Krug Echoes initiative.

Below, Olivier explains his family’s long association with music; underneath which LUX Editor-in-Chief Darius Sanai, who tasted the champagnes and experienced the music over Zoom with Olivier Krug, gives his tasting notes.

Image by Jenny Zarins

“When I joined Krug 30 years ago I sat in front my dad, and I was expecting to have the 9 AM legendary glass of Krug that people get when they join the company. I did get it, and then I was expecting my dad to start a very technical explanation of this job. He said, “You know, Olivier, my job is very similar to the role of a conductor.”

I said, “What conductor dad, are you playing music, or making champagne?”

He said, “I am creating champagne, but my job is very similar to the role of the conductor,” and I said “Why?” and he said, “My job, my mission, every year is to recreate a music that was invented by Joseph Krug, your great-great-great grandfather, in the 1840s. He wanted to create a type of champagne, and type of music, that did not exist. A champagne that would not rely on waiting for a good generation of musicians, but would offer the fullest music of champagne every single year.”

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Great champagnes rely on great years, this is why most of the great champagnes have a vintage, there is a stamp on the label telling you: “This comes from 2002, therefore, it is good.” You know nothing about the story of 2002, but you trust it is the better champagne. But we do not have a good year every year, and so in other years you have to deal with a quality which is more uneven.

That was not satisfying at all for my great-great-great grandfather, who had already spent, as a young German immigrant, ten years in a big champagne house, and despite the fact he had a good job, despite the fact he was married to someone from the family, and despite the fact he was 42 years old (which was old in the 1840s), he decided to leave to create his dream: a champagne that would offer, every year, the fullest expression, the fullest music of champagne.

Olivier Krug with a portrait of his great-great-great grandfather Joseph Krug. Image by Jenny Zarins

So how can you do that? Of course, every year is different. You have good years and less good years. Sometimes, you have two or three good years in a row, and despite the fact they are good they don’t look the same at all. It’s the same as when you take the top 20 musicians of the five best music schools in the country; you will have a year when you have 18 violins, but the following year the generation of violinists will be very poor, and instead, you will have drummers and flautists.

But for me, as a conductor, I want to be in a position, every year, to sit in my orchestra and see all these instruments. I want them to be individually, if not the best, then the purest, the most intense character in their field. If I have to wait every year to have a good generation of musicians, I will have a year led by violin, and the next year will be led by other instruments and the following year will be forgotten, because no one is good enough alone on stage.

Read more: Tiqui Atencio on the value of collecting art

But if I could put myself in a position to put aside the extra musicians that I have, the year where they will not be offered to me, I will able to call them back, and ask them back into the orchestra. For example, the year where I have 18 violinists, I don’t need 18 violins in my orchestra, I only need six or eight or four so I will call the lead violin, and I will ask the other one to be a spare, and probably next year, I will call back one or two or three of them, and ask them to play in the orchestra, because the next year will not be about violins.

So every year, whatever the quality of the year, I will be in a position to find the musicians that I need to play everything. And the example of this is Krug Grande Cuvée, this is the music analogy that my dad made at the beginning.

Music has always been strongly present in my family. At the beginning of the 20th century, my great grandfather had a Salle Domestique, a room which was entirely dedicated to his friends or family members who were playing an instrument, and since that room is next to the cellar, I believe that the good people were deserving of a good glass of champagne at the end of the recital, or even before, who knows. We’ve always been very used to music.”

The Krug Echoes Tasting with Olivier Krug

Tasting notes by Darius Sanai

Krug Clos du Mesnil 2006

This is a blanc de blancs champagne (100% chardonnay) but it has as much in common with a common-or-garden blanc de blancs as a Dior couture gown has with a fast fashion frock. There are so many layers to this, like a gastronomic experience in a glass: it combines a streak of freshness with a deep cluster of honeyed buttered croissant and the aroma of cycling through Fontainebleau forest in October, with a drop of Sorrento lemon. It’s fashionable to liken complex Chardonnay-based champagnes to aged white Burgundy wine but this is something else entirely, even more complex.

I first had the Clos du Mesnil while sitting in the Clos du Mesnil smoking a Partagas D4 in the early 2000s and this is the perfect Havana cigar champagne; perhaps to be accompanied by some agnelotti al tartufo with a little taleggio. Mixing cultures, why not.

Krug Echoes music match  Krug Clos du Mesnil 2006 by Ozark Henry – Meteor’s path

Krug 2006

Highly concentrated, tightly packed, layer on layer of flavours and richesse. The Krug house wasn’t (quite) around when Louis XIV had his audiences at Versailles but this is the kind of champagne I can imagine being served to the Sun King while he feasted on partridge, his audience watching on. Chamber music would work nicely, although the Krug Echoes choice is more original.

Krug Echoes music match: Krug 2006 by Kris Bowers

Krug Grande Cuvée 162ème Edition

Grande Cuvée is the orchestral composition Olivier was referring to in his fascinating musical history of the family. For me, if it were a symphony, it would be Beethoven’s Ninth, or perhaps a Mahler. It has drama, different levels of notes, and it is endless – in the best possible way. This is a champagne you keep tasting even after you have finished it. The Krug Echoes music choice is far more digestible than a Mahler symphony, of course.

Krug Echoes music match: Krug Grande Cuvée 162^ème Edition by Ozark Henry

The champagnes for this tasting were provided to LUX by Krug: krug.com/playlist/krug-echoes

Château La Mission Haut-Brion. Courtesy of Domaine Clarence Dillon

For the cosmopolitan Prince Robert de Luxembourg, owning one of the world’s most celebrated wine estates, Château Haut-Brion, was not enough. The former Hollywood screenwriter is creating a world of fine wine and cuisine fantasy for visitors to enjoy in Bordeaux and Paris – and much more besides. Darius Sanai chats to the Prince about the future of Thomas Jefferson’s favourite estate

Chatting in fluent English about online retail and the Chinese social media app WeChat, Prince Robert de Luxembourg does not exactly conform to a preconception of a European prince who owns the longest established of all the great Bordeaux wine estates.

And yet since he took over Domaine Clarence Dillon, maker of Château Haut-Brion, in 2003, Prince Robert has transformed the company, taking it from being the maker of a couple of the most celebrated wines in the world (Haut-Brion and its sister, La Mission, and their second wines) but little else (and a little profit), to a business employing 200 people with five different wine ranges, a two Michelin-starred restaurant in Paris, an upmarket wine store next door, an online fine-wine retail business and a wholesaling arm.

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To add a little tannin to the story, Prince Robert, despite being born into the family that owns Château Haut-Brion, was not even intending to run it. In his youth, he was a successful screenwriter, spotted by Creative Artists in Los Angeles, with one of his scripts optioned by Steven Spielberg. To this day, he looks as if he would be as comfortable sipping a margarita in Malibu as a glass of the legendary 1989 vintage of his wine in Bordeaux.

You also feel he has only just begun on his journey of creating a real enterprise around a gem that was previously, if not neglected then certainly not fully polished.

He insists that he will not, unlike Bernard Arnault of LVMH, luxury magnate and owner of the equally celebrated Château Cheval Blanc, be lending his wine’s name to a hotel group. But there is more in the offing, including a tasting, dining and museum facility at the château itself. Unlike Cheval Blanc, Petrus, Lafite and Margaux, Haut-Brion is easily accessible from the city and airport of Bordeaux, and it is a place where he is determined that any lover of great wines should be able to visit and enjoy.

Prince Robert de Luxembourg. Courtesy of Domaine Clarence Dillon

LUX: What were your dreams when you were young?
Robert de Luxembourg: Like all of us, I had all kinds of different dreams depending on my age and some of them were realistic and some were less so.

LUX: Not many owners of Bordeaux First Growths lived in the US and were scouted as screen writers by Stephen Spielberg.
Robert de Luxembourg: I lived in the US only because I went to university there for a short while (at Georgetown) in Washington DC. I was there for under two years. We’ve always had family properties in Maine up in the north-east where I go every summer. Afterwards, thanks to my future wife, we became involved in screenwriting. She was very keen and had done some courses and was working on some ideas and had written a couple of films before I became involved with her, and we wrote a first speculative script when we were living all over the place, including France and driving around. That was the one that was picked up by Creative Artists in Los Angeles and we were signed as young writers; there was interest from Spielberg in that script but we ended up auctioning it to Columbia Pictures and then we worked with different people on it including Peters Entertainment, Original Film and David Heyman. We would come and go. Creative Artists would set up two weeks of meetings for us; and then Columbia and David actually hired us to write another screenplay.

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LUX: Does a bit of you wish you’d carried on?
Robert de Luxembourg: You can’t do everything in life, and what appealed to me initially about that was I was working with my future wife, and then the realities of our lives made it a bit more complex. I loved the purely creative process. But I have been able to enjoy that in the work that I do in the wine industry throughout all kinds of different projects, whether it’s in the wine estates’ architectural projects or whether it’s developing business ideas. My need, I have come to understand over time, is to be able to develop projects and to basically be able to tell a story and then see that story come to life. So, I have been continuing to write these stories even if they are virtual and seeing them come to life whether it is at Le Clarence or La Cave du Château, or whether it is creating our wholesale business plans.

Seymour Weller and Douglas Dillon, respectively nephew and son of Clarence Dillon. Courtesy of Domaine Clarence Dillon

LUX: Was it always inevitable you would go into the family business?
Robert de Luxembourg: In 1993 it was clear that we needed to have the involvement of a young family member in the business. My mother was older and my stepfather, her husband, who was also managing director of the company, was also older, so there was a definite need to bring in new blood. At the time my writing was going well, so I spoke to my grandfather because I could see my career moving away from the family business, and I said, “I’ve been led to believe that there might be interest in me becoming involved. If that is the case, it’s really going to be now or never”. I had moved back to Europe, I was starting a family, I had bought a property and was building a house and all the rest of it, and so I was physically present and I could do it.

I didn’t know to what degree it would become such a central part of my life or how time consuming it would be at the time, but I said to him I don’t just want to be a caretaker if I become involved. I didn’t want to be involved for the glory of being associated with a wonderful story which is Haut-Brion, but to look after the business and develop it, and so he agreed with that, and then I became involved.

The library at Château Haut-Brion. Courtesy of Domaine Clarence Dillon

LUX: What was your plan when you started?
Robert de Luxembourg: I had to deal with the most basic things, like branding for example. I also wanted to make sure that we had as much focus on La Mission Haut-Brion [the sister property of Château Haut-Brion, regarded by many experts as equally good] as Haut-Brion so that they were both treated as equals. The business had always been a folly, never a business, we never took any money out of it. It was really just about making exceptional wine. I recognised that was not going to be a way that we could maintain family ownership over the generations. You have to also have a vision, you have to also be able to develop the business, and eventually down the road have a realistic income stream for future beneficiaries.

The story we had to tell was just extraordinary. We wanted to communicate it properly to the outside world, including that Haut-Brion has the most extraordinary wine history of any of the estates in Bordeaux, and we didn’t talk about it enough. Haut-Brion’s red wine as we know it today was basically invented by the Pontac family, and we had this extraordinary story of how the first vines were planted there probably in the first century AD, whereas the Médoc [the main red wine region of the left bank of Bordeaux] was only developed in the 17th century, so 1,600 years later. We were really the birthplace of the great wines of Bordeaux.

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The Pontac family started all of these technological advancements, meaning they were able to develop the new French claret (red Bordeaux wine) that became famous thanks to their extraordinary marketing tool of opening up the Pontac’s Head tavern in London in 1666 after the great fire of London, where all of the cognoscenti at the time would go; everyone from John Locke and Isaac Newton to John Evelyn and Samuel Pepys would be there.

Since then, there has been the development of a new wine estate, Quintus, which really came into existence in 2011, so next year we will be celebrating our 10th anniversary. And then the creation of Clarendelle [high-quality entry-level white, rosé, red and sweet wines]. And that was an easy story for me to tell. I was a young man looking for a great bottle of wine that had a little bit of age on it where I wasn’t going to have to break the bank and have to store in a cellar in London because I didn’t have one. I could buy extraordinary aged Spanish wines or even some Italian wines but I couldn’t find anything from Bordeaux that had the regularity or quality at that price point. That’s where that idea came from.

LUX: With something like Le Clarence, the two Michelin-starred restaurant in Paris that opened in 2015, how do you decide that something which might be interesting to do will also be a good business?
Robert de Luxembourg:  There’s a little bit of a field-of-dreams scenario in some cases in that if you build something then they will come. Le Clarence was inspired by the Pontac family opening up this extraordinary restaurant in London in 1666 where they introduced the new French wines of Haut-Brion. It became the most hyped-up meeting spot in that city, and I also thought if they can do that in 1666 after the Great Fire of London, we could open something up in the heart of the most visited city in the world, Paris, a few feet from the most visited shopping street in the world, the Champs-Élysées. If they were successful then, why not now?

Le Clarence chef Christophe Pelé (above) and a dish of sea urchin with nasturtium. Courtesy of Domaine Clarence Dillon.

My wife told me I was absolutely crazy but I said why not do something a little bit different, I would like to design it myself, decorate it myself, build the team around it myself and do something that’s unlike anything else that’s out there. Because I could see the way that people would react when I would invite them to Haut-Brion; they would come to the château for lunch and you could see that people were charmed by that experience. It’s a home, it’s a family story, it’s a historical story and no one else can tell that story but us.

Today it is easy to find perfection in all of these designer restaurants in great hotels around the world that are designed by the same people oftentimes. But I think what’s truly priceless is finding a soul and also finding a perfection in imperfection.

LUX: And what about the idea of starting a wine shop in a city, Paris, that has no shortage of them?
Robert de Luxembourg: Once again, it was about how do you create a unique experience. You can see what Hedonism Wines did in London for example. You didn’t have a lack of wine shops in London yet what Hedonism did was unique and founded a new customer base. Also, Sotheby’s have done an amazing job with their wine shop in Manhattan. La Cave du Château is very specifically focused on the best French produce. My first job was writing letters to about 500 wine producers in France asking them and begging them if they could give us a few bottles to sell directly from the estate. And then creating an environment that was beautiful.

La Cave has developed into an e-tailer, a rather exciting new development that has been a lifesaver for us over the last few months.

La Cave du Château. Courtesy of Domaine Clarence Dillon.

LUX: Walking around La Cave and Le Clarence, you feel that they are more private clubs than commercial entities.
Robert de Luxembourg: Ha, yes, I know, it does not look very commercial. But once again, that’s the ultimate luxury. You don’t want to be going to a place where you are right next to other people. For a lot of these people today the ultimate luxury is being comfortable, you don’t want to be overheard by the next table, you want to be in a place where you have space and a sense of privacy. The premise was to receive people the way we receive people at the château in Bordeaux, and to have a place where, before you go down to lunch, you can go and sit in the living room and have a glass of champagne, and after dinner you can go up and have a brandy as you would in the château, and if you want to go outside and have a cigar you can do so.

LUX: And we know you have more plans…
Robert de Luxembourg: Yes, we will be opening up private dining rooms in Bordeaux, with a visitors’ centre. We will have a new Cave du Château which we’ll open up in our visitors’ centre, managed by our retail arm. We will have multiple private dining rooms there, and they can have an experience like the one they can have at Le Clarence but with an extraordinary wine shop downstairs, right within the vineyards of Haut-Brion.

Château Haut-Brion’s acclaimed 1985 vintage. Courtesy of Domaine Clarence Dillon.

Prince Robert de Luxembourg’s desert island wines: Château Haut-Brion 1945, Château Haut-Brion 1989, Château La Mission Haut-Brion 1955, Château Haut-Brion Blanc 1989, Château La Mission Haut-Brion Blanc 2009, Château Quintus 2019

LUX: With Château Haut-Brion, you are the guardian of one of the world’s great luxury brands. How does that feel?
Robert de Luxembourg: I’d like to say it’s the greatest! I don’t know – it depends how you define a brand. I am not arrogant because I am not responsible for it.

LUX: Traditionally, awareness of the great Bordeaux wines was handed down from parent to child – unfortunately, usually father to son. Now there are so many new markets – how do you pass the message on to the latest generation of wine lovers, and how do you ensure that the status of the brand is clear?
Robert de Luxembourg: It’s a challenge for us. When I first got into this space, a real wine lover in New York or Singapore or Hong Kong would say how exceptional our wines were. But none of our competitors had the regularity of the past century that we had at Haut-Brion. That was something not really known by the greater public, and it was something I felt we needed to work on.

We continue to be active and interact with people. We were the first First Growth to have our own server and website in China or have a YouTube channel or a WeChat account for our wholesale business, or to open up Facebook, Twitter and Instagram accounts for our vineyards.

You will probably remember that it was considered that luxury brands should not be represented in this space, and it took away from the experience. I disagree with that because I think if you controlled the way you do it you can reach this audience, especially a young audience. Our client base was changing and we needed to adapt to the youth.

The chapel of Château La Mission Haut-Brion. Courtesy of Domaine Clarence Dillon.

LUX: And what about the wines themselves? There are commentators who say wine now is better than it has ever been because of advances in winemaking techniques. And others who say that, for example, the 1945 vintage is still the best ever made.
Robert de Luxembourg: The 1945 is the finest Haut-Brion that I have had the pleasure of enjoying. I have only had it about three times in my life. We sold the last eight bottles for charity about ten years ago, and we have none left.

But the unfortunate truth is that global warming has been beneficial to the regularity of quality with wines we’ve produced, alongside the technological advances. If you look at a temperature chart of south-western France over the years, and the heat of those particular years, you will note that the better vintages like the 1945 and 1989 are always the hottest vintages. I don’t want to take anything away from our winemakers and their work, but their work is easier dealing with a 1945, 1959 or a 1961 vintage.

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Yes, it is helped by technology and science, and also by massive investment. We have been in a golden period for the great wines of Bordeaux, and so we have made more money and thus are able to invest more money in all of our businesses and we always try and push the envelope and do better every year. And then we’ve had the arrival of the wine critics who have always encouraged and helped us to a degree, because we have people looking over our shoulder so you can’t get it wrong today. So, yes, I don’t think we have ever made better wines over a period of time than over the past two decades, and our climate conditions have greatly helped us.

LUX: Many wine lovers, after starting their First Growth cellar with the likes of Château Lafite and Château Margaux, eventually gravitate towards Château Haut-Brion. Why?
Robert de Luxembourg:As a wine lover, and I consider myself to be a wine lover before a wine producer, you tend to gravitate away from things that are easier to understand towards things that are more subtle and more difficult to understand.

And that is a disadvantage for Haut-Brion when you are doing a blind tasting and you are not eating and your more easily able on a cerebral level to recognise bulky and more fruit-filled wines. As you age and you become more educated, you want to have a different experience I think you look for something that sets off multiple parts of your gustatory experience, hitting certain spots you are not able to reach with other wines. It’s the same with a painting or a piece of music.

You might find it shocking and enjoyable to see a Pop art piece but over time you maybe gravitate towards something that’s a little bit more complex and has a little bit more depth, with more layers. And Haut-Brion is an intellectual wine because of the terroir, but also because of the way the wine is produced. We have always had that at Haut-Brion and La Mission Haut-Brion. They are wines that are more difficult to understand, but when you want to grow as a taster, they are remarkable wines. You see that people eventually gravitate towards lighter extraordinary wines, and great Burgundies which I love also, and I think that is also explained by seeking out something very subtle, elegant and complex.

LUX: What are the unique opportunities and challenges of running a family wine business?
Robert de Luxembourg: Already just being in the world of wine, there is the notion that we aren’t doing anything for tomorrow. A decision that I will make to pull up a parcel of vines and replant it will probably still benefit my grandchildren if they are lucky enough to be involved in the business. We don’t anticipate being able to have a short-term return on many of these projects. We didn’t take a penny out of the business for the first six decades of running this company. It really was a folly of my great-grandfather [Clarence Dillon, who acquired Château Haut-Brion in 1935] that was then inherited by his children.

Today we can’t just sit on our laurels and think that we are managing a jewel of today and being proud of being the wardens or owners of this jewel. We have to have a business that makes sense for future generations and shows some evolutionary growth because otherwise you will immediately get frustrations from the generations to come that build up, and we know how that ends. So that’s a big part of it, great people keeping great people on board, sharing that message with them, making sure they buy into that and we’ve been able to do that with all our companies.

We’ve had relative stability across the board with the teams of people that I work with. Take Jean-Philippe Delmas, a third-generation winemaker at our estate. His family arrived at Haut-Brion in 1923, so they are about to celebrate their century with us, but his is one of multiple families that have been with us for generations.

Château Haut-Brion. Courtesy of Domaine Clarence Dillon.

Winemaker and Deputy General Manager Jean-Philippe Delmas on the greatest wines from the Domaine Clarence Dillon estates

Château Quintus red 2011
We acquired this property in June 2011, so this is a first vintage. It is located on a promontory overlooking the Dordogne valley at the south-west end of Saint-Émilion. This wine is blended equally between Cabernet Franc and Merlot. It’s a sublime marriage of the finesse and elegance of Cabernet Franc with the power, colour and sweetness of Merlot.

Château Haut-Brion red 1989
Certainly the greatest success of all the wines produced by my father. Its harmony is close to perfection with a breathtaking intensity and aromatic complexity combining cedar, eucalyptus, mint, roasting and Havana. The whole tannic structure is coated, giving this wine an unexpected sweetness. This vintage remains and will remain a reference.

Château La Mission Haut-Brion red 2003
This is a vintage when the summer was scorching, so we started the red harvest in mid-August, working at sunrise at the coolest time of the day with refrigerated trucks to preserve the freshness until the vat. It is one of the few Mission vintages where there is a majority of Cabernet Sauvignon. The magic of this terroir does the rest with an incredibly fresh wine.

Château Quintus red 2019
This is the latest addition to this beautiful property in Saint-Émilion. After almost a decade of meticulous work, we have succeeded in creating not only a new brand, but also a new wine with its own identity. Over the years, we have patiently drawn the personality of this wine and have achieved our goal with this vintage.

Château Haut-Brion red 1929
Of all the vintages made by my grandfather, this is the greatest. Even today, this wine has an amazing youth. The great density of this wine has allowed it to travel back in time. It has all the characteristics of the great wines that this terroir can produce – an aromatic signature, elegance and inimitable silky touch.

Château La Mission Haut-Brion red 2009
2009 seems to me to be the modern version of the legendary 1989. In this wine, we find all the characteristics of La Mission, with very rich, deep, spherical and coated wines. This wine charms you with its precision, a tannic structure counterbalanced by sweetness akin to velvet.

Find out more: haut-brion.com

This article features in the Autumn Issue, which will be published later this month.

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.

The Princess Yachts’ X95 flybridge

Antony Sheriff has transformed the fortunes of Bernard Arnault’s yachtmaker Princess, creating boats that are stylish, in demand and environmentally innovative, for a new generation of consumer. LUX gets his story

Antony Sheriff

“It’s the sports car of the range. The hull reduces drag by 30 per cent, and it has sports-car-like performance and a Pininfarina design.” Princess Yachts CEO Antony Sheriff is enthusing over a projection of the R35, his company’s cool-looking 35-foot yacht, the latest in a series of innovations he has overseen in what is fast becoming known as the most dynamic yachtmaker in the world.

Follow LUX on Instagram: luxthemagazine

“Sometimes,” he says, “if you are doing something new and are innovating, customers don’t know what they want until you give it to them.” Sheriff has been responsible for a number of innovations at the company, which is owned by LVMH-owner Bernard Arnault through his private equity company L Catterton, both on the product side and on partnerships.

The stateroom (above) and exterior of X95 yacht

In 2016 he launched a collaboration with the Marine Conservation Society, aimed at helping clean up ocean plastics, conserve coral and aid the conservation of marine creatures such as turtles. The Italian-American, who in his previous job launched McLaren’s hybrid P1 hypercar as CEO of the company’s road-car division, is disarmingly straight talking. “We are an industry which makes beautiful products, but we haven’t always been that mindful of the effects they have. We wanted to do something quietly to reduce the impact of yachts on the sea.”

He says the impetus has not – yet – come from the market, but from his own initiative. “We are trying to do the right thing and would rather be on the front foot than the back foot. People enjoy yachting because of the beautiful environment, and we need to try and maintain the water in the state we found it in.”

Read more: Chelsea Barracks is redefining London’s garden squares

Sheriff says that, as with cars, the need to innovate for environmental reasons has actually ended up bringing better products to market. He points to the example of the X95, which has up to 40 per cent more space than its predecessor while using 30 per cent less fuel and matching it in performance; and the Y95, another super-slick collaboration with Italian design house Pininfarina, which seems to have taken up its unparalleled design of luxury modes of transport where it left off with Ferrari after the end of a collaboration there spanning decades.

The R35 performance sports yacht

Sheriff is a little scathing about some of the bloated products on offer from other yachtmakers, and adds: “We are putting the elegance and refinement back in yacht design, creating yachts that look like they belong on the ocean.”

Ultimately, though, he says the biggest change during his tenure since 2016 has been the change in the nature of the consumer. “Increasingly people are buying yachts not as status symbols but as places to spend a wonderful time with family and friends. You go on a family vacation in a yacht and it’s the best vacation possible: the kids stay together with you for fantastic family time, they can’t run away to the nightclub, and you get to spend time with each other in private in a beautiful place.” And, if some of the latest Pininfarina designs continue in the same vein, on a beautiful place, too.

Find out more: princessyachts.com

This article was originally published in the Summer 2020 Issue.

Various looks from the Noir Kei Ninomiya SS20 show, with headpieces by flower artist Azuma Makoto

The weird and the wonderful come together in the extravagant creations of fashion designer and Comme des Garçons protégé, Kei Ninomiya. Harriet Quick gets to the heart of the extraordinary imagination that produces such challenging yet enthralling designs

Kei Ninomiya

First encounters with designers can leave strong impressions. So, visiting the Comme des Garçons showroom on the Place Vendôme in the heart of Paris and finding Noir’s founder Kei Ninomiya engulfed by one of his voluptuous, frilly topiary tulle creations, laughing and eyes glittering remains a portrait of joy. Wearing his trademark leather jacket, Mohawk and wispy sage-like beard, Ninomiya is a rebel with a cause. “I wanted to create a collection of this time, one driven by pure creation, something new and green,” he said, surrounded by gigantic bouffant gowns and headgear fashioned from live cacti, moss and Boston ferns.

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Two mannequins are dressed in what could be best described as chandelier gowns made out of handmade chain-linked Perspex pieces cut to resemble giant snowflakes and cacti headpieces made by his collaborator, flower artist Azuma Makoto. The two flapper girls seemed to have been jettisoned from 1920s Paris and reborn via Ninomiya’s fertile imagination. On the rails, huge gowns fashioned from myriad hand-linked tulle flowers invite one to plunge an arm into the innards of the bizarre garments. Elsewhere, black leather harnesses encage a rippling tulle dress alongside a cocooning number crafted from dense clusters of wool, Cellophane nylon and tulle in shades of green.

Fashion design is a rare skill that relies on a sense of prescience. We talk about living in harmony with nature but Ninomiya pushes the aspiration du jour to a surreal, immersive extreme in his spring/summer 2020 collection. Noir’s work engulfs, terrifies and delights in equal measure. Imagine a future world where you could grow your own dress and morph into some kind of a supernatural eco-being or pull a cloud from the sky and wear it or emerge from the sea in a flamboyant seaweed number? That the showroom sits slap bang opposite the newly restored manicured splendour of The Ritz adds another layer of weirdness.

Backstage at the Noir Kei Ninomiya SS20 show in Paris

Yet Ninomiya, who receives praise and attention bowing and clasping his hands in humility, is not given to explanation. Like his mentor Rei Kawakubo, for whom he began working in 2008 as a pattern cutter at the age of 24, he studiously avoids meaning. Ninomiya wants Noir to speak for itself through the performance-like Paris collections (spring/summer 2020 is the fourth), in-store presentations and, poignantly, when worn IRL.

The meticulous, ingenious engineering of his garments (stitches are rarely used) and the compulsive viscerality (touch, bounce, rustle, clink, stroke) speak louder than words. His shows frequently leave even seasoned critics discombobulated and enthralled. “I wouldn’t want to explain any message in my collections,” says Ninomiya when pressed on the connection between fashion and the environmental crisis. “I always look to create powerful and beautiful collections. As a result, they may link with the power of nature,” he concludes.

Yet brilliant designers, particularly those backed and incubated by Comme des Garçons (CdG), one of the most influential fashion houses of our time, do not create in isolation. They are plugged into the pulses, anxieties and aspirations of everyday life. Right now, issues to do with nature and ecology are triggering a swell of angst across the globe. In reaction, there’s a return to small-batch production, a renewed appreciation of the handmade and a quest for individualism and diversity. Noir seems to be capturing all those currents. For Ninomiya the process is instinctive. “I was first attracted to fashion and to making as a means of expressing ideas,” says the thirty-five-year-old who grew up in the southern Japanese city, Ōita.

Noir’s SS20 collection on the runway in Paris

Fashion’s relationship to the planet came into sharp relief at the close of 2019. The spring/summer fashion season came slap in the centre of a global climate-crisis awareness campaign, with Greta Thunberg (in flaming pink) thundering at the United Nations, Extinction Rebellion staging protests at the Victoria Beckham spring/summer 2020 show in London, and Oxfam joining forces with stylist Bay Garnett and model Stella Tennant to urge everyone to up-cycle their wardrobes for the month of September. Kering-owned Gucci announced its commitment to going carbon neutral by offsetting its environmental footprint with reforestation. Material scarcity, climate change and the awareness of excess landfill and wardrobes bulging with unworn clothes placed a spotlight on the business and fell heavily on every fashion lover’s conscience.

Read more: The Thinking Traveller’s Founders Huw & Rossella Beaugié on nurturing quality

Some brands charged towards up-cycling initiatives, others re-examined minimalist, timeless aesthetics, and many took nature and naturalism as a guiding aesthetic or motif. Whichever direction was taken, it was evident that the fashion business at large was experiencing some kind of existential crisis. Yet indirectly and subversively, the Noir collection offered solace and optimism in the face of crisis.

Ninomiya and his small team use man-made and natural fabrics, vegan and real leather but the vision is brilliantly of now. “We employ handicraft to achieve what conventional sewing cannot do, like making volumes or using the construction techniques that we use here. Some collections start with exploring the technical aspects, but it’s different every time. This time round, I began with an image,” he says. As regards the engulfing volumes, Ninomiya remarks: “I haven’t really thought about it. I just follow my principle to make something powerful and beautiful, so the pieces often end up being big in size and volume.”

A look from the Noir Kei Ninomiya SS20 show

It seems the more banal and mundane the middle market of fashion becomes, the more outrageous and unpredictable the true creators will be. Ninomiya has one of those rare spatial imaginations, like an architect, that is capable of creating new forms with unconventional methods. Techniques might include chain linking (beloved of sixties entrepreneur, Paco Rabanne), invisible snapper and tab fastenings, grommets and rivets. The construction methods actually create the decorative effects as well as the structure. Peer inside a Noir piece and you will be astonished to see an inner matrix that resembles a molecular science model.

The craft/tech/engineering route gives Noir clothes a sense of substance and newness and plays into Japan’s rich tradition of technical innovation that supercharged the country’s economy in the post-war years and made the nation a subject of fascination and fetishisation in the 1980s. That was when Rei Kawakubo dropped a bombshell on the bourgeois traditions of Paris couture with her thunderbolt 1982 Holes collection of deconstructed, raw-edged gowns worn by androgynous waifs. Here was an unknown Japanese designer suggesting that frayed fabrics and bag-lady layers were the apex of style. Intellectual circles were quick to adopt the controversial look. Nearly two generations of designers have been inspired by the impact of Kawakubo’s radical work. We have come to expect experimentation, innovation and rigorous quality from a country that still values and rewards its true artisans.

Read more: French designer Philippe Starck’s vision of the future

Ninomiya grew up in the 1990s. After studying French literature, he moved to Europe to attend the prestigious Royal Academy of Fine Arts in Antwerp. During a holiday period, he returned to Japan and applied for a job in the CdG studio. Kawakubo was impressed by the young designer’s meticulous work and hired him. Ninomiya never finished his studies in Antwerp and worked in the studio for the next four years before Kawakubo invited him in 2012 to launch his own line under the company umbrella. International acclaim slowly grew with his move to Paris in 2015 and now invitations to his shows are among the most sought after.

To put Noir in context, it helps to understand the bigger Comme des Garçons International universe that is run by Kawakubo and president and partner, Adrian Joffe. It expands across several CdG labels, including accessories and the extensive perfume range, Ninomiya’s fellow protégé Junya Watanabe, and Noir (since 2012). CdG also operates as an investor, backing labels including Gosha Rubchinskiy and helping with distribution and production. Youths in Balaclava, (designed by a collective of polymath twenty-somethings from Singapore) is the latest launch.

Backstage at the SS20 Noir show

These labels and many more invited brands (including Alaia, Dior, Gucci and Balenciaga) are sold through a growing network of Dover Street Market (DSM) retail emporiums that first sprung up, hence the name, on Dover Street in London’s Mayfair. The string of alternative emporiums now stretches to Los Angeles, Tokyo, Singapore, New York and Beijing. In Paris, a dedicated beauty emporium has recently opened. “Risk”, “instinct”, “experience”, “community” – these are all terms that Joffe uses frequently in the description of DSM stores that were originally inspired by Kensington Market, a cult underground streetwear market in 1970s London. The privately owned company now has a turnover of hundreds of millions of dollars.

Read more: Film director Armando Iannucci on David Copperfield & Fleabag

“As all others designers of the company, Ninomiya works freely, without constraints,” says Joffe. “He respects Rei’s work a lot and Rei respects his creations, too. The relationship is all based on mutual values. Rei trusted him from the beginning, as I do. We let him be free and Comme des Garçons is proud of what he achieves”. Joffe adds, “He is offering his vision linked to the world he is living in. I don’t know what he has in mind during his creative process as we never know what each is doing in advance.” The CdG collective is essentially an ecosystem and operates in contrast to the corporate micro-controlled worlds of LVMH or Richemont.

But then Kawakubo set the template early on. “I have always pursued a new way of thinking about design by denying established values, conventions and what is generally accepted as the norm. And the modes of expression that are important to me are fusion, imbalance, unfinished, elimination and absence of intent,” says Kawakubo at the time of The Met monograph show ‘Art of the In-Between’ in 2017. The biker jacket-wearing designer, now 78, named her own label after a Françoise Hardy song lyric. Kawakubo sees CdG as a guild of highly skilled designers, fabric experts and pattern cutters. Andrew Bolton, the Wendy Yu Curator in Charge at The Met’s Costume Institute, calls this play between creativity and commerce an example of what Andy Warhol dubbed “business art”. “Rei Kawakubo works in the fashion system but on her own terms. It is a much more elegant way to disrupt,” says Bolton.

Another look from the SS20 Noir collection by Kei Ninomiya

Yet while the creativity on the catwalk is unsurpassed, what CdG does exceptionally well is ‘declining’ those ideas into wearable clothes. At the core of the Noir collection are cropped leather and faux leather jackets with intense detailing such as weather quilting or chains, and ruffled slip dresses and skirts, and sheer jackets, all with an elegantly rebellious, mischievous edge. The collection sells worldwide in avant-garde retailers such as Leisure Centre in Vancouver as well as Net-a-Porter. “Noir always puts on an incredible spectacle and although trends are always changing and evolving, Noir maintains its values,” says Libby Page, senior fashion market editor at Net-a-Porter. “Ninomiya is good at taking the idea from the runway and translating it into more commercial pieces in tulle and leather. The tulle tees are always a hit.”

Fans of Molly Goddard tulle gowns, Simone Rocha’s punkish romance, Sacai’s hybrid design (the label’s founder Chitose Abe is another former employee of CdG), and Martin Margiela would equally appreciate Noir’s puckish charm. All these designers reject glamorous cookie-cutter ideals of femininity and share a love of the colour black. Ninomiya relishes the many different shades of black, and any colours he uses are complimentary, such as the white and verdant greens for spring. The AW Rose collection featured sheer black layers, dried rose headgear, black-mask eye make-up and ruffled petticoat skirts. The parade of models, looking like they had fallen out of a Goya portrait via a Parisian club, offered up a twisted reverie on romance and love.

Noir’s cult reputation is growing apace. Remo Ruffini, CEO of Moncler, invited Ninomiya to create an innovative capsule of down-filled jackets for the brand’s Genius line alongside established players such as Mary Katrantzou and Valentino. But Ninomiya remains pure play and noirishly enigmatic. “Creation is what matters most and I would like to continue that in a sincere way,” he concludes.

Follow Noir on Instagram: @noirkeininomiya

This article was originally published in the Spring 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.

Dramatic architecture by Paris-based architect Didier Poignant has created a spectacular contemporary hotel out of a cognac ageing warehouse

A former warehouse in the heart of the town of Cognac is set to reopen this year as a luxury hotel. Emma Love gets an exclusive preview of the dramatic Hôtel Chais Monnet

It’s no secret that cognac has become cool. Where once the French brandy – determined as such by being made specifically in the Cognac region in southwest France – had a fusty reputation as an old man’s after-dinner tipple of choice, now the 390 cognac houses producing the stuff seemingly can’t make enough of it (the Hennessy label, owned by LVMH, recently opened a new bottling plant to keep up with demand and increase annual production). The fact that it’s a huge hit in China where it’s seen as a status symbol of wealth, and in the US, where it’s synonymous with rap music, are undoubtedly part of the reason why five bottles of the amber-hued spirit are sold every second somewhere in the world. And just as cognac the spirit has gone through a cultural shift, now the historic town where it’s produced is finding itself in the global spotlight, too.

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Last year Tony Conigliaro, a mixologist and major influence on London’s cocktail scene (he is behind the legendary bar 69 Colebrooke Row) opened Luciole, a bar with a cognac-based cocktail menu and this summer, the game-changing Hôtel Chais Monnet will open its doors in a former cognac warehouse, set in two hectares of land in the centre of town. Backed by British investor Javad Marandi, who is also the owner of the Soho Farmhouse in Oxfordshire, the hotel will house 92 rooms and suites, plus 13 apartments. “Here in the town we’ve been waiting for this for a long time,” said mayor Michel Gourinchas. “We’ve asked ourselves a number of times what we could do with this site and thanks to this hotel we’ll be able to see a reality of what’s possible in a way that’s in the best interests of our town, its inhabitants, and tourists.”

The public areas of the newly designed Hôtel Chais Monnet, such as the spa (top image) and the hallways, combine cool contemporary design with some original features of the former Monnet warehouse

The site itself has a unique history. The original 19th-century property was once owned by cognac trader Antoine de Salignac who, in 1838, founded the Society of Cognac Vine-growers, a community of several hundred small-vine growers who wanted to pool their strength to have sufficient stock to sell at the same time. Towards the end of that century, the shareholders asked Jean-Gabriel Monnet to manage the society and as part of the role, he and his family moved into the stately mansion and warehouse, naming it Chais JG Monnet. His son, also named Jean Monnet, left school aged 16 to follow in his father’s footsteps, travelling to Germany and America to sell cognac. He went on to become a political economist and diplomat, and an influential proponent of European unity (he is considered one of the founding fathers of the European Union). Later, the site was bought by the LVMH group, and then sold back to the town of Cognac in 2006.

The next chapter in the property’s life looks very different – quite literally. Today, Hôtel Chais Monnet comprises seven original and three new buildings, all designed or remodelled by Didier Poignant of Ertim Architects in Paris. Looking at the hotel, what’s perhaps most striking is the way that the old and modern have been fused together, and how cognac references are subtly employed throughout. “I have never worked on, or seen a hotel like this in France,” says Poignant. “Transforming a historic cognac warehouse with such a large site in a town is very rare. For this reason, it is such a special project.”

Read more: Street artist Alec Monopoly on the purpose of art and wearing a disguise

At the heart of the property are a pair of new Les Ceps glass buildings surrounded by a twisting metallic structure inspired by grape vines. These house some of the rooms (the rest are in an original building, where the cognac was once aged) on the upper levels; on the ground floor of one there is a spa and wellness centre with seven treatment rooms, an indoor/ outdoor swimming pool, a hammam, jacuzzi and gym. The third new building is a series of apartments, which can be rented from three nights to a couple of weeks. The former old barrel-repair warehouse has been turned into a jazz bar with vaulted ceilings, Chesterfield sofas and a piano in one corner. As you’d expect, it will be stocked with a large selection of cognacs, from bottles by the small, lesser known houses to the famous Louis XIII from Rémy Martin.

Render of one of the bedrooms

There are two restaurants within the old ‘Chai Cathedral’: a relaxed French brasserie and a more formal fine-dining offering which has old barrels, once used for cognac ageing, at the entrance. The chef chosen to head up the kitchen of the latter is Sébastian Broda, best known for his light, Mediterranean cooking at Michelin-starred Le Park 45 within Le Grand Hotel Cannes. “What matters,” explains hotel director, Arnaud Bamvens, “is that Sébastien Broda is a name of tomorrow. In his kitchen, which upholds a gastronomy of excellence, we can find his humility, his passion for cooking, and his interest in local produce. We want a cuisine of land and sea, rather than one or the other.” The hotel also has a private cinema, cigar lounge, kid’s club, a rooftop garden bar for summer sundowners, and a series of rooms dedicated to re-telling the story of Chais Monnet so far. The multipurpose ballroom (for up to 220 people) and four seminar rooms are suitable for meetings and events.

Render of the glass-encased entrance linking the two original warehouses

Of course, one of the biggest reasons for staying here will be the draw of visiting some of the many cognac houses that are on the doorstep, but the hotel is equally keen to promote the region’s many other attractions. The cobbled streets, the perfectly manicured gardens and traditional architecture, and the Charente river that runs through it, all point to a slower paced, more charmed life.

Read more: andBeyond CEO Joss Kent on creating luxury in the wilderness

“Cognac has a small bar scene but it has a lot of potential,” says Conigliaro, who decided to open a bar in the town with Guillaume Le Dorner, the former bar manager of 69 Colebrook Row, when he returned home to France. It was a smart move, and one that might encourage more drinking of cognac in the town itself (according to figures released in 2016, 97 per cent of cognac is exported, bringing the country 3 billion euros in annual revenue). With the cultural redevelopment of the nearby city of Bordeaux, it means a whole new part of France is opening up to the luxury traveller.

The hotel’s swimming pool and (below) one of the 21 suites that will be available

Four must-visit cognac houses

Meukow

Meukow was founded in 1862 by two brothers, August and Karl Meukow. They first visited Cognac on behalf of the Tsar of Russia, who hired them to buy French brandy supplies for the imperial court at St Petersburg. Look out for Meukow Extra, made from a blend of the very oldest eaux-de-vies in the Paradis Cellar. meukowcognac.com

Domaines Francis Abécassis

Domaines Francis Abécassis is a young cognac house with 220 hectares of vines. It is owned and run by Francis Abécassis and his daughter Elodie, who take a contemporary approach to producing classic cognac, such as in ABK6, blended from a selection of old eaux-de-vies.  abecassis-cognac.com

Camus

One of the largest independent, family-owned cognac houses, as well as one of the largest landowners in the sought-after Borderies cru. Headed up by fifth generation owner Cyril Camus, the house recently launched a new addition to its Borderies range, Camus XO Borderies Family Reserve. camus.fr

Otard

Established by Baron Jean-Baptiste Otard in 1795, this house is known for its medieval residence and its distinctive teardrop shaped bottles. The one to buy is Fortis et Fidelis, created in homage to the house’s founder and featuring the Otard coat of arms motif on the bottle. baronotard.com

For more information and updates on Hôtel Chais Monnet visit: chaismonnethotel.com 

LVMH’s Delphine Arnault with Karl Lagerfeld at the LVMH Prize 2018 cocktail reception ©François GOIZE

The LVMH prize is the most prestigious and desirable award for any emerging designer. Lauren Cochrane reports from Paris on the mix of established and new and the ideas bubbling around a competition aimed at discovering the next John Galliano or Alexander McQueen

This spring, as Paris Fashion Week swirled around them, some of the industry’s highest profile names – JW Anderson, Nicolas Ghesquière, Maria Grazia Chiuri, Bella Hadid, Suzy Menkes and Karl Lagerfeld included – found a moment in their busy diaries. The reason? The shortlisting of the LVMH Prize. Over two days, with LVMH’s Delphine Arnault, fashion’s brightest and best whittled a shortlist of 20 semi-finalists down to just nine. After an additional round of judging, the final winner is announced in June.

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In the four short years since its launch, the LVMH Prize has become the most prestigious in fashion. Each winner is given a grant of 300,000 euros and access to mentoring from LVMH experts to develop their business. Winners so far have included minimalist Thomas Tait and Grace Wales Bonner, the visionary of London’s menswear scene. Simon Porte Jacquemus, a designer mooted for the top job at Lanvin, was a special prize winner in 2015. Marine Serre, 2017’s winner, has already caused a stir. After her debut show in March, the New York Times said she had come “far, fast”, while Vogue called her collection “terrific”.

Designer Snow Xue Gao with model ©François GOIZE

Of course, fashion insiders will take note of anything that comes with the LVMH name attached. With Bernard Arnault at the head, it is the biggest luxury group in the world, taking in a record 42.6 billion euros in 2017 across brands including Louis Vuitton, Christian Dior and Givenchy. The impact of LVMH’s endorsement and mentoring (not to mention that cash injection) on a young designer’s career cannot be underestimated. Serre, speaking to Vogue, said what the win meant: “It was possible for us to really take things to a whole new level”, allowing her to hire new staff and expand into a new studio space. Marta Marques and Paulo Almeida echo this. “We suddenly had the exposure, the support and the funding to put into existence a lot of the things we always wanted to do, and grow the company,” they said in an email. “This is what the foundations of our label is built on and what the company is today.” Winning the LVMH Prize can turn a fledgling operation into a bona fide brand.

Read more: We ask artist Mouna Rebeiz about trash and beauty

Jean-Paul Claverie, advisor to Bernard Arnault, was instrumental in setting up the Prize in 2014 and he sits on the jury. The Director of Corporate Sponsorship at LVMH, he describes the prize as a way for “young designers to value creativity first”. LVMH are committed to that pledge. Designers are only eligible if they have shown two collections or fewer, and there is an in-house team that works specifically on the prize, selecting the final 20 designers who go before the jury. Relationships continue beyond the competition process, too. “We stay in touch with many of the winners and we are ready to help if they have a problem,” says Claverie. “The door is always open.”

Menswear designer Charles Jeffrey ©François GOIZE

Each year the number of applications has grown, with 1,300 in 2018, including designers from South Korea, China and countries in Africa. Among the 20 semi-finalists there was A Cold Wall, the London-based label by Samuel Ross, New York’s Eckhaus Latta, who put a pregnant woman on their catwalk in September, Charles Jeffrey’s artistic take on menswear and five gender-neutral labels including Faustine Steinmetz, GMBH and The Sirius. Of these, Ross, Jeffrey and Eckhaus Latta made it into the final nine, alongside Rushemy Botter and Lisi Herrebrugh of Botter, Masayuki Ino of Doublet, Lea Dickely and Hung La of Kwaidan Editions, Rok Hwang of Rokh, Matthew Adams Dolan, and Ludovic de Saint Sernin.

Model Emily Ratajkowski at the LVMH Prize 2018 cocktail reception ©Virgile_Guinard

Delphine Arnault (right)
with Carine Roitfeld ©François GOIZE

Established figures in fashion always enjoy meeting the next generation. Jury member Sidney Toledano, chairman and CEO of the Fashion Group at LVMH, says that he was excited after listening to the designers’ presentations. “I was so amazed by the energy,” he says. “I felt it myself, and it was after a long day of shows. I saw how excited Karl [Lagerfeld] was. His antenna tells him they’re talented. I think he had fun.”

Of course, the Prize is not without its advantages for LVMH. It means they effectively have first dibs on the next generation of talent. Toledano believes this has been at the heart of the LVMH culture since Arnault became the majority share holder in 1989. “It’s something he repeats daily – he wants creativity and quality, with an evolution.”

Read more: The maker of Masseto hosts a private dinner for LUX readers

It’s clear the winner is chosen carefully, and with much debate. “At the start of the process, we think that one applicant will be the winner and then, later, it turns out to be someone else entirely,” says Claverie. “I love discussion,” adds Toledano. “I hope we have two or three potential winners and we don’t know what to do.”

Claverie says that business acumen is a plus, along with determination – he praises Jacquemus for applying again after his first unsuccessful attempt. Ultimately, it is vision that characterises a winner: “The creativity is first… they are expressing something new.” Toledano says this is a quest for the next names to know. “It is not a philanthropic project,” he explains. “All the brands we have are based on the success of a designer. It was Monsieur Dior as a designer who created the magic of the Dior name.” Toledano compares designers to pilots. “An engine is needed to sustain a big name,” he says. “OK, from time to time, if you stop the engine, the plane is so high you can continue flying, but if you are a top brand you need [someone] in the cockpit, providing the momentum.” The LVMH Prize? The most stylish take on aviation college there is. Time to watch the latest graduates take flight.

To meet this year’s finalists, and for further announcements visit lvmhprize.com

This article appears in the Summer 2018 issue of LUX, on sale now worldwide.

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.

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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

Guillaume Davin is CEO of Moynat, the uber-luxe leather goods brand established privately by Bernard Arnault as a rival to Hermes. Moynat is not part of Arnault’s LVMH group, and the brand is run as a boutique global atelier. In the second part of our series on luxury leaders, Davin, previously a Louis Vuitton veteran, speaks to LUX about conquering the East, and how to keep a brand’s mystique

CEO of Moynat, Guillaume Davin

LUX: Is Moynat a new luxury brand or an old one reimagined?
Guillaume Davin: Moynat is a House that is more than 160 years old, in which we have infused a new soul. We have been giving new life to a great name, staying focused and true to the essence and heritage of the Maison. This is not merely a renovation of what existed. The result is something that is true to our heritage but relevant to the present.

LUX: What is your consumer craving, that you provide?
Guillaume Davin: We create objects that contribute to fine living, objects which will become known for their craftsmanship, endurance, discretion, elegance and their innovative design rather than bowing to the trends of the day. A Moynat bag is of today and also timeless: always beautiful, always relevant. Moynat appeals to people who are independent in their tastes and choices and not influenced by fads, but looking for beautifully made objects.

Read more in this series: Interview with Javad Marandi, global investor

LUX: The luxury conversation has turned towards ‘experiences’. How does a purveyor of goods provide luxury experiences?
Guillaume Davin: When you enter a Moynat boutique, you discover a new world, you learn about natural leather and traditional techniques such as leather marquetry, angle stitching, wood sculpting, painting… We also feel that the purchase of a beautiful bag should be linked to a moment of your life, such as a memorable visit to Paris for example. Luxury is not just about the object you purchase but your personal connection to the brand and to the story that it tells. That is why we tell the story of our brand and of each product so that is becomes intimate and real for each of our clients.

LUX: Are stores still essential to the luxury experience?
Guillaume Davin: Our clients are looking for the human touch and are very attached to the service they receive. Our team is kind, friendly and passionate; they know our heritage, the leather, the craftsmen, our creative Director… they focus on building relationships and communicating our values. Our visitors can understand who we really are. You need to see our vintage trunks, touch the leather. The Moynat experience is very sensorial and cannot be fully transmitted in a virtual environment. Our products are quite sophisticated and one of our strengths is personalisation and customisation.

LUX: Your personal journey involves a deep understanding of Japan. How does Japan fit in the luxury world now that China is so dominant?
Guillaume Davin: Japan is a place where tradition meets innovation. The Japanese people respect tradition but love innovation: they actually hate change but love newness, a paradox! They protect their ancient crafts, ceramics, lacquer, textiles, woodwork, but expect the artisans to fuse modernity with ancient skills. It is a culture that has an eye for quality and a refined sensibility, which is a perfect fit for Moynat. China is often considered a newcomer to the luxury market, however our customers are just as discerning and sophisticated. We just opened our first boutique in Tokyo in March; it is as exciting to introduce Moynat to the Japanese as it is to bring Moynat to China.

LUX: What does it take to be CEO of a brand owned by your proprietor?
Guillaume Davin: Mr Arnault is a passionate explorer and a competitive entrepreneur. He decided to revive Moynat out of a “coup de coeur”. Moynat is a personal project for Mr Arnault, not a part of LVMH, so we are very different from the group in every sense, from size to way of functioning. Mr Arnault gives Ramesh the creative freedom to express his vision and Ramesh in turn challenges the craftsmen to express their talents.

LUX: Media and advertising has been so central to LVMH brands. Moynat stands apart – how do you do it and is it a challenge?
Guillaume Davin: We have been lucky to have clients who are have been our ambassadors. Their word of mouth has been the best and most authentic marketing tool that we could imagine. We use the best of social media (such as Instagram and Twitter ) to share our stories and life as a way of direct contact with our clients and friends.

The recently opened Moynat boutique on Madison Avenue in Manhattan

LUX: How do you see the climate for your products developing?
Guillaume Davin: We are seeing a return to the true meaning of luxury, where the product is invested with meaning and true rarity. Our clients are happy not to be just a cog in a machine, but to own something truly precious, authentic, timeless, historical, a product that requires time and patience.

LUX: What excites you most about opportunities going forward?
Guillaume Davin: We are growing in an organic way with total control on our manufacturing and quality. This is a challenge but also a great opportunity, to find new trends in social media to connect with people who share our vision of luxury and are looking for new, authentic experiences. We have to tailor the experience we offer to each market, and at the same time keep a common core that is constant and true to the spirit of Moynat.

LUX: What does your travel schedule involve? Why do you love doing what you do?
Guillaume Davin: Along with growth comes non-stop travel, which is exciting as well as exacting, because you can see the results of every decision on different markets. Each day brings its challenges, which is what keeps us passionate about our work. Being a marathon runner, I am in it for the long haul.

moynat.com

Moynat could justifiably claim to be the world’s most luxurious bag maker, but it doesn’t. It is both historic and brand new. It is owned by the greatest luxury tycoon in history, who doesn’t talk about it. Darius Sanai gets an exclusive insight into the luxury brand of the future with its CEO and its creative director in their Paris flagship store

“Luxury is the time taken to make something. It’s about the effort put in to every element of making something, it’s not just about a label or a brand. It’s about taking it to the limit of the best that I can be proud of.”

Ramesh Nair is talking animatedly in a hushed boutique on the Rue St Honoré in Paris. If luxury were a religion (and it might be) the St Honoré would be its equivalent of the Vatican: where pilgrims the world over come to worship. The striking, sweeping boutique we are in, with its open, circular design and leather goods displayed as artworks on plinths and up walls, is metres from the global flagships of Hermès, Louis Vuitton, Goyard and Chanel.

Nair’s colleague Guillaume Davin takes up the thread. “From the very beginning, we felt the object had to be beautiful, so beautiful. This house is only about superior craftsmanship; we concentrated on the product and only the product because that was all there was.”

For Davin, a former highly successful marketeer, this is a striking statement in itself. But everything about Davin and Nair’s business is striking. We are at the flagship (and to date, only) store of a very particular luxury brand, Moynat. And if you haven’t heard of Moynat yet, prepare to be very surprised.

The heritage archive trunks are displayed alongside the modern-day creations

Wander up to the Moynat store on the Faubourg St Honoré unaware, and you would be forgiven for being a little intrigued, or even confused. You would be correct in assuming you hadn’t heard of it because it hasn’t spent a cent on advertising or product placement: which puts it among numerous tiny niche brands trying to carve a place out for themselves in a growing market with limited budgets.

But the huge, striking storefront on the most prime piece of retail real estate in the world is not something that a niche brand could possibly contemplate. Equally, the artistry and the scale of the shopfit and arrangement inside seems too perfect, more museum of contemporary luxury, than something a non-advertising niche brand could manage.

Take a closer look at the goods on display. Pick up one of the signature Pauline bags, for example. The leather is lustrous, thick, unblemished, perfectly grained, and all of one piece. The detailing shows the bag is plainly hand-made, and yet it is also perfect, minimal, classic contemporary. No niche operation could source leather of what is plainly Hermès standard, in unmarked single pieces big enough, and find the craftsmen to create them.

And yet everything about Moynat’s marketing, or lack of it, is entirely niche. It is not affiliated with any other brand; it sells through word of mouth only; it has no ambitious store opening program, and not a single celebrity has been given one of its products. Somehow, though, uber-model Natalia Vodianova and Chanel creative guru Karl Lagerfeld both proudly display their Moynat bags.

For Moynat is the new private brainchild of Bernard Arnault, Chairman of LVMH, the world’s biggest luxury goods conglomerate and unarguably the most important luxury tycoon in history. Arnault owns Louis Vuitton, Dior, Marc Jacobs, Givenchy, Lanvin, Bulgari, Loro Piana, Dom Perignon, Veuve Cliquot, Château Cheval Blanc and numerous other brands at the top of the luxury tree (most of them through his holding in the LVMH parent company).

But Moynat is different. Conceived in 2010, launched in 2011, but dating back to 1849, Moynat is a trunk and bag maker — a malletier, in French — taken by Arnault, privately, and revived and relaunched by him for the 21st century. It is, plainly, a vehicle for Arnault to conquer the very highest peaks of the luxury market, currently claimed only by Hermès, the family-owned company he would love to get his hands on, but can only (currently) hold on to a 23.1 per cent stake in. Moynat is the attempt by the greatest entrepreneur in luxury to create the most rarefied — not the biggest, or the best known, or widest-selling, but simply the best — brand in luxury.

Nair and Davin are leading the charge for Arnault. Nair, formerly of Hermès and Maison Martin Margiela, is the creative director, charged with oversight of the designs and the small atelier in the French countryside where Moynat products are currently made. Davin, as CEO, is in overall charge. Formerly the highly respected director of Louis Vuitton in Japan, he says he had left LVMH when a call came out of the blue from Arnault.

Moynat re-opens its doors at 348 rue Saint Honoré

“The very beginning for me was Spring 2010, when I got a first call from Monsieur Arnault, and he said he wanted me to come to Paris to see something,” says Davin. We are sitting in the salon privé of Moynat on its upper floor, enclosed from the tide of luxury on the street outside.

“He was not very…he did not disclose the name, he did not disclose the project, it sounded like a precious house or a little gem, and he had just bought the name. And he was undecided about doing something, but he wanted to just share some of the elements about the archives of the house.

“So I came to Paris to see what he had to show, and of course I did not recognise the name. Moynat was really a forgotten house, and only trunk and vintage car collectors knew about the house. They also had one concave-based trunk (in the archive), and you know, I had spent a few years at Vuitton and I had never seen this. And then I heard the house was founded and run by a woman, I started understanding the feminine side of the trunk, and I felt, oh, there is something different. And the fact that the house was a bit older than Vuitton or Goyard was also very interesting.”

Arnault had bought the name and archive of a defunct Parisian trunk maker, so long gone that not even his own directors at Vuitton knew its name: but Moynat had proper heritage. In the Belle Epoque era of the early 20th century, archives showed it was one of the most desirable trunk and bag makers in the world. “It started with a little atelier in 1849,” says Davin. “In 1854 — that’s before Louis Vuitton is even created — Moynat patented a waterproof trunk using materials from Indonesia.”

Nair takes up the tale of the creation of the modern Moynat from when he joined, recruited by Davin in 2010 from a senior craft position at Hermès. “It all seems to be a bit of blur now! Monsieur Arnault wanted to open the store at the end of 2011, so we had just a year to work everything out. So I had to quickly come up with something, study as much as possible, collate the archives because we really didn’t have anything much, so I feel that we needed a strong base, we needed the roots to really come up with everything and be authentic.

“I’m a minimalist, and I find ideas everywhere. For instance, Pauline (the signature bag) became the profile of a trunk… I, a purist, I prefer going towards high-end leathers; I love leathers, I love skins, I love the textures and the odour, so I’m more into high-end leather. And of course our construction is really, really, really good. (With my background at Hermès) when you’ve studied with the best, you cannot take a step downwards, it’s very difficult. And it’s a question that which I used to ask myself at Hermès, was ‘What next?’ Quality is something which really fascinates me; there are times when I’m still not happy enough, I still want to keep pushing, to see what more I can do.”

And were they confident from the start or were they nervous about creating a new brand for a boss as demanding as Bernard Arnault?

“We still are nervous,” says Nair. “It’s a market which I would say is almost saturated, and you’re trying to battle, I mean whatever has to be done, has been done. So you’re just reinventing the wheel, and yes, we’re always nervous. But I always feel that if you go high in, if you go with what we call the know-how, the workmanship, the savoir faire, and excellent quality, I don’t think there’s a reason you could go wrong.”

Moynat opened its first boutique in 1869 at 5, place du Théâtre Français

I suggest that it is unusual for Bernard Arnault, the undisputed emperor of luxury marketing, to launch a brand with no marketing at all. They both smile slightly wryly in agreement, before Davin suggests that Moynat is more a labour of love, a personal passion, a creation for the history books, for Arnault than it is another money-spinning venture.

“It is quite mysterious to people, that Monsieur Arnault is not talking about it at all. He never made any announcements, yet he keeps us under his wing. He calls like twice a day, but it’s the tiniest business he has.”

Is it about a personal desire from Arnault to create something that is simply the very best? “We think so,” nods Davin.

“It’s also I think like his little baby, and his little experiment,” says Nair. Presumably, I suggest, they have access to the vast expertise of Louis Vuitton and the rest of the LVMH group in terms of leveraging suppliers, craftspeople, sourcing hides…

“Nothing. Nothing. Nothing,” says Davin, as emphatically as one can in a hushed private space. “Even on the materials, the leather… we are on our own!” In fact, they say, it works the opposite way: some of the materials and techniques Moynat is using are so high-end and so original that they are filtering down into the LVMH brands.

“It was not like Monsieur Arnault ever pushed this and said, let’s open a store every 10 months. In a way …it’s a different M. Arnault I see here,” says Davin.

Because it’s a personal project?

“It’s a personal project. It’s very small. And he wants to take it step by step.”

Nair adds, intriguingly, “And I think also, for (Arnault), I would say, it’s the very first campaign that he’s starting from zero. A luxury house which is his own creation effectively, so he’s also interested in a very personal way, it’s almost like a baby. It’s interesting, he would see a bag and he’d say is this really good quality? Where is this leather from? Things you normally wouldn’t find a CEO asking, and he’d really be interested in knowing where the leather came from, in a certain type of finish…”

“It is a luxury startup,” agrees Davin, “but it is also for him a piece of savoir faire, a piece of the French patrimony. He is very interested, really going into questions like should the edge be a bit thicker or slimmer, or how do you polish it. He’s incredibly in tune with the little details, and these are questions, because we are so small, we can adjust from one product to another product. Ramesh will say oh let’s do a contrasted edge, or let’s do same coloured edge, and we can adjust and show different things, because it’s one craftsman doing the bag from A to Z, so if we want to just ask a different colour combination we just do one unit.

In an interesting insight into the modus operandi of the LVMH chairman, Davin points out that while Arnault is interested in the product detail of Moynat, this is not unusual.

“I have known him for a long time; I was in cosmetics (as head of Dior cosmetics in Japan), and when he was coming to Japan, we had a little lab, and he was always coming and saying ‘try using this… don’t you think this is still a bit sticky?’, or whatever. He was smelling things, he knew about it, he is obsessed with products, and the weight of the packaging. I think that one of the reason why he is so successful today, is that he has an incredible eye for products and quality. I mean, yes, Hermès is supreme quality, but I think M. Arnault has a sense of this.

“And it’s true at the same time he’s leading a group that now have so many brands, so I’m sure some times of the day he’s also focusing on other elements of the company, but he is completely driven by products and stores. He’s obsessed with what the client sees and touches. You know, when he was coming to Japan he was coming three days, and it was two and half days visiting stores and touching products. And business reviews was one hour for three brands — three hours, then finished. The numbers he can access them any time. It’s all product. Stores. And he has an opinion on absolutely every single piece, you know if he feels it’s a bit too matte, or if it’s a bit too shiny, or if there is a powdery feeling he does not like he will tell you, ‘are you sure about this? Try to show me something different next week’. I think there would be no success (for LVMH) if he was not completely obsessed, he knows that product quality is essential. So we try not to disappoint him on this that’s for sure!

“And with Moynat, Monsieur Arnault doesn’t want to advertise, he doesn’t even want us to communicate, he wants to concentrate on the products, on the atelier, on hiring more craftsman, he’s more obsessed with this — that if the product is right, the house will be right.”

And what are the products? The signature product for women (they don’t describe it as such, but it is plainly so) is the Pauline bag which comes in various sizes and can be bespoked in any colour you like; the Rejane is a smaller city bag, the Quattro more of a super-luxe tote. For men, the curved Limousine cases (as purchased by Karl Lagerfeld) are the standouts, in various sizes and styles. Up in the workshop, I also saw a couple of one-off works in progress, attaché cases and portfolios, not yet released, but which looked sublime.

And where, I wonder, are their clients from, these highly-well-heeled, highly knowledgeable customers who are so sophisticated they wish to carry a brand nobody else will recognise? “The number one nationality is the Americans,” says Davin, “but Asia is also a very big proportion. Japan is probably around 10- 12 per cent, South Korea is six or seven percent, Greater China (including Hong Kong) is around 20 per cent but mainland China is quite small, but South East Asia is big. Indonesia, Malaysia, Singapore, the Philippines. It is all word of mouth.”

And will Moynat remain the luxury world’s best-kept secret? There was a pop-up at the Galeries Lafayette in Paris this summer, and there are unconfirmed rumours that the brand will open a second and even a third store somewhere in the world in 2014. “We cannot accelerate, we are doing everything we can to hire craftsmen, to train them, but this will take time,” says Davin. “We hope that Moynat will really be a beautiful house in 10 years, or 20 years. I am not sure Monsieur Arnault is joking when he says it’s for your grandchildren.”

A privately-owned luxury house sitting atop the world of leather goods and bags, passed down the Arnault family from generation to generation, whatever happens to the megabrands of LVMH. That would be a legacy. And you can witness its birth now, on the Rue St Honoré. Just don’t tell anyone.