Luca de Meo is set to present his strategic plan for Kering, marking a key moment for the French luxury group as it works to stabilise performance and lay the groundwork for renewed growth. The plan, expected to be unveiled in the coming months, will outline how the company intends to strengthen its brands, improve profitability and adapt to a slower and more selective luxury market.

De Meo, who took over as Kering’s chief executive in late 2025, has inherited a group facing pressure from declining sales at Gucci and uneven performance across its portfolio. His strategy is widely expected to address both short-term operational challenges and longer-term structural issues, with a focus on restoring momentum while protecting brand equity.

A central issue is Gucci, which remains Kering’s largest brand but has struggled to regain consistent growth. The strategic plan is likely to clarify how the house will evolve creatively and commercially under its current leadership, while reducing the group’s overall reliance on a single brand for results. Investors and analysts will be watching closely for signs that Gucci can return to a healthier growth trajectory without compromising its positioning.

Beyond Gucci, de Meo is expected to detail how other key brands  including Saint Laurent, Bottega Veneta and Balenciaga will contribute more evenly to the group’s performance. This may involve sharper positioning, tighter control over distribution and more disciplined product strategies aimed at improving full-price sell-through.

Cost control is another priority. Since taking the role, de Meo has signalled a more pragmatic approach to expenses, including reviewing store networks and internal structures. The upcoming plan is expected to outline how Kering will streamline operations while continuing to invest in creativity, marketing and customer experience.

Pricing strategy is also under scrutiny. Like much of the luxury sector, Kering has raised prices aggressively in recent years, and the plan may address how to balance pricing power with consumer demand, particularly as shoppers become more value-conscious in a challenging global economy.

The strategic update is also expected to touch on portfolio management. While Kering has publicly reiterated its commitment to its core brands, the group continues to assess how each label fits into its long-term vision. Any adjustments are likely to be framed around strengthening focus rather than rapid expansion or diversification.

Sustainability and responsibility are likely to remain part of the narrative, though with a more integrated and business-focused approach. Kering has long positioned itself as a leader in environmental and social initiatives, and de Meo is expected to emphasise how these commitments support brand desirability and long-term value creation.

Digital and customer engagement will also play a role. As luxury consumption evolves, the plan is expected to reinforce the importance of data, direct-to-consumer channels and more personalised experiences, particularly for younger clients who are shaping future demand.

For investors, the strategic presentation will be a key test of de Meo’s vision and leadership. While the market has responded cautiously to his appointment, confidence will depend on the clarity, credibility and execution timeline of the plan. Clear targets, realistic milestones and a coherent brand strategy will be critical to rebuilding trust.

Overall, the unveiling of de Meo’s strategic plan represents a defining moment for Kering. It will set expectations for how the group intends to navigate a complex luxury landscape, rebalance its brand portfolio and return to sustainable growth. The industry will be watching closely to see whether the plan can deliver both financial discipline and renewed creative energy across the group.