Axelle Baillet

Global Perspectives: How Different Cultures Approach Sexual Wellness Markets View my Portfolio. Sexual wellness is a universal need — but the way it’s understood, discussed, and commercialized varies dramatically across cultures. For companies innovating in this space, cultural perspective is not just context — it’s strategy. What global insights reveal: • Europe: Many markets, particularly in Scandinavia and Western Europe, integrate sexual wellness into mainstream healthcare and education. Stigma is lower, and retail acceptance is high. • North America: Rapid growth driven by e-commerce, influencer marketing, and a shift toward wellness framing. However, regulatory inconsistencies and cultural stigma still create barriers. • Asia-Pacific: Demand is surging, but cultural norms mean discretion, privacy, and packaging design are especially critical. • Middle East & Africa: Cultural and religious factors strongly influence market access, but younger generations and digital channels are creating new opportunities for education and discreet purchasing. Market impact: Companies that adapt to cultural nuance — in branding, packaging, and product development — are better positioned to build trust and expand globally. The sexual wellness industry is projected to surpass $62 billion by 2030, but growth depends on understanding local values as much as consumer demand. At V For Vibes, we recognize that sexual wellness isn’t “one-size-fits-all.” By respecting cultural differences while championing universal values of dignity, empowerment, and health, we can create solutions that resonate worldwide. Innovation is global. Understanding is local. Success requires both. #SexualWellness #GlobalMarkets #CulturalInsights #Innovation #SexTech #VForVibes

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Can tech and sustainability bridge the luxury divide between East and West? Honored and proud to have signed a groundbreaking MOU between Luxurynsight and Shenzhen Bay Area Sustainable Fashion Alliance—creating an unprecedented bridge between French luxury savoir-faire and Shenzhen Futian’s manufacturing powerhouse. Why this matters now: → The Shenzhen paradox: Futian hosts brands from NEXY.CO to Ellassay (owner of Iro), and malls like MixC M housing 500+ brands including Louis Vuitton, Hermès or Cartier. Production capacity meets premiumization ambition — but lacks the tools for international expansion. → The sustainability imperative: China targets carbon neutrality by 2060, while Bay Area’s 200+ sustainable fashion members include GAP, Athleta, and Allbirds. The convergence isn’t coincidental—it’s strategic. → The GenZ factor: Gen Z and millennials drive 70% of China’s luxury spending, seeking experiences over logos. They demand transparency, traceability, and purpose—precisely what our platform enables. At Luxurynsight, we’ve equipped 80+ luxury and fashion brands with data-driven international expansion tools. With the integration of Heuritech, we are now democratizing these capabilities for Shenzhen’s emerging powerhouses. The game-changer? 🔥 This isn’t about teaching Chinese producers to copy French creativity. It’s about empowering them to create their own sustainable luxury narrative — with the same sophisticated tools that make French maisons global icons. France’s collaborative approach to sustainability through incentives and recognition meets China’s government-led green innovation initiatives. When East meets West through data and sustainability, transformation accelerates. Heritage isn’t just about the past. It’s about creating a legacy worth inheriting. Those who bridge divides create new markets.

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Beyond the Product: Why the Future of Luxury is All About Experiences The rules of luxury are changing. Today's discerning consumers don't just want beautiful things – they crave moments that can't be bought twice. From private viewings at the Louis Vuitton atelier to parties in Dior's secret garden, brands get it: the product is just the start. The real value lies in experiences. The real value lies in the exclusive, transient, and deeply personal experiences wrapped around it. The Rise of "Experiential Luxury" Chanel's Métiers d'Art shows: these traveling performances (from Paris to Dakar) are not just fashion shows, they turn customers into insiders at exclusive, invitation-only events. Aman Resorts' Jet program: for $175,000, guests visit Aman hotels on a private Airbus jet, because the journey is just as important as the destination. Rolex's Yacht-Master Experience: buyers get more than just a watch; they get access to private regattas and sailing legends. Why This Shift? Scarcity wins: limited editions (such as Gucci's Epilogue collection) create a sense of urgency – “buy now or miss out forever.” Memories are more important than things: a $5,000 Picnic Bag from Hermès is more memorable than another handbag. Personalization equals Loyalty: Rimowa's engraved itineraries or NetJets' customized flight plans turn customers into brand ambassadors. The Takeaway Luxury is evolving beyond objects. The brands that are winning today understand that you're selling not a product, but a story that they'll tell for years to come.

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What Kering’s New CEO Reveals About the Future of Luxury — and Art In The Business of Fashion, Luca Solca offers a sharp, unsentimental letter to Luca De Meo, the newly appointed CEO of Kering, who arrives from the automotive industry into the turbulent waters of luxury fashion. Having steered Renault’s strategic turnaround through his now-celebrated “Renaulution” plan, De Meo is expected to apply a similar mix of industrial discipline and visionary risk to Kering — a group currently burdened by high debt, lagging brand performance (especially Gucci’s 25% sales drop), and investor skepticism. Solca outlines a clear roadmap: fix the balance sheet and fix the governance. Luxury, he argues, is no longer just about aesthetics or legacy; it is about strategic clarity, investor trust, and operational resilience. De Meo’s outsider status may well be his strength — but only if he can translate systemic thinking into cultural intuition. This shift — from cars to couture, from torque to texture — resonates far beyond luxury conglomerates. It reveals a deeper, quieter movement already reshaping the art world: the end of disciplinary comfort zones. When a fashion empire taps an industrialist to reimagine its soul, we are reminded that leadership today is no longer about specialization, but about sensibility — the capacity to navigate complexity, to listen across silos, and to reframe decline as potential. In the art ecosystem, too, we see institutions fatigued by old models: biennials recycling the same curators, galleries struggling to justify their overheads, museums trapped between blockbusters and bankruptcy. What if, like Kering, they looked beyond their own industry for answers? What if curators were selected not only for taste, but for systemic intelligence? What if the next museum director came not from academia, but from gaming, climate strategy, or logistics? De Meo’s appointment invites us to imagine a new kind of cultural stewardship — one that does not fear friction between worlds, but draws strength from it. After all, the great works of art, like the great turnarounds in business, often begin with a single bold reframe. A Letter to Kering’s New CEO- Luca Solca https://lnkd.in/eM4fzRiw

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