Kering’s 2026 Pricing Strategy vs. Reality: Saint Laurent Example

Last week I compared the prices of cashmere pants across several brands, and unexpectedly Bottega Veneta nearly overtook Loro Piana.

Then, while browsing Net-A-Porter, I was surprised by the price of another brand from the Kering orbit. I’m talking about Saint Laurent — a brand I’ve mentioned more than once as one of my personal favorites, and their jeans are easily in my top three for fit and quality. However, even my affection for the brand doesn’t stop me from noticing that its pricing policy is unjustified and actually limiting the brand’s own growth.

While looking through the new arrivals, I came across an SL swimsuit. Beautiful, but fairly simple — a one-shoulder model combining two colors and a contrasting trim. The price: £840.

Here are prices from other brands for similar one-piece swimsuits with small design details:

• Louis Vuitton with metal rings — £750

• Christian Dior “heavy logo” classic model — £790

• Hermès printed colorful style — £500

• Chanel belted with metal logo details — £820

Is there a logical explanation for SL’s price? I can’t find one — but I’d be glad to hear other opinions.

In the meantime, let's go through the leaked Kering Strategy Memo by CEO Luca de Meo, where the pricing-related points include the following:

1. Create a group-wide pricing task force: Establish a cross-functional, cross-brand team to fully redesign pricing starting with the 2026 collections.Goal: build a unified and coherent price architecture across all maisons.

2. Rebuild the pricing architecture: Redesign price ladders for each brand and category. Clarify the roles of entry, core, and high-end tiers.Remove contradictions across product families.

3. Broaden competitive benchmarking: Expand benchmarking beyond direct luxury competitors. Include accessible luxury and premium brands. Correct price points where Kering has lost competitiveness at the lower end.

4. Align prices with product quality and perceived value: Upgrade product quality to justify current price levels.Ensure price increases reflect improvements in: materials, craftsmanship, design, brand storytelling.

5. Optimize pricing for elastic categories: Identify categories where demand is highly price-sensitive (e.g., sneakers, SLGs, gifting). Adjust prices downward where necessary to maximize volume and margin.

On paper, this all sounds reasonable (though I disagree with parts of it, and the memo itself is rather shallow). In practice, there is still little evidence of it being applied. Being placed in the so-called “entry-level price offer” under €1,000 doesn’t mean that any price will be perceived as justified — and consumer acceptance becomes much harder to achieve. Louis Vuitton’s beauty line is proof of that.