Fashion
Chanel reinvents luxury experience at Shanghai’s Plaza 66: FashionNetwork.com exclusive
Published
November 21, 2025
With the addition of a new watches and fine jewellery space, Chanel has made a definitive statement on the future of luxury retail with the significant renovation of its landmark boutique at Shanghai’s Plaza 66. Going beyond a mere refresh, this strategic investment—described by an executive as an essential moment—solidifies the brand’s profound commitment to the Chinese market.
Chanel fashion and Chanel SAS’s president Bruno Pavlovsky, affirmed to FashionNetwork.com in an exclusive interview the location’s importance, calling it “one of the key boutiques that we have in the world.” The primary objective of the renovation is to optimise the client journey, adapting to the post-pandemic trend of clients returning to high-contact physical retail spaces.
The Plaza 66 boutique is positioned as Chanel’s strategic core in China, focusing intently on “offering the best of Chanel.” The location holds unparalleled strategic value, standing as one of Chanel’s most vital global boutiques, consistently ranking as one of the top-performing locations in the country, and situated in one of the most commercially active luxury malls.
Designed by renowned architect and long-time Chanel collaborator Peter Marino, this major renovation is a dynamic expression of Parisian refinement and house codes. The stunning, three-storey space offers a truly luxurious shopping experience, featuring expansive displays of ready-to-wear, bags, and shoes, and introducing a new, exclusive Watches & Fine Jewellery boutique.
The space is meticulously crafted to equally serve the brand’s two core client segments: established top clients and new patrons making a singular purchase. The aim is to ensure all visitors encounter the best service possible, a philosophy signifying the highest degree of sophisticated and meaningful brand engagement.

Chanel employs a differentiated strategy across its three key Shanghai locations—Plaza 66, IFC, and Peninsula—consciously avoiding a standardised approach. While Plaza 66 and IFC function as the primary high-traffic hubs, welcoming the majority of the brand’s clientele, the Peninsula location is positioned as a unique destination boutique. The latter store caters specifically to traveling VICs seeking a more intimate, less conventional experience, described metaphorically as a “little chain” to connect with these clients. The unifying principle across the entire network is the “one boutique is one story” model, which ensures that each location narrates a distinct, city-relevant narrative, reinforcing its role as an experience generator rather than a simple replication.
The brand’s success is anchored in dual strategic pillars: innovation and emotion. Chanel firmly asserts it “never replicates” a boutique; and brings genuine value to the local context rather than engaging in a mere competition for size. “We never replicate,” said Pavlovsky. “Every market is a specific market with a dedicated brief. For each boutique, we sit down with Peter Marino and the team to ensure the design is adequate for that city and its context within the mall. We are not interested in competing to have the biggest boutique. Our focus is purely on what is best for our client—what are their expectations, and what do they want to see from Chanel. What we have achieved in China, through this dedicated approach, is our great fortune and the true centre of our success.”

This focus on bespoke design is also mirrored in the launch of the Chanel & Moi initiative, deemed “key” and “strategic” for cementing future client relationships. This program transforms previously “invisible” after-sales services into “visible” experiences, allowing clients to observe craftspeople and technicians working on their products. By validating the importance of the aftercare moment alongside the purchasing moment, the brand fosters long-term relationships built on trust and consideration, ensuring clients feel “taken into consideration,” beyond the initial sale.
Pavlovsky says, “The Chanel & Moi initiative is extremely important for us and for the House of Chanel. Previously, this essential service was largely invisible. By bringing everything under the Chanel & Moi banner, we aim to make this dedication to service visible to our clients, while simultaneously making our teams proud to deliver it.”
By fostering an environment where clients feel truly “taken into consideration,” this approach is earning deeper trust, allowing clients to feel comfortable raising concerns or discussing product changes. This positive shift is viewed not as an overnight transformation, but as a continuous “journey” that has placed the brand in a significantly better position than it occupied just two years ago, with continuous improvements expected in the coming years.

The brand is confident that its current strategy is moving in the right direction, evidenced by its visible results. Crucially, this positive momentum is heavily amplified by the Chinese market, where the local team is lauded as a “super activator.” This team’s exceptional ability to implement and embody the client-centric strategy ensures that the desired level of customer engagement is being realised efficiently. In summation, Chanel is relying on sustained effort, the strategic visibility of its services, and superior local execution in markets like China to build stronger, deeper client relationships that secure its position for the future.
Chanel maintains an optimistic outlook for the remainder of 2025 and into 2026, driven by its positive business performance. However, according to Pavlovsky, the brand’s formula for sustained success is measured overwhelmingly by client experience and satisfaction. He highlights that offering the best experience makes the sales process a “follower”—meaning revenue naturally tails exceptional service.
Consequently, Chanel’s strategy is focused on consistently delivering superior engagement and products to reinforce the brand’s unique identity in fashion and luxury. Despite facing an economic environment that is “not always easy,” Pavlovsky is confident in the performance of the Chanel teams, making their positive forecast for the future robust.
By Sissi Chu
Copyright © 2025 FashionNetwork.com All rights reserved.
Fashion
Germany firms raise investment plans, uncertainty persists: ifo
“The improved order situation in industry has brightened sentiment somewhat. However, as a result of the Iran war, energy costs have risen sharply, and uncertainty among companies has also increased. That runs counter to a stronger economic recovery,” said Timo Wollmershauser, head of forecasts at ifo.
Firms in Germany have raised investment plans, with ifo expectations rising to 0.2 points in March from -3.1 in December 2025.
Industry led gains, especially non-energy sectors, while energy-intensive segments and chemicals remained weak.
Services showed modest optimism, but trade stayed pessimistic.
Rising energy costs and geopolitical uncertainty temper recovery.
The most notable rise in the willingness to invest was in industry. Expectations rose to +0.1 points in March, up from -6.9 points in December. The outlook improved particularly strongly in non-energy-intensive industries, where significantly more companies were planning to expand their investments this year, ifo said in a press release.
In energy-intensive industries, however, the willingness to invest remains subdued. At -9 points in March, the balance remained virtually unchanged from December (-8.9 points). In the chemical industry, investment expectations even declined further, from -15.8 to -16.2 points.
Overall, the corresponding balance in manufacturing rose from -4.1 to +1.2 points. “Companies across all sectors also want to invest more in software. The growing use of artificial intelligence is likely to play a role in that,” said ifo economic expert Lara Zarges.
In trade, companies remain the most pessimistic. The balance of investment expectations stood at -9.6 points in March, virtually unchanged from the level in December. Service providers, on the other hand, confirmed their slightly positive outlook from December: Their investment expectations improved from +1.1 to +2.8 points.
The points for the ifo investment expectations indicate the percentage of companies that intend to increase their investments on balance.
Fibre2Fashion News Desk (SG)
Fashion
Global energy growth slows to 1.3% in 2025: Report
The report highlighted that although overall energy demand growth slowed compared with 2024 and remained slightly below the previous decade’s average, electricity demand rose by around 3 per cent, driven by increased usage across buildings, industry, electric vehicles, and data centres.
Global energy demand growth slowed to 1.3 per cent in 2025, while electricity demand rose around 3 per cent, driven by EVs, industry, and data centres, according to IEA.
Solar PV led supply growth for the first time.
Oil demand grew modestly, and coal growth slowed.
CO2 emissions rose slightly.
Renewables and nuclear expansion highlighted an accelerating shift towards cleaner energy systems.
Solar photovoltaic (PV) emerged as the largest contributor to global energy supply growth for the first time, accounting for over 25 per cent of the increase. Natural gas followed with a 17 per cent share, while renewables and nuclear together met nearly 60 per cent of additional demand.
Global oil demand rose modestly by 0.7 per cent, reflecting the continued expansion of electric vehicles, with sales surpassing 20 million units in 2025. Coal demand growth slowed overall, with declines in China offset by increases in the United States due to high natural gas prices.
“Global energy demand continued to increase in 2025 against a complex economic and geopolitical backdrop, with one trend unmistakeable: the expanding electrification of economies,” said Fatih Birol, IEA executive director.
He added that electricity consumption was growing much faster than overall energy demand, with one energy source outpacing all others. He noted that solar PV accounted for over a quarter of global energy demand growth for the first time, followed by natural gas, and added that countries prioritising resilience and diversification would be better placed to manage volatility and ensure secure, affordable energy.
Regional trends varied significantly. Energy demand growth in the United States rose sharply, supported by industrial activity, data centre expansion, and colder weather, while China’s growth slowed to 1.7 per cent due to rising renewable adoption and improved efficiency.
Global energy-related CO2 emissions increased marginally by around 0.4 per cent. Emissions declined in China and remained flat in India, aided by renewable deployment and favourable weather conditions, while advanced economies recorded higher emissions growth due to colder winter conditions.
In the power sector, solar PV generation surged by a record 600 terawatt-hours, marking the largest annual increase for any electricity generation technology. Battery storage emerged as the fastest-growing segment, with around 110 gigawatts of new capacity added, while nuclear energy also saw renewed momentum with over 12 gigawatts of new reactors under construction.
The IEA noted that cumulative deployment of low-emissions technologies since 2019 now offsets fossil fuel consumption equivalent to the entire energy demand of Latin America, underscoring the accelerating transition towards cleaner energy systems.
Fibre2Fashion News Desk (SG)
Fashion
War-linked energy shock pushing inflation higher in Europe: IMF expert
In a blog post, Alfred Kammer, director of the IMF’s European department, said his organisation sees growth slowing down in the continent. Initial data point already to weaker private investment and consumption.
The energy shock that has hit Europe due to the Middle East conflict, though smaller than in 2022, is weighing on growth and pushing inflation higher, an IMF expert recently cautioned.
IMF sees growth slowing down in the continent.
Initial data point already to weaker private investment and consumption.
Central banks must remain laser focused on keeping inflation expectations anchored, he wrote.
The outlook for euro area growth is projected at just 1.1 per cent in 2026, for the European Union it is 1.3 per cent; and this forecast comes with a high degree of uncertainty.
In a more severe scenario as described in the World Economic Outlook—a persistent supply shock compounded by tightening financial conditions—the EU could come close to recession with inflation approaching 5 per cent. No European country is spared, Kammer observed.
Policymakers face intense pressure—to act fast, visibly and for all, which results in policies that have more long-term downsides than short-term benefits, he wrote.
Targeted support is much more effective. Europe’s response to this shock should be shaped by two imperatives, he suggested. First, robust macroeconomic policy that is fit for a world with unpredictable and frequent shocks, and second, resilience built without wasting fiscal resources or getting in the way of markets.
The first imperative involves getting monetary and fiscal policy right. Central banks must remain laser focused on keeping inflation expectations anchored, the IMF expert wrote.
In the euro area, where inflation is close to target and medium-term expectations are broadly anchored, the European Central Bank has some scope to wait and observe the shock evolve before acting. IMF now expects a cumulative 50 basis point increase in the policy rate by the end of this year, maintaining a broadly neutral monetary stance in light of higher near-term inflation expectations, Kammer noted.
A rise in core inflation or increasing medium-term expectations would warrant a more restrictive stance, he wrote.
“Europe must reform under pressure. The current shock is not an argument for delay. It is all the more reason to push forward the reform agenda,” Kammer added.
Fibre2Fashion News Desk (DS)
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