research topics on luxury brands

The Future of Luxury Brand Management: A Study on the Impact of New Technology and Relationship Marketing

• First Online: 20 February 2024

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• Vandana Gupta 4 , 4 ,
• Junaid Hushain 5 &
• Abhilasha Mathur 4  

Part of the book series: Studies in Systems, Decision and Control ((SSDC,volume 515))

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In today's digital age, luxury brands face the challenge of maintaining their historic essence while adapting to technological advancements. This study delves into the strategic shifts in luxury brand management, highlighting how brands like Burberry and Louis Vuitton have successfully merged traditional identity with modern digital strategies, such as storytelling and celebrity partnerships. Technology, especially data analytics, AI, and virtual reality, has proven pivotal in enhancing relationship marketing, providing consumers with personalized and emotionally connective experiences. This is evident in strategies used by brands like Sephora and Chanel. However, there are challenges in the digital landscape, such as upholding brand uniqueness and data security concerns. Current consumer values emphasize sustainability and social responsibility, pushing luxury brands to reassess their identities. Furthermore, the surge of nimble startups and Direct-to-Consumer ventures presents fierce competition, prompting established luxury brands to innovate or collaborate. The research encapsulates luxury brands’ trials, triumphs, and adaptive nature in the digital age.

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Vandana Gupta, Vandana Gupta & Abhilasha Mathur

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Gupta, V., Hushain, J., Mathur, A. (2024). The Future of Luxury Brand Management: A Study on the Impact of New Technology and Relationship Marketing. In: Khamis, R., Buallay, A. (eds) AI in Business: Opportunities and Limitations. Studies in Systems, Decision and Control, vol 515. Springer, Cham. https://doi.org/10.1007/978-3-031-48479-7_6

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Journal of Fashion Marketing and Management

ISSN : 1361-2026

Article publication date: 27 August 2021

Issue publication date: 13 July 2022

This study aims to identify the present research trends and streamline future research possibilities in luxury brands by a systematic review of the existing literature.

Design/methodology/approach

A portfolio of 552 articles published between 1996 and 2020 in the luxury brands domain is collected from the Scopus database and analyzed using an integrated approach comprising bibliometric and content analyses.

A comprehensive review of the available literature was done by identifying emerging topics, keywords and research themes. The study's findings indicate that the luxury brand is an exponentially growing theme; seven representative research clusters are identified and analyzed.

Originality/value

This study enriches the literature of luxury brand by presenting a holistic view of the academic literature using an integrated research methodology comprising bibliometric and content analysis techniques.

• Luxury brands
• Literature review
• Luxury brand management
• Bibliometric analysis

Husain, R. , Samad, T.A. and Qamar, Y. (2022), "Past, present and future of luxury brands: a review and bibliometric analysis", Journal of Fashion Marketing and Management , Vol. 26 No. 4, pp. 582-602. https://doi.org/10.1108/JFMM-02-2021-0046

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Luxury Branding Research: New Perspectives and Future Priorities

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Supreme: Remaining Cool While Pursuing Growth

• July 2021 (Revised July 2023)

Luxury and Environmental Responsibility

• Supreme: Remaining Cool While Pursuing Growth  By: Jill Avery and Sandrine Crener
• Supreme: Remaining Cool While Pursuing Growth  By: Jill Avery, Sandrine Crener, Marie-Cecile Cervellon and Ranjit Thind
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Research: How to Position a Luxury Brand as Sustainable

• Gwarlann de Kerviler,
• Elodie Gentina,
• Nico Heuvinck

Highlight your company’s commitment to craftsmanship.

With a growing demand for companies to produce products that meet high ESG standards, luxury goods companies need to find a way to present their products as something other than markers of wealth and social status, all while preserving these cachets. This article argues that they can best square this circle by focusing on authenticity through their commitment to the craftsmanship and art of their employees in their customer engagement. The authors present French luxury goods company Hermès as a case in point.

A 2018 global survey by Accenture Strategy of 30,000 consumers in 35 countries indicated that nearly two-thirds of them (62%) find brands with high ethical values attractive.    That’s potentially a problem for companies in the luxury sector, because people often see luxury goods as a wasteful self-indulgence and potentially damaging to the environment, especially if they are highly engineered or decorative.

• GK Gwarlann de Kerviler is a professor at IESEG School of Management in Paris, France.
• EG Elodie Gentina is a professor at IÉSEG School of Management in Lille, France.
• NH Nico Heuvinck is a professor of Marketing and academic director of the MSc in Digital Marketing & CRM at IESEG School of Management ibn Lille, France.

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Legitimately luxurious: Creating authentic luxury brands

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In recent years, greater disparities in incomes and growth in wealthy consumers have fueled new opportunities in luxury markets. As firms launched luxury brands, some have thrived as others stumbled. One important difference between those who succeed and those who struggle, we suggest, is brand authenticity. Scholars have studied authenticity extensively, and research has isolated different sources of authenticity. How firms draw on these sources to create legitimate luxury brands has, however, received surprisingly little attention. In this article, we discuss the research on the sources of brand authenticity, and we explore how brands rely on those sources to craft authentic luxury brands. Using the examples of Canada Goose and Shinola, we illustrate how one firm drew on multiple sources of authenticity and, through the symbolism of its actions, successfully created an authentic luxury brand. We conclude with a discussion of the implications for other firms seeking to enter the luxury market.

• Brand authenticity
• Brand heritage
• Brand legitimacy
• Luxury brands
• Luxury goods

ASJC Scopus subject areas

• Business and International Management

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• Luxuries Social Sciences 100%
• market INIS 100%
• Authenticity Social Sciences 71%
• growth INIS 50%
• income INIS 50%
• canada INIS 50%
• geese INIS 50%
• Research Social Sciences 28%

T1 - Legitimately luxurious

T2 - Creating authentic luxury brands

AU - Goldstein, Guy A.

AU - Carpenter, Gregory S.

N1 - Publisher Copyright: © 2021 Kelley School of Business, Indiana University

PY - 2022/9/1

Y1 - 2022/9/1

N2 - In recent years, greater disparities in incomes and growth in wealthy consumers have fueled new opportunities in luxury markets. As firms launched luxury brands, some have thrived as others stumbled. One important difference between those who succeed and those who struggle, we suggest, is brand authenticity. Scholars have studied authenticity extensively, and research has isolated different sources of authenticity. How firms draw on these sources to create legitimate luxury brands has, however, received surprisingly little attention. In this article, we discuss the research on the sources of brand authenticity, and we explore how brands rely on those sources to craft authentic luxury brands. Using the examples of Canada Goose and Shinola, we illustrate how one firm drew on multiple sources of authenticity and, through the symbolism of its actions, successfully created an authentic luxury brand. We conclude with a discussion of the implications for other firms seeking to enter the luxury market.

AB - In recent years, greater disparities in incomes and growth in wealthy consumers have fueled new opportunities in luxury markets. As firms launched luxury brands, some have thrived as others stumbled. One important difference between those who succeed and those who struggle, we suggest, is brand authenticity. Scholars have studied authenticity extensively, and research has isolated different sources of authenticity. How firms draw on these sources to create legitimate luxury brands has, however, received surprisingly little attention. In this article, we discuss the research on the sources of brand authenticity, and we explore how brands rely on those sources to craft authentic luxury brands. Using the examples of Canada Goose and Shinola, we illustrate how one firm drew on multiple sources of authenticity and, through the symbolism of its actions, successfully created an authentic luxury brand. We conclude with a discussion of the implications for other firms seeking to enter the luxury market.

KW - Brand authenticity

KW - Brand heritage

KW - Brand legitimacy

KW - Luxury brands

KW - Luxury goods

UR - http://www.scopus.com/inward/record.url?scp=85133383559&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85133383559&partnerID=8YFLogxK

U2 - 10.1016/j.bushor.2021.09.002

DO - 10.1016/j.bushor.2021.09.002

M3 - Article

AN - SCOPUS:85133383559

SN - 0007-6813

JO - Business Horizons

JF - Business Horizons

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Influence of celebrity endorsements on consumer attitudes towards luxury brands.

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The research   aims to examine how analysis of real-time data through AI can contribute to effective traffic management and control.

• To evaluate how Al can help deal with the bottlenecks in traffic by optimizing traffic flows and thus reducing travel delay times and congestion.
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Understanding the contribution of sustainability practises to the enhancement of the reputation of luxury brands

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Examining the relationship between luxury brand social media presence and brand equity

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• To examine the impact of user-generated content on luxury brand equity.
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Examining the impact of counterfeit products on the image of luxury brands and consumer perceptions

The aim of this research to investigate the effect of counterfeit products on the image of luxury brands and consumer perceptions

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• Consumers in the U.S. are reducing their spending on non-essential goods, and this is weighing on luxury sales.
• However, China’s reopening is a tailwind for the sector, especially as Chinese consumers are a major driver of luxury spending.
• Upscale brands — along with hard luxury goods such as watches and jewelry — are expected to be most resilient amid this uncertain macro environment, depending on specific brand momentum. 

During the current cost-of-living crisis , consumers are cutting back on spending — but demand for luxury goods remains high. In the fourth quarter of 2022, the luxury market grew 7% organically year-over-year, figures from J.P. Morgan Research show.

“Investors are seemingly turning more constructive on the luxury sector,” observed Chiara Battistini, Head of European Luxury and Sporting Goods at J.P. Morgan. “But while the sector is more resilient, we also note that it has never been immune to macro dynamics and has historically been late cyclical.”

Looking ahead, will ongoing macro uncertainty take a toll on the luxury industry? And will China’s reopening boost the sector’s fortunes? 

While the luxury sector is more resilient, we also note that it has never been immune to macro dynamics and has historically been late cyclical.

Chiara Battistini

Head of European Luxury and Sporting Goods, J.P. Morgan

TITLE: Luxury Outlook– Descriptive Transcript

This video opens with text over a close up of an intricate watch face:

Text on screen:

What's next for the luxury market?

More text appears below a row of diamond rings in a display case:

U.S. consumers are reducing their spending on non-essential goods, and this is weighing on luxury sales.

Text continues over an image of a piggy bank:

This is partly because consumers are using up the excess savings they accrued during the pandemic.

A hammer crashes down on the piggy bank, and it shatters in slow motion, spilling out coins. More text appears below a cityscape:

However, China's reopening is a tailwind for the sector, especially as Chinese consumers are a major driver of luxury spending.

Text continues under three levels of mall escalators:

Overall, upscale brands will likely be most resilient amid this uncertain macro environment, depending on specific brand momentum.

J.P. Morgan.

jpmorgan.com/research.

[END OF VIDEO]

U.S. and Europe: Luxury shoppers are tightening their purse strings

“The strength and resilience of the Western consumer in 2022 has been impressive. However, fourth-quarter sales numbers have shown signs of ongoing normalization,” said Battistini. 

In the third edition of J.P. Morgan’s Cost of Living survey, which polled 5,000 consumers across the U.S. and Europe in March 2023, nearly 75% of U.S. consumers said they expect to reduce spending on non-essential goods by at least 6%. European consumers feel less worried about their financial circumstances compared with six months ago, but again, almost 75% expect to decrease discretionary spending by over 6%.

This is partly because consumers are using up the excess savings they accrued during the pandemic. According to J.P. Morgan Research, excess savings in the U.S. peaked at around $2.1 trillion in the second quarter of 2021, decreasing to an estimated $800 billion in the fourth quarter of 2022. This savings cushion is forecast to be fully depleted by the third quarter of 2023. 

U.S. consumers are depleting their excess savings

Relative to the fourth quarter of 2019, the level of excess savings held by U.S. consumers peaked at almost $2.4 trillion in mid-2021, declining to about $1.7 trillion in the fourth quarter of 2022. It is projected to continue decreasing over time. 

Waning consumer confidence is in turn weighing on sales across most luxury brands covered by J.P. Morgan Research. “Corporates in the U.S. have flagged this is mainly due to American tourists buying more in Europe, but we note that sales growth across both markets is still slowing,” said Battistini. Indeed, the regions’ combined organic sales growth fell to 11% year-over-year in the fourth quarter of 2022, down from 17% in the third quarter.

“Assuming further trend moderations in these two key regions, we would reduce the upside risk to estimates of our regional analysis to 3% on sales and 6–7% on profits,” said Battistini. 

China: Shoppers are back and spending on luxury goods 

On the other hand, China’s recent reopening is expected to be a tailwind for the sector, especially as Chinese consumers are a major driver of luxury spending. During the 2021 financial year, luxury goods companies generated around 30% of their total sales in Greater China. However, business took a hit during COVID-19, with most brands posting around a 10% decline in sales for the 2022 financial year.

Like consumers elsewhere, Chinese shoppers have accumulated excess savings over the past three years. J.P. Morgan Research estimates that the average saving rate in China was 33.5% in 2022, up from 29.9% in 2019. This, along with pent-up demand, is fueling post-pandemic revenge spending.

Indeed, domestic luxury sales are booming. In January and February 2023, total retail sales in China were up 17% on a four-year stack. There was sequential improvement across all segments tracked by J.P. Morgan Research, including gold and jewelry (+48%), cosmetics (+34%) and apparel (+13%). Demand for luxury timepieces is rising, too: Swiss watch exports to China accelerated to +68% on a four-year stack in February 2023. 

What are Chinese shoppers buying?

In January and February 2023, total retail sales in China were up 17% on a four-year stack. There was sequential improvement across all segments tracked by J.P. Morgan Research, including gold and jewelry (+48%), cosmetics (+34%) apparel (+13%) and automobiles (+5%).

In addition, Chinese consumers are traveling again, which could boost overseas spend on luxury goods. In March 2023, outbound flights to Italy and Korea reached 65.4% and 34.9% of 2019 average levels respectively. However, it remains to be seen if this will drive the luxury sector’s growth, especially as goods in this category have recently become more affordable in China thanks to reduced import duties.

“In our view, the piece of the puzzle that is most difficult to square is how much the return of travel will contribute incrementally to growth, versus cannibalizing the existing sales already taking place domestically,” said Battistini. “We think this should provide more sizeable support to 2024 rather than 2023, given visa requirements and the fact that flight numbers are still relatively subdued.”

Overall, the return of the Chinese consumer looks set to be a huge boon for the luxury industry. “We think that if pent-up demand comes through fully in 2023, luxury companies could post around 35­–40% sales growth in China this year,” said Battistini. 

Luxury brands: A return on investment?

“ While China’s reopening should benefit the whole sector, we expect the magnitude to vary depending on specific brand momentum, with consumers gravitating first and most to brands and products they want to buy and wear,” noted Battistini.

Against a deteriorating macro backdrop, upscale brands stand to emerge as winners. “If the consumer becomes sensitive to inflation, we would expect higher-ticket items and coveted brands in leather goods to be more protected. Consumers might also favor purchasing hard luxury items such as watches and jewelry, which potentially represent a more attractive investment,” said Battistini. This is reflected in rising Swiss watch exports, which were up 12% year-over-year in February 2023 in value terms, according to J.P. Morgan Research.

That said, luxury brands across the board will likely ramp up their marketing efforts to boost sales amid challenging market conditions. “We saw an increase in operating expenses in the second half of 2022, mostly due to higher marketing spend to maintain and further drive brand momentum,” noted Battistini. “This raises a question mark about the investments needed to excite and engage consumers, who are becoming ever more demanding.” 

This communication is provided for information purposes only. Please read J.P. Morgan research reports related to its contents for more information, including important disclosures. JPMorgan Chase & Co. or its affiliates and/or subsidiaries (collectively, J.P. Morgan) normally make a market and trade as principal in securities, other financial products and other asset classes that may be discussed in this communication.

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This Week, Luxury Retail’s Next Chapter Takes Shape

• Brian Baskin

After months of industry chatter, a pair of mergers may soon reshape the luxury retail landscape, both online and off.

Richemont is reportedly making progress in finding a buyer for its loss-making Yoox Net-a-Porter unit, with e-tailer Mytheresa , a rare success story in a troubled luxury e-commerce market , the most frequently cited suitor. Both Richemont and Mytheresa report quarterly results this week, though neither has spoken much about M&A in past earnings calls.

Then there’s the on-again, off-again merger between Saks and Neiman Marcus , which is thought to be on a fast track after Saks owner Hudson’s Bay Co. put together a $3 billion bid for its rival. We’ve heard this story before, of course, but recent reports in WWD and Axios indicate HBC has significantly sweetened its offer from a $2.1 billion bid in December. Also in the mix lately is Nordstrom , with the upscale department store ’s founding family lining up financial partners for a buyout.

Any of these deals could be announced this week, or this month, or later this year, or never. For now, it’s worth stepping back and thinking about why all this is happening. I’ll be speaking with BoF’s founder and editor in chief Imran Amed on May 15 about the many challenges facing luxury e-commerce, in the first of our monthly live video calls for Executive Members. You can find details about how to sign up below. For now though, here’s a quick rundown of the state of play:

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Multi-brand luxury retail is broken. For the last decade, too many players have fought over the same customers with product offerings and experiences that were insufficiently differentiated. To make matters worse, they were increasingly forced to compete not just with each other but with their own vendors, as brands opened more of their own stores in a bid to improve profit margins and better control the customer experience, often in second-tier markets where department stores were once the only luxury game in town.

For a time, low borrowing costs and booming luxury sales papered over the issues in the market. But the days of zero interest rates are long gone, and consumers aren’t spending like they used to. After a series of missteps, Matches ultimately succumbed to this tougher environment. Ditto Farfetch , which was acquired in a fire sale by Coupang late last year.

The thinking now is that fewer, stronger retailers have a better chance of success. That’s almost certainly true for department stores, which need to strengthen their balance sheets so they can compete with online rivals and brands’ own retail operations. As for luxury e-commerce, it remains to be seen if there is a model that works at scale; there are no large, unambiguously successful e-tailers in the space, though Mytheresa, with its tightly curated assortment and sharp focus on wealthy customers, comes closest.

For brands, luxury retail’s merger mania would be a good news/bad news situation. Consolidation would reduce the likelihood of a repeat of the Matches fiasco, where the company’s sudden downfall has left labels big and small out of pocket. But consolidation also gives retailers more power to set the terms of their arrangements with brands (something US antitrust regulators, who have already sued to block Tapestry’s acquisition of Capri, will surely consider if the Saks/Neiman Marcus deal happens).

Luxury retail’s upcoming M&A wave isn’t just about survival. It’s also about securing the best position for when the luxury market recovers from its recent slump. Tomorrow’s winners may be determined by decisions made in boardrooms this week.

Upgrade your BoF Professional membership now to become an Executive Member and join our first live video call discussing The Future of Luxury E-Commerce, on Wednesday, May 15 at 5pm London time, 12pm in New York.

The Week Ahead wants to hear from you! Send tips, suggestions, complaints and compliments to [email protected] .

Brian Baskin is Executive Editor at The Business of Fashion. He is based in New York and oversees BoF's beauty, retail, direct-to-consumer, technology, marketing and workplace verticals.

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Stanislas Wawrinka became the latest high-profile tennis player to invest in a luxury Swiss watch brand when he was named as a minority shareholder in the family-owned company Norqain last month. News of the investment — the terms of which were undisclosed — was accompanied by the introduction of two tennis-themed mechanical watches costing £4,550.

The three-time Grand Slam winner is not the first high-ranking tennis player to sink some of his fortune into one of the new generation of high-end watch companies. Over the past 12 months, current world top-10 players Grigor Dimitrov and Casper Ruud have invested in Bianchet and Fleming respectively. Norqain was founded in 2018, Bianchet in 2017, and Fleming released its first watch in March this year. None has disclosed any details of the investments.

For Ben Küffer, Norqain’s co-founder and chief executive, the trend signals a shift in how brands work with sports stars. “The time of having an ambassador on a poster showing a watch is over,” says the 36-year-old, who was approached directly by Wawrinka last year. “We need to write stories for our fans that are credible.” Norqain’s other co-founder is former NHL ice-hockey star Mark Streit who, like Wawrinka, is also Swiss.

According to Küffer, ambassador investment brings that credibility, as does the performance profile of Wawrinka’s watches, which he says are designed to be worn on court. “They’re made for the battle itself, not just for after the victory,” he says, noting the Wild One Skeleton Coral and Gecko models are tested for shock-resistance to 5,000G. Former world number one Rafael Nadal’s long-standing partnership with hyperwatch maker Richard Mille is based on the same principle.

This contrasts with the wearing of sponsors’ watches only for trophy ceremonies. For example, Andy Murray was famously caught on camera after his US Open win telling his team he couldn’t find his Rado watch. Similarly, last year’s Wimbledon champion, Carlos Alcaraz, slipped on a gold Rolex Daytona before posing with the trophy.

For smaller brands, much of the appeal of working with tennis players is the year-round global schedule. “Tennis players have a unique opportunity to help open new markets for younger, up-and-coming brands in new territories,” says Merrick Haydon, executive vice-president of the UK arm of the sports marketing agency rEvolution.

Küffer confirms this. “Stan will help us grow our business in Asia, where our network is less established,” he says.

Rodolfo Festa Bianchet, founder and chief executive of Bianchet, says Dimitrov has taken a “substantial minority stake” in his business. “The fact that Grigor is personally representing Bianchet has significantly increased Bianchet’s brand recognition,” he says.

For the players, investment provides an opportunity to be more involved. “I didn’t just want to be an ambassador,” says Wawrinka, who at 39 is in the twilight of his career. “I wanted to define the brand and to open some doors for when I stop playing tennis.” Küffer admits that, since announcing Wawrinka’s investment, he’s had “many” approaches from other professional tennis players.

But the rub-off is not limited to tennis. Hollywood actor Mark Wahlberg contacted Wawrinka on Instagram after he posted a picture of Norqain’s brightly coloured Wild One Skeleton Turquoise and, in February, was seen wearing the watch on the Late Show with Stephen Colbert . “I’m not sure he would have done that if Stan had only been an ambassador,” says Küffer.

Haydon says the link between tennis stars and small, independent watchmakers is a natural consequence of how the players work.

“Tennis players operate in incredibly tight-knit teams and place huge importance on surrounding themselves with the right people and building the right environment of trusted characters with a shared vision,” he says. “There are parallels between the make-up of these teams and the family-owned businesses of the watch industry. Rather than simply seeking to enhance their image and earnings alone, it could be these shared values that explain their interest.”

Stepping on to the field of play is nothing new for Swiss watchmakers, who read the sports marketing playbook decades ago. Rolex entered golf and Tag Heuer Formula 1 in the late 1960s. Today, sport is awash with watch companies: this summer, Hublot will sponsor the Uefa European Football Championship in June, before Omega times the Olympics the following month.

Tennis players have a unique opportunity to help open new markets for younger, up-and-coming brands seeking to establish themselves in new territories Merrick Haydon, rEvolution

But, because tennis is an individual sport and players often wear watches while they play, it offers smaller brands less expensive but powerful opportunities to raise their profiles.

Gerald Charles, another young family-owned watch company, lists top-10-ranked Hubert Hurkacz among its “friends of the brand” and, like Norqain, has produced colourful versions of watches inspired by tennis’s grass and clay court seasons.

All will be hoping their tennis associations transform their sales, but some are not sure how much impact a tennis player outside the so-called “Big Three” of Roger Federer (Rolex), Nadal and Novak Djokovic (Hublot) can have. “No normal person has ever heard of Norqain, so it’s terrific exposure,” argues Johnny Davis, creator and editor of Esquire’s weekly watch newsletter About Time. “But can Stan Wawrinka make a brand like Norqain cool? I’m not sure if he can do that.”

Wawrinka, not surprisingly, is more confident. “Ben and I have the same mentality,” he says. “We’re going to get bigger and better. It’s the same mentality I have in my sport.”

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“If You Say No, It’ll Be A No Forever:” Law Roach Named The Luxury Designers That Zendaya Never Wears Because They Refused To Dress Her At The Start Of Her Career

“They would all say no. ‘Try again next year.’”

BuzzFeed Staff

Zendaya may be one of Hollywood’s brightest stars today, but her longtime stylist, Law Roach , just revealed that some luxury fashion houses were once reluctant to dress her.

Appearing on the latest episode of The Cutting Room Floor podcast with Recho Omondi, Law — who’s been styling Zendaya since she was 14 — talked about being turned down by Chanel, Saint Laurent, Dior, Gucci, and Valentino when trying to source looks for Z earlier in her career.

“I would write [to] the big five… and they would all say no. ‘Try again next year,’ ‘she’s too green,’ ‘she’s not on our calendar,’” he recalled being told at the time, adding that he’s kept “all the receipts.”

It wasn’t long after this that Zendaya shot to superstardom, making her Met Gala debut at 18 and scoring a coveted American Vogue cover just two years later. And while such major milestones may have altered the designers’ attitudes towards dressing her, Law made it clear that the initial reluctance won’t be forgotten.

“By the time she got to American Vogue, she still had never wore any of those designers. She still hasn’t,” he said, clarifying that Z only started wearing Valentino in public after she signed a major contract with the brand in 2020.

When Recho responded in disbelief, Law said that, aside from in editorial shoots, Zendaya hasn’t worn looks by any of those labels and won’t anytime soon — all because they were so quick to turn her down at the start.

“She still has never worn Dior on a carpet. She still has never worn Chanel on a carpet. She has still never worn Gucci on a carpet — any press, any appearance, never. Never,” he said. “The first time she wore Valentino in public is when she had a contract, so when I said, ‘If you say no, it’ll be a no forever,’ that rang true for a long, long time.”

Law’s mantra seriously impressed fans online, who praised him for advocating for Z and knowing her worth, even when others seemingly didn’t.

“He protected her and IM HERE FOR IT,” one user wrote in the comments section on TikTok , echoed by someone else who praised Zendaya for trusting in Law from the start.

“Damn, when u really sit and think about it. He took the biggest risk & Z had trust in him to never steer her wrong. I pray to always have a Law Roach in my corner,” they wrote.

Moreover, plenty of other users called out the major designers that missed out on a chance to work with Z and Law — who will surely go down in Hollywood history as one of the most iconic fashion duos of all time.

“If they couldn’t see the vision they don’t get to reap the reward when it comes true 👏👏👏,” one TikTok user commented.

“Imagine being a fashion house and fumbling ZENDAYA!?! Gaaag,” added someone else.

Law — who’s become known for pulling incredible archival looks for his clients — previously said that he had to dig into vintage archives out of “necessity” when he and Zendaya first started working together because so few designers were willing to dress her.

“We’ve been [pulling vintage] since Zendaya and I began working together, for 13 years now. At first, it came out of necessity because back when we started, nobody would lend her clothes,” he told Vogue in February. “And I come from vintage — I had a vintage store in Chicago — so a lot of the things that she wore were things from my store or vintage pieces.”

Well, let that be a lesson! Here’s where you can find Law’s full appearance on The Cutting Room Floor .

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