2025/26年体验的未来

THE FUTURE OF EXPERIENCE REPORT 2025/26 CONTRIBUTORS JÉRÔME GOUADAINSECRETARY GENERAL, PRIX VERSAILLES CARLA BUZASIPRESIDENT & CEO, WGSN KATIE BARONCONTENT DIRECTOR, STYLUS BEVERLEY CHURCHILLFOUNDER & CEO, CHURCHILL & PARTNERS ROB CAMPBELLPARTNER & CSO, UNCORPORATED ARIEL HAROUSH CHAIRMAN AND FOUNDER, FUTURE STORES; CEO& FOUNDER, OUTFORM CONTRIBUTORS TORQUIL MCINTOSHCO-FOUNDER, SYBARITE SIMON MITCHELLCO-FOUNDER, SYBARITE MARIE HICKEYDIRECTOR OF RETAIL RESEARCH, SAVILLS IAN MCGARRIGLEFOUNDER & CHAIR, WORLD RETAIL CONGRESS KEVIN ROCHE ERWAN RAMBOURG NON-EXECUTIVE DIRECTOR, SYBARITE; FOUNDER,ROCHE DESIGN STRATEGY MANAGING DIRECTOR, GLOBAL HEAD OF CONSUMER& RETAIL EQUITY RESEARCH, HSBC CONTRIBUTORS MICHAEL WARDMANAGING DIRECTOR, HARRODS BETHANIE RYDERFREELANCER WRITER; FORMER EDITOR,JING DAILY DAVID WILKINSONEXECUTIVE DIRECTOR, STEEN & STRØM ELIAS TAMERSTRATEGY LEAD, 20-20 STUDIO CHRIS SANDERSONCO-FOUNDER, THE FUTURE LABORATORY SANXIA ZHOUEDITOR-IN-CHIEF, FRAME CHINA DARE TO BE BOLD BY MICHAEL WARD, MANAGING DIRECTOR, HARRODS In times of volatility, the most resilient businesses are those that refuse to stand still. Luxury, in particular, is not a fixed state of perfection, but a dynamic dialogue between brand, culture, and customer. Whether there is economic uncertainty, global disruption, or rapidly evolving consumer preferences, it is theresponsibility of the retailers, brands, architects, and designers to create moments of connection that arecurated, responsive, and deeply human. There is no such thing as a transaction in luxury retail today. It is all aboutrelationships. Throughout my career, I have experienced first-hand that resilience in retail does not come from retrenchment, butfrom courage. It is forged through the passion to create, a hunger to remain relevant, and a willingness to adaptwithout compromising on quality or vision. The future of retail will not be designed in silos. It will be built through collaboration — between brands anddevelopers, architects and designers, artists and curators. It will require partnerships that transcend disciplinesand geographies, united by a shared purpose: to inspire and engage people through experience. Luxury is not a product; it is the sum of moments, relationships, and stories. And in an era of change, it is experience— bold, imaginative, and meticulously crafted — that will define which businesses thrive. This report,The Future of Experience, captures the essence of that transformation. It invites us to reimagine howspaces, services, and stories can connect us more deeply to the world around us. I hope it challenges you to think bravely, to reject complacency, and to create with unwavering passion. I.THE POWER OF PLACE thousand people queued outside of the Virginia location, a well-lit,pristine space with fixtures in light wood and brushed steel. Appleproducts were displayed on sprawling tables and platforms along thewall, each section thoughtfully divided by product. In the late 1990s,Applewas at the precipice of a breakthrough. Fresh from his return to the company in 1997, Steve Jobs had launcheda sleek new product – the iMac – that brought the brand back fromthe brink of doom. But he faced a problem: iMacs were getting lostin a sea of uninspired retail experiences. At the time, Apple relied onbig-box electronics stores, where their computers sat among a jumbleof beige PCs, with salespeople who barely understood the differencebetween a Mac and a microwave. In the following years, Apple took its design-led brick-and-mortarstrategy and amplified it. Today, Apple’s hundreds of stores havebecome regional landmarks. No two stores are identical, but all sharea signature aesthetic: clean lines, glass facades, and an emphasis onnatural materials like wood and stone. Jobsknew that Apple’s vision needed to be showcased in thesame sophisticated approach he had toward his products, whichleveraged design to create desirability, a novelty among technologymerchandising at the time. Take, for example,Apple Central Worldin Bangkok. Nestled in theheart of the iconic Ratchaprasong intersection, its perfectly curvedfaçade and cantilevered tree canopy roof dissolve the boundarybetween inside and out, echoing the surrounding ring of trees.InBeijing,Apple Sanlitunfeatures a porous building enveloped by avast sweeping overhang that shields visitors from monsoon rains andsummer sun, creating a welcoming place to pause and gather.AppleCarnegie Libraryin Washington D.C. adopts a different approach,revitalising a neglected Beaux-Arts landmark, restoring its grandeurand reactivating its original southern entrance with a grand publicplaza that now hosts concerts and events. It’s an effective playbook:in its fiscal 2024 year, Apple generated $391 billion in sale.1 The solution, Jobs understood, lay in retail – retail as it has neverbeen done before.Apple wouldn’t just sell computers; it would sellan experience. In 1999, Jobs and a small team