Manal Naboulsi, Business Lead, Spark Foundry Middle EastIn today’s world of inclusivity, openness and instant access, it’s easy to assume that every industry must follow suit. But when it comes to luxury, the rules are, and should remain, different. That’s not an outdated belief; it’s a strategic reality.
Luxury has never been about reaching the most people. It’s about reaching the right people in the right way. That’s what creates desire, aspiration and long-term brand equity. And this isn’t just a romantic notion, it’s how the business of luxury has always worked, and continues to grow.
Having worked with some of the world’s most iconic Maisons, from haute couture to high jewellery, I’ve observed that the strongest luxury brands are the ones that remain intentional about how they show up, where they show up, and who they speak to.
They focus less on mass exposure and more on meaningful impact. And that’s what sets them apart in a region like the Middle East, where cultural nuance, heritage and status are not just appreciated, they’re embedded in daily life.
Now, it’s true that today’s luxury consumer is changing. They’re younger, more digital-savvy and often driven by values and experiences as much as aesthetics and craftsmanship. But that doesn’t mean luxury should lose its essence in a rush to appeal to everyone.
“When designing media strategies for luxury brands, restraint becomes a strength. Being selective is not about limiting opportunity, it’s about protecting value.”
In fact, according to a 2024 Bain & Company report, the luxury market’s growth is being led by “new generation clients who expect personalisation, cultural relevance and a sense of belonging, but still crave exclusivity, craftsmanship and storytelling”. That’s a nuanced brief, and it doesn’t mean ‘mass market.’
In media terms, this makes our job more complex and more rewarding. The real challenge isn’t just about reach; it’s about resonance. In a landscape where algorithms and performance dashboards dominate decision-making, the pressure is often to go wide and drive visibility.
But in luxury, effectiveness doesn’t always correlate with impressions or click-through rates. It correlates with how and where you show up, and what story you tell when you do. That’s why, when designing media strategies for luxury brands, restraint becomes a strength. Being selective is not about limiting opportunity, it’s about protecting value.
For example, showing up in high impact, contextually relevant environments, whether that’s premium OOH placements, curated digital platforms, or bespoke cultural experiences, often drives far stronger brand affinity than sheer volume ever could.
Similarly, while I’m a firm believer in data and automation and yes, I love my Power BI dashboards and campaign attribution tools, we also need to be honest about what data can and can’t tell us.
You can measure impressions, engagement and even conversions. But can you measure the emotional impact of a Dior runway moment amplified on the right screen at the right time? Or the ripple effect of a Tiffany piece spotted at an exclusive dinner? Some of luxury’s biggest wins live outside the dashboard, in sentiment, memory and reputation.
Does this mean luxury is exempt from change? Not at all. In fact, luxury has always evolved, just on its own terms. It leads in areas such as sustainability, innovation and cultural influence. But what makes it resonate is its ability to innovate while staying true to its DNA. That’s what makes it so resilient and so desirable.
This is especially true in a market like ours, where luxury is not just a category, it’s a cultural and economic force. Consumers in the GCC region are among the most discerning globally, with high digital adoption and an increasing appetite for meaningful engagement with brands. That raises the bar for all of us, media professionals, marketers, creatives, to think beyond formulas and stay focused on what makes luxury truly matter.
So no, luxury is not for everyone and that’s not exclusionary. It’s deliberate. It’s what makes the industry thrive. The real task is not to make it universal, but to make it unforgettable for the audiences who truly connect with it.
And that’s not a flaw. That’s the strategy.
By Manal Naboulsi, Business Lead, Spark Foundry Middle East
