Few places pride themselves on lifestyle, atmosphere, and aesthetics quite like Paris. Walk through the Marais, down into the sixth arrondissement, and across the Luxembourg Gardens, and the luxury and liveability of the city are clear to see. Indeed, the presence of high-end clothing stores on almost every street feels inescapable. This focus on luxury is even reflected in the French economy, with the LVMH group’s stock rising 17% in the last three months, Hermès International up almost 36% in the last year, and Kering (owner of YSL, Gucci, and Balenciaga) growing by almost 10% during that same time. But in the short time I have spent in Paris during my year abroad, one thing about these brands seems a bit odd – what does someone like Ralph Lauren know about coffee?
Last week the spotlight was on Paris Fashion Week, with some of the world’s most iconic luxury clothing brands flaunting their menswear collections for ‘Fall 2025-26′. Yet it is not Dior’s and Hermès’ developments on the runway last week that interest me, as much as how they are looking to expand off the catwalk. In recent years, these high-end luxury fashion designers have diversified their consumer offerings by opening grand cafés and chic restaurants.
The atmosphere of luxury and glamour exuded by immaculately tailored spaces housing cutting-edge fashion is itself a full consumer experience. From the moment the buyer walks through their doors, these stores aim to create a world distinct and specific to whichever brand they are displaying. Over-the-top presentations, which immerse you in the aesthetic they wish to promote, are all part of the sale. Alongside an alluring architectural layout and trademark colours, lighting and ambiance harmonise to promote a creative ideal, embellishing the perfectly constructed outfit on show. Yet this is no longer enough.
Extending the brand’s universe into the world of hospitality takes experiential marketing to a new level. Open a coffee shop in the name of Ralph Lauren, and you allow the consumer to buy into more than just clothing; what is also being purchased is the lifestyle associated with the brand. The quiet luxury of the Ralph Lauren clothing brand is mirrored in the old-money sophistication of Ralph’s Restaurant. Compare this to the sleek and edgy design of the Emporio Armani Caffè, which is made to fit an entirely different buyer’s aesthetic. In this way, the consumer can further align themself with a brand that becomes an increasing part of their identity.
Social media hypes up these trendy spaces even more. In the age of digital footprints and online identities, flaunting your greater access to and alignment with these vehicles of luxury and excess has become popularised. Algorithms reward the novelty and grandeur associated with posting about these new spaces and the posts are repaid with views and likes. This process only reinforces their prominence in public consciousness. Attention is the currency of social media, so Ralph Lauren providing instagrammable, beautiful surroundings for an overpriced cup of coffee is very much in their marketing interests.
Moreover, this is probably just the beginning. The success and popularity of these cafés and restaurants indicate a clear consumer interest, so it should be no surprise that some other leading luxury brands are planning to open their own hotels and resorts. The Armani Hotel in Dubai has been around for more than a decade, but with the emergence of the Bulgari Hotel in the Maldives and the Louis Vuitton Hotel in Paris, (both planned for 2026) a new trend seems to be on the way.
As an outside observer, I can’t say I have much first-hand experience with these new spaces, but the trend is noticeable and continuously evolving. Clothing brands branching out into different sectors and opening coffee shops, restaurants, and resorts around the world may drive innovation in the catering and tourism sectors. They may also create unique moments for consumers, and generate revenue in local economies. Such an outcome would benefit everyone.
Yet the power, influence, and sheer capital possessed by those in charge of these companies means that they can keep trying and failing in the search for the most lucrative formula. If they do choose to keep heavily investing in the hospitality industry, regulators must monitor their developments. As long as there is still space for variety and competition, and regulation prevents any monopolistic behaviour, I have no problem with the innovation of a quality product that creates value in people’s lives. While the whole thing is really not for me, it is an exciting evolution. It has the power to add dynamism to the service industry by providing an all-encompassing experience catering to the client’s every need, with all its immersive accoutrements attached. We can only hope that it does not fall into the trap of becoming a touristy gimmick, and instead allows people without the income to purchase extravagant clothing an avenue of access to some of the world’s most iconic brands.