Fans of The Crown will soon have the opportunity to own a piece of the royal drama as Bonhams is auctioning off a range of items from the Netflix series, which ended its six-season run in December.
More than 300 lots are currently available for online bidding through Feb. 8, and an additional 160 will go under the hammer during a live sale at Bonhams’ London headquarters on Feb. 7.
Since its debut in late 2016, The Crown has captivated viewers around the world with its visually stunning approach and dramatic portrayal of the British royal family’s tales of heartbreak. Throughout the show’s 60 episodes, viewers followed the twists and turns of the royals.
“The iconic costumes, props, and set pieces from The Crown are extensively researched and made with truly impressive attention to detail by master craftspeople,” Charlie Thomas, Bonhams U.K. group director for house sales and private and iconic collections, said in a statement. “Not only is this an incredible opportunity to own pieces from the landmark show, it is also the closest anyone can come to owning the real thing—be it the facade of 10 Downing Street or Princess Diana’s engagement ring.”
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Composite: Courtesy of Bonhams / Netflix
Highlights of the auction include recreations of Princess Diana’s iconic items, such as the sapphire engagement ring that actress Emma Corrin debuted as Diana in season 4 (presale estimate: £2,000 (US$2,537) to £3,000); the revenge dress actress Elizabeth Debicki wore as Diana during her split from then-Prince Charles in season 5 (estimate: £8,000 to £12,000); and the leopard swimsuit Debicki sported in season 6 while on vacation during Charles’ 50th birthday party for then-Camilla Parker Bowles (estimate: £800 to £1,000).
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Composite: Courtesy of Bonhams / Netflix
Expected to fetch the highest prices are a pair of life-size replicas from the set: the Gold State Coach, which is estimated to sell for between £30,000 and £50,000, and a facade of 10 Downing Street, the British prime minister’s office and residence (estimate: £20,000 to £30,000).
Described by Bonhams as a “rococo masterpiece,” the actual royal coach was built in 1762 for King George III and has been used at every coronation since 1831, when King William IV succeeded to the throne.
“We wanted to make something special, and Netflix had the money, ambition, and ability to go the whole hog. The Gold State Coach is fabulous,” said Andy Harries, CEO Left Bank Pictures and executive producer of The Crown, in the auction notes.
Gene D’Cruze, the series’ head of construction, said the items for sale are among the most impressive and accurate recreations ever committed to film.
![](https://kanebridgenews.sg/application/assets/2024/01/im-54897487_1280.jpg)
Composite: Courtesy of Bonhams / Netflix
“I’ve built every single set on every series—more than 1,000 of them—and employed 140 people. It’s all done old-school. I’ve done 80 TV series, but The Crown is the best—best production, best art department, best locations, best series, best people,” said D’Cruze in the auction notes. “I especially love the 10 Downing Street facade. Most sets only last six months, but this stood for seven years.”
Proceeds from the live auction will go toward establishing a new scholarship for students at the National Film and Television School (NTFS). According to the auction house, the program will support students at the globally renowned school over the next 20 years.
“The Crown’s huge global success has much to do with working with the best creative and production talent in this country and we want to invest the proceeds of this magnificent auction into the next generation of film and TV talent,” said Harries in a statement.
A special exhibition of items from the auction has been on a global tour—having already appeared in New York, Los Angeles, and Paris—and will remain on display at Bonhams London through Feb 5.
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Multinationals like Starbucks and Marriott are taking a hard look at their Chinese operations—and tempering their outlooks.
For years, global companies showcased their Chinese operations as a source of robust growth. A burgeoning middle class, a stream of people moving to cities, and the creation of new services to cater to them—along with the promise of the further opening of the world’s second-largest economy—drew companies eager to tap into the action.
Then Covid hit, isolating China from much of the world. Chinese leader Xi Jinping tightened control of the economy, and U.S.-China relations hit a nadir. After decades of rapid growth, China’s economy is stuck in a rut, with increasing concerns about what will drive the next phase of its growth.
Though Chinese officials have acknowledged the sputtering economy, they have been reluctant to take more than incremental steps to reverse the trend. Making matters worse, government crackdowns on internet companies and measures to burst the country’s property bubble left households and businesses scarred.
Lowered Expectations
Now, multinational companies are taking a hard look at their Chinese operations and tempering their outlooks. Marriott International narrowed its global revenue per available room growth rate to 3% to 4%, citing continued weakness in China and expectations that demand could weaken further in the third quarter. Paris-based Kering , home to brands Gucci and Saint Laurent, posted a 22% decline in sales in the Asia-Pacific region, excluding Japan, in the first half amid weaker demand in Greater China, which includes Hong Kong and Macau.
Pricing pressure and deflation were common themes in quarterly results. Starbucks , which helped build a coffee culture in China over the past 25 years, described it as one of its most notable international challenges as it posted a 14% decline in sales from that business. As Chinese consumers reconsidered whether to spend money on Starbucks lattes, competitors such as Luckin Coffee increased pressure on the Seattle company. Starbucks executives said in their quarterly earnings call that “unprecedented store expansion” by rivals and a price war hurt profits and caused “significant disruptions” to the operating environment.
Executive anxiety extends beyond consumer companies. Elevator maker Otis Worldwide saw new-equipment orders in China fall by double digits in the second quarter, forcing it to cut its outlook for growth out of Asia. CEO Judy Marks told analysts on a quarterly earnings call that prices in China were down roughly 10% year over year, and she doesn’t see the pricing pressure abating. The company is turning to productivity improvements and cost cutting to blunt the hit.
Add in the uncertainty created by deteriorating U.S.-China relations, and many investors are steering clear. The iShares MSCI China exchange-traded fund has lost half its value since March 2021. Recovery attempts have been short-lived. undefined undefined And now some of those concerns are creeping into the U.S. market. “A decade ago China exposure [for a global company] was a way to add revenue growth to our portfolio,” says Margaret Vitrano, co-manager of large-cap growth strategies at ClearBridge Investments in New York. Today, she notes, “we now want to manage the risk of the China exposure.”
Vitrano expects improvement in 2025, but cautions it will be slow. Uncertainty over who will win the U.S. presidential election and the prospect of higher tariffs pose additional risks for global companies.
Behind the Malaise
For now, China is inching along at roughly 5% economic growth—down from a peak of 14% in 2007 and an average of about 8% in the 10 years before the pandemic. Chinese consumers hit by job losses and continued declines in property values are rethinking spending habits. Businesses worried about policy uncertainty are reluctant to invest and hire.
The trouble goes beyond frugal consumers. Xi is changing the economy’s growth model, relying less on the infrastructure and real estate market that fueled earlier growth. That means investing aggressively in manufacturing and exports as China looks to become more self-reliant and guard against geopolitical tensions.
The shift is hurting western multinationals, with deflationary forces amid burgeoning production capacity. “We have seen the investment community mark down expectations for these companies because they will have to change tack with lower-cost products and services,” says Joseph Quinlan, head of market strategy for the chief investment office at Merrill and Bank of America Private Bank.
Another challenge for multinationals outside of China is stiffened competition as Chinese companies innovate and expand—often with the backing of the government. Local rivals are upping the ante across sectors by building on their knowledge of local consumer preferences and the ability to produce higher-quality products.
Some global multinationals are having a hard time keeping up with homegrown innovation. Auto makers including General Motors have seen sales tumble and struggled to turn profitable as Chinese car shoppers increasingly opt for electric vehicles from BYD or NIO that are similar in price to internal-combustion-engine cars from foreign auto makers.
“China’s electric-vehicle makers have by leaps and bounds surpassed the capabilities of foreign brands who have a tie to the profit pool of internal combustible engines that they don’t want to disrupt,” says Christine Phillpotts, a fund manager for Ariel Investments’ emerging markets strategies.
Chinese companies are often faster than global rivals to market with new products or tweaks. “The cycle can be half of what it is for a global multinational with subsidiaries that need to check with headquarters, do an analysis, and then refresh,” Phillpotts says.
For many companies and investors, next year remains a question mark. Ashland CEO Guillermo Novo said in an August call with analysts that the chemical company was seeing a “big change” in China, with activity slowing and competition on pricing becoming more aggressive. The company, he said, was still trying to grasp the repercussions as it has created uncertainty in its 2025 outlook.
Sticking Around
Few companies are giving up. Executives at big global consumer and retail companies show no signs of reducing investment, with most still describing China as a long-term growth market, says Dana Telsey, CEO of Telsey Advisory Group.
Starbucks executives described the long-term opportunity as “significant,” with higher growth and margin opportunities in the future as China’s population continues to move from rural to suburban areas. But they also noted that their approach is evolving and they are in the early stages of exploring strategic partnerships.
Walmart sold its stake in August in Chinese e-commerce giant JD.com for $3.6 billion after an eight-year noncompete agreement expired. Analysts expect it to pump the money into its own Sam’s Club and Walmart China operation, which have benefited from the trend toward trading down in China.
“The story isn’t over for the global companies,” Phillpotts says. “It just means the effort and investment will be greater to compete.”
Corrections & Amplifications
Joseph Quinlan is head of market strategy for the chief investment office at Merrill and Bank of America Private Bank. An earlier version of this article incorrectly used his old title.