Cosy silhouettes and sumptuous fabrics were throughlines of the fashion collections shown last week in Milan
3 min
“Quiet luxury” has become a bit of a dirty phrase in Milan. To some at the Italian brands that embody the term , it’s reductive—an overly TikTok-ified way of describing classic, refined clothing. Many fashion industry people roll their eyes when it comes up.
Brunello Cucinelli , one of the kings of natural textiles, prefers the term “gentle luxury.” At his fall presentation in Milan this past week, the (extremely expensive) clothing at which he excels looked especially touchable. Cashmere sweatsuits were layered with blanket-like scarves and silky suiting hung in loose pleats. Even an evening look, composed of a black sweater tucked into a feathered skirt, appeared comfy. Holding a pillowy bag, one Brunello disciple called it “accogliente”—Italian for “cozy.”
One step beyond coziness is protection, and there was plenty of that in Milan, too. Chalk it up to an uncertain luxury market , the roiling geopolitical climate or global warming, but using clothing as a sanctuary seemed to be on many designers’ minds. For some, like the excellent Brioni La Donna and Loro Piana collections, that means impeccable tailoring and forever-worthy double-breasted coats. Others, like Luke and Lucie Meier at Jil Sander, took the cocooning more literally, making succulent, quilted floor-length capes.
Not everyone is swaddling themselves in shearling. Architect Bianca Censori, who joined her companion, the rapper Ye, at the Marni show, wore a mere scrap of leather that failed to cover her buttocks among other body parts. No protection needed—except her bodyguard.
Miuccia Prada and Raf Simons, the co-creative directors of Prada, are on quite a roll. If you were feeling hyperbolic, you might even say that they’re making fashion history. The duo’s fall collection started with thinking about love, explained Simons backstage, but “all the elements of love,” including loving your home, or even loving your sheets. There’s that theme of comfort again.
That manifested in a romance for different eras of fashion, remixed: A Jackie O. linen shift dress shot through with a streak of shearling. A leather bomber jacket embellished with “1913,” the year Prada was founded. A twin set in shocking red and ultraviolet. High-tech nylon jackets in midcentury couture shapes.
“There is no way to think about the future unless you have a good understanding of the past,” said Simons.
In less than four years, Matthieu Blazy has completely renewed Bottega Veneta, making it a cult spot for creative types that want unique clothing and accessories with plenty of craftsmanship. Without succumbing to naked dresses and other revealing gimmicks, the brand appeals to a broad demographic, as shown by front-row neighbours Julianne Moore, 63, and A$AP Rocky, 35.
The fall collection, Blazy said backstage, was a “celebration of the everyday.” He found himself thinking about the allure of everyday clothing on his nightly dog walks. This meant recognizable pieces like peacoats, skirts and sweaters, reduced to their essential essence but rendered fabulous through textile innovation and fabrication. A simple yellow evening dress had a shirred-fabric fraying (not unlike recent work by Phoebe Philo ) and a long column skirt boasted leather plumes.
Blazy wanted to express resilience, he said, like flowers blooming in the desert. Fittingly, he designed giant Murano glass cactus flowers to decorate the show space.
Real life crept into the fashion bubble on the day of Jil Sander’s show, when guests were confronted with a triple-whammy of rain, traffic and multiple public protests that closed the streets. Supermodel Mariacarla Boscono, like several models and editors, had a harrowing trip from Dolce & Gabbana to Jil Sander, and was swept right into hair and makeup and then onto the runway. Wearing the first look, a cocoon-like rounded red suit, Boscono was worth the wait.
Jil Sander put forward an extensive 68-look collection chock-full of satisfyingly sumptuous pieces. Chunky knitwear was sheathed in fine netting, tailored pieces were lined in silky quilting. Coats in deer leather and Himalayan goat fur looked like outerwear for an Icelandic wedding.
At conservative Italian stalwart Tod’s, Matteo Tamburini executed an impressive debut. Upon arriving from Bottega Veneta in December, the first thing Tamburini discussed with Tod’s group boss Diego Della Valle was the need to create “desirable objects.” “You don’t want to have a big fashion show and then find nothing in the store,” said Tamburini after the show.
So in just a few short months, Tamburini was able to create a tightly edited women’s collection full of androgynous separates and light, appealing accessories. Stylist Brian Molloy, who’s also worked with The Row and Hermès , worked magic with restraint. One supersoft foldable tote big enough for a laptop had a slit at the top so it could fit under your shoulder—easy stuff that merits a high price tag.
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Multinationals like Starbucks and Marriott are taking a hard look at their Chinese operations—and tempering their outlooks.
4 min
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.
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.
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.
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.
