The Silent Crisis in Luxury Retail: A Call for Reinvention

By Amedeo Scognamiglio

The Silent Crisis in Luxury Retail: A Call for Reinvention

Why is no one proud to be a retail associate in the luxury industry anymore?

Why is there such a painful disconnect between the poetic narratives brands project online and the cold, transactional experience inside many boutiques?

Why, after decades of preaching “client experience,” are so many sales conversations still stuck at “How can I help you?” and “Let me check in the back”?

It’s time to face the crisis and take meaningful steps forward.

A Crisis We’ve Witnessed Firsthand

Between the two of us, we’ve spent more than fifty years on the frontlines of luxury.

Amedeo, sixth-generation cameo carver turned global entrepreneur, co-founder of FARAONE MENNELLA by RFMAS and creator of the irreverent, rock-and-roll brand AMEDEO, knows what it means to build a brand that thrives on human connection—not just product.

Carlo, an expert in customer experience and human behavior, has trained top luxury players worldwide. He’s the author of best-selling books Sell with Style and Serve with Style, and host of the podcast Lux & Friends, which explores the intersection of luxury, innovation, and human behavior.

This is not a theoretical piece. It’s a call to action grounded in real-life experience—and built around solutions that work.

1. The Disconnected “Ambassadors”

Let’s say it clearly: sales associates are the face of your brand. Not your Instagram grid. Not your campaign shot in Iceland.

And yet, they’re often treated like accessories—not protagonists.

The issue runs deeper than culture—it’s structural.

Because retail associates work physically far from where decisions are made, they are often left out of the conversation. The distance isn’t just geographic—it becomes informational and emotional.

Many find out about product launches, brand partnerships, and events through press articles, social media—or worse, through their own clients.

How disempowering is it for someone you call a “brand ambassador” to hear company news secondhand?

Disconnection leads to disengagement. And disengagement breeds mediocrity.

I’ve spent twenty years shaking hands in my own boutiques—from Capri to New York. If your sales team doesn’t love your brand, neither will your clients. Period. — Amedeo

2. Rethinking Recruitment: Know Luxury First

To thrive in luxury retail, one needs far more than transactional selling skills. It requires emotional intelligence, cultural fluency, aesthetic sensibility, and social awareness.

Yet too often, recruiters and HR professionals are tasked with selecting boutique staff—without ever having experienced luxury retail from the inside.

This disconnect is not just problematic—it’s costly.

If you don’t understand what luxury feels like, how can you possibly decide who is right to deliver it? — Carlo

To perform in a high-stakes environment, you must know how to live in a bubble to create a bubble.

Recruitment decisions in luxury cannot be generic. They must be grounded in a deep understanding of the codes, rituals, and expectations that define the world of high-end retail.

3. From Dogma to Curiosity: Reinventing Training

Most training programs in luxury retail feel like a PowerPoint punishment.

“This is our founder. These are our SKUs. Here’s how to smile without showing teeth.”

But we’re not here to create clones—we’re here to create storytellers. Empaths. Cultural interpreters. People who can read a room and make magic happen.

Let’s teach them to:

• Decode a client’s mood
• Listen like a shrink, not pitch like a car dealer
• Build emotional fluency, not recite product tags

Bring in opera. Cinema. Travel. Art. Politics. Anything that helps them connect beyond the product.

If your client’s obsessed with opera and all you can talk about is calfskin straps, you’re not selling luxury—you’re selling leather goods.— Carlo

Luxury isn’t about knowing everything—it’s about knowing what matters to the person in front of you.

4. Rethinking Incentives

Every brand says, “Client experience is our priority.”

Then they turn around and reward whoever sells the most units before lunch.

Luxury is not fast fashion. Stop acting like it.

Incentivize the associate who remembers a client’s dog’s name, not just the one who sells the most earrings in an hour.— Amedeo

Here’s what smart incentives look like:

• Reward memory, empathy, and meaningful follow-up
• Track real client knowledge with soft KYC—not just purchase history
• Redesign mystery shopper programs to evaluate mood, not just if they offered water

If you want magic, you have to reward the magicians.

5. Pay Them Like They Matter

You’re spending $500,000 on a chandelier and paying the person under it like they drive for Uber? Come on.

Your people are the scent, the music, the lighting, the smile.

They’re the live experience of your brand. If you won’t invest in them, don’t be surprised when they treat your clients like a chore.

6. Collect—and Actually Implement—Feedback

Boutique staff deal with the fallout of every bad corporate decision.

Too many sizes, wrong color, clunky POS system, confusing CRM—guess who’s left explaining it to the client?

But no one asks them anything. And when they do, it goes into a black hole of “thank you for your feedback” emails.

Turn feedback into strategy. Empower the floor to speak up—and make it safe, not political, to do so.

7. Retail Is Theater—Let’s Act Like It

A boutique isn’t a store. It’s a stage. And the sales associate? They’re not just staff—they’re performers. Curators of mood. Conductors of ambiance. Hosts of your most exclusive show. - Amedeo Scognamiglio

Train them like performers. Dress them like icons. Let them improvise.

If retail is theater, the client shouldn’t leave with just a purchase—they should leave with a memory.

8. Encourage Self-Education & Tech Fluency

Want better sales associates? Start treating them like humans with curiosity.

• Send them to a wine tasting
• Offer art history classes
• Gift them subscriptions to trend reports
• Introduce them to AI, AR, VR—not to replace them, but to empower them

You don’t future-proof retail by eliminating people. You do it by elevating them.

FROM CRISIS TO CULTURE SHIFT

Luxury still attracts dreamers—people enchanted by the beauty, the ritual, the codes. But once they step behind the curtain, they’re often met with bureaucracy, burnout, and beige HR policies.

That’s how you lose them.

It’s time to flip the script. Rethink recruitment, rewrite training, rewire incentives—and for the love of craft, respect the people on the floor.

Because in the age of algorithms and automated checkouts, the only thing that still feels luxurious… is a human who cares.

Let’s make retail a calling again. And let’s make it something people say with pride: “I work in luxury retail.”

What Makes a Great Retail Store Manager

By William Brobston

What We Look for in a Luxury Store Manager

Since several members of our team come from retail management, one of our specialties is filling retail store manager roles for luxury brands. Here is what we look for when searching for an outstanding store manager:

Strong Brand Representative

Your store manager is the face of your brand and needs to love it. That love needs to come through in everything that they do, because when they love your brand they will inspire their team and customers to do the same. They should have a strong understanding of your clientele and have a vision of how that can be expanded. They must take a deep pride in their personal presentation and that of their store.

Dynamic People Leader

Retail is hard, and it cannot be successfully executed alone. Great store managers are an endless source of inspiration -- an example of focus and execution to their team. They can succinctly explain a variety of performance goals and lead each team member to achievement. This requires strong communication skills, emotional intelligence, and consistency. It also requires a strong sense of personal discipline and the development of a disciplined team. When you ask their team about their qualities, they should respond with "hard-working", "inspiring", "dedicated", "strategic". Be careful if the first word is "nice".

Obsessed with Customer Experience

The customer is the whole point of a store and every customer must be treated like gold. Great store managers will re-enforce this daily, often being personally knowledgeable about many of their customers. They will ensure that each client interaction is outstanding by providing education about the brand, showcasing the best product for them, connecting personally with the client, and building the foundation for an ongoing relationship.

Proactive Leader of Client Development Activities

What do we do when customers aren't walking in the door?? Great store managers have a plan well before this happens. They know how to rally the troops to reach out to clients and activate local marketing activities that will drive new or existing customer into their (physical or digital) doors.

Strong Attention to Detail

A retail store is the physical manifestation of your brand, and it must be impeccably maintained. Great store managers value the visual nature of the store and work hard to maintain a beautiful and impactful environment.

Organized Operator

An impeccably front-of-house is best served with an impeccable back-of-house. This requires efficient stock, shipping and loss-prevention, and human resources activities.

Analytical and Numbers-Driven

Unless you're Louis Vuitton, achieving sales goals is a top priority -- and that is achieved with strategy and focus. Store managers must know their numbers inside and out, be quick to identify problem areas (and successes), and take immediate action to address these realities.

Corporate Partner

A retail store is the end of a long company process that designs, produces, and markets their brand and merchandise. A great store manager understands that they are part of the larger whole, knows how to leverage corporate partners when needed, and is experienced at supporting larger company initiatives.

Bonus: Formerly a Top Seller

Sellers don't always make the best managers, and managers don't always make the best sellers. But when you can find them in 1 person, you've struck gold. A Store Manager with a strong sales background will be an outstanding partner to their sales team, help them grow sales, and understand the intricacies of client relationships.

5 Tips For Writing A Stand-Out Fashion Resume

By Brobston Group

How to Write a Stand-Out Fashion Resume

Your resume is often your first impression—especially in the competitive world of fashion. Whether you're applying for a design role, a retail position, or a corporate opportunity, these resume tips will help you highlight your strengths and land interviews at top fashion brands.

Start with a Strong Summary

The summary is the first thing a hiring manager will see, so it’s important to make a good impression. Use this space to highlight your most relevant skills and experiences, and explain why you are the best fit for the job.

Use Action Verbs

Instead of simply listing your responsibilities, use action verbs to describe your accomplishments. For example, instead of saying “assisted in the design process,” try “collaborated with the design team to create innovative fashion collections.”

Customize Your Resume for Each Job Application

It's important to tailor your resume to the specific job you are applying for. Research the company and the job requirements and make sure your resume showcases the skills and experience that make you the best fit for the role.

Use Industry-Specific Language

In the fashion industry, it's important to show that you are familiar with industry terminology and trends. Use industry-specific language and buzzwords to demonstrate your knowledge and passion for the field.

Include Any Relevant Education or Training

If you have a degree in fashion design or have completed any industry-specific courses or training, be sure to include this information on your resume. This can help to set you apart from other candidates and show that you are dedicated to your career in fashion.

Consider Hiring a Professional Resume Service

If you are having trouble creating a stand-out fashion resume, you may want to consider hiring a professional resume service like Brobston Group. These services specialize in creating resumes that are tailored to the specific needs of the fashion industry, and they can help you craft a resume that is sure to get noticed by top employers.

With a well-written and targeted resume—and the help of a professional resume service like Brobston Group—you can increase your chances of getting noticed by top employers in the fashion industry.