5 Minutes with… Edward Campbell

Edward Campbell very recently joined dentsu as their new EVP global luxury strategy. Previously, he was at Highsnobiety –  a media brand that’s very much on the cutting edge of culture – and the insights from which he’ll be bringing to luxury account Kering and working with brands like Gucci and Balenciaga. “Five years at Highsnobiety was like earning a doctorate in culture and marketing for the future,” he reflects. 

Acknowledging the challenges luxury brands face today, Edward is nevertheless glad to see the end of the ‘hype era’ of luxury and a return to the category’s core values of timelessness and of brand codes. It’s a trend he sees continue into 2025 and beyond, while also wishing for a stronger focus on a ‘fewer but better’ philosophy.

LBB caught up with Edward to learn more about his new role, the opportunities and trends for luxury brands to lean into over the next 12 months, and why every brand – not just in the luxury sphere – should be thinking about how to turn up in people’s lives in unexpected, creative ways. 

LBB> Congrats on the new role, Edward! What made you want to join dentsu? What kind of career opportunity does this present?

Edward> Thank you! From the outset, my discussions with dentsu were very open and collaborative, which was promising and a sign of things to come. As they developed, the opportunity emerged to create something new, an offering that is anchored in real intelligence and innovation; that could lead to making an impact greater than the sum of its parts. Dentsu’s sheer global scale and breadth of offering was also appealing. When it came to building a centre of excellence the core parts were already there – smart people, a global network, powerful data-led products and world-class clients. At the end of the day, it was a no brainer.

LBB> You were previously at Highsnobiety, a media brand on the cutting edge of culture. What did you learn during your time there that you will be bringing to dentsu?

Edward> Highsnobiety encourages you to think about what’s next. My time there acted as a front row seat to culture but also a lesson in risk-taking, launching and getting advocacy for new projects and developing industry perspectives which get noticed. I was not one of the cool kids, but being surrounded by so many passionate culture-literate people was hugely inspiring. You learnt a huge amount just by being there; by osmosis. Not to mention the C-suite access to the most influential brands in the world. Five years at Highsnobiety was like earning a doctorate in culture and marketing for the future.

LBB> At dentsu, you’ll be working on the Kering account, with brands like Gucci and Balenciaga. The world of luxury is shifting rapidly in the way it has to show up in culture and the kind of spaces where the new luxury consumer now is. In your view, what are the challenges for luxury brands today? 

Edward> Gosh, how long do you have?! This is a tough time for the luxury industry – anyone reading the news can see that. And the reasons are myriad, from macroeconomic and geopolitical, to broader shifts in taste and popular culture. I think this is a great reset moment where audiences are being more critically minded about how they spend their money and what luxury means for them. We're retreating from a ‘hype-driven’ era and returning to a ‘true luxury’ era, and I think the net-net of that is good. It will just take some time. What always remains however, are the legacies, the recognition and the codes these brands have within them.

LBB> Staying with predictions, what are some 2025 trends and key themes that will drive the luxury industry?

Edward> Overall, I would like to see more brands focus on thinking about ‘who they are for’ and ‘what they mean’ within the competitive and cultural landscape; beyond that – a more refined product line up with a focus on timeless icons; continued integration to other cultural spheres; less revolving doors of creative directorships; a stronger focus on retail experience; an approach to product and marketing that is driven by story and a ‘fewer but better’ paradigm. And beyond the megabrands – a continued and healthier focus on smaller brands and emerging designers and markets.

LBB> Beauty, especially fragrance, is now bigger than ever with luxury brands launching their own lines and having to compete with established ones too. What kind of opportunity does the beauty category present – do you think there’s a chance we’re reaching market oversaturation?

Edward> Fragrance has always been a very powerful platform for luxury brands. As has beauty. We’re just seeing the barrier to entry getting a lot lower for new players that aren’t luxury brands. I think it’s great. Are there too many product options? Probably. But if you look at how, as an example, young men are getting involved and excited by makeup and skincare – I think this is awesome – for brand and consumer.

LBB> Finally, what can non-luxury brands learn from the sector? And is there anything that the luxury industry can likewise takeaway from its counterpart?

Edward> I think it’s useful to remind ourselves that no one really uses the term luxury apart from the industry. The customer certainly doesn’t. A more useful term when discussing what drives this space is ‘culture’ or ‘cool’. Every brand wants to be loved. Other categories can learn a lot from the luxury and fashion space when it comes to turning up in people’s lives in more exciting and unexpected ways; thinking about yourself as a creative entity with the power to make new things; and to earn a seat at the table (or on people’s screens) by having a sense of taste and speaking with cultural fluency.