CC/07-29Wednesday 29 July 2026The Retail & Technology Desk · Retail & Technology Desk · Paris

Retail & Technology Desk · ParisRetail & Technology · CC/07-29

Boucheron hits a record as Kering's jewelry runs 14% ahead

Kering's jewelry houses lifted first-half revenue to €521 million, up 14% and 20% on a comparable basis, with operating income doubling to €32 million. Group revenue still fell 3% to €7.22 billion.

By The Retail Desk29 July 2026Brief 30 sec · Full read 2 min

PLATE IThe number

€521M

jewelry sales

Jewelry climbs while the group falls

JEWELRY (comparable)+20%

Owned Retail+28%

Group Revenue-3%

Source Kering jewelry, H1

What changed

The clearest signal from Kering's first half was not about Gucci. It was that the group's small jewelry division — Boucheron, Pomellato, Qeelin and DoDo — grew where almost everything else shrank.

What it means · The Desk’s View

A jewelry division growing twenty percent comparable inside a group falling three percent is exactly the kind of asymmetry a turnaround wants to lean on. The test is whether Kering feeds that winner with the capital and the store count it deserves, or lets it stay a bright footnote while the fashion houses absorb all the attention.

The article3 sections · 239 words

Table I · Jewelry climbs while the group falls

	Figure
JEWELRY (comparable)	+20%
Owned Retail	+28%
Group Revenue	-3%

H1 2026, Kering. Jewelry houses: Boucheron, Pomellato, Qeelin, DoDo. Carat Capital graphics desk. CC/2026/144

IThe division that grew

Jewelry-house revenue rose to €521 million in the six months, up fourteen percent as reported and twenty percent on a comparable basis, while operating income doubled to €32 million. Second-quarter sales alone climbed fifteen percent. Group revenue, by contrast, fell three percent to €7.22 billion.

Boucheron set the pace, reaching what Kering called record levels on the back of Japan and Asia-Pacific and the launch of its Quatre XS collection. Pomellato held strong momentum in Japan and North America; Qeelin stayed solid across Asia-Pacific even as its growth cooled from earlier highs; only DoDo had a harder quarter.

Directly operated stores, where the houses control the experience and the margin, surged twenty-eight percent on a comparable basis.

IITwo houses, one lesson

The pattern rhymes with the morning's other headline. LVMH reported the same day that its Watches & Jewellery arm was its best-performing division while the group slipped, and now Kering, a house in the middle of a painful fashion turnaround, finds its steadiest growth in the jewelry cases.

Two of the three biggest names in European luxury are being carried by the same product category.

IIIA bright footnote, for now

The caution is scale. Kering's jewelry houses remain a rounding error against Gucci and Saint Laurent, so a strong percentage sits on a small base, and a doubled operating income of €32 million is a promising line rather than a rescue.

What it buys the group is proof of concept: the categories it has invested in — hard luxury, owned retail, tightly controlled brands — are the ones responding.