This case examines the changes within the Chinese luxury consumer market and the luxury environment within China through the luxury conglomerate Kering. This case highlights the difference between Chinese luxury consumers than to its global peers through examining different wealth segments and regions. Through this the case highlights the different strategies which Kering uses to grow its presence within China. The case looks at the phenomenon in China where luxury purchases are still done in brick and mortar stores while information gathering is mainly done online and how Kering translates online information gathering into sales offline. The case examines the swift in consumer behavior and how each generation has different needs that Kering must fulfill in order to stay competitive within the Chinese luxury market. By analyzing the difference between the driving forces of luxury consumerism in China which are the millennials and Kering has continuously innovated its product to fit this segment. Meanwhile, exploring the idea of KOLs within the luxury segment and how they play a critical role when promoting the buying behavior of the Chinese millennials. The case studies the key strategic moves that Kering has made over the past few years and the challenges that is faces when implementing their strategic goals to garner above performance results and how to increase their competitive advantage to their main competitors.