As businesses race to introduce artificial intelligence into their customer services, a new study suggests they should’t underestimate the human touch with “an emotive experience unlocking repeat purchasing and more revenue”.
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Research from customer experience (CX) agency Ventrica “shows that luxury retail has the highest revenue potential tied to customer experience but also the highest risk of churn”.
It’s based on a survey of 2,000 UK consumers and found that 87% of luxury shoppers would make repeat purchases after a positive customer service experience. Meanwhile 39% would make multiple purchases (compared to just 20% across other sectors) after a positive experience.
And a positive CX results in additional spend with the brand, per enquiry.
However, the sector also reported the highest customer churn rates. Poor customer experiences could lead to the loss of 33% of customers. That’s worrying given that 52% of luxury retail customer service interactions were reported as negative — the highest of all sectors.
Ventrica’s conclusion is that combining AI with human customer service has the most potential for a positive impact for luxury retailers. How so? While just 23.4% of positive customer experiences were delivered by a blend of AI and human support across UK consumer sectors, this number jumped to 39% in luxury.
The survey, which covered the last 12 months, found that across sectors, only 53% of people found chatbots alone to be a successful means of resolving enquiries, significantly lower than calls (87%).
This means UK brands are at risk of losing out on potential revenue opportunities, with the survey finding consumers would be willing to spend up to £100 more on a brand in the future, following a positive experience. This figure doubles among 18 to 34-year-olds, with the median additional spend being between £100 and £199.
According to the research, consumers make an average of five customer service enquiries a year. If brands invest in delivering positive CX, consumers could spend up to £500 more a year on average.
And Ventrica said that “if you listen to the technology providers in the space, you’d believe customers want more self-serve options and chatbots for customer enquiries. But that is just not the case,” its study shows. Over three-quarters (76%) of positive experiences were delivered solely by a human and 72% of all interactions, whether they started via chatbot or any other means, were eventually resolved by a person.
The company said the “findings reinforce the importance of empathy and emotional intelligence in customer interactions”.
When asked what makes an experience positive, 69% of respondents said speed to resolution was the most important factor. The second highest was clear and easy-to-understand communication (45%) and empathy rounded out the top three factors, selected by almost a third (31%) of all respondents.
In an age of increasing digital communication, the research found consumers still heavily rely on phone calls, as they look for a fast and emotive customer experience. Ventrica said 82% of consumers called customer services in the past year, compared to 75% using email, 65% using a chatbot, 39% using a messenger service like WhatsApp and 36% using social media.
Clearly though, the percentages show that other options than a phone call with a human are appealing to consumers, although with some of them (apart from the chatbot interactions), it looks like the human touch could be hugely important.
Unsurprisingly, over half of 18 to 44-year-olds had used social media or messenger applications to communicate with customer service teams, suggesting that this demographic is more open to new ways of handling customer service enquiries.
The research also found that 41% of all the positive experiences related to an issue such as a faulty or lost product. While these experiences can often leave a sour taste in consumers’ mouths and damage brand reputation, an empathic and speedy resolution can often lead to a positive experience and improved loyalty.
Iain Banks, CEO of Ventrica, said: “Rather than seeing customer service as just a cost centre, brands should recognise it as a powerful driver of revenue and loyalty. Our research highlights that when customers receive fast, empathetic, and emotionally engaging support, they develop a stronger connection to the brand, leading to increased loyalty and higher spending.
“The human touch is essential – consumers value authentic, emotional connections that create positive experiences, especially when resolving issues. By focusing on emotionally intelligent, high-quality service, businesses can turn every customer interaction into a revenue-generating opportunity, fostering stronger relationships and increasing lifetime value. In an era where consumers reach out to customer service teams an average of five times a year, brands have a golden opportunity to build trust and differentiate themselves.”
Major news from beauty and health retailer Superdrug — the company has expanded its marketplace and 60 fashion brands are now selling on the site.
Superdrug
The curated selection of fashion brands includes popular names like Wrangler, Blue Vanilla and Nike to offer Superdrug customers “an enhanced online shopping experience where they can now shop a diverse range of products across beauty, health and now fashion”.
The company said the labels were “handpicked due to their popularity [and] will tap into high-demand categories such as stylish plus-size options and clothing for all”. It specifically chose brands like Pink Vanilla, Regatta, and Jack and Jones to ensure “that every customer finds something that fits their style and needs”.
Its commercial chief Simon Comins said the fashion brands “perfectly complement our existing ranges” and the move will “not only strengthen our position as a go-to destination for a wide range of personal care and lifestyle products but also present a new opportunity to connect with a large and highly engaged customer base that already loves these brands, unlocking new potential for online growth”.
The expansion matches the acceleration of Superdrug’s continued focus on its O+O (Online + Offline) strategy, “which aims to better serve customer need, by providing the best shopping experience across any channel, anytime, anywhere”.
Dick’s Sporting Goods has confirmed its $2.4 billion (€2.14 billion) acquisition of global sneaker retailer Foot Locker, validating earlier reports from the American press. The deal, priced at $24 per share, includes roughly 2,400 stores operating in nearly 20 countries.
Interior view of a Foot Locker store in Paris. – Foot Locker
Foot Locker shareholders will be able to choose between a cash payout or shares in Dick’s Sporting Goods. The transaction values the company at 6.1 times its EBITDA.
Dick’s Sporting Goods confirmed it plans to retain all of Foot Locker’s brand banners, including Foot Locker, Kids Foot Locker, Champs Sports, WSS, and atmos. Combined, these brands generated $8 billion in revenue during the last fiscal year.
Based in Pittsburgh and founded in 1948, Dick’s Sporting Goods reported $13.4 billion in revenue last year. The group currently operates more than 850 stores across the U.S. under several banners: Dick’s Sporting Goods, Golf Galaxy, Public Lands, and Going, Going, Gone!. It also manages e-commerce channels and the Dick’s mobile app.
In addition to its core retail network, the company operates experiential concepts like Dick’s House of Sport, Golf Galaxy Performance Center, and GameChanger — a digital platform offering live streaming, scheduling, and team management for youth sports.
“We’ve long admired the cultural relevance and value of the Foot Locker brand and its dedicated team of Stripers,” said Ed Stack, executive chairman of Dick’s, referring to the retailer’s recognizable store associates.
“We believe there’s significant growth potential ahead. By applying our operational expertise to this iconic business, we see a clear path to unlocking further growth and strengthening Foot Locker’s position in the market. Together, we will leverage the complementary strengths of both organizations to better serve the broad and evolving needs of global sports consumers.”
The acquisition marks Dick’s first major push beyond the U.S., presenting new opportunities as well as strategic challenges. The company expects to realize synergies between $100 million and $125 million.
“We look forward to welcoming Foot Locker’s talented team and leveraging their expertise and passion for the business, which we intend to honor and amplify together,” said Lauren Hobart, president and CEO of Dick’s. “Sports and sports culture remain incredibly powerful, and with this acquisition, we’re creating a new global platform that will meet these needs through iconic concepts consumers know and love, enhanced stores and omnichannel experiences, and product assortments that resonate across diverse customer bases.”
The transaction remains subject to standard regulatory approvals, including antitrust review, and is expected to close in the second half of 2025.
Vuitton has reopened its summer restaurant in Saint-Tropez, underlining the luxury label’s increasing investment in culinary experiences.
Vuitton’s summer restaurant returns to Saint-Tropez, blending luxury and leisure. – Courtesy of Louis Vuitton
Located at the plush White 1921 Hotel near the House’s historical store, the restaurant reopens today with an updated menu served on the latest colorful Louis Vuitton tableware collection.
Last year, Vuitton’s Saint-Tropez restaurant was awarded a Michelin star, thanks to its updated Mediterranean fare—from marbled tomatoes and ravioli filled with girolles to roasted fowl with a fine velouté or brill meunière prepared with seaweed and citrus.
The reopening also marks this summer’s return of hyper-mediatic chefs Arnaud Donckele and Maxime Frédéric to Vuitton in Saint-Tropez. Donckele and Frédéric first connected with Vuitton’s parent company, LVMH, at the conglomerate’s five-star hotel in the French capital, Cheval Blanc Paris—most notably at Plénitude, the hotel’s three-star restaurant.
Vuitton’s summer menu blends French flair with global finesse. – Courtesy of Louis Vuitton
In Saint-Tropez, Vuitton’s restaurant is situated on the famed Place des Lices, site of the resort port’s renowned Provençal market each Tuesday and Saturday.
Beyond Saint-Tropez, Donckele and Frédéric play leading roles in developing the Louis Vuitton Culinary Community, mentoring emerging local talents around the world who, as Members, contribute to the Louis Vuitton luxury snacking vision.
Vuitton now boasts eateries in Milan, Tokyo, Osaka and Bangkok, each overseen by chefs within the Culinary Community. Vuitton cafés have also sprung up in Paris, New York, Bangkok, Japan, Chengdu and soon in Shanghai and Seoul. In effect, the Saint-Tropez restaurant is designed to trumpet Vuitton’s longer-term vision of extending the House’s concept of excellence and savoir-faire to hospitality around the world.
“We are dedicated to bringing customers a relaxed Louis Vuitton culinary experience—whether in Saint-Tropez or any other destination around the world,” said Donckele.
Chefs Maxime Blanc, Maxime Frédéric and Arnaud Donckele lead Vuitton’s culinary vision. – Courtesy of Louis Vuitton
Added Frédéric, “The Culinary Community allows us to align the Louis Vuitton hospitality offering while still encouraging the chefs to flourish according to their own skills and creativity.”
The Saint-Tropez space blends a bright floral pattern similar to a motif seen in LV’s 2025 Women’s Resort collection, designed in a geometric pattern that reinterprets the Monogram Flowers and made in extra-white Limoges porcelain. The ambiance is enhanced with reinterpreted Objets Nomades pieces such as the Mini Bell Lamps designed by Barber & Osgerby and Zanellato/Bortotto’s lamps enclosed within interwoven leather.
Mixing seasonal and regionally sourced ingredients, the menu merges Mediterranean, French and global cuisines—from Wagyu beef in an aromatic bouillon to grilled bluetail lobster with a shiso-infused sauce to sole amidst locally grown herbs and flowers.