Students explore the intersection of sustainability and luxury in Milan

On our second day, we were invited to Pardgroup’s headquarters in Milan and met with the Managing Director of the US division, Stefano Pieri, who had illustrated the growing influence that experiential retail theatre is having within the luxury industry. Pardgroup specializes in creating beautifully immersive retail experiences that range from building creative storefront windows to entice clients, pop-ups and pop-ins (in and outside of a store that spotlight the brand or showcase a specific line of products), alongside more large-scale events. They have a vertically integrated business model allowing them to oversee each phase of production, while also being able to confidently incorporate ESG principles into their overall operations. 

Pieri detailed how Pardgroup often encourages luxury brands to adapt to sustainable initiatives within their partnership. One influential example was their collaboration with Louis Vuitton that involved creating a holiday storefront display using LEGO pieces that was later donated to Fondazione Diamante and to children’s hospitals in the UK once the season ended. It was inspiring to witness their dedication to sustainability and creativity in retail. The redistribution of dismantled materials from their activities serves as a great reminder that circularity can be implemented throughout any stage of the production journey.

RMG 917’s experiential trip follows a semi-structured learning approach where we were able to directly engage with industry professionals in accordance to the itinerary while also being able to independently explore the luxury capital. During one of our free afternoons, I visited Rinascente Milano with my friends where we witnessed Il Diavolo Veste Prada (The Devil Wears Prada) installation right next to the Duomo as part of their promotions for the upcoming sequel. The activation involved the re-creation of the iconic Miranda Priestly’s office at Runway Magazine. 

There were beauty products and services offered from Dyson and L’Oreal, exclusive merchandise, alongside luxury product displays that were tied to the portfolio of brands that Rinascente carried. This experience tied in so well with the purpose of our trip as it demonstrated how luxury retailing extends far beyond simply selling high-end products. It involves emotionally connecting with consumers through the storytelling, personalization, attentive service and immersive experiences that leave the consumer with memories that are more impactful than the product itself.

Understanding cultural boundaries, expectations and values allowed clients to feel connected with staff in-store beyond the sale. Milan is known for delivering world class service, but learning about the types of training they receive to deliver that opened my eyes to the intentional effort it takes. It also inspired me to bring that standard everywhere I go in the future, whether at the grocery store or a boardroom meeting. 

After our visit to Armani Exchange, we got to stretch our legs and did a Fashion Walking Tour along Quadrilatero della Moda. Our tour guide took us through the narrow streets lined with luxury stores, and told us all about the history of these brands, these places and even the architecture. Walking along cobblestone roads older than Canada felt humbling. The contrast of beautiful Spring ’26 collections being hosted in buildings made centuries ago made me appreciate the rich history of fashion in Italy. Stores like Moschino, Gucci and Prada, among others had their roots deeply entrenched in the history of Milan. 

The key takeaway from this tour was that brand heritage is deeply embedded into the design language of the luxury industry. While many brands are modernizing their collections to appeal to a younger demographic, they never compromise on their identity. This preservation of brand values exemplifies itself in the look and feel of how products are displayed. These ornate displays often contain symbols reminiscent of older art movements in Milan, from the Renaissance to Post Modernism. Learning more about the art and culture of Milan, I was more aware of how these elements shaped the design language of luxury brands here, and how they affect stores across the globe. 

After this walking tour, we made our way to the final stop: The Duomo. We were all in awe of the natural beauty and skilled craftsmanship poured into the church. From the gold detailing on the doors, to the ornate sculptures alongside the outer walls- we had never seen anything this intricate in our lives. If the Duomo itself wasn’t exciting enough, the Piazza del Duomo had luxury stores like Louis Vuitton and Dior with their own window displays to boast the newest collections they had. Even these French brands found ways to blend into the architectural language of Milan. 

After an entire day of walking across the city, I decided to explore some thrift stores in Cerchia dei Navigli, the broader borough we had been in. These stores had just as much personality as the luxury boutiques. Posters lined the wall, free pamphlets for mutual aid events or gallery exhibits by the door, and trendy clothes as far as the eye could see. I even got to visit BIVIO, a thrift store specializing in the sale of second-hand vintage luxury. In fact, one of my classmates ended up purchasing an Hermès bag from a location I had visited. While BIVIO’s store design was nothing like Hermès, the energy at the store was electric. The clothing, the displays and the staff told a different story, but the same ending. Despite the huge disparity in price, in brands and in design language, all these stores showed their love to the city. 

Learning in the classroom was one thing, but visiting the country you have been studying for nearly three months? It exceeded my expectations. Every day was better than the one before, because we learned something new, gained unique perspectives and met people who we could never meet back home. 

Michelle Park, third-year Hospitality and Tourism Management student

Visiting Galleria Campari was one of the highlights of my trip to Milan. My understanding of how branding, art and business strategy can work together to create a globally recognized company has completely transformed as a result of the experience.

I gained knowledge of the Campari Group’s history and how it grew from a modest family business to a global brand during the tour. The thing that most impressed me was how deliberate Campari’s branding was from the start. The product was readily recognized in comparison to competitors thanks to the company’s distinctive red colour and striking visual brand.

I was somewhat taken aback by Campari’s focus on art and advertising throughout its history as I strolled through the museum. The displays included everything from early television commercials and contemporary digital ads to vintage posters and illustrated campaigns. It was interesting to observe how the company consistently modified its marketing tactics to stay current with shifting client preferences while preserving its identity.

Finding out how Campari worked with well-known designers and artists to produce ads that felt more like cultural artwork than conventional marketing was one of the visit’s most illuminating aspects. In order to highlight how the corporation embraced creativity as a long-term branding strategy rather than merely short-term advertising, the museum displayed campaigns made by well-known artists, designers and filmmakers.

Learning about Campari’s corporate growth and expansion over the years through the acquisition of several brands under its umbrella also piqued my attention. This made it easier for me to comprehend how big, international corporations grow while maintaining their basic values and legacy.

All things considered, going to Galleria Campari improved my understanding of the connection between branding, narrative and customer involvement. From a retail and business standpoint, it was instructive and motivating to see how the company integrated history, culture, art and innovation into their marketing strategy.

Srajan Parwal, fourth-year Marketing Management student

Walking through Galleria Campari was one of the most memorable experiences of the trip, especially as a Marketing student. The visit showed me how a consumer product can evolve into something far greater through storytelling, heritage, design and emotional branding. Located inside the former Campari factory established in 1904, the gallery felt less like a corporate showroom and more like an immersive cultural exhibition. Everywhere I looked, there was intentional branding through architecture, vintage advertisements, product displays, artistic visuals and carefully curated storytelling. It immediately became clear to me that Campari is not just selling a drink, it is selling an identity, a feeling and a lifestyle deeply connected to Italian culture.

What impressed me the most was how consistent and recognizable the brand identity was throughout the entire experience. The bold red colour palette, artistic posters, typography and visual displays created an atmosphere that felt emotional, sophisticated and immersive. I realized that luxury branding is no longer only about expensive products. It is about creating emotional attachment and memorable experiences. Even though Campari operates in the spirits industry rather than traditional luxury fashion, the brand still felt luxurious because of its heritage, artistic direction, cultural influence and storytelling.

One particular marketing campaign completely stayed with me throughout the trip because I genuinely thought it was genius. Campari created a campaign inside Milan’s streetcar system where the hanging handles passengers hold onto displayed the words “Campari Soda.” However, when people pulled or moved the handles during the movement of the tram, the wording would transform into words like “Bitter” or “Cordial.” Such a simple interaction turned an ordinary everyday commute into a memorable brand experience. I honestly kept talking about this campaign the entire time because it perfectly demonstrated how intelligent and creative experiential marketing can be. There was no aggressive advertising, no digital screens and no complicated technology. It was simply clever human interaction integrated naturally into public space.

What fascinated me most was how the campaign created surprise and participation. People were unknowingly interacting with the brand rather than simply looking at an advertisement. To me, this represented the future of branding. The experience reinforced the idea that the strongest brands are not necessarily the loudest ones, but the ones that create emotional moments people remember long after the interaction ends. Milan overall felt like a city where branding and creativity exist naturally within everyday life, and Campari captured that perfectly.

The visit also highlighted how important heritage is in maintaining long term brand value. Campari continuously repurposes its history, artistic collaborations and Italian cultural identity within modern campaigns while still feeling contemporary and globally relevant. Representatives also discussed the company’s global portfolio, including Aperol and the worldwide popularity of the Aperol Spritz, which further showed me how Italian brands successfully export culture and lifestyle alongside products.

Sustainability was discussed as well through references to ESG reports, sustainable corporate initiatives and operational improvements within the company. However, what stood out to me was that sustainability felt secondary to the larger themes of storytelling, emotional branding and cultural identity. This connected strongly to my broader observations throughout Milan. Luxury and premium brands increasingly use sustainability as part of their narrative, but emotional connection and immersive experiences still remain at the center of consumer loyalty and prestige.

Overall, the Campari visit completely changed the way I think about branding and marketing. It showed me that the most powerful brands are the ones capable of transforming ordinary products into emotional experiences that people genuinely connect with and remember.

Beyond operations, the hotel emphasized community engagement and staff training as essential components of sustainability. Employees are trained regularly to ensure these practices are consistently implemented and communicated to guests. However, challenges remain, particularly in balancing guest expectations of luxury with sustainable behaviors and managing higher operational costs.

Overall, this visit offered valuable insight into how sustainability is shaping the future of luxury. After exploring landmarks like Galleria Vittorio Emanuele II, this experience highlighted that modern luxury is no longer defined solely by aesthetics and exclusivity, but increasingly by responsibility and innovation.

At Armani Exchange, the retail environment itself communicated restraint and longevity. Materials, lighting, spatial flow and visual merchandising emphasized timelessness over excess consumption, reinforcing the idea that sustainable luxury is often rooted in slower, more intentional purchasing behaviours rather than loud ESG messaging. 

At Starhotels, sustainability was integrated into the guest experience through operational efficiency, subtle behavioural design, clever loyalty programs, responsible sourcing, and energy-conscious practices without compromising emotional warmth or premium service standards. It demonstrated that in hospitality, sustainability succeeds when it feels seamlessly integrated into the guests’ experience rather than performatively displayed in brochures and on websites. 

The Franciacorta winery visit further expanded the idea of sustainability beyond environmental metrics alone; discussions around land stewardship, controlled production, intergenerational continuity and preservation of regional identity highlighted how sustainability in Italy is deeply connected to cultural preservation and long-term thinking. Equally impactful were the conversations with Federmoda and AICE around the future of luxury retail, omnichannel transformation, AI integration and evolving consumer expectations. What became clear is that organizations in the luxury space are not only balancing innovation and tradition, but rather strategically integrating both.

One of the strongest leadership lessons from the experience was observing how leading Italian organizations maintain discipline around identity. Whether in retail, hospitality, food and beverage, or fashion, there was remarkable consistency between brand narrative, customer experience, operational execution and long-term strategic vision. 

As MBA students operating at the intersection of business, leadership and innovation, we found that the Milan experience reinforced the idea that sustainable growth is not achieved solely through reporting frameworks or technological adoption, but rather by building cultures that simultaneously preserve trust, craftsmanship, emotional connection and operational excellence. Experiential learning of this kind changes how strategy is understood: the concepts and frameworks on the slides become observable leadership decisions, operational realities and customer experiences.

One thing I learned from the session was that sustainability is no longer a branding strategy. Italian fashion businesses have to be sustainable to survive. I noticed that sustainability is communicated everywhere through campaigns, retail experiences and storytelling, but Federmoda helped me understand how difficult it actually is to implement sustainability operationally across an entire industry. Torti shared numbers that really put this into perspective. Global clothing production has doubled since 2000, sales have grown by 400% in the same period, and the average garment is now discarded after only seven or eight uses. That kind of “almost disposable” consumption pattern is exactly what the federation is trying to push back against.

Another point that really stayed with me was the conversation around global competition, and from a global management perspective, this was probably the most valuable part of the session. The phrase Torti kept coming back to was “stesso mercato, stesse regole”, which basically means “same market, same rules.” He explained how international marketplaces, ultra-fast-fashion platforms shipping directly from outside the EU, and counterfeit sellers online are all competing with Italian neighborhood stores without carrying the same labor costs, rents, taxes or bureaucratic load that local businesses have to deal with. The playing field just isn’t level, and it’s the small Italian retailer who ends up absorbing the difference. 

Torti also walked us through how the federation tries to fight this on multiple fronts, from sitting at the Fashion Roundtable with the Ministry of Business and Made in Italy, to ongoing dialogue with the Ministry of Economy and Finance, to lobbying work in Brussels through Confcommercio and Eurocommerce. Italian fashion still dominates globally because of its heritage, quality, craftsmanship and storytelling, but the industry is now competing in a world shaped by fast fashion, digital acceleration and trends that change almost overnight.

As a Global Management Studies student, I found this session especially valuable because it connected directly to the larger themes of my trip. Fashion today is no longer just about selling products, it is about building emotional connections, cultural identity, sustainability and meaningful experiences. Federmoda helped me understand that Milan’s luxury retail industry is not standing still, but actively evolving in response to social, technological and environmental change.

One specific point Cynthia made that I found very interesting from a global management perspective, was how Canada and Italy actually import pharmaceuticals from each other in both directions. At first that sounded a bit counterintuitive to me, because I always assumed countries would import what they cannot produce themselves and export what they specialize in. She explained that in reality, pharmaceutical trade does not really work that way. Different countries focus on producing different categories of medication, active ingredients and treatments, so it ends up being more efficient for Canada to send certain products to Italy while importing others back from Italian manufacturers. A lot of it also has to do with regulatory approvals, manufacturing capacity and the specific patents or licensing agreements each company holds in each market. It truly showed how two developed countries with strong economies can still genuinely depend on each other in very specific sectors instead of competing head to head.

One of the most interesting aspects of the discussion was learning about the role of the Trade Commissioner Service and how governments actively support businesses in expanding internationally. I had never fully realized how much work goes into attracting foreign investment and positioning a country as a desirable place for global companies to operate. The representatives explained how Canada promotes itself through networking events, trade fairs, investment booths and business partnerships in order to attract Italian companies and investors. It was fascinating to see how countries themselves must also engage in branding and marketing, almost like corporations competing for global attention and investment.

A discussion that particularly stayed with me involved the changing perception of Canada as an investment destination. The representatives explained that Canada was previously viewed by many Italian investors as a strategic gateway to the United States because of its geographic proximity and economic relationship with the American market. However, they explained that this perception has evolved over time, and global business dynamics are becoming more complex and competitive. Hearing this conversation made me realize how interconnected politics, economics, trade and branding truly are in international markets.

Another memorable example discussed during the visit was Lululemon opening its flagship store in Milan during the Olympics, where the Canadian Consulate was also involved in supporting and promoting Canadian presence abroad. This demonstrated how diplomatic institutions can contribute to cultural and economic visibility at the same time. It also reinforced something I noticed repeatedly throughout Milan. Luxury, branding, business and national identity are all deeply interconnected.

Overall, the Canadian Consulate visit expanded my understanding of international business far beyond what I had previously imagined. It showed me how trade relations, investment attraction and diplomacy all work together behind the scenes to shape global business ecosystems. As a marketing student, I found it extremely interesting to see how even countries themselves must carefully build, position, and communicate their identity to the world.