What: Jean-Marc Bellaiche’s departure signals the end of a transformative era for Printemps, marked by international expansion and a shift toward experiential retail.

Why it is important: Whereas Bellaiche transformations’ efficiency are questioned as Printemps still faces profitability issues, the change underscores the importance of executive vision in adapting heritage retailers to new market realities.

Jean-Marc Bellaiche’s unexpected departure as CEO of Printemps marks the end of a pivotal era defined by bold transformation and strategic reinvention. Over the past five years, Bellaiche led the French department store through a sweeping modernization, introducing a new visual identity, streamlining operations, and guiding the group through post-pandemic challenges. His tenure was distinguished by a decisive international expansion, most notably with the opening of a flagship store in New York, which reimagined the department store model by prioritizing experiential retail, hospitality, and customer engagement. This innovative approach, blending heritage with modernity, positioned Printemps as a leader in the sector and returned the group to profitability despite ongoing pressures. The strengthened executive team, with key appointments and a focus on digital transformation, ensured operational continuity and supported the brand’s ambitious global vision. Printemps’ evolution reflects broader industry trends, as traditional department stores face mounting challenges and must adapt by investing in immersive experiences and digital capabilities. As the executive committee assumes interim leadership, Printemps stands at a crossroads, poised to build on the foundation of innovation and international ambition established during Bellaiche’s transformative leadership.

IADS Notes: Jean-Marc Bellaiche’s departure in September 2025 follows a period of accelerated transformation for Printemps, highlighted by the launch of the New York flagship and a strategic pivot toward experiential retail and customer engagement (March 2025). The group’s strengthened executive team was instrumental in sustaining this momentum and supporting its international ambitions (February and April 2025). Printemps’ innovative, hospitality-driven Wall Street model set a new standard for department store reinvention, prioritizing experience over traditional sales metrics (June and July 2025). This evolution aligns with broader trends in luxury retail, as department stores invest in modernization and experiential concepts to remain competitive.

Printemps stands at a crossroads

What: Uniqlo appoints Kaws as its first artist in residence to lead global art collaborations and product innovation.

Why it is important: Uniqlo’s strategy builds on successful models where creative leadership and long-term partnerships with artists foster innovation and premium positioning.

Uniqlo has named Kaws, the renowned contemporary artist, as its first artist in residence, marking a significant evolution in the brand’s approach to art and retail collaboration. This new role will see Kaws working closely with Uniqlo on a series of global projects, including art events at flagship stores, partnerships with museums, and the development of future LifeWear products. Their collaboration, which began in 2016 and has produced some of Uniqlo’s most popular UT collections, will now extend to curating new creative partnerships and engaging with the art community worldwide. The first collection under this expanded partnership is set for Fall/Winter 2025, with Kaws also contributing to the UT Grand Prix competitions. John C. Jay, president of global creative at Fast Retailing, emphasized that Kaws’s boundary-breaking approach to art mirrors Uniqlo’s ambition to redefine the apparel industry through its “Art For All” philosophy. This appointment not only strengthens Uniqlo’s cultural positioning but also signals a broader industry trend of integrating art, creativity, and experiential retail to engage consumers and drive brand innovation.

IADS Notes: Uniqlo’s collaboration with Kaws as artist in residence is emblematic of a wider retail movement, as seen in Bloomingdale’s and Selfridges’ recent artist-led experiential initiatives, which have transformed flagship stores into cultural destinations. Breuninger’s capsule with Paul Schrader and Galleria’s Art Week in Seoul further demonstrate how sustained artist partnerships and immersive events are driving innovation and customer loyalty. These developments highlight the strategic importance of flagship stores as platforms for creative leadership and experiential retail, confirming that art integration is now central to brand differentiation and consumer engagement.

Uniqlo names Kaws as first artist in residence

What: Pimkie launches a joint venture with Shein, aiming to boost its digital sales and access 160 international markets.

Why it is important: The move underscores the reputational and operational challenges brands face when aligning with fast-fashion giants under regulatory scrutiny.

Pimkie’s alliance with Shein signals a bold pivot in its digital strategy, as the French retailer seeks to reverse years of decline by leveraging Shein’s global e-commerce infrastructure. With digital sales currently representing less than 5% of its business, Pimkie’s management is targeting a dramatic increase to 30% within three years, aiming to grow online revenues from €7 million to nearly €100 million. This partnership will allow Pimkie to offer differentiated products online at more aggressive price points, while maintaining its physical retail network in France and its overseas territories. However, the collaboration comes with significant reputational risks, as Shein has faced mounting criticism and regulatory action in Europe, including a €40 million fine in France for deceptive pricing. Pimkie’s leadership is prioritizing digital expansion and operational adaptation, including new hires and supply chain changes, to ensure the brand’s future viability. The dual-channel approach will require careful management of both customer expectations and brand integrity as Pimkie navigates the complexities of global digital retail.

IADS Notes: Pimkie’s digital transformation through Shein mirrors the broader reinvention of traditional retailers into data-driven platforms, as observed in June 2025. The dual-channel strategy aligns with the innovation seen at Place des Tendances in September 2025, while the reputational risks reflect the heightened regulatory scrutiny faced by Shein, notably the €40 million fine in France in July 2025. The operational overhaul and ambitious growth targets echo Falabella’s logistics-driven e-commerce expansion in February 2025.

French brand Pimkie partners with Shein to accelerate its digital transformation

What: Selfridges unveils a major festive partnership with Disney, blending nostalgia and creativity for the 2025 holiday season.

Why it is important: The initiative highlights the growing importance of experiential retail and storytelling in attracting customers and driving engagement during key trading periods.

Selfridges’ Christmas collaboration with Disney marks a significant evolution in festive retail, combining the magic of Disney’s timeless stories with the department store’s flair for immersive experiences. Launching in November, the partnership will transform Selfridges’ spaces with exclusive Disney-themed products, creative window displays, and interactive in-store events, all designed to enchant visitors and evoke a sense of nostalgia. This initiative builds on Selfridges’ longstanding relationship with Disney, dating back to the 1950s, and reflects a broader industry trend toward experiential retail and curated brand collaborations. The campaign’s two-year development underscores the complexity and strategic importance of Christmas trading for department stores, as well as the need for innovative concepts that appeal to families and new generations. By blending heritage, creativity, and storytelling, Selfridges aims to create a memorable holiday experience that sets it apart in a highly competitive market, reinforcing its reputation as a leader in festive retail innovation.

IADS Notes: Selfridges’ collaboration with Disney aligns with its 2025 strategy of prioritizing exclusive partnerships and immersive experiences, as detailed in January 2025. This approach mirrors industry shifts seen in Printemps’ Disney collaboration (April 2025) and Harrods’ experiential campaigns, all emphasizing the value of creative retail concepts. Selfridges’ “More the Merrier!” campaign (November 2024) and high-profile partnerships like Levi’s and Beyoncé (February 2025) further illustrate how heritage and innovation are being blended to maintain relevance and drive engagement during the critical holiday season.

Selfridges in major link with Disney for Christmas

What: Sephora is launching its own integrated affiliate platform, enabling creators to drive sales directly through the retailer’s ecosystem.

Why it is important: Sephora’s strategy exemplifies the shift toward retailer-owned media and data ecosystems, enabling greater control and new revenue streams.

Sephora’s introduction of “My Sephora” signals a decisive evolution in beauty retail, as the company moves to integrate affiliate marketing directly within its digital ecosystem. With digital and social commerce now accounting for more than half of global beauty sales and social platforms like TikTok driving 68% of purchases, Sephora’s proprietary approach allows it to capture valuable first-party data and optimize commission structures. This strategy not only strengthens direct relationships with creators but also positions Sephora to compete with established affiliate networks by offering a seamless, authentic experience for both creators and consumers. The move reflects a broader industry trend, as retailers increasingly transform into media platforms, leveraging their own data and content to drive measurable advertising impact and unlock new revenue streams. By enabling precision influencer marketing and bypassing third-party platforms, Sephora is redefining its role from distributor to orchestrator of both commerce and content, setting a new benchmark for engagement and growth in the beauty sector.

IADS Notes: Recent industry analysis from March and April 2025 confirms that digital and social commerce now dominate beauty sales, with TikTok emerging as a major retail channel and online beauty sales surging by 41% since 2019. July 2025 insights reveal that retailer-owned media networks are rapidly becoming essential revenue streams, doubling margins and reshaping business models. February 2025 coverage highlights the convergence of content and commerce, while April 2025 research emphasizes the effectiveness of precision influencer marketing within integrated, retailer-owned platforms.

Sephora unveils its own affiliate platform, competing with LTK and ShopMy

What: The 2025 holiday retail season is defined by a resurgence of brick-and-mortar stores and shopping centres, with experiential retail drawing younger shoppers and hybrid shopping patterns driving growth.

Why it is important: The revival of shopping centres demonstrates that retailers must balance digital and in-person experiences to remain competitive in a changing market.

The 2025 holiday shopping season is set against a backdrop of renewed strength for brick-and-mortar retail, with shopping centres and physical stores regaining ground after years of digital dominance. Premium malls are attracting younger consumers by focusing on experiential retail, turning shopping trips into social and participatory events. This resurgence is supported by recent figures showing record highs in both in-store visits and online sales during the previous holiday season, highlighting the success of hybrid shopping patterns. The narrative of a retail apocalypse has been firmly challenged, as consumers continue to value the tangible and social aspects of physical shopping. Retailers are responding by investing in innovative strategies that blend entertainment, technology, and community, ensuring that physical retail remains relevant alongside digital channels. The evolving landscape underscores the importance of balancing digital innovation with the unique advantages of in-person experiences, as retailers adapt to shifting consumer expectations and market conditions.

IADS Notes: The 2025 holiday retail season’s revival of brick-and-mortar and shopping centres is supported by recent industry data. Premium malls are thriving by attracting younger shoppers through experiential retail, while hybrid shopping patterns and record in-store visits have disproved the retail apocalypse narrative. Retailers are investing in participatory environments and innovative strategies that blend entertainment, technology, and community, confirming the ongoing importance of physical retail alongside digital channels.

How retailers can de-risk the 2025 holiday shopping season

What: A data breach at Kering in June compromised customer information from brands including Gucci and Balenciaga, reflecting the increasing frequency and impact of cyber-attacks on the luxury retail sector.

Why it is important: The incident highlights how cyber-attacks are now a core business risk for retailers, driving changes in insurance, crisis management, and regulatory response across the sector.

Kering has confirmed it was the target of a cyber-attack in June that exposed the personal data of customers from several of its luxury brands, including Gucci, Balenciaga, and Alexander McQueen. While no financial information was compromised, the breach involved names, contact details, addresses, and purchase amounts, underscoring the sensitivity of the data held by global retailers. The company responded by notifying authorities and affected customers in line with local regulations and has since taken steps to secure its systems. This incident is part of a wider surge in cyber-attacks on both luxury and high-street retailers, with recent victims including M&S, Harrods, Louis Vuitton, and Dior. These attacks have revealed systemic weaknesses in the sector’s digital infrastructure, leading to significant operational disruptions, reputational damage, and increased scrutiny from regulators. The growing sophistication and frequency of such breaches are forcing retailers to prioritize cybersecurity as a fundamental business issue, with industry-wide implications for insurance, compliance, and customer trust.

IADS Notes: The Kering breach mirrors a series of high-profile cyber-attacks in 2025, such as those at Marks & Spencer, Harrods, Louis Vuitton, and Dior, which exposed critical vulnerabilities in retail cybersecurity and prompted a 10% rise in insurance premiums. Regulatory challenges, like those seen in the delayed notification of the Louis Vuitton Hong Kong breach, have highlighted the need for rapid incident response and compliance. Industry analysis from April to July 2025 shows ransomware and third-party breaches as major threats, reinforcing the urgency for robust, business-wide security strategies and resilience measures in retail.

Kering confirms data breach

What: Price hikes and economic pressures are accelerating the shift of luxury shoppers to resale platforms for affordable handbags.

Why it is important: The migration to resale platforms underscores the need for luxury brands to adapt, as consumer behavior and market dynamics evolve rapidly.

Tariffs and inflation are reshaping the luxury retail landscape, prompting consumers to seek more affordable alternatives in the secondhand market. As luxury brands like Hermès, Louis Vuitton, Chanel, and Dior continue to raise prices, shoppers are increasingly turning to resale platforms such as Vestiaire Collective and Fashionphile, where average selling prices remain stable despite rising costs in primary retail. This migration is not only driven by economic necessity but also by a desire for authenticity, access, and sustainability. The secondhand market’s resilience is evident in its steady demand and growth, even as the broader luxury sector faces a decline in spending and a shrinking customer base. Creative director changes and the rising appeal of vintage items are further fueling interest, with vintage listings and searches surging as aspirational buyers look for value and heritage. Department stores and resellers are responding by forming new partnerships to capture this demand, underscoring the strategic importance of the resale channel. As economic and cultural forces converge, the secondhand luxury market is emerging as both a refuge for price-sensitive consumers and a vital growth engine for the industry.

IADS Notes: In April 2025, industry reports confirmed that new tariffs and inflation are accelerating market polarization and forcing luxury brands to restructure, with a 2% sector decline and significant consumer loss. March and April 2025 saw the secondhand market reach $100 billion globally, driven by price-conscious shoppers and environmental concerns, while profitability remains a challenge for many platforms. Major brands have responded by expanding accessible product lines, but this has only increased consumer interest in pre-owned goods. The appeal of vintage and the impact of creative director changes are further shaping demand, with department stores and resellers forming partnerships to attract new audiences and adapt to evolving market dynamics.

Tariffs and price hikes drive shoppers to the second-hand luxury handbag market

What: US tariffs on Chinese goods are driving a surge of low-cost Chinese imports into Southeast Asia, intensifying competition for local retailers and prompting regulatory responses.

Why it is important: The influx of Chinese goods is accelerating retail transformation in Southeast Asia, challenging local players and prompting new trade and compliance strategies.

The imposition of US tariffs on Chinese imports has triggered a significant diversion of Chinese merchandise into Southeast Asia, fundamentally altering the region’s retail dynamics. As Chinese goods, particularly through e-commerce platforms like Shopee, TikTok, and Temu, flood Southeast Asian markets, local manufacturers and retailers face mounting competitive pressures. Governments in countries such as Vietnam and Indonesia are responding with regulatory measures, including bans, tax reforms, and stricter import controls, to defend domestic industries and maintain market balance. This shift has transformed Southeast Asia from a trans-shipment hub to a major end-market for Chinese products, with consumers benefiting from lower prices while local businesses struggle to compete. The evolving regulatory landscape, shaped by new trade agreements and complex tariff structures, is forcing both global and regional retailers to rethink supply chain strategies and pricing models. As the region absorbs the excess of Chinese exports, the competitive environment intensifies, driving innovation and adaptation among Southeast Asian retailers.

IADS Notes: Recent developments confirm that Southeast Asia’s retail sector is being reshaped by the influx of Chinese goods diverted by US tariffs. In December 2024, Vietnam suspended Temu and Shein operations to protect local businesses, while Indonesia and Malaysia introduced new tax and import controls. BCG’s July 2025 analysis highlights the complexity of new bilateral trade agreements and tariffs, which are forcing retailers like Walmart to adapt pricing and supply chain strategies. The rise of e-commerce and regulatory responses across the region underscore the mounting pressures on local players and the need for continuous adaptation in a rapidly evolving market.

Tariff collateral: Southeast Asia swimming in Chinese goods

What: Salesforce forecasts a 4% global ecommerce growth for the 2025 holiday season, fueled by the rapid adoption of AI-powered shopping tools and changing consumer behaviors.

Why it is important: The surge in AI-driven shopping aligns with recent industry data showing widespread consumer adoption and significant revenue growth for retailers leveraging generative AI.

Salesforce’s 2025 holiday forecast anticipates global ecommerce sales reaching a record $1.25 trillion, a 4% increase driven by the rapid integration of AI recommendations and agents into the shopping journey. In the U.S., online sales are expected to rise by 2.1%, with AI projected to influence 21% of all holiday orders worldwide, totaling $263 billion in sales. The report highlights a dramatic shift in consumer behavior, as the use of AI chat assistants for product searches in the U.S. jumped 38% between May and August. Over half of AI users now rely on these tools for in-store search, and 87% trust AI recommendations. Conversion rates from AI channels are significantly higher than those from social media or traditional search, underscoring the effectiveness of AI in driving purchases. The forecast also notes a surge in secondhand sales, with 46% of shoppers planning to gift pre-owned items, and a continued preference for physical stores among Gen Z, who spend three times more in-store than online.

IADS Notes: The Salesforce forecast is reinforced by recent industry findings. As of September 2025, 38% of global consumers were using AI shopping tools, with 87% of companies adopting AI reporting revenue increases of at least 6%. Deloitte’s September 2025 outlook confirms global ecommerce spending surpassing $1.2 trillion, while widespread adoption of generative AI for product discovery and marketing has driven significant improvements in engagement and efficiency. The rise of secondhand sales and sustainability is mirrored by major retailers expanding circular business models, and Gen Z’s demand for seamless omnichannel experiences continues to reshape retail strategies.

Salesforce holiday forecast predicts 4% global ecommerce growth

What: Saks Global’s liquidity and credit rating remain under pressure as the company struggles to stabilize finances after its $2.7 billion merger with Neiman Marcus and Bergdorf Goodman.

Why it is important: The situation at Saks Global demonstrates how even significant refinancing and cost-saving measures may not be enough to ensure stability in today’s retail environment.

Saks Global continues to face significant financial headwinds following its high-profile $2.7 billion merger with Neiman Marcus and Bergdorf Goodman. Despite CEO Marc Metrick’s assurances of maintaining $350–400 million in liquidity and securing new financing, the company’s financial health remains fragile, with persistent concerns about its ability to meet vendor obligations and manage a heavy debt load. The integration of three major luxury retailers has proven complex, resulting in operational disruptions, extended payment terms, and a notable reduction in brand partnerships, all of which have heightened vendor caution and market skepticism. Standard & Poor’s has repeatedly downgraded Saks Global’s credit rating, most recently to CC, viewing its latest $600 million financing package as tantamount to default. These developments highlight the precarious balance Saks Global must maintain between restructuring its debt, achieving operational stability, and restoring confidence among vendors and investors, all against the backdrop of a challenging luxury retail landscape.

IADS Notes: Since the December 2024 merger, Saks Global has repeatedly sought to reassure the market about its liquidity, reporting $350–400 million in available cash as of April 2025. However, the company’s efforts to secure additional financing and implement cost synergies have been overshadowed by persistent vendor payment delays, a 25% reduction in brand partnerships, and successive credit downgrades by S&P in May and July 2025. The $600 million refinancing deal in June 2025, which required creditor concessions, further underscored the ongoing struggle to balance operational transformation with financial stability.

Saks’ S&P scorecard shows continued concerns about liquidity

What: Ask Ralph, an AI-powered styling companion from Ralph Lauren and Microsoft, delivers personalised, conversational shopping experiences through the Ralph Lauren app.

Why it is important: The integration of conversational AI and real-time inventory management sets a new standard for operational efficiency and customer engagement in retail.

Ask Ralph marks a significant evolution in retail by merging Ralph Lauren’s iconic brand experience with Microsoft’s advanced AI capabilities. This conversational AI tool, available in the Ralph Lauren app, acts as a digital stylist, responding to natural language prompts and offering curated, visually engaging outfit recommendations based on real-time inventory. The system’s ability to interpret open-ended queries and deliver personalised, shoppable looks reflects a broader industry trend toward hyper-personalisation and immersive digital experiences. By leveraging Azure’s agentic AI, Ask Ralph not only enhances product discovery but also inspires consumers, bridging the gap between online and in-store service. This initiative builds on Ralph Lauren’s legacy of retail innovation and underscores the brand’s commitment to customer-centricity. As the platform evolves, it is poised to expand across markets and brands, further embedding AI-driven inspiration and efficiency into the shopping journey.

IADS Notes: Ask Ralph’s launch highlights the retail sector’s rapid adoption of conversational and agentic AI, echoing recent trends where leading brands like Walmart and Saks Fifth Avenue use AI partnerships to deliver personalised, immersive experiences. This shift is driving both customer satisfaction and operational efficiency, with agentic AI enabling real-time recommendations and improved inventory management. For legacy brands, such innovations are now essential to remain competitive in an increasingly data-driven retail landscape.

Ask Ralph: Where style meets AI—a new era of conversational commerce

What:
Jack Ma has returned to a hands-on leadership role at Alibaba, driving major investments in AI and restructuring the company to regain its competitive edge.

Why it is important:
This leadership shift signals a new phase of aggressive innovation and investment in AI, setting the pace for competition in China’s retail and tech sectors.

Summary:
Jack Ma’s return to Alibaba marks a pivotal moment for the company and the broader Chinese retail landscape. After years away from the public eye, Ma is now actively shaping Alibaba’s strategy, orchestrating bold moves such as a $52 billion investment in artificial intelligence and a sweeping consolidation of business units. These changes come as Alibaba faces fierce competition from JD.com and Meituan, both of which are aggressively expanding in rapid delivery and instant retail. The company’s recent integration of food delivery and travel services into its core e-commerce operations reflects a shift toward a more unified, consumer-focused platform. At the same time, Alibaba must navigate a complex regulatory environment, with the Chinese government exerting direct influence over supply chain and corporate decisions. The appointment of trusted leaders like Jiang Fan and the focus on digital transformation underscore Alibaba’s commitment to regaining market leadership through technological innovation and agile management. (Word count: 154)

IADS Notes:
Jack Ma’s renewed involvement at Alibaba, as reported in September 2025, is driving a new era of founder-led strategy, bold AI investment, and business consolidation. The company’s transformation, including the June 2025 integration of digital services and the November 2024 leadership restructuring, positions Alibaba to compete more effectively in a rapidly evolving and highly regulated retail environment.

Jack Ma returns with a vengeance to ‘Make Alibaba Great Again’

What: BHV and Samaritaine are transforming their spaces through collaborations with iconic fashion magazines, blending culture, curation, and community engagement.

Why it is important: This development demonstrates how both retailers and media brands are adapting their business models by leveraging physical spaces for experiential and economic innovation.

Parisian department stores are redefining the retail landscape by partnering with renowned women’s magazines such as Grazia and Elle to deliver immersive, editorially curated experiences. At La Samaritaine, Grazia’s presence extends beyond a historical retrospective, offering curated fashion selections and interactive conferences that merge culture, trends, and commerce. Meanwhile, the Bazar de l’Hôtel de Ville’s collaboration with Elle celebrates the magazine’s 80th anniversary through themed window displays, behind-the-scenes editorial events, and lifestyle programming designed to foster community and well-being. These initiatives signal a strategic shift, as department stores seek to enrich their environments and appeal to consumers searching for meaning and connection, rather than mere transactions. For print media, these partnerships offer a vital opportunity to extend their influence into the physical realm and experiment with new economic models. The result is a dynamic interplay between retail and media, where storytelling, curation, and experiential engagement are at the heart of customer attraction and loyalty.

IADS Notes: The convergence of retail and media in Parisian department stores mirrors broader industry trends observed in October 2024 and February 2025, where retailers expanded media networks and in-store activations to drive engagement and diversify revenue. Editorial-driven campaigns, such as Bloomingdale’s Italian-themed event and Bergdorf Goodman’s expert-led initiatives, have demonstrated the power of curation and storytelling in transforming retail spaces. The growing focus on community, culture, and lifestyle, highlighted in April and May 2025, underscores the importance of experiential programming and loyalty strategies in building lasting customer relationships and reinventing traditional business models.

What: Quick commerce platforms are transforming retail media by leveraging real-time first-party data and omnichannel integration to deliver high-margin, targeted advertising at the moment of purchase.

Why it is important: The diversification of retail media channels is creating new opportunities for brands to engage high-intent audiences and optimize campaigns in real time.

Quick commerce is rapidly redefining the retail media landscape, moving beyond logistics to become a central pillar of digital advertising. By harnessing vast volumes of real-time, first-party transaction data, platforms like Uber, DoorDash, and Instacart are enabling brands to reach consumers at the precise moment of purchase with highly targeted, high-margin ads. This shift is driving a surge in retail media investments, with offsite and omnichannel campaigns projected to exceed $28 billion by 2028. The integration of retail media into connected TV, in-store digital displays, and off-site partnerships is expanding the reach and effectiveness of campaigns, while closed-loop measurement and SKU-level data provide advertisers with granular insights and accountability. As privacy regulations tighten and third-party cookies decline, quick commerce platforms’ login-based environments and hyperlocal targeting capabilities are becoming increasingly valuable. The result is a dynamic, data-driven ecosystem where brands can deliver personalized, measurable, and privacy-compliant advertising, capitalizing on the evolving behaviors of today’s consumers.

IADS Notes:

Recent reports from July 2025 confirm that retail media has become a strategic imperative, with first-party data and omnichannel integration driving superior performance and new revenue streams. The sector’s projected $74 billion ad spend by 2026 reflects the rapid adoption of commerce media networks, while Delhaize’s success with loyalty data and standardized KPIs demonstrates the effectiveness of transparent, data-driven campaigns. As quick commerce intermediaries diversify the landscape, brands are gaining new tools to engage high-intent audiences and optimize results in real time.

Quick commerce and retail media: the new revolution for advertisers

What: Frasers Group appoints Jacky Wright, former McKinsey and Microsoft executive, as non-executive director to strengthen its board’s digital and AI expertise for the next phase of its Elevation Strategy.

Why it is important: This appointment signals Frasers Group’s commitment to embedding digital and AI leadership at the highest level, positioning the company for future growth and innovation.

Frasers Group is set to appoint Jacky Wright, a seasoned leader in digital transformation and AI, as a non-executive director, pending final board approval. Wright brings extensive experience from her roles as chief technology and platform officer at McKinsey & Company and chief digital officer at Microsoft, as well as senior positions at BP, GE, and HMRC. CEO Michael Murray and chair Sir Jon Thompson both emphasized that Wright’s expertise will be instrumental in advancing the group’s Elevation Strategy and AI agenda. This move comes as Frasers Group continues to invest in digital innovation, omnichannel retail, and data-driven customer engagement across its portfolio, which includes Sports Direct, House of Fraser, Flannels, Game, and Jack Wills. The appointment reflects the group’s ambition to lead in retail technology and signals a broader industry trend of prioritizing digital and AI expertise at the board level.

IADS Notes:

Frasers Group’s appointment of Jacky Wright as a non-executive director underscores the company’s ongoing commitment to digital transformation and innovation. As reported by Fashion Network in May 2025, the group’s Elevate retail media network launch is a key pillar of its Elevation Strategy, leveraging data and omnichannel advertising to drive new revenue streams and enhance brand engagement . Drapers in May 2025 highlighted the rollout of unified loyalty schemes and digital platforms, reflecting Frasers’ board-level focus on customer engagement and digital leadership . Fashion Network in June 2025 and Retail Week in October 2024 detailed the group’s aggressive expansion and reimagining of physical retail, including new concept stores and major shopping centre acquisitions . Retail Week in July 2025 and Financial Times in October 2024 noted Frasers’ resilience and strategic property investments, even as the group navigated mixed results and profit forecast revisions . Finally, Fashion Network in July 2025 reported on Debenhams Group’s multi-year AI partnership with AWS, illustrating the growing importance of digital and AI expertise at the board level for retail transformation .

Frasers Group appoints new non-executive director

What: Amazon’s new AI feature delivers audio summaries that distil customer reviews and product information, aiming to simplify and personalise the online shopping experience.

Why it is important: This development sets a new benchmark for accessibility and efficiency in retail, addressing information overload while expanding inclusive shopping experiences.

Amazon’s introduction of AI-generated audio summaries for product reviews represents a significant evolution in the online shopping experience. By leveraging large language models, the platform now synthesises vast amounts of customer feedback and product data into concise, easily digestible audio clips accessible via its mobile app. This innovation is particularly valuable for visually impaired shoppers and those overwhelmed by the sheer volume of user-generated content, offering a streamlined alternative to traditional review browsing. While the technology promises to make shopping more efficient and accessible, it also raises questions about the potential loss of nuance and authenticity that comes from human reviews. As Amazon continues to expand these features, the challenge will be to maintain the trust and depth of insight that customers value, even as automation becomes more central to the retail journey.

IADS Notes: Amazon’s rollout of AI-generated audio summaries in July and September 2025 marks a pivotal shift in retail, targeting information overload and accessibility. These tools exemplify the move toward agentic commerce, where AI agents mediate the shopping journey, but also highlight the ongoing need to balance efficiency with authenticity and trust in customer engagement.

Can an Amazon AI voice guide you better than customer product reviews? We may soon find out

What: Marks & Spencer is considering extending Archie Norman’s tenure as chair beyond the recommended nine-year term to ensure boardroom continuity during its ongoing turnaround and recovery from a major cyber attack.

Why it is important: The decision reflects a broader industry trend of prioritizing trusted, proven leaders to maintain stability and stakeholder confidence during crisis recovery.

Marks & Spencer is weighing the extension of Archie Norman’s tenure as chair beyond the UK’s recommended nine-year limit, a move that has garnered support from major investors seeking stability amid ongoing challenges. Norman, who joined in 2017, has played a pivotal role in revitalizing the retailer alongside CEO Stuart Machin, steering the company through a significant turnaround in both its food and clothing divisions. The recent cyber attack, which forced a seven-week suspension of online sales and is expected to cost up to £300 million in operating profits, has intensified the need for experienced leadership and boardroom continuity. Investors have signaled that Norman’s deep knowledge of the organization and his crisis management skills are essential as M&S continues to recover and execute its transformation plan. This approach stands in contrast to previous leadership transitions at M&S, reflecting a broader shift in retail governance where continuity and proven expertise are increasingly valued over strict adherence to tenure guidelines.

IADS Notes: The decision to potentially extend Norman’s term aligns with recent industry developments, as seen in January 2025, where retailers have favored experienced leaders to navigate disruption and maintain stakeholder trust. The severe cyber attack in April and May 2025, which wiped £700 million off M&S’s market value and disrupted daily digital sales, underscored the importance of transparent crisis management and stable governance. Analyses from March 2025 highlight the growing demands on retail boards and the necessity of flexible, engaged oversight, while July 2025 reporting confirms that M&S’s transformation strategy relies on leadership continuity to sustain momentum and resilience.

Marks and Spencer considers extending Archie Norman’s term as chair

What: Revolut is developing AI agents to automate customer service, sales, and voice-driven experiences as part of its broader superapp strategy.

Why it is important: The integration of AI in fintech and retail is raising customer expectations for personalisation and seamless transactions, driving competitive innovation.

Revolut’s latest initiative to build AI agents for customer service, sales, and voice-driven interactions signals a significant step in its ambition to become a comprehensive financial superapp. This move aligns with broader trends in retail and fintech, where AI-powered assistants and chatbots are delivering faster, more personalised service and driving operational efficiency. Industry leaders such as Klarna and Walmart have already demonstrated the impact of AI, achieving notable gains in productivity and customer satisfaction. Meanwhile, payment giants like Visa are introducing AI-driven solutions to enhance transaction security and convenience, reflecting the growing demand for seamless digital experiences. Investor interest in AI agent startups is surging, yet only a small proportion of companies manage to scale these technologies effectively, highlighting the importance of robust implementation. As Revolut expands its product offerings, the convergence of AI, advanced payment systems, and data-driven loyalty programs is setting new standards for customer engagement and retention across the retail landscape.

IADS Notes: Revolut’s AI ambitions echo recent industry findings from January to July 2025, which show that AI agents are transforming customer service and operational efficiency, with leading retailers achieving up to 30% productivity gains. The adoption of AI-powered assistants and chatbots is now essential, as 71% of consumers expect personalised interactions and 38% are using AI tools for shopping. Visa’s Intelligent Commerce initiative and the rise of mobile payments further illustrate how AI is reshaping transaction experiences. Despite strong investor interest, only a fraction of companies succeed in scaling these technologies, emphasising the need for careful implementation.

Revolut building AI agents for sales, customer service and more

Why it is important: Alibaba’s actions reflect the escalating global AI arms race, where capital, innovation, and self-reliance are critical to maintaining retail competitiveness.

Alibaba’s latest surge in share price is fueled by a series of bold moves to cement its position as a leader in artificial intelligence and cloud technology. The company’s $3.2 billion bond raise is earmarked for expanding its AI infrastructure, while the launch of advanced Qwen-series models demonstrates its commitment to competing with global tech giants. These developments have shifted investor attention away from concerns about price wars in food delivery and toward Alibaba’s long-term technology strategy. The company is also investing in in-house chip development, aiming to reduce reliance on foreign suppliers and strengthen its technological independence. Despite the optimism, there are lingering questions about the profitability of such large-scale AI investments, as many in the industry have yet to see substantial returns. Nevertheless, Alibaba’s aggressive approach signals a new phase in the global race for AI dominance, with implications for the future of retail and technology.

IADS Notes: Alibaba’s recent stock surge and investor optimism are rooted in its aggressive push into artificial intelligence, as evidenced by its $52 billion AI investment announced in February 2025. This strategic pivot is supported by a $5 billion bond raise in November 2024, underscoring the scale of capital required to compete in the global AI arms race. The company’s consolidation of e-commerce operations under Jiang Fan, also in late 2024, reflects a direct response to intensifying competition from JD.com and Meituan, with Alibaba leveraging both technological innovation and price incentives to defend its market position. However, the industry faces a critical challenge: while AI investment is soaring, only a quarter of companies are realising meaningful value, raising questions about the sustainability of current strategies and the risk of an AI investment bubble, as highlighted by BCG in January 2025. Alibaba’s move to develop in-house chips and proprietary AI platforms, as reported in January 2025, further signals a drive toward technological self-reliance, positioning the company as a formidable global competitor while reducing dependence on foreign technology.

Alibaba’s shares soar after investors buy into big AI moves

What: Saks Global is leveraging its merger with Neiman Marcus to streamline teams, personalise customer experience with data, and expand luxury retail via Amazon partnerships.

Why it is important: Saks Global’s strategy highlights the necessity for operational efficiency, data-driven personalisation, and digital partnerships in maintaining competitiveness in luxury retail.

Saks Global’s $2.7 billion acquisition of Neiman Marcus has set in motion a comprehensive transformation of the luxury retail landscape. By merging merchandising and marketing teams, Saks Global has created a unified organization that draws equally from both legacy companies, while also reducing its vendor matrix by 25 percent to focus on a more curated assortment. The company is harnessing its extensive data on 30 million luxury consumers to deliver hyper-personalized experiences, with every homepage on saks.com now tailored to individual preferences. Inventory sharing between Saks and Neiman Marcus is being implemented to maximize product availability and efficiency, and the retailer is rationalizing its store fleet through targeted closures. Saks Global’s partnership with Amazon, including the launch of a dedicated Amazon Luxury storefront, is driving international expansion and attracting new luxury customers, while maintaining brand exclusivity through curated digital environments. These strategic moves are supported by $600 million in anticipated synergies and new financing, positioning Saks Global to deliver growth and innovation in a challenging market.

IADS Notes: The Saks-Neiman Marcus merger, completed in December 2024, has led to major organizational restructuring, a unified buying team, and a 25% reduction in brand partnerships, as reported in January and April 2025. Saks Global’s focus on AI-driven personalization and operational efficiency reflects broader industry trends, while its Amazon partnership and global marketplace expansion in May and April 2025 demonstrate how luxury retailers are adapting to digital transformation and new consumer behaviors.

Saks Global execs talk Integrations, plans and opportunities

What: Facing a sharp drop in profits and rising debt, Kering’s new CEO Luca de Meo is tasked with restructuring the group, expanding in beauty, and navigating a broader luxury sector reset.

Why it is important: This transition exemplifies the luxury sector’s “great reset,” as major players overhaul leadership, streamline operations, and pursue new growth avenues to remain competitive. In the case of Kering, the steep slowdown at Gucci and Balenciaga have greatly impacted luxury department stores business.

Kering’s leadership handover to Luca de Meo comes at a critical juncture, as the group contends with a more than 50% drop in operating profit over two years and debt swelling to over €10 billion. De Meo, renowned for his turnaround expertise in the automotive sector, inherits a mandate to rationalise costs, reduce debt, and reposition brands such as Gucci, Balenciaga, and McQueen amid a fiercely competitive luxury market. The group’s strategy includes tough decisions on cost control and brand reorganisation, while also advancing its push into beauty and considering further acquisitions like Valentino. Investor optimism has been buoyed by de Meo’s appointment, with shares rising 24% since his nomination, but the challenges remain formidable. Kering’s approach reflects a wider industry reset, with luxury conglomerates embracing external leadership, digital innovation, and operational efficiency to counteract declining demand and evolving consumer expectations. The coming months will test whether de Meo’s vision and restructuring can restore Kering’s momentum and secure its place among the sector’s leaders.

IADS Notes: Kering’s appointment of Luca de Meo as CEO in June 2025 signals a strategic shift toward external expertise and operational transformation, mirroring a wave of leadership changes across luxury retail since late 2024. The group’s intensified austerity measures and double-digit sales declines, reported in October 2024 and April 2025, underscore the urgency of cost control and brand repositioning. Kering’s expansion in beauty aligns with a sector-wide trend of leveraging beauty lines for growth, while the broader “great reset” in luxury retail—evident in the Saks Global consolidation and restructuring—frames the group’s current transformation efforts.

Inside Kering’s changing of the guard

What: Fenwick has launched its first-ever loyalty programme, MyFenwick, offering tiered rewards and exclusive experiences both in-store and online.

Why it is important: This launch reflects the industry-wide shift toward personalised, omnichannel loyalty programmes that prioritise experiential rewards over traditional points systems.

Fenwick’s introduction of MyFenwick, its inaugural loyalty programme, signals a significant evolution in the retailer’s approach to customer engagement. The scheme, which is free to join, features green, silver, and gold tiers, allowing customers to earn points through both purchases and active participation with the brand, whether in-store or online. These points can be redeemed for monetary rewards, exclusive events, and unique experiences, with benefits increasing at each tier. The programme’s design emphasises flexibility, enabling members to use rewards on both small and large purchases, and offers tailored perks such as priority event booking, double points around birthdays, and access to experiences with partners like Newcastle United and the British Fashion Council. By integrating digital and physical channels and focusing on experiential value, Fenwick aims to foster deeper loyalty and respond to the changing expectations of luxury consumers, who increasingly seek more than transactional benefits from retail relationships.

IADS Notes: Fenwick’s launch of MyFenwick closely mirrors the strategic shifts observed across luxury retail in the past year. In May 2025, industry leaders such as Selfridges were noted for reimagining loyalty through digital innovation and experiential rewards, moving beyond traditional points-based systems. The tiered, omnichannel approach of MyFenwick reflects the evolution seen in Selfridges’ five-tier programme, while December 2024 research highlighted the growing demand among younger consumers for personalised, experience-driven loyalty. Analyses from April and May 2025 further emphasised the importance of data analytics, community-building, and emotional engagement, all of which are evident in Fenwick’s new scheme. This launch demonstrates how department stores are adapting to sustain relevance and foster deeper customer loyalty in a rapidly changing retail environment.

Fenwick launches first ever loyalty programme

What: The activewear brand Lorna Jane is evolving its business model to include experiential wellness and branded real estate, reflecting a broader shift toward lifestyle-driven retail strategies.

Why it is important: This move reflects a broader industry trend where brands are extending beyond products to create holistic platforms that blend retail, wellness, and community, setting new standards for customer experience.

Lorna Jane is redefining its brand by acquiring the Soma wellness retreat in Byron Bay, signaling a strategic evolution from pure activewear to a holistic lifestyle platform. The move allows the brand to offer immersive wellness experiences, retreats, and community-driven programs that extend its philosophy of “active living” beyond products. Soma will continue to operate under its original name, but new programs and expanded offerings will be integrated into Lorna Jane’s customer experience, providing opportunities for retreats, corporate events, and curated wellness activities. This approach aligns with a growing trend among retailers—such as Flamingo Estate, Dolce & Gabbana, and Baccarat—who are investing in branded real estate and exclusive experiences to deepen customer engagement and build aspirational communities. With the global wellness economy projected to grow at a 7.3% CAGR through 2028, Lorna Jane’s strategy positions the brand to capture new growth opportunities and set a benchmark for lifestyle-driven retail innovation.

IADS Notes:

Lorna Jane’s acquisition of the Soma wellness retreat reflects a broader industry shift toward branded real estate and experiential retail, as documented by Inside Retail (January 2025), the Los Angeles Times (March 2025), and The Robin Report (January 2025). These sources highlight how retailers are investing in “third spaces”—community-focused, experience-driven destinations such as wellness retreats, cafés, and cultural hubs—to deepen customer engagement and build brand loyalty. The trend is further supported by Vogue Business (February 2025), which notes the rapid growth of the global wellness economy and the convergence of luxury, wellness, and experiential retail. Lorna Jane’s move to integrate Soma into its brand offering mirrors strategies seen across the industry, where brands like Flamingo Estate, Dolce & Gabbana, and Baccarat are leveraging branded real estate and exclusive experiences to create aspiration, community, and differentiation. Collectively, these developments show that the future of retail lies in holistic lifestyle platforms that blend products, environments, and experiences to inspire and connect with customers on a deeper level.

Retreats, resorts, residences: Why brands are investing in luxury third spaces