What: AI agents are now mediating and automating e-commerce transactions, redefining the relationship between brands, retailers, and consumers.

Why it is important: This shift reflects a major reconfiguration of retail power structures, as tech giants and AI agents increasingly control consumer access and decision-making.

Agentic commerce is ushering in a new era where autonomous AI agents, rather than consumers, drive purchasing decisions and orchestrate the entire shopping journey. Major players like Amazon, Google, and OpenAI are rapidly deploying AI-powered features that automate transactions, negotiate terms, and personalize experiences, signaling a profound transformation in retail. This evolution is not only changing how products are bought and sold but also challenging the relevance of traditional e-commerce websites, as merchants must now optimize data and APIs for machine readability. The direct relationship between brands and consumers is being replaced by algorithmic mediation, forcing retailers to rethink engagement strategies and content creation. Even luxury retail, historically reliant on personal service, is adapting by leveraging AI for hyper-personalization and digital storytelling. While these advances promise operational efficiency and tailored experiences, they also raise concerns about the loss of brand identity, increased dependence on tech giants, and the opacity of algorithmic decision-making. The retail sector faces an urgent need to adapt, as the shift to agentic commerce is rapidly becoming the new standard.

IADS Notes: The rise of agentic commerce is validated by recent industry data showing 32% of consumer goods companies implementing generative AI and 38% of global consumers using AI shopping tools as of early 2025. This shift is driving a redistribution of power, with tech giants mediating consumer journeys and compelling brands to recalibrate digital strategies for machine readability. Customer relationships are being redefined, as AI agents automate and personalize experiences, delivering productivity gains of 15-30% in customer service, though employee readiness remains a challenge. Luxury brands like LVMH and Saks are also embracing AI-driven personalization to meet heightened consumer expectations, confirming that agentic commerce demands urgent adaptation across all retail segments.

Agentic commerce: When AI takes control of e-commerce

What: Pattern’s AI-powered platform helps brands accelerate profitable growth on global ecommerce marketplaces by optimizing advertising, content, pricing, and logistics across more than 60 marketplaces and 100 countries.

Why it is important: Pattern’s approach sets a new standard for brand-marketplace relationships, aligning incentives and leveraging real-time data to optimize every lever of ecommerce growth at scale.

Pattern has emerged as a leading ecommerce accelerator, offering brands a powerful combination of proprietary technology and on-demand expertise to navigate the complexity of global marketplaces. Operating across more than 60 platforms in over 100 countries, Pattern’s AI-driven platform utilizes more than 46 trillion data points to automate and optimize key growth levers, including advertising, content management, pricing, forecasting, and customer service. The company’s business model—buying products from brand partners and selling directly to consumers—gives it maximum control over the customer experience while aligning incentives for growth. This approach enables Pattern to accumulate comprehensive marketplace data, perform real-time testing, and build predictive models that drive above-market revenue growth. With a 35% CAGR over the last two years and a 5.9x growth multiple over the ecommerce segment, Pattern’s results underscore the value of scalable, expert-led solutions for brands seeking to thrive in a winner-takes-most digital retail environment.

IADS Notes:

Pattern’s approach to ecommerce acceleration reflects a broader industry shift toward AI-powered, data-driven platforms that help brands navigate the growing complexity of global marketplaces. As reported by WWD (April 2025), the launch of advanced AI forecasting tools like AlixPartners’ Profit Engine highlights the retail sector’s focus on optimizing pricing, promotions, and inventory through integrated data sources and machine learning. BCG (May 2025) emphasizes that successful merchandising transformation now relies on a balanced combination of technology adoption and operational expertise, with AI and automation enabling scalable, real-time decision-making. BoF (May 2025) documents how generative AI is revolutionizing ecommerce by enhancing personalization, product discovery, and operational efficiency, while Forbes (March 2025) notes that mainstream adoption of AI shopping tools is driving higher engagement and measurable business value. Collectively, these developments illustrate how platforms like Pattern—combining proprietary technology, on-demand expertise, and a business model aligned with brand partners—are setting new standards for efficiency, growth, and customer experience in the rapidly evolving global ecommerce landscape.

Meet Pattern, the full AI ecommerce player

What: Oxford Street will host a one-day pedestrianisation event in September, previewing plans for a permanent traffic-free shopping avenue.

Why it is important: This preview reflects a wider trend of cities leveraging pedestrian zones and public events to balance commercial vitality with community needs.

Oxford Street is set to become traffic-free for a special one-day event in September, offering a glimpse into the future of one of London’s most iconic shopping destinations. The initiative, supported by the Mayor of London and major retailers, aims to showcase the benefits of pedestrianisation, including enhanced accessibility, vibrant public spaces, and increased retail engagement. The event will feature themed zones, entertainment, and exclusive in-store promotions, encouraging both locals and tourists to experience Oxford Street in a new light. This move comes as the district continues its post-pandemic recovery, with vacancy rates at historic lows and significant investment from international brands such as IKEA. The pedestrianisation plan, which has garnered strong public and business support, is part of a broader strategy to transform Oxford Street into a world-class, community-oriented retail corridor. While permanent changes are still under consultation, the event underscores the growing importance of placemaking and urban policy in shaping the future of retail environments.

IADS Notes:

The one-day pedestrianisation of Oxford Street builds on recent momentum, with June 2025 seeing strong public and retailer backing for permanent traffic bans and a surge in private investment. Vacancy rates have fallen to 0.5%, and major projects like IKEA’s £378 million flagship reflect a strategic shift toward urban accessibility and mixed-use development. Policy changes, including the Mayor’s push for a development corporation, are aligning infrastructure and retail interests, while experiential events and placemaking are revitalising the district and setting a benchmark for urban retail transformation.

London’s Oxford Street to get one-day pedestrianisation preview

What: Debbi Hartley-Triesch, who led Nordstrom’s beauty, accessories, and home divisions, is stepping down after a distinguished 35-year career, with her successor yet to be named.

Why it is important: Hartley-Triesch’s retirement underscores the need for strong leadership pipelines as retailers face industry-wide talent and innovation challenges.

Debbi Hartley-Triesch will retire from her role as Executive Vice President and General Merchandising Manager of Beauty at Nordstrom in September, concluding a remarkable 35-year tenure with the company. Rising from a beauty adviser in 1990 to overseeing the beauty, accessories, and home categories, Hartley-Triesch played a pivotal role in shaping Nordstrom’s merchandising strategy and culture. Her leadership was marked by the launch of the influential Beauty Trend Show and the introduction of high-growth brands, while she also prioritised mentoring future leaders within the organisation. The announcement of her departure comes as Nordstrom, like many department stores, navigates a period of strategic transformation and heightened competition. The company has yet to name her successor, highlighting the critical importance of succession planning and talent development in today’s retail environment. Hartley-Triesch’s legacy is reflected in the strong relationships she built across the industry and her lasting impact on Nordstrom’s people and customer experience.

IADS Notes:

Debbi Hartley-Triesch’s retirement mirrors a broader trend of leadership transitions at major department stores, as seen in recent executive changes at Saks Global and Holt Renfrew in June and July 2025. These shifts often mark the end of transformative eras and prompt renewed focus on operational priorities and cultural alignment. Research from McKinsey and BCG in 2025 emphasises that systematic leadership development and a healthy corporate culture are crucial for financial performance and employee engagement. Meanwhile, the luxury retail sector faces a talent pipeline crisis, with 60% of brands struggling to recruit frontline staff and 93% facing challenges at the managerial level, making robust succession planning and early talent development more vital than ever.

Nordstrom Executive Vice President and General Merchandising Manager of Beauty to retire

What: The adoption of AI-generated influencers and marketing tools by major retailers is reshaping the creator economy, enabling scalable, customizable campaigns while raising new questions about authenticity and industry standards.

Why it is important: The rise of AI influencers signals a fundamental shift in retail marketing, where efficiency and control are weighed against the need for genuine connection and transparency with audiences.

Major retailers such as H&M, Mango, and Magalu are increasingly adopting AI-generated influencers and generative AI marketing tools, fundamentally transforming how brands create, scale, and personalize content. These digital avatars and AI-driven campaigns offer brands unprecedented efficiency, cost savings, and control over messaging, allowing for rapid adaptation and customization across markets. However, this shift is also raising important questions about authenticity, consumer trust, and the future role of human creators in the influencer economy. While AI influencers can deliver polished, studio-quality content at scale, data shows that human influencers still drive higher engagement and emotional connection. The trend is prompting brands and agencies to rethink disclosure, ethical standards, and the balance between technological innovation and genuine storytelling. As AI-driven content becomes more prevalent, the retail industry faces the challenge of leveraging these tools to enhance marketing impact while maintaining transparency and building lasting relationships with customers.

IADS Notes:

The rapid rise of AI influencers and generative AI in retail marketing is reshaping the industry’s approach to content creation, customer engagement, and operational efficiency. As reported by Inside Retail (March 2025), H&M’s use of AI-generated digital twins for campaigns highlights both the creative potential and ethical considerations of this technology. WWD (October 2024) and BoF (November 2024) document how brands like Mango are leveraging AI avatars to accelerate advertising and reduce costs, signaling a shift in the modeling and creative industries. The Robin Report (December 2024) notes that major retailers—including Magalu (Magazine Luiza)—are at the forefront of AI adoption, using these tools to personalize shopping experiences, boost engagement, and drive sales, especially during key periods like the holiday season. Collectively, these developments show that while AI offers efficiency and scalability, the retail sector must balance innovation with transparency, ethical standards, and the enduring value of authentic human connection to maintain trust and relevance in a rapidly evolving digital landscape.

The rise of the AI influencer 

What: Bluebell Group CEO Ashley Micklewright is stepping down after 15 years at the helm, with Philippe Guettat appointed as interim CEO to guide the luxury distributor’s next phase in Asia.

Why it is important: The change at the top underscores the importance of succession planning and operational expertise for luxury distributors seeking to maintain their position as key partners for global brands in a competitive region.

Bluebell Group, one of Asia’s leading distributors of luxury, premium, and lifestyle brands, is entering a new chapter as CEO Ashley Micklewright steps down after three decades with the company, including 15 years as chief executive. Philippe Guettat, who brings extensive experience in consumer goods distribution and brand building, will serve as interim CEO, working closely with the board and chairman Laurent de Rougemont. Under Micklewright’s leadership, Bluebell expanded its footprint across Japan, South Korea, Mainland China, Hong Kong, Taiwan, Macau, Singapore, Malaysia, Cambodia, and Australia, strengthening its role as a key partner for more than 150 global brands, including Moschino, Jimmy Choo, Manolo Blahnik, Brunello Cucinelli, and Venchi. The leadership transition reflects the group’s commitment to operational excellence and strategic succession planning as it navigates the evolving luxury retail landscape in Asia. Bluebell’s ability to adapt and maintain strong partnerships will be critical as the region’s retail environment becomes increasingly competitive and dynamic.

IADS Notes:

Recent leadership transitions at major luxury distributors and retail groups in Asia underscore the importance of experienced management and strategic vision in navigating today’s complex retail landscape. Chalhoub Group’s generational handover and new strategic roadmap highlight how family-owned distributors are evolving to maintain market leadership across Asia and the Middle East. Central Group’s appointment of Sean Hill as CEO of De Bijenkorf demonstrates the value of succession planning and operational expertise in regional luxury retail. Mytheresa’s restructuring of its leadership team and operational integration following the YNAP acquisition illustrates how multi-brand luxury groups are balancing continuity with transformation. Collectively, these developments show that leadership vision, operational excellence, and strong brand partnerships are critical for luxury distributors and retailers seeking to adapt and thrive in a rapidly changing market.

Bluebell Group CEO Ashley Micklewright retires

What: Ssense’s bankrupt cy protection filing has triggered a conflict with creditors, as management seeks to implement its own restructuring plan amid regulatory and liquidity pressures.

Why it is important: The conflict highlights the growing instability in digital-first luxury retail, where external shocks and creditor-management disputes threaten established business models.

Ssense, once a leader in luxury and avant-garde e-commerce, is now at the center of a high-stakes conflict between its creditors and management. The Montreal-based retailer has filed for bankruptcy protection under the Companies’ Creditors Arrangement Act, following a liquidity crisis intensified by the recent elimination of the U.S. de minimis exemption for goods under $800. This regulatory change, combined with tighter liquidity and increased trade pressures, forced the company’s primary lender to initiate a sale process, directly opposing management’s own restructuring plan. CEO Rami Atallah has emphasised the need to protect the company’s assets and rebuild for the future, arguing that management’s approach better serves employees, customers, and vendors. The crisis has already led to significant layoffs, heavy discounting, and strained relationships with emerging brands, as Ssense stopped paying deposits and struggled to maintain vendor trust. With the court set to decide between competing plans, the outcome will determine whether Ssense can stabilise and adapt or be sold off, reflecting the broader volatility and transformation facing the luxury retail sector.

IADS Notes:

Ssense’s turmoil closely mirrors recent industry developments, such as LuisaViaRoma’s restructuring and Hudson’s Bay’s bankruptcy protection in March and July 2025, both driven by financial strain and creditor negotiations. The elimination of the U.S. de minimis exemption in April and June 2025 has upended cross-border e-commerce, exposing the fragility of digital-first models and forcing rapid operational resets. Vendor relationship challenges, as seen with Saks Global’s payment term backlash in early 2025, further illustrate the sector’s struggle to balance cost control with brand partnerships. The strategic tension between creditors and management, highlighted in the Saks/Neiman Marcus merger and LuisaViaRoma’s negotiations, underscores the complexity of navigating stakeholder interests in today’s luxury retail landscape.

Ssense files for bankruptcy

What: Lotte Department Store will introduce a new HR system that evaluates and promotes employees based on expertise and job responsibilities rather than years of service, marking a major shift in talent management strategy.

Why it is important: By aligning promotions and compensation with job complexity and skill, Lotte is building a more dynamic, future-ready workforce and raising the bar for employee engagement and operational excellence.

Lotte Department Store is set to implement a professional growth-centered HR system, moving away from its traditional seniority-based pay and promotion model. With 95.3% of employees consenting to the change, the new system will reward and promote staff based on job expertise, difficulty, and responsibility, rather than tenure or rank. Promotions will be determined through separate level-up assessments, independent of years of service. This reform is part of a broader group-wide initiative at Lotte to modernize personnel and wage systems, with job analysis processes classifying roles into five grades according to complexity and importance. The shift aims to foster a culture of meritocracy, upskilling, and agility, positioning Lotte as a leader in HR innovation among Asian retailers. By prioritizing expertise and operational excellence, Lotte is building a more dynamic, engaged, and future-ready workforce to meet the demands of a rapidly evolving retail landscape.

IADS Notes:

Lotte Department Store’s shift to a professional growth-centered HR system is part of a broader transformation strategy that emphasizes innovation, agility, and workforce development. As reported by Inside Retail (June 2025), Lotte’s leadership has prioritized structural reorganization and technological advancement to stay competitive in an increasingly digital market, with a focus on customer value and operational excellence. Korea JoongAng Daily (October 2024) highlights Lotte’s significant investment in modernization and technology integration, reflecting the company’s commitment to adapting its business and talent strategies to changing consumer preferences and market dynamics. The Korea Times (October 2024) further underscores Lotte’s ambitious growth targets and international expansion plans, noting the importance of workforce transformation and upskilling in achieving these goals. Collectively, these developments show that Lotte is positioning itself as a leader in HR innovation among Asian retailers, aligning its talent management practices with the demands of a rapidly evolving retail landscape and setting new standards for meritocracy, expertise, and employee engagement.

Lotte Department Store launches expertise-based HR system to boost employee growth

What: Kohl’s margin gains and improved profit outlook reflect disciplined cost controls and strategic brand partnerships, despite ongoing sales declines.

Why it is important: This development demonstrates how operational discipline and brand partnerships can drive profitability even as sales decline, reinforcing trends seen in recent retail analyses.

Kohl’s has begun to see the early results of its turnaround strategy, with second-quarter reports showing margin gains and a raised profit outlook for 2025, even as sales continue to decline. The company’s net income rose to $153 million, up from $66 million a year earlier, though adjusted net income slipped slightly. Net sales fell by 5.1 percent, and comparable sales dropped 4.2 percent, but gross margin improved by 28 basis points, largely due to a greater focus on proprietary brands, category mix, and better inventory management. Expense controls, particularly in stores and marketing, led to a 4.1 percent reduction in SG&A costs. Kohl’s has also expanded its impulse queue lines and streamlined assortments, while the full rollout of Sephora is on track to become a $2 billion beauty business. Leadership remains in flux, with Michael J. Bender serving as interim CEO following recent governance challenges. Despite these headwinds, Kohl’s disciplined operational approach and brand partnerships are beginning to resonate, positioning the retailer for gradual improvement.

IADS Notes:

Kohl’s recent performance echoes findings from August 2024, when effective cost controls and inventory management led to a profit forecast upgrade despite sales declines. The Sephora partnership, which generated $1.4 billion in sales by March 2024, and the introduction of new proprietary brands have been key to category growth. Operational changes, such as leaner inventories and expanded impulse queue lines, align with broader industry moves toward efficiency. Leadership instability, highlighted by Michael J. Bender’s appointment as interim CEO in May 2025, remains a challenge, but the company’s strategic direction and operational discipline continue to support its turnaround.

Kohl’s turnaround efforts start to kick in, but sales still declining

What: Decathlon strengthens its local strategy by launching a new City store in Paris, focusing on proximity, hybrid retail, and specialized urban sports offerings.

Why it is important: The move highlights how proximity and convenience are driving urban retail strategies, aligning with trends of smaller, experience-focused stores.

Decathlon’s latest City store opening in Paris marks a strategic evolution in urban retail, as the brand intensifies its focus on proximity and convenience for city dwellers. By integrating its compact format within a Boulanger store on Rue de Rennes, Decathlon not only leverages cross-sector synergy but also responds to the growing demand for accessible, specialized sports equipment in dense urban environments. The City format, under 1,000 square metres, is tailored to mobility, running, fitness, and yoga, reflecting a broader shift in consumer habits toward health and active lifestyles. This approach is reinforced by recent consumer data showing increased interest in gym attendance and fitness activities, particularly among millennials. The hybrid concept aims to create a neighborhood hub, blending sporting passion with personalized service, and is supported by a team of twenty Decathlon staff. With 39 stores in Ile-de-France and 1,817 globally, Decathlon’s 5.2 percent turnover growth in 2024 underscores the effectiveness of its localized, experience-driven strategy in a competitive retail landscape.

IADS Notes:

Decathlon’s Paris City store launch reflects a wider industry trend toward compact, digitally integrated formats and cross-sector partnerships, as seen with Uniqlo’s small-format touchpoint in Singapore (June 2025) and Magasin du Nord’s local units (October 2024). The hybrid approach mirrors 10 Corso Como’s collaborations with established retailers in late 2024, while CBRE’s June 2024 analysis and IKEA’s May 2025 Oxford Street investment confirm the growing importance of proximity and urban accessibility. Decathlon’s pivot toward lifestyle and specialized formats, highlighted in November 2024 and May 2025, further aligns with the sector’s move toward experiential, convenience-focused retail.

Decathlon bets on compact stores

What: Macy’s will allow advertisers to manage sponsored product campaigns on its website using Amazon’s ad-serving and measurement tools.

Why it is important: Macy’s adoption of Amazon’s ad tech demonstrates how retailers are using innovative partnerships to drive revenue growth and adapt to evolving digital marketing demands.

Macy’s is launching a pilot program with Amazon’s Retail Ads Service, enabling advertisers to manage sponsored product campaigns on Macy’s website through Amazon’s established ad console and APIs. This integration allows for streamlined campaign management, leveraging Amazon’s advanced targeting and measurement capabilities while maintaining Macy’s control over its ad experience. The partnership is set to begin in early Q4, strategically timed for the holiday season, and is designed to complement Macy’s existing self-serve and managed campaigns. By collaborating with Amazon, Macy’s aims to offer advertisers greater efficiency, scale, and performance, while addressing industry concerns about data privacy through dedicated systems and access controls. This move not only positions Macy’s at the forefront of retail media innovation but also reflects a broader trend among retailers to adopt sophisticated digital advertising solutions to enhance customer engagement and drive new revenue streams. The initiative underscores the growing importance of retail media networks in holiday marketing strategies and the ongoing evolution of digital advertising in the sector.

IADS Notes: Macy’s partnership with Amazon for retail ads is emblematic of a wider industry transformation, as seen in January 2025 when Amazon’s ad tech strategy raised both opportunities and concerns around data control. Macy’s ongoing innovation in media, highlighted by its February 2025 NBCUniversal deal, has already demonstrated the value of multi-platform engagement. The Coresight report from July 2024 documented Macy’s rapid retail media revenue growth, while October 2024 and April 2025 industry analyses emphasized the sector’s push for scale, efficiency, and standardization—trends that Macy’s is now actively shaping through this collaboration.

Macy’s partners with Amazon for retail ads ahead of holiday season

What: Alo is launching a line of Italian-made leather handbags priced up to $3,600, marking its transition from athleisure to luxury.

Why it is important: This move reflects a generational shift in luxury, with wellness and lifestyle values redefining what younger consumers seek from high-end brands.

Alo’s bold foray into the luxury handbag market signals a significant evolution for the brand, as it introduces Italian-made leather bags priced between $1,200 and $3,600. CEO Danny Harris is confident that Alo’s strong community, built around wellness and mindfulness, will embrace these high-ticket items, even in a landscape dominated by heritage luxury players. The launch is supported by a campaign featuring major celebrities and a concierge-style online experience, reinforcing exclusivity and craftsmanship. Alo’s strategy leverages the growing convergence of health, wellness, and luxury, particularly appealing to Gen Z and millennials who increasingly view wellness as a status symbol. The brand’s focus on scarcity, with limited releases and annual price increases, mirrors traditional luxury tactics while infusing them with modern values. As younger consumers redefine luxury through the lens of lifestyle and self-care, Alo’s move positions it at the intersection of these trends, challenging established norms and offering a fresh alternative to legacy brands.

IADS Notes:

Alo’s luxury pivot is closely aligned with recent market shifts, as seen in March 2025, where luxury brands are prioritizing exclusivity and authentic storytelling to maintain desirability. May 2025 data confirms that Gen Z and millennials are redefining necessities, placing wellness and lifestyle at the core of their purchasing decisions. The rise of affordable luxury alternatives in April 2025 further underscores the need for brands to offer genuine value and personal relevance. January 2025 reports highlight the centrality of experiential luxury and wellness for younger consumers, validating Alo’s strategy of combining scarcity, experience, and a wellness-driven narrative.

Yoga brand Alo to sell $3,000 bags

What: Saks Global names Emily Nahas as SVP of e-commerce, tasking her with driving growth and innovation across Saks, Neiman Marcus, Bergdorf Goodman, and Amazon platforms.

Why it is important: This appointment reflects Saks Global’s commitment to accelerating digital transformation and unified management across its luxury retail brands, as seen in recent organizational changes.

Emily Nahas’s appointment as senior vice president of e-commerce at Saks Global marks a significant step in the company’s ongoing transformation following its merger with Neiman Marcus. Nahas, who brings experience from Cole Haan, Saks Fifth Avenue, and Neiman Marcus, will oversee all major e-commerce platforms, including Saks.com, NeimanMarcus.com, BergdorfGoodman.com, and Saks on Amazon. Reporting to President and Chief Commercial Officer Emily Essner, Nahas is expected to lead efforts in digital growth, AI-driven personalization, and seamless customer experiences. Her arrival follows a series of executive changes and a broader organizational restructuring aimed at integrating talent and operations from Saks and Neiman Marcus under a unified, technology-driven leadership. Saks Global’s digital channels now account for a third of its revenue, with 700 million annual site visits, underscoring the importance of e-commerce in its growth strategy. The company’s recent investments in AI and digital platforms are designed to reinforce its position as a leader in luxury retail, even as it navigates financial pressures and evolving market dynamics.

IADS Notes:

Emily Nahas’s appointment aligns with Saks Global’s comprehensive transformation since the December 2024 merger with Neiman Marcus. The company established a unified commercial leadership team under Emily Essner in January 2025, merged buying teams in April, and streamlined executive roles in June. Saks Global’s focus on digital integration and AI-driven personalization, supported by partnerships with Salesforce and NuOrder, has been central to its strategy for operational efficiency and customer experience. These efforts are particularly significant as the company addresses financial challenges and seeks sustainable growth, as highlighted in reports from January, April, June, and July 2025.

Emily Nahas to head Saks Global e-commerce

What: Central Retail’s latest results reveal declining same-store sales and profits, as the company’s heavy reliance on tourism and expansion is challenged by weak domestic demand and operational struggles in Vietnam.

Why it is important: This case demonstrates that sustainable retail growth in Southeast Asia now depends on balancing new store openings with strong local demand, efficient operations, and adaptive responses to shifting economic and tourism trends.

Central Retail Corporation has reported a decline in same-store sales and profits, reflecting the growing risks of over-reliance on tourism and aggressive expansion in Southeast Asia’s evolving retail landscape. Despite opening new supermarkets and specialty stores in Thailand and Vietnam, the company’s overall revenues fell 0.8% year-on-year, with same-store sales down 5% across all segments. Food sales grew modestly, but same-store sales in food, hardlines, and fashion all declined, with Vietnam’s Go! hypermarkets and Nguyen Kim appliance chain performing particularly poorly. Mall occupancy in Vietnam remains low at 83%, and the company’s profits dropped 31% in the second quarter. Central’s ongoing investment in tourist-centric retail and mixed-use developments has not offset the impact of fewer international arrivals, high consumer debt, and intensifying regional competition—especially as Vietnam’s retail sector surpasses pre-Covid levels. The results underscore the need for a more balanced approach, focusing on operational efficiency, local consumer engagement, and resilience to shifting tourism and economic dynamics.

IADS Notes:

Central Retail’s recent performance highlights the risks of tourism dependence and the operational challenges of regional diversification in Southeast Asia. As detailed by Inside Retail Asia (August 2024), the company’s mixed results are driven by persistent same-store sales declines—particularly in Vietnam, where the Nguyen Kim appliance chain continues to underperform despite ongoing expansion. Inside Retail (November 2024) reports that aggressive store openings and tourism recovery have not been enough to offset weak organic growth, with mall occupancy in Vietnam stuck at 83%. Inside Retail (October 2024) notes Central’s $461 million investment plan targeting tourist hubs like Krabi and Chiang Mai, reflecting the sector’s reliance on international arrivals and the need for innovative, mixed-use retail formats. Inside Retail Asia (June 2025) further emphasizes the impact of currency fluctuations, consumer debt, and regional competition, as Vietnam’s retail sector surpasses pre-Covid levels while Thailand lags behind. Collectively, these sources from August 2024 to June 2025 illustrate that while Central Retail continues to invest in expansion and mall development, sustainable growth will require a more balanced approach focused on operational efficiency, local consumer engagement, and resilience amid shifting tourism and economic dynamics.

Tourism is impacting Central in Thailand

What: Department stores in Korea have transformed their culture centers into community hubs, using experiential programming like baby classes to engage parents, boost loyalty, and enhance the in-store experience.

Why it is important: By integrating education, entertainment, and social experiences, Korean department stores are setting a new standard for customer engagement and adapting to changing family dynamics and consumer expectations.

Korean department stores are redefining the retail experience by transforming their in-store culture centers (munsen) into vibrant community hubs that offer a wide range of experiential programming for families. Affordable and highly sought-after baby and parenting classes—often featuring themed activities and photo-friendly moments—have become a modern rite of passage for new parents, driving footfall and fostering loyalty. Registration for these classes is highly competitive, with popular instructors and courses quickly filling up, especially during peak seasons. The integration of education, entertainment, and social experiences not only attracts young families but also taps into social media culture, as parents eagerly share their children’s participation online. While these programs have sparked some debate over inclusivity, particularly regarding father participation, they reflect a broader trend of department stores evolving into lifestyle destinations that prioritize community engagement and customer connection. This approach positions Korean department stores at the forefront of experiential retail, responding to shifting consumer expectations and the need for differentiated, value-added services.

IADS Notes:

Korean department stores’ culture centers (munsen) and baby classes are emblematic of a broader shift toward experiential, community-driven retail strategies in the sector. As reported by Maeil Business Newspaper (July 2025), Galleria’s focus on premium experiences and cultural programming—including family-oriented activities—demonstrates how department stores are evolving beyond traditional shopping to become lifestyle destinations. The January 2025 analysis in Maeil Business Newspaper highlights how stagnating sales have prompted leading retailers like Lotte, Shinsegae, and Hyundai to differentiate through entertainment, education, and community engagement, with munsen classes becoming a modern rite of passage for young families. Yonhap (October 2024) further illustrates this trend, showing how department stores are partnering with local governments to offer multilingual services, cultural events, and educational programs for diverse audiences. Collectively, these developments underscore the growing importance of experiential retail, digital engagement, and inclusive programming in driving footfall, building loyalty, and maintaining relevance in a competitive and evolving Korean retail landscape.

In Korea, department stores are a magnet for babies and their moms - The Korea Herald

What: Debenhams Group increased EBITDA despite declining GMV, with Debenhams outperforming and PrettyLittleThing under review for sale.

Why it is important: The group’s transformation highlights the value of marketplace models and targeted cost reductions in achieving sustainable growth.

Debenhams Group’s latest annual results reveal a company in the midst of significant transformation, with adjusted EBITDA rising 3% to £41.6 million despite a decline in gross merchandise value. The standout performance of the Debenhams brand, which saw a 34% increase in GMV to £654 million, contrasts sharply with the underperformance of PrettyLittleThing, now under strategic review for a potential sale. CEO Dan Finley’s leadership since November has focused on stabilizing the business, implementing aggressive cost-saving measures, and repositioning the group’s youth brands. The group’s shift to a capital-lite, stock-lite, and cost-lite marketplace model has been central to its turnaround, enabling substantial reductions in stock holding and capital expenditure. While total revenue and margins declined, the group’s operational efficiency and brand focus have begun to yield results, narrowing losses and improving profitability. This multi-year strategy aims to leverage Debenhams’ digital-first success as a blueprint for the wider group, reflecting a broader industry trend of adapting business models to evolving consumer preferences and market challenges.

IADS Notes:

Debenhams Group’s transformation, initiated with its rebranding from Boohoo in March 2025, has been anchored by the success of its marketplace model and decisive operational changes. By December 2024, Debenhams had achieved a 65% increase in GMV and doubled EBITDA, validating the digital-first approach. These results, set against the backdrop of broader revenue declines for the group, underscore the importance of focusing on high-performing brands and operational efficiency, as also seen in the repositioning of youth brands and the adoption of marketplace strategies by leading retailers in late 2024.

Debenhams Group results show EBITDA up

What: Frasers Group has made a strategic minority investment in We Do Play, marking its debut in the leisure sector and expanding its experience-led retail ecosystem through brands like Sports Direct.

Why it is important: The investment highlights the growing importance of experiential retail and the integration of leisure concepts as key drivers of customer loyalty, destination appeal, and future-proofing for retail property assets.

Frasers Group has taken a significant step into the leisure sector by acquiring a minority stake in We Do Play, a UK-based operator of experience-led brands such as Flip Out, Activate, Putt Putt Social, and Rumble Rooms. This strategic move aligns with Frasers’ broader vision to create a dynamic, experience-driven consumer ecosystem by integrating leisure, retail, and property assets. The partnership will enable the rapid expansion of innovative leisure concepts, with plans to launch more than 40 Activate locations nationwide, leveraging synergies with Sports Direct and Frasers’ growing real estate portfolio. By actively acquiring leisure operators and integrating them with its retail brands and shopping centres, Frasers is positioning itself as a leading retail destination that offers high-energy experiences and cross-selling opportunities. This approach not only drives footfall and engagement but also future-proofs its property assets in a changing retail landscape, setting a new benchmark for ecosystem-driven retail strategy in the UK.

IADS Notes:

Frasers Group’s diversification into leisure and experience-led retail is part of a broader transformation strategy that leverages property acquisition, brand integration, and ecosystem development. As reported by Retail Week (October 2024), the group’s aggressive expansion in the UK retail property market—including the acquisition of shopping centres like Princesshay, Fremlin Walk, and the Olympus Centre—demonstrates a commitment to controlling key retail destinations and enhancing the tenant mix with both retail and leisure brands. Retail Gazette (September 2024) highlights Frasers’ focus on revitalizing high streets and regional shopping centers, while Financial Times (October 2024) underscores the group’s strategic investment spree across multiple sectors to build a multi-brand, multi-format retail ecosystem. The May 2025 Retail Week coverage details the rollout of integrated loyalty schemes and the Elevate retail media network, illustrating how Frasers is connecting its diverse portfolio to drive customer engagement and cross-selling opportunities. Collectively, these developments show how Frasers Group is setting a new standard for retail diversification, using leisure, property, and digital innovation to create a dynamic, interconnected consumer ecosystem.

Frasers Group takes stake in leisure specialist We Do Play

What: Handsome accelerates its French expansion with a TIME Paris pop-up at La Samaritaine and a System Homme boutique at Galeries Lafayette, aiming to strengthen its European presence.

Why it is important: This move exemplifies how Korean brands use strategic partnerships with iconic department stores to build presence and test new markets, as seen in recent European retail trends.

Handsome, a subsidiary of Hyundai Department Store Group, is intensifying its expansion in France by launching a TIME Paris pop-up at La Samaritaine and announcing a System Homme boutique at Galeries Lafayette Haussmann. These initiatives are designed to increase brand visibility and establish a stronger foothold in the European luxury market. The TIME Paris pop-up, opening at the end of August, will run for two months in the recently renovated La Samaritaine, targeting both French and international shoppers. In January 2026, System Homme will debut its official boutique at Galeries Lafayette, following the brand’s strong performance in a previous pop-up, where it consistently ranked among the top five in monthly sales. Despite a slight decline in overall revenue and operating profit in Q2 2025, Handsome’s online sales have grown, buoyed by new customers and higher transaction values. The company’s broader strategy includes further European expansion, wholesale partnerships with global retailers like Harrods, and leveraging its diverse portfolio of 41 brands to reach ambitious revenue targets by 2030.

IADS Notes:

Handsome’s strategy closely mirrors the successful approaches of other Asian brands in Europe, as seen in the double-digit growth of Galeries Lafayette Haussmann in July 2025, driven by international partnerships and luxury brand expansion. The popularity of Korean aesthetics among European consumers is reinforced by the success of Shinsegae’s K-beauty pop-up at Printemps in June 2025. Korean retailers, facing stagnating domestic sales, are increasingly focusing on international growth and portfolio diversification, with Handsome’s ambitions aligning with these broader industry trends.

Handsome (Hyundai Department Store Group) accelerates French expansion

What: Nordstrom and FIT have launched a specialised certificate course to train the next generation of retail tailors and alterations specialists.

Why it is important: Nordstrom’s investment in alterations and workforce development demonstrates how service excellence can be leveraged as a key differentiator.

Nordstrom and the Fashion Institute of Technology (FIT) have partnered to launch a nine-week certificate course in custom alterations and tailoring techniques, targeting adult learners and early career professionals. The programme, taught in-person at FIT by Broadway costume builder Michael Harrell, is designed to provide advanced, hands-on training in garment alterations, fitting, and specialized sewing skills. By offering tuition assistance, the initiative aims to remove financial barriers and broaden access to a career in retail tailoring, particularly within Nordstrom’s extensive network of tailor shops. Graduates will be well-positioned to meet Nordstrom’s hiring standards, benefiting from a curriculum co-developed by industry and academic leaders. This collaboration not only addresses the pressing need for skilled alterations specialists but also reinforces Nordstrom’s commitment to maintaining high standards of personalised service. The partnership exemplifies how targeted educational initiatives can create direct pathways to employment, ensuring the sustainability and evolution of specialised retail services in a competitive market.

IADS Notes:

Nordstrom’s collaboration with FIT to develop a specialized tailoring course reflects a wider movement in retail, as seen with John Lewis’s expanded apprenticeship programs in February 2025, which aim to build diverse talent pipelines. The focus on advanced, hands-on training aligns with industry evidence from July 2025 and September 2024, showing that retailers who invest in expert-led, personalized service are better equipped to meet evolving customer expectations. Nordstrom’s ongoing investment in service hubs and luxury styling roles, highlighted in February and June 2025, further demonstrates how service innovation and workforce development are central to sustaining competitive advantage in retail.

Nordstrom and FIT launch certificate course in custom alterations and tailoring

What: Saks Global’s ongoing payment delays and restructuring have strained vendor relationships and weakened its competitive position.

Why it is important: Saks Global’s struggles illustrate the importance of maintaining strong supplier relationships during major retail transformations.

Saks Global’s ongoing payment delays and restructuring efforts have intensified scrutiny from vendors and analysts, as the luxury conglomerate struggles to stabilize after its $2.7 billion merger with Neiman Marcus. Despite CEO Marc Metrick’s assurances and a commitment to begin settling overdue invoices in July, many suppliers remain unpaid, with some brands threatening legal action or halting shipments altogether. The introduction of 90-day payment terms and a 25% reduction in vendor partnerships, intended to achieve $500 million in annual cost savings, has disproportionately impacted smaller brands, eroding trust and prompting industry backlash. These operational strains are compounded by a sharp decline in sales—Saks Fifth Avenue and Neiman Marcus both reported double-digit drops—while competitors like Bloomingdale’s and Nordstrom have gained market share by focusing on customer experience and digital innovation. The company’s weakened financial position, reflected in a credit rating downgrade and mounting overdue bills, underscores the risks inherent in large-scale retail consolidation. As Saks Global attempts to navigate these challenges, its ability to restore vendor confidence and operational stability remains uncertain.

IADS Notes:

Throughout 2025, Saks Global’s payment delays and new 90-day terms have triggered significant backlash, particularly among smaller vendors, as reported in February and March. By June, some improvement was noted, but concerns about financial stability and strained supplier relationships persisted. July saw further deterioration, with sales declines and competitors capitalizing on Saks’ operational weaknesses. These developments collectively highlight the complex challenges of post-merger integration, vendor management, and the risks of aggressive cost-cutting in luxury retail.

Saks Global not following through on vendors overdue payments

What: Galleria Department Store is hosting Art Week at its Seoul Luxury Hall, showcasing works by Choi Byung-so and vintage furniture, as part of its strategy to blend premium cultural content with luxury retail.

Why it is important: The event highlights the growing role of art partnerships and experiential programming in driving customer loyalty and positioning department stores as cultural destinations.

Galleria Department Store’s Art Week at Seoul Luxury Hall is a showcase of curated cultural content, featuring the works of renowned artist Choi Byung-so and a selection of vintage furniture in collaboration with Wooson Gallery. The event, timed to coincide with Korea’s largest art festival, reflects Galleria’s commitment to integrating art and retail, offering VIP customers and art enthusiasts a unique, immersive experience. Interactive elements, such as an Instagram quiz event with exclusive artist collaboration goods, further engage visitors and reinforce the store’s premium positioning. This initiative is part of Galleria’s broader strategy to differentiate itself in the competitive luxury retail market by providing high-value clientele with exclusive access to cultural programming and experiential events. By blending art, design, and retail, Galleria is redefining the department store as a destination for both shopping and cultural enrichment, setting a new standard for customer engagement and loyalty in the luxury sector.

IADS Notes:

Galleria Department Store’s Art Week is part of a broader strategic shift among Korean luxury retailers to integrate premium cultural content and experiential events into the retail environment. As reported by MK.co.kr (August 2024), Galleria’s inaugural Art Week features collaborations with global and local artists, immersive installations, and VIP-focused programming, positioning the store as a destination for both shopping and cultural engagement. Maeil Business Newspaper (July 2025) highlights Galleria’s success in diversifying its premium offering—particularly in jewelry and watches—while leveraging art exhibitions and partnerships to enhance brand exclusivity and customer satisfaction. This approach mirrors a wider trend in the luxury department store sector, where experiential retail, art collaborations, and curated events are used to differentiate, attract high-value clientele, and reinforce market leadership. Collectively, these developments demonstrate how Galleria and its peers are evolving beyond traditional retail to become cultural and lifestyle destinations, setting new standards for customer engagement and loyalty in the luxury market.

Seoul: Galleria Department Stores will host a “Galleria Art Week”

What: Place des Tendances is leveraging customer loyalty, advanced logistics, and a streamlined product strategy to achieve ambitious growth and European market expansion.

Why it is important: This development underscores the importance of combining digital innovation, exclusive customer experiences, and selective expansion to remain competitive in the evolving retail landscape.

Place des Tendances, under the leadership of Guillaume Grimbert, is pursuing an ambitious growth strategy centered on customer loyalty, proprietary logistics, and a sharpened focus on its core categories of fashion and beauty. By introducing segmented loyalty tiers and exclusive services, the company aims to deepen engagement with its most valuable customers, many of whom have been loyal since its inception. The decision to withdraw from less successful segments, such as home and decor, and concentrate on fashion and beauty mirrors a broader industry move toward portfolio rationalisation for profitability. Place des Tendances is also investing in logistics, utilising its own warehouse and technology to ensure rapid fulfillment and a superior customer experience. International expansion is being driven by a marketplace model that allows for agile brand testing and adaptation to local markets, with a particular focus on European growth. These strategies are designed to position the company for sustainable success amid increasing competition from global e-commerce giants and shifting consumer expectations.

IADS Notes:

The evolution of loyalty programmes highlights the sector’s shift toward personalised, tiered engagement and exclusive experiences, a direction Place des Tendances is now embracing. The company’s logistics innovation aligns with the industry’s adoption of automation and AI for operational efficiency, as reported in February 2025. Its focus on core categories and withdrawal from underperforming segments reflects the rationalisation strategies of Galeries Lafayette and BHV, while its marketplace-driven international expansion parallels Printemps’ and 10 Corso Como’s recent moves to broaden their European reach through partnerships and digital growth.

Printemps Group’s Place des Tendences bets on loyalty and logistics to fuel growth

What: Saks Global’s merger of Saks and Neiman Marcus aims to create a technology-driven luxury retail powerhouse but faces operational and reputational challenges.

Why it is important: Claiming Saks Global is the pillar the U.S. luxury market needs, the article offers a different perspective on the Saks merger, apart from the negative media noise. The challenges faced by Saks Global underscore the impact of media narratives and operational execution on the success of major retail mergers.

Saks Global’s creation through the $2.7 billion merger of Saks and Neiman Marcus represents a bold attempt to redefine the U.S. luxury retail landscape. Led by Marc Metrick and supported by technology partners Amazon and Salesforce, the merger was designed to deliver scale, operational efficiencies, and technological innovation, positioning the company as a leader in the sector. The new entity promised enhanced customer choice, better service, and a platform for emerging designers, aiming to sustain the health and creativity of the luxury ecosystem. However, the integration has proven complex, with significant organizational changes, vendor payment issues, and declining sales reported in the months following the merger. Media coverage has amplified these challenges, often overshadowing the company’s strategic ambitions and fueling skepticism about its future. Despite these setbacks, Saks Global’s efforts to balance tradition with innovation highlight the ongoing transformation of luxury retail, where leadership, adaptability, and public perception are as critical as operational scale.

IADS Notes:

The Saks Global merger, completed in December 2024, has been a defining event for luxury retail, as noted in Forbes and Bloomberg in early 2025. While the deal brought together iconic brands and promised technological integration, BoF’s July 2025 analysis revealed mounting operational and reputational challenges, including sales declines and strained vendor relationships. WWD’s January 2025 coverage emphasized the merger’s potential to support designers and innovate, while Monocle’s May 2025 report on Liberty London reinforced the vital role of multi-brand retailers in sustaining a diverse luxury market.

Is Saks Global luxury’s last best hope?

What: Maison Margiela is launching “Line 2,” a series of arts and culture collaborations branded as ‘intangible products’ to deepen community engagement.

Why it is important: The strategy highlights the growing importance of experiential and intangible offerings in luxury retail, aligning with recent analyses of brand innovation.

Maison Margiela is embarking on a new chapter with the introduction of “Line 2,” a program of arts and culture collaborations that the brand describes as ‘intangible products.’ This initiative, which debuts with an installation by Korean artists Heemin Chung and Joyul during Frieze Seoul, is designed to foster deeper connections with Margiela’s community and expand the brand’s influence beyond traditional fashion. CEO Gaetano Sciuto emphasizes that these collaborations are intended to be as significant as any physical product, reflecting a shift toward experiences and storytelling as core elements of luxury branding. The move comes as luxury houses increasingly invest in cultural partnerships, exhibitions, and immersive events to engage audiences and reinforce their reputations for creativity and innovation. Margiela’s approach, rooted in its conceptual heritage and enigmatic identity, seeks to balance intellectual edge with broader inclusivity under creative director Glenn Martens. With the brand’s recent growth and heightened visibility, this strategy positions Margiela at the forefront of a luxury sector where experiential and narrative-driven offerings are becoming central to sustained relevance and customer loyalty.

IADS Notes:

Margiela’s launch of “Line 2” mirrors a broader luxury industry movement toward experiential innovation and cultural engagement. Recent analyses throughout 2024 and 2025 have highlighted how leading brands are investing in arts collaborations, digital storytelling, and immersive retail experiences to differentiate themselves and deepen customer relationships. Margiela’s initiative, with its focus on intangible value and community-building, exemplifies this trend and reinforces the importance of narrative and experience in contemporary luxury retail.

Maison Margiela enters fashion’s culture race with line of ‘Intangible Products’