Fashion Network Italy analysed IADS’s latest research, introducing "customer continuity" as the next evolution beyond traditional omnichannel retail. The study highlights how department stores are moving from channel-based logic to unified customer journeys, measuring success through customer lifetime value rather than single-channel revenue. The article details member case studies from Breuninger's local orchestration, Boyner's 90-minute delivery, and Chalhoub Group's AI assistant "Layla.”

Read the full Fashion Network article below:

L’IADS promuove la "continuità cliente" in uno studio su omnicanalità e grandi magazzini

Paris Match explored the historical and contemporary role of art in department stores, quoting IADS on the evolution from window displays to permanent collections. The feature highlights installations at Galeries Lafayette and Centre Pompidou-Metz during Paris Fashion Week, and the pioneering art programs of Japanese department stores.

Read the full Paris Match article below:

«Les artistes sont passés des vitrines à des collections permanentes » : l'art, cet invité de marque

Modaes explores the IADS Global Department Store Monitor, finding the sector's post-pandemic recovery has effectively stalled, near-flat growth in 2025 after declining the year prior. The report identifies a 'vibecession'—a disconnect between macroeconomic stability and defensive consumer behaviour—with Latin America and India showing resilience while China and Hong Kong face structural challenges, and retailers shifting towards AI-powered inventory management and generative engine optimisation.

Read the full Modaes article:

Los grandes almacenes pinchan: el consumo enfría su recuperación global

Fashion Network covered the IADS's March 9 Press Release on omnichannel retail across four regional editions: UK, French, Turkish and Portuguese. The IADS study argues that 'omnichannel' has become an outdated concept, proposing 'customer continuity' as a new operating model that prioritises end-to-end customer journeys, unified customer identity, and lifetime value over channel-specific metrics. Member initiatives from Breuninger, Boyner, The Mall Group, Falabella, Chalhoub Group, and John Lewis illustrate four transformation levers: trade-area orchestration, app-first continuity, precision fulfilment, and AI-driven clienteling. Implementation at scale is planned across IADS members over the next 18 months.

Read the full Fashion Network articles:

English edition

French edition

Portugese edition

Turkish editon

Click here to read the IADS’ Omnichannel Press Release

RetailDetail Belgium reports on the IADS Global Department Store Monitor, which analysed 58 department stores worldwide and found revenue stabilised at 0.63% growth in 2024–2025, following a 1.6% contraction the previous year. Retailers are responding to cautious consumer spending and supply chain disruptions through AI adoption and expansion into the secondhand market.

Read the full RetailDetail article below:
Large department stores, which are losing momentum, are betting on AI and the second-hand market

WWD reports on the IADS Global Department Store Monitor, which reveals department store sales rose just 0.63% in the 2024–2025 financial year across 58 stores globally—reflecting what industry executives describe as a 'vibecession.' The study highlights a growing disconnect between improved macroeconomic indicators and muted consumer confidence, with retailers leaning on promotions, AI-driven efficiency, and generative engine optimisation as Middle East tensions, tariffs, and currency fluctuations weigh on fragile consumer sentiment.

Read the full WWD article below:
Department store rebound stalls in ‘Vibecession’ as Middle East tensions weigh on consumer confidence

Click here to read the IADS’ Global Department Store Monitor Press Release

Global department store sales stabilise at +0.63% during the ‘vibecession’: macroeconomic growth meets cautious consumers amid currency chaos.

The 2026 edition of the IADS Global Department Store Monitor reviews 58 department stores worldwide for fiscal year 2024-2025, revealing modest sales stabilisation despite persistent economic uncertainty. After two consecutive years of post-COVID growth followed by a slight contraction in 2023-2024 (-1.6%), global department store sales recovered to average +0.63% year-on-year growth, marking cautious normalisation rather than robust expansion.

The economic paradox: soft landing meets renewed volatility

Fiscal year 2024-2025 opened with unexpected resilience. The global economy performed better than forecasted, achieving what many economists termed a “soft landing”—controlled inflation without recession. However, this stability proved short-lived. Donald Trump’s re-election as U.S. President in November 2024 triggered a shift toward aggressive protectionism. His entry into office in early 2025 ushered in a period of see-sawing tariffs, trade renegotiations, and supply chain disruptions, adding uncertainty to an already strained global logistics network.

For the retail sector, this created a paradox: while macroeconomic indicators showed improvement—reduced inflation, steady GDP growth—consumers remained deeply price-sensitive and value-driven. This disconnect, termed the ‘vibecession’ by economists, forced retailers to rely heavily on promotions and AI-driven operational efficiency to maintain margins. Department stores found themselves navigating not just economic headwinds but a fundamental crisis of consumer confidence decoupled from underlying economic fundamentals.

The IADS Monitor: measuring performance in turbulent times

Launched in 2021, the IADS Global Department Store Monitor was designed to make department stores’ financial results comparable and comprehensible across a complex sector characterised by changes in ownership, privatisation, and mergers. The Monitor isolates the impact of sales growth from exchange rate effects by using both current and fixed (2021) exchange rates. To account for non-uniform accounting standards, the broken-calendar-year system ensures that retailers’ results are compared against the same global events.

This methodology proved essential in fiscal year 2024-2025. Currency fluctuations, often driven by divergent central bank policies and geopolitical risk premiums, created a stark divide between nominal and real growth.

Currency volatility: the invisible hand reshaping retail

Exchange rate movements fundamentally altered department store performance across regions. While many retailers reported sales growth in local currency terms, these gains often evaporated when converted to reporting currencies due to unfavourable exchange rates. Conversely, currency weakness reshaped international tourism flows: countries with weaker currencies attracted high-spending tourists, boosting retail sectors, while those with stronger currencies faced domestic spending leakage to cheaper destinations.

The impact of tariff uncertainty compounded these effects. Retailers across markets accelerated inventory purchases ahead of anticipated tariff implementations, distorting typical seasonal buying patterns and creating short-term sales spikes that obscured longer-term softness in demand. Supply chain reconfigurations such as shifting sourcing from China to Vietnam, Mexico, or Eastern Europe introduced new currency exposure risks that many department stores were unprepared to hedge effectively.

Japan exemplified currency dynamics—and their risks. The weak yen drove Japanese department stores to record sales of 5.75 trillion yen in 2024, surpassing pre-pandemic levels. Major players, including H2O (+8%), J Front Retailing (+10.1%), and Takashimaya (+6.9%), posted strong gains, fuelled by duty-free sales and Chinese tourism. However, this boom proved unsustainable: by mid-2025, the yen’s appreciation and persistent inflation caused tax-free sales to plummet 40% year-on-year. More recently, a diplomatically driven boycott by Chinese tourists in March 2026 exposed the sector’s historic over-reliance on inbound luxury spending. This demand shifted, with South Korean department stores reporting record-high foreign sales as Chinese consumers redirected spending to Seoul.

Regional analysis: three divergent paths emerge through economic turbulence

The IADS sample, composed of 58 department stores with publicly available information, revealed three permeable categories: organic growth in emerging markets and Southern Europe, strong currency effects in East Asia, and cautious consumer sentiment in mature markets.

• Latin America demonstrated resilience, with Falabella (+10.2%), Liverpool (+9.6%), and Cencosud Paris (+5.4%) achieving growth despite currency appreciation. They leveraged high consumer confidence and multichannel adaptations to navigate economic headwinds, benefiting from domestic consumption patterns relatively insulated from U.S.-China trade tensions.
• India emerged as a growth leader, with Lifestyle (+6%) and Shoppers Stop (+5.2%) capitalising on rising discretionary spending among affluent, digitally engaged consumers. The market’s maturation accelerated with Galeries Lafayette‘s November 2025 flagship opening in Mumbai, in partnership with Aditya Birla Group.
• In contrast, China and Hong Kong faced a structural reset driven by the property crisis and weak consumption, challenges intensified by tariff threats that deterred both domestic consumption and international investment. Parkson Retail Group (-13.6%), Wangfujing (-7%), and Maoye (-13.2%) all declined, while Hong Kong’s Wing On (-10.41%) struggled as currency depreciation made shopping in Shenzhen cheaper for both locals and mainland Chinese consumers. The concentration of Chinese department stores in real estate-dependent business models also proved challenging as property valuations collapsed.
• Southern Europe thrived on a tourism super-cycle, as El Corte Inglés (+2.3%), La Rinascente (+4.3%), and Attica (+8.8%) leveraged a weak euro to attract high-spending non-EU visitors (especially Americans). Conversely, Northern Europe and Scandinavia struggled as currency weakness fuelled inflation rather than tourism, leading to stagnating sales and strategic restructuring for players like Stockmann. While the ongoing absence of tax-free shopping has suppressed international spending across the UK, some retailers are still finding stability. John Lewis announced a 2% staff bonus in March 2026, signalling a resilient domestic performance.
• The U.S. market experienced significant volatility shaped directly by policy uncertainty. Major retailers, including Macy’s, Dillard’s, and Kohl’s, faced contraction as consumers delayed big-ticket purchases amid tariff confusion and inflation concerns. The Saks Global bankruptcy in January 2026, following its USD 2.7 billion acquisition of Neiman Marcus Group just months earlier, sent shockwaves through the industry.

Structural shifts: digital transformation and physical retail renaissance

Beyond currency effects, fiscal year 2024-2025 marked key operational transformations. AI usage transitioned from experimental deployment to operational efficiency, with retailers prioritising backend improvements—inventory optimisation, dynamic pricing, supply chain forecasting—over consumer-facing solutions. The obsolescence of traditional SEO in favour of Generative Engine Optimisation (GEO) altered e-commerce traffic models, forcing retailers to adapt digital storefronts for machine readability to ensure products are recommended by AI agents.

The second-hand and recommerce segment outpaced broader retail growth, with Galeries Lafayette opening second-hand watch and jewellery spaces, while Vinted became the top clothing retailer in France. The personal luxury goods market declined 2% in 2024, with aspirational luxury consumption dropping sharply among Gen Z.

Simultaneously, physical retail experienced a renaissance of quality over quantity. While total store counts stabilised, retailers closed underperforming locations to fund experiential flagships, prioritising immersive experiences over footprint expansion.

Outlook: navigating geopolitical and economic turbulence

The next edition will examine fiscal year 2025-2026 results against an even more volatile backdrop. The second year of the Trump administration has entrenched a protectionist agenda characterised by aggressive tariffs restructuring global retail supply chains. Policy whiplash, including abrupt tariff announcements, sudden reversals, and exemptions granted and rescinded, has made long-term forecasting difficult, forcing retailers to sacrifice growth in favour of resilience.

Concurrently, the escalation of conflict in the Middle East has strained global logistics corridors and impacted key macroeconomic indicators. Energy price volatility has created additional inflationary pressure precisely as central banks attempt to normalise monetary policy, threatening the fragile consumer confidence.

Shifting consumer behaviours, shaped by the persistent ‘vibecession’—a disconnect between improving macroeconomic indicators and negative consumer sentiment—show no signs of resolution.

The full list of companies covered in the Global Department Store Monitor is available below. The data sheet can be downloaded by clicking here.

List of companies updated in the IADS Global Department Store Monitor list

Read the full press release below:

IADS PRESS RELEASE: IADS Global Department Store Monitor

Read the full press release, in French, below:

IADS Communiqué de press: IADS Global Department Store Monitor

Access the IADS Global Department Store Monitor datasheet here:

 IADS Global Department Store Monitor datasheet

Textilwirtschaft reported on the IADS Global Department Store Monitor, examining trends in department store business performance and market conditions.

Read the full Textilwirtschaft article below:
Department Stores: Stabilisiert sich das Business?

Making “Omnichannel” an outdated phrase: by moving from channel silos to connected customer relationships, department stores are creating a new operating system, the “customer continuity” - fast, precise and convenient.

The great promise of ‘omnichannel’ remains unfulfilled for many department stores, often choked by siloed systems and channel-specific metrics. The new growth mandate is not a technology project but an entirely new operating model: Customer Continuity.

The IADS’ members’ blueprint for “Real Omnichannel” is an executive mandate. It declares the end of the channel silo era, replacing it with connected customer relationships powered by operational precision that customers can feel: fast, clear, and convenient. Success now comes from orchestrating end-to-end journeys, powered by unified customer identity, a strong operational backbone, and trade-area execution—not from adding isolated features. The message is clear: align strategy, technology and culture around continuous customer relationships across every touchpoint.

The strategy: trade-area orchestration and app-first continuity

Department stores are reframing omnichannel as customer continuity, focusing on relational value rather than channel optimisation. Minimising friction between online and offline is key to converting one-time transactions into ongoing relationships. Success is increasingly measured by Customer Lifetime Value (CLV), rather than turnover alone:

• Trade-area execution: This localised strategy recognises that customer journeys are fundamentally local. In Germany, Breuninger successfully moved management from siloed channels to trade-area orchestration, aligning stakeholders and targets across store, app, and web with a single goal: convert local shoppers into omnichannel customers.
• The omnichannel cockpit: The app sits at the centre, connecting discovery, service, and transactions. Others are engineering similar continuity: in Turkey, Boyner builds cross-frequency by moving shoppers both ways—online to store and store to online—through targeted offers, staff-driven app adoption, and their Boyner Now 90-minute delivery promise tied to stores. This approach harnesses stores’ power to lower return rates and build loyalty.
• App utility: in Thailand, The Mall Group’s app recasts loyalty as an omnichannel lifestyle utility where high-use features (parking reservations, AR navigation) lift engagement. While sustained app usage remains a hurdle for most retailers, the levers that work are immediate: proven utility (such as stock and price checks), clear loyalty value, and transforming associates into champions of the digital relationship through store-level competitions.

The engine: precision fulfillment and optimised logistics

Omnichannel growth is increasingly operational. Logistics and fulfilment are no longer cost centres, but growth drivers and customer experience engines.

In Peru, Falabella is the best example. Click-and-collect needs to be placed where it can generate additional sales. Falabella learned that entrance-adjacent pickup consumed premium space, created congestion, and missed cross-sell opportunities. Conversely, routing pickups to the relevant product area when cross-sell potential is high can drive additional sales, allowing the retailer to maintain several collection points while lockers automate low-cross-sell journeys. Also, Falabella stores serve as marketplace nodes to expedite delivery and reduce costs, with most marketplace orders now delivered to stores.

In the Middle East, Chalhoub Group pursues a two-speed transformation: stabilise core systems and then scale growth engines. The lesson for early wins? Accurate customer promises on delivery dates, BOPIS/BORIS options, unified stock merging across stores and warehouses, brand-held stock in one view, and disciplined fulfilment are now brand equity. Visibility of store stock to online demand improves perceived availability and conversion rates. However, design details matter, as overreliance on flagship stores for online fulfilment slows picking and can harm the in-store customer experience.

John Lewis’ Deliver From Store programme tackled the pain of “out of stock” in online product views. Real-time store stock visibility and fulfilment from physical locations shows a profit increase above expectations, with more orders than forecast, evidence that unified commerce and dynamic fulfilment directly bolster customer perception of availability and conversion.

The enabler: intelligence, clienteling, and unified identity

AI is moving from pilot to product, enabling professional-grade clienteling and loyalty. Chalhoub Group’s Layla, an AI beauty assistant built within the FACES app, reduces search fatigue by answering questions and guiding discovery. Early results show increased conversion and additional minutes per average session. The potential to extend category-specific agents to fashion is clear, provided data quality is high and structured not only by attributes but also by benefits and use cases.

The Mall Group is placing AI at the centre of its strategy with M Agent. The six-language concierge combines behavioural data, mall knowledge, and partner content to deliver recommendations, promotion alerts, navigation, booking assistance, and more across social channels, mobile, web, and smart kiosks, balancing PR value, service, and data capture.

Also, clienteling is being professionalised. Breuninger’s software-driven approach closes the loop between visits and follow-ups: their new clienteling tool turns customer walk-ins into relationships, allowing follow-ups and data collection. In the UK, John Lewis prepares to digitise long-standing “little black book” practices. Chalhoub Group is also rebuilding identity and loyalty so benefits and history travel with the shopper across brands and channels. The Muse programme is being re-platformed, with a new app as the loyalty home and a co-branded credit card for card-linked offers online and in-store. Practical touches reduce friction: e-receipts via WhatsApp and an upcoming unified receipt view across web and app. Importantly, clienteling conversations and sales are captured via built-in WhatsApp and email with branded templates, safeguarding continuity even when associates depart. For retailers, loyalty is being rebuilt around a unified identity, so benefits and history follow the shopper, with apps becoming the home for recognition, receipts and card-linked offers.

What’s next for department stores: industrialise what works, measure what matters.

Over the next 18 months, department stores will scale proven plays. The throughline: department stores are rewiring for continuity. Every touchpoint becomes an entry point, every visit a step in a relationship, and every journey a contributor to lifetime value. “Real omnichannel” is no longer a concept; it’s an operating system for growth.

About IADS

The International Association of Department Stores (IADS) is the only expert body specialising globally in the department store retail format. Consisting of leading department store members worldwide, the Association serves as an international network that facilitates exchange and communication among its members. It also conducts research to address the current challenges of department stores and provide actionable insights for its members.

Today, IADS permanent members include Beijing Hualian Group (PRC), Bloomingdale’s (USA), Boyner (Turkey), Breuninger (Germany), Chalhoub Group (UAE), Centro Beco (Venezuela), El Corte Inglés (Spain), El Palacio de Hierro (Mexico), Falabella (Chile, Colombia and Peru), Galeries Lafayette (France), John Lewis & Partners (UK), Lifestyle International Holding (Hong Kong), Magasin du Nord (Denmark), Manor (Switzerland), The Mall Group (Thailand), TSUM Kyiv (Ukraine). These retail leaders are joined by a network of other department stores and retail companies as corresponding members.

Together, the IADS members, all key players in their respective markets, create a landscape of diverse business models and cultures, representing more than €40.5 billion in cumulated annual turnover, achieved through over 549 stores with 251,000 associates in 28 countries.

Through its activities and partnerships with Retail Hub, RH-ISAC, and Newstores, the Association remains constantly up to date on its members’ questions and challenges. It generates solution-driven problem-solving processes for its members, preparing them to face the future of the retail industry.

Contact: press@iads.org 

Read the full press release below:

Download the full press release, in English, here.

Read the full press release, in French, below:

Download the full press release, in French, here.

Il Sole 24 Ore's fashion supplement explored how European department stores are shaping the future of American retail, featuring extensive insights from IADS Director General Selvane Mohandas du Ménil. The article examines the Saks Global bankruptcy and highlights how European players offer more sophisticated experiences, better food and beverage selections, and stronger respect for brand DNA. IADS specifically praised Rinascente for successfully integrating Italian identity into both concept and product offerings, making it appealing to both tourists and local clientele.

Read the full Il Sole 24 Ore article below:
Department stores, il modello europeo ispira il futuro americano - Italien

Apparel News covered IADS's latest press release, which characterised the casualisation of men's fashion in department stores as a fundamental structural shift rather than a passing trend. The coverage reveals consumers are moving away from logo-driven luxury and streetwear brands toward premium accessible labels, seeking balanced value propositions over recognisable names. IADS data show traditional categories such as event apparel and workwear declining sharply, as casualwear solidifies its dominance across global department stores.

Read the full Apparel News article below:

Men's casualisation is a structural shift, not a trend

Click here to read the IADS’ Men Fashion Press Release

Fashion Network published coverage of IADS data on the transformation of men's fashion in department stores across seven regional editions—French, UK, German, Portuguese, Turkish, Japanese, and Russian. The articles highlight insights from IADS's men's fashion meeting and press release, showing how casualwear now accounts for 74% of men's fashion sales, the decline of luxury and streetwear segments, and the rise of experiential retail strategies. The coverage emphasizes IADS findings on the shift from traditional formalwear to casual and athleisure categories, alongside insights from NellyRodi on emerging trends.

Read the Fashion Network articles:

English edition

French edition

German edition

Portuguese edition

Turkish edition

Japanese edition

Russian edition

WWD reports on a fundamental shift in menswear retail, with casualwear accounting for 70% of department store sales while luxury loses ground. The article features data from a new IADS press release showing how retailers are responding through expanded athleisure offerings and experiential strategies, from rooftop fan zones to community-led sports activations.

Read the full WWD article below:
Department stores recast Menswear around casual, sports and experiences

Click here to read the IADS’ Men Fashion Press Release

In department stores, Menswear hits reset: casualwear takes the stage, along with accessories and sportswear, while luxury loses pace and experiences go beyond pop-ups.

A shift is underway, as workwear and formal wear have lost ground to a now-ubiquitous casual wardrobe, a segment that not only dominates but continues to grow. In parallel, luxury faces a structural slowdown, and experiences, accessories, and sports are the new growth engine for department stores.

While store formats, tourism exposure and price architectures varied from one IADS member to another last year, the menswear category remained either stable or grew, accounting for 17% of the total turnover on average, up from 16%. Online business also rose on average from 17% to 19% of the total menswear turnover during the same period.

Regarding the price structure, the share of luxury brands decreased from 32% to 25%, while the high-street segment decreased from 35% to 30%. In contrast, the premium & entry segments increased from 33% to 45%, suggesting an increased appetite for accessible newness.

Wardrobes are polarising: casualwear at the core, bespoke on the rise

Following last year’s trend, the most striking structural shift is the overwhelming rise of casual wear, which now accounts for an average of 70% of menswear sales. On a like-for-like basis, the casual segment increased from 58% in 2023 to 74% in 2024, while occasion wear halved to 10% and workwear fell to just 4% of total sales, down from 9%.

Looking at specific segments in detail:

• Athleisure gained ground from 5% to 7% of sales. Initially seen as a post-pandemic blip, this growth is seen now as a durable repositioning of men’s wardrobes.
• Formalwear is not disappearing but being redefined. Some IADS members are reframing it as “smart business” attire or targeting specific occasions. Bloomingdale’s reported a clear rebound in tailored clothing in recent months, linked to increased office presence in the United States, while Manor is planning to reinforce smart business and occasion wear in its roadmap.
• Made-to-measure is poised to regain traction, notably at El Palacio de Hierro and Breuninger. 

Navigating the trend and brand divide: winners, laggards and gaps

While luxury faces a slowdown, brands such as Dior, Prada, Loro Piana, and Moncler, with the addition of Burberry, which is making a comeback, continue to show strength in department stores, including Galeries Lafayette in France and El Palacio de Hierro in Mexico. Contemporary and affordable luxury labels, such as Sandro, Ralph Lauren, and Ami Paris, are also safe bets in many markets. Niche brands and once-dominant streetwear names, however, are losing momentum, as is the case with Daily Paper, Off-White, Dsquared and Palm Angels. In Denmark, Magasin du Nord reports strong traction for local brands such as Woodbird.

In addition to current business trends, IADS partner NellyRodi offered perspectives for the future, offering a glimpse into the months ahead. Spring-Summer 2026 and beyond will be marked by:

• Formalwear reimagined as seen in Saint Laurent, Junya Watanabe Man, Willy Chavarria and Valentino collections.
• A historical turn drawing symbolic power from literature, classical arts and heritage garments as seen on McQueen, Egonlab, Balmain and Brioni looks.
• A broader cultural openness to fluidity and ambiguity with gendered expression dissolving, as exemplified by Frère and Fursac campaigns, as well as Dries Van Noten and Sean Suen.
• A chromatic affirmation as colour is reclaiming its cultural power as shown by Otis Kwame Kye Quaicoe × Zara Men, Marc Jacobs × Mowalola collaborations, Kidsuper, Craig Green, White Mountaineering and Doublet.
• The increased visibility of the Indian culture, be it through fabric choices and embellishments or the industry turning to India, from production to retail strategy, with Galeries Lafayette to open two stores in the country. Signals also include Louis Vuitton collaborating with Studio Mumbai, Golden Goose in Delhi, Hermès in Mumbai, Prada, Junya Watanabe and Kartik Research, for example.

Culture, leisure and retail: experiences reshape department stores

Across markets, department stores are investing in experiences to differentiate and increase dwell time. Galeries Lafayette Haussmann transformed its rooftop into a Roland-Garros fan zone in collaboration with Lacoste, while Bloomingdale’s staged seasonal immersive campaigns featuring memorable initiatives, including live mural painting and embroidery stations. Also, the department store institutionalises entertainment with “Saturdays at Bloomingdale’s”, offering customers tailored events from DJ sets to brand activations.

On its side, Breuninger experimented with hospitality through a highly successful Ami Paris café in Munich, while Magasin du Nord took entertainment outside the Copenhagen store with a Les Deux basketball court. Such initiatives signal a move beyond traditional pop-ups toward formats that integrate culture, leisure, and retail.

Accessories and sports: menswear’s next frontiers

Accessories have emerged as a strategic lever, broadening the business beyond ready-to-wear. The Chalhoub Group saw demand for Sprayground backpacks explode, while Galeries Lafayette is expanding its luxury accessories offering, and Magasin du Nord is creating a dedicated space for bags and caps in Copenhagen. Sogo has expanded in categories such as leather goods, sunglasses and grooming products. Breuninger reported that beauty, home and living can be significant growth levers with male shoppers, citing exceptionally strong sell-through of Stanley cups and productive niche fragrance displays on men’s floors.

Sports and athleisure are also becoming recruitment engines. El Palacio de Hierro is testing dual-gender athleisure areas that mix The North Face, Lululemon, Hoka and more, with positive results. Breuninger is developing community-led activities, ranging from yoga classes to running clubs with Nike, On, Saucony, Ciele, Norda, New Balance and Asics. Bloomingdale’s is reintroducing Nike and adding Vuori, while Sogo is engaging with local pickleball clubs and reinforcing its golf strategy. Chalhoub Group, meanwhile, sees resort wear as a promising segment alongside athleisure.

Menswear is being reshaped on multiple fronts: casualwear is now dominant, formalwear is reinvented into “smart business” and made-to-measure, luxury is contracting, while premium and entry-level segments are growing. To remain competitive, department stores are deploying three growth levers: immersive experiences that increase dwell time, sports and athleisure as customer recruitment platforms, and accessories and grooming as cross-selling drivers. 

About NellyRodi

NellyRodi is a consulting agency in Business and Creative Intelligence. Based in Paris, Tokyo and New York, it is a global reference for foresight applied to industries and services. NellyRodi’s business, based on understanding new consumer standards and new uses, is to support brands, investment funds and institutions on their desirability and performance levers.

Backed by their international future-forward expertise, NellyRodi provides strategic support at the highest levels, i.e. to senior management and investors, as well as at the field and operational levels.

Press contact: NellyRodi, business@nellyrodi.com

About IADS

The International Association of Department Stores (IADS) is the only expert body specialising globally in the department store retail format. Consisting of leading department store members worldwide, the Association serves as an international network, facilitating exchange and communication among its members. It also conducts research to address the current challenges of department stores and provide actionable insights for its members.

Today, IADS permanent members include Beijing Hualian Group (PRC), Bloomingdale’s (USA), Boyner (Turkey), Breuninger (Germany), Chalhoub Group (UAE), Centro Beco (Venezuela), El Corte Inglés (Spain), El Palacio de Hierro (Mexico), Falabella (Chile, Colombia and Peru), Galeries Lafayette (France), John Lewis & Partners (UK), Lifestyle International Holding (Hong Kong), Magasin du Nord (Denmark), Manor (Switzerland), The Mall Group (Thailand), TSUM Kyiv (Ukraine). These retail leaders are joined by a network of other department stores and retail companies as corresponding members.

Together, the IADS members, all key players in their respective markets, create a landscape of diverse business models and cultures, representing more than €40.5 billion in cumulated annual turnover, achieved through over 549 stores with 251,000 associates in 28 countries.

Through its activities and partnerships with NellyRodi, Retail Hub, RH-ISAC and Newstores, the Association constantly stays up to date on its members’ questions and challenges. It generates solution-driven problem-solving processes for its members, preparing them to face the future of the retail industry.

Press Contact: IADS, press@iads.org 

Read the full press release below:

Download the full press release, in English, here.

Read the full press release, in French, below:

Download the full press release, in French, here.

Fashion Network covered IADS's sixth White Paper across multiple country editions, featuring the report in its UK, France and Japan publications on how DE&I initiatives face mounting pressures in global retail. The coverage highlighted IADS's findings that inclusion remains a measurable performance driver across decision-making, retention, communication and innovation despite widespread "DE&I fatigue" and implementation challenges.

Read the full Fashion Network article below:
Diversity, equity and inclusion under strain across global retail sector: IADS - UK

Diversity, equity and inclusion under strain across global retail sector: IADS - France

Diversity, equity and inclusion under strain across global retail sector: IADS - Japan

DEI at a Crossroads: New IADS White Paper examines the future of inclusion in global retail.

For years, diversity, equity and inclusion (DEI) has been treated as a standard component of corporate strategy. Yet as scrutiny grows and external pressures intensify, retailers are confronted with a direct
question: is DEI still a core business priority, or is it at risk of being deprioritised as circumstances change?
The 2025 IADS White Paper examines this moment and explores how DEI, when approached with clarity and long-term commitment, can strengthen organisational resilience, support performance and help retailers stay connected to their diverse workforces and customers.

Since its founding in 1928, the IADS has coordinated information between department stores worldwide and produced research to help them navigate evolving challenges. The association publishes an annual White Paper on a topic central to the industry, always from the perspective of department stores. The 2020 edition reflected on lessons from the pandemic. In 2021, it examined digital transformation and its organisational impact. The 2022 edition analysed sustainability, CSR and ESG. In 2023, the focus shifted to retail media and monetisation ecosystems, and in 2024, the White Paper highlighted the crucial role of middle management.

The 2025 White Paper investigates DEI at a time when commitments are being tested more visibly than in previous years. DEI programmes came under heightened scrutiny in 2024, and the signing of the U.S. Executive Order 14151 in January 2025 prompted immediate responses from several major North American companies. Within this context, the IADS examines how DEI operates inside global retail organisations, the realities retailers face across regions, and why maintaining consistent, meaningful DEI practices remains important for long-term performance and relevance.

From longstanding struggles to modern pressures: why DEI feels different today

Although DEI is now part of mainstream corporate discourse, many of the expectations placed on companies reflect issues that have persisted for decades. What we call DEI today emerged from civil rights efforts, labour movements and long-standing demands for fair treatment on the shop floor. In retail, where frontline teams have historically pushed for equal opportunity and safer working conditions, this legacy is evident.

Recent years have added layers of complexity. In the United States, some organisations report misconceptions about DEI and signs of “DEI fatigue,” often linked to unclear objectives or uneven implementation. This has unfolded alongside increased scrutiny, with stakeholders questioning whether companies are committed to meaningful inclusion or merely responding to external pressure.

This combination of historical context and contemporary pressures shapes the environment in which retailers must now operate. Understanding these roots helps explain why DEI remains both challenging and essential, particularly in a sector built on human interaction and diverse customer communities.

DEI as a driver of performance

The research identifies four consistent ways in which DEI strengthens organisational effectiveness when integrated into daily operations. Retailers with diverse leadership teams report stronger decision-making and greater agility. Employees who feel valued and respected are more likely to remain, thereby reducing turnover in a sector historically challenged by high turnover. Inclusive teams share information more effectively, reduce operational errors and collaborate more constructively. Moreover, retailers note that some of their strongest ideas originate from frontline teams, who interact with customers daily and bring essential perspectives to innovation.

A global imperative with local realities

The White Paper also highlights that DEI is shaped by local context. Cultural norms, regulatory environments, and demographic realities shape how inclusion is understood and implemented across Europe, the Middle East, Asia-Pacific, Africa, Latin America, and North America. While some markets emphasise gender parity, others prioritise ethnicity, disability, socioeconomic background or national integration. Expectations around DEI language and transparency also vary widely. For global retail groups, tailoring approaches to each region while upholding universal principles of fairness and opportunity has become a significant operational challenge.

Operationalising inclusion: shared responsibilities and practical action

Building inclusion inside a retail organisation is a shared responsibility. Progress occurs when leaders, managers and teams work together to turn stated values into daily behaviours. Across the companies examined in the 2025 IADS White Paper, both IADS members and non-member retailers demonstrate how practical, grounded approaches help transform DEI from intention into visible impact.

Retailers such as Nordstrom and Marks & Spencer have strengthened employee voice and openness, creating more consistent opportunities for teams to share concerns and contribute ideas. Tesco has positioned inclusion as part of doing the right thing for colleagues and customers, connecting DEI to commercial relevance. Among IADS members, Falabella, El Corte Inglés, Galeries Lafayette and the Chalhoub Group illustrate how cross-cultural training, career development initiatives and structured feedback cycles help diverse teams thrive and broaden pathways to advancement.

Several capabilities repeatedly prove essential to operationalising inclusion:

• Listening: understanding how employees from different backgrounds experience the organisation and identifying gaps between leadership perceptions and lived reality.
• Clarity: setting explicit behavioural expectations, ensuring that teams understand goals, responsibilities and decision-making criteria.
• Collaboration: strengthening alignment between stores and headquarters, crucial for international groups operating across diverse markets.
• Fairness in practice: ensuring recruitment, promotion and development processes are transparent and accessible.

These capabilities are reflected not only in formal programmes but in the interactions that define working life. Retailers that reduce unnecessary pressure on managers, support cultural competence and offer flexibility create a foundation for more equitable, engaged and resilient teams. When such habits take root, DEI becomes part of how the organisation works rather than an isolated initiative.

Turning insights into action

The 2025 White Paper goes beyond describing the state of DEI. It examines the organisational conditions that allow inclusion to take root and highlights the behaviours and structures that consistently support stronger outcomes for teams and customers. Drawing on examples from both IADS members and other leading retailers, the report illustrates how inclusion becomes more effective when supported by clear expectations, stable routines and regular dialogue across all levels of the organisation.

Rather than prescribing a fixed model, the White Paper offers guidance on where retailers can focus their efforts, grounded in real practices observed across markets. These insights are designed to help organisations reflect on how DEI can become a steady, integrated part of their operations, even as expectations and environments continue to shift.

The full IADS White Paper, “DEI at a crossroads: turning diversity, equity and inclusion into a long-term advantage for resilient retailers,” provides a deeper examination of the levers that strengthen inclusion and the actions that can support more resilient, engaged and connected teams.

Read the full press release below:

White Paper: DEI and department stores- IADS Press Release (English)

Livre Blanc: Grand magasins et Diversité - IADS Communiqué de Presse (Français)

Access the White Paper below:

Click here to view the table of contents

IADS White Paper- DEI at a crossroads in retail

WWD portrays Galeries Lafayette chair Nicolas Houzé as taking on the IADS presidency just as global retail seeks renewed momentum, adding this role to his leadership in French fashion and city‑center trade bodies. The article links his new mandate at IADS with Galeries Lafayette’s major investments, international expansion and belief that “boring retail is dead,” arguing that department stores must win through experience, curation and entertainment.

Access the WWD article below:
WWD’s “CEO Talks” spotlights Nicolas Houzé’s IADS presidency and retail vision

Read the full press release here: 
IADS Press release : New President and Vice President 

Retailers Magazine explains that Galeries Lafayette’s Nicolas Houzé and Falabella Retail’s Francisco Irarrázaval have been appointed president and vice‑president of IADS, supported by an executive committee of leading international department stores. The piece notes that their agenda centers on key shifts in how department stores operate and serve customers, supported by continued collaboration within IADS.

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Retailers Magazine presents IADS’ new president–vice president duo and their agenda for the future

Fashion Network explores how generative AI, shifting wealth patterns and new consumption habits are forcing department stores to pivot from selling objects to staging experiences, as IADS urges retailers to rethink their value proposition beyond price and product. IADS' Managing Director, Selvane Mohandas du Ménil argues that department stores must respond to ultra-fast fashion, agentic AI and cross-generational expectations through strategic curation, partnerships and new services that make them places where consumers choose to spend the time saved by platforms like Amazon and Shein.

Read the full Fashion Network article below:

Fashion Network relays IADS’ take on AI, curation, and the next phase of department stores - English

Fashion Network relays IADS’ take on AI, curation, and the next phase of department stores - French

Fashion Network reports that Galeries Lafayette executive board chair Nicolas Houzé has been reappointed president of the International Association of Department Stores (IADS), with Falabella Retail’s Francisco Irarrázaval stepping in as vice-president to strengthen the organisation’s global leadership. Under their mandate, IADS will continue to leverage shared expertise, strategic tools, and its Academy to help member department stores turn current market challenges into new growth opportunities.

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Fashion Network highlights Nicolas Houzé’s return to IADS presidency and introduces Francisco Irarrázaval as the new vice-president - English

Fashion Network highlights Nicolas Houzé’s return to IADS presidency and introduces Francisco Irarrázaval as the new vice-president - French

Fashion Network highlights Nicolas Houzé’s return to IADS presidency and introduces Francisco Irarrázaval as the new vice-president - Portuguese

LSA Conso outlines that Nicolas Houzé of Galeries Lafayette and Francisco Irarrázaval of Falabella Retail have taken up the top leadership roles at the International Association of Department Stores (IADS), assembling a committee representing global retail heavyweights. The duo’s mandate centers on leveraging IADS’s collective expertise and strategic platform to equip department stores for renewed relevance and future industry success.

Learn more in the full article below:

LSA Conso covers Nicolas Houzé and Francisco Irarrázaval’s appointment to lead IADS and guide the next chapter for department stores - French

Mr Nicolas Houzé (Galeries Lafayette) and Mr Francisco Irarrázaval (Falabella Retail) appointed President and Vice President of the IADS.

During the 66th General Assembly of the International Association of Department Stores (IADS) held in Hong Kong on 12th of November 2025, the IADS members elected the Executive Committee for the new term, including the new Association’s President and Vice President.

Mr Nicolas Houzé, Executive Chairman of Galeries Lafayette (France), was appointed President of the IADS. 

Galeries Lafayette, a member of the IADS since 1960, last held the presidency of the Association in 2017, and this is the second time Mr Houzé has been elected to this position. Nicolas Houzé, 50, graduated from INSEAD and held various positions at A.T. Kearney, Deutsche Bank, Monoprix, before joining the family business in 2006 to oversee  the Group’s watchmaking division (Louis Pion and Galeries Lafayette–Royal Quartz Paris). He joined the Executive Board in 2009, served as Deputy CEO of the department store division (Galeries Lafayette and BHV MARAIS) from 2011 to 2013, before taking over as CEO from 2013 to 2024, and was appointed Executive Chairman  of the Galeries Lafayette group in 2024. Nicolas Houzé also acts as Chairman of the Comité Stratégique de Filière Mode et Luxe (French strategic committee for the fashion and luxury industry) since 2023 and serves as President of the Union du Grand Commerce de Centre-Ville (French union of city centre retailers) since 2019. He was recognised as one of the 500 most influential personalities in fashion according to Business of Fashion. At IADS, he succeeds Ms Kamshim Lau, Executive Director of Lifestyle International Holdings Limited, which operates Sogo department store in Hong Kong, HKSAR.

Mr Francisco Irarrázaval, CEO of Falabella Retail, was appointed Vice-President of the IADS. 

Mr Irarrázaval has been a member of the Association’s Executive Committee in the past, and this is the first time a representative from Falabella Retail, an IADS member since 2006, is appointed Vice President. Francisco Irarrázaval, 50, studied Civil Engineering at Universidad Católica de Chile and Public Administration at Harvard. He has been CEO of Falabella Retail, the department store division of Falabella, operating in Chile, Colombia and Peru, since 2021. Prior to his appointment, Mr Irarrázaval was the CEO of Ripley, after having held various positions in the Chilean government between 2009 and 2014. Prior to that, he founded and directed TECHO.org, a charity involved in housing in South America.

IADS members have also appointed Ms Lau a member of the Executive Committee, alongside Mr Holger Blecker, CEO of Breuninger (Germany), Mr Olivier Bron, CEO of Bloomingdale’s (USA), and Mr Peter King, Member of the Board at Magasin du Nord (Denmark). Together, the President, Vice President, and members of the Executive Committee will be responsible for defining the roadmap for the IADS and maintaining its positioning as a strategic tool and an exclusive service for its retail members.

Commenting on this announcement, Nicolas Houzé declared: “Returning to the presidency of the IADS seven years after my first term is a real honour. The retail industry has undergone a period of profound technological, sociological, and geopolitical change, redefining the way we think about department stores internationally. In this context, IADS offers its members a unique strategic platform where the exchange of expertise, access to powerful tools, and anticipation of trends enable us to turn challenges into opportunities. Our shared ambition is to strengthen the global leadership of department stores and prepare for the future of retail.”

In addition to the organisation of a series of exchange meetings at all levels, from CEOs to C-suite, buyers and merchandisers, the Association now offers an array of tools developed with its partners, Retail Hub in tech sourcing, RH-ISAC in cyber defence and Newstores in retail trends, all aiming to provide extra resources to its members. The Association also operates the IADS Academy, a 9-month training program for its members’ talent. Finally, the IADS also directly supports its members by acting as a 100% dedicated informational hub.

The most recent member to have joined the Association is John Lewis & Partners (UK), in March 2025.

About Galeries Lafayette

A world-famous, leading French department store, Galeries Lafayette has been the undisputed expert in fashion and events for the past 130 years. It strives to make each visit a unique experience by offering French and international clients a constantly renewed selection of the best brands, ranging from the affordable to premium. Present in the fashion, accessory, beauty, interior decoration, fine foods and catering sectors, the brand is celebrated for its 48-store network in France - including 17 of its own and 31 subsidiarised ones - and eleven current and upcoming international stores , its e-commerce website galerieslafayette.com and its off-price activity Galeries Lafayette L’Outlet.

More information on galerieslafayette.com, on Facebook and on Instagram (@galerieslafayette)

About Falabella Retail

In accordance with its vocation to offer the best shopping experience of all times, Falabella Retail is the leading physical-digital ecosystem in the region. It has 106 stores distributed in Chile, Peru and Colombia and an e-commerce platform that brings together in one place the offerings of Falabella, Sodimac, Tottus and thousands of sellers. It employs more than 24,100 employees in the region, serving more than 15 million customers.

More information in our press room: http://www.falabellaretail.falabella.com/

About IADS

The International Association of Department Stores (IADS) is the only expert body specialising globally in the department store retail format. Consisting of leading department store members worldwide, the Association serves as an international network that facilitates exchange and communication among its members. It also conducts research to address the current challenges of department stores and provide actionable insights for its members.

Today, IADS permanent members include Beijing Hualian Group (PRC), Bloomingdale’s (USA), Boyner (Turkey), Breuninger (Germany), Chalhoub Group (UAE), Centro Beco (Venezuela), El Corte Inglés (Spain), El Palacio de Hierro (Mexico), Falabella (Chile, Colombia and Peru), Galeries Lafayette (France), John Lewis & Partners (UK), Lifestyle International Holding (Hong Kong), Magasin du Nord (Denmark), Manor (Switzerland), The Mall Group (Thailand), TSUM Kyiv (Ukraine). These retail leaders are joined by a network of other department stores and retail companies as corresponding members.

Together, the IADS members, all key players in their respective markets, create a landscape of diverse business models and cultures, representing more than €40.5 billion in cumulated annual turnover, achieved through over 549 stores with 251,000 associates in 28 countries.

Through its activities and partnerships with Retail Hub, RH-ISAC, and Newstores, the Association remains constantly up to date on its members’ questions and challenges. It generates solution-driven problem-solving processes for its members, preparing them to face the future of the retail industry.

About the IADS Academy

The IADS Academy is an IADS transformative initiative started 30 years ago to help develop young talented executives into future leaders. During the 9-month programme, participants are asked to provide concrete and actionable answers to a question raised by CEO members. To that end, they learn, exchange and are empowered to solve a problem with a C-level vision. The IADS Academy allows them to foster relationships in a multi-cultural, multi-skilled group and gain a broader perspective on the operations of department stores.

Among current members, 3 CEOs and 1 COO are Academy Alumni. Over 30 years of existence, 29 companies from 22 countries have participated and the Academy trained 160+ high potential executives.

Contact: press@iads.org 

Read the full press release below:

Download the full press release, in English, here.

Read the full press release, in French, below:

Download the full press release, in French, here.

Business of Fashion explores how Shein’s launch at Paris’s BHV amplifies the challenges facing traditional department stores as ultra-fast fashion transforms shopping habits. IADS’ comments on the uncertainty over whether such collaborations reignite interest or accelerate physical retail’s decline.

Read the full scoop on Business of Fashion:

Business of Fashion features IADS on Shein’s BHV launch and its impact on department stores

Fashion Network reports that Shein’s first store inside Paris’s BHV highlights the global challenges facing department stores, as ultra-fast fashion reshapes retail. The article includes IADS’s view on whether such collaborations revive traffic or hasten the decline of physical stores.

Read the full Fashion Network article below:

Fashion Network reports on IADS’s take as Shein’s BHV debut tests the future of department stores