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class project: on consumer behaviours and  trends 

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class project: on consumer behaviours and  trends 

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Pink Maroon Minimalist Aesthetic Simple Presentation

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The Rise of Personalization: Tailoring Performance Marketing for Maximum Impact | Media Culture

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The Rise of Personalization: Tailoring Performance Marketing for Maximum Impact | Media Culture

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As of 2021, 71% of consumers expect companies to deliver personalised interactions, and 76% get frustrated when this doesn't happen.

Research from Epsilon indicates that 80% of consumers are more likely to make a purchase when brands offer personalised experiences. The stakes are high—48% of consumers have left a company's website and made a purchase elsewhere due to a poorly curated experience

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The Rise of Personalization: Tailoring Performance Marketing for Maximum Impact | Media Culture

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Harness the power of personalization in performance marketing to drive engagement, conversions, and customer loyalty through data-driven strategies and advanced technologies.

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direct to consumer is important to cut middlemen to make more profit , the retailer will make more profit than brand , Wholesale is crucial in the fashion and retail industry for several reasons, especially in scaling businesses and ensuring brand visibility. Here’s why:

1. Increases Market Reach & Distribution

Access to New Customers: Wholesale allows brands to reach a wider audience through third-party retailers, department stores, and online platforms.

Expands Geographical Presence: Brands can enter new markets without the high costs of opening their own stores.

2. Drives Revenue & Cash Flow Stability

Bulk Sales = Higher Volume: Selling in bulk to wholesalers generates large revenue streams quickly.

Reduces Inventory Risks: Brands offload stock in bulk rather than waiting for slow-moving DTC (Direct-to-Consumer) sales.

3. Strengthens Brand Credibility & Visibility

Association with Established Retailers: Being stocked in premium stores like Selfridges, Harrods, or Net-a-Porter enhances a brand’s image.

More Consumer Touchpoints: Shoppers discover brands in multi-brand retail spaces, increasing brand awareness.

4. Reduces Operational & Marketing Costs

Lower Overheads: Unlike DTC, wholesale doesn’t require brands to manage customer service, warehousing, or last-mile logistics.

Retailers Handle Marketing: Department stores and boutiques invest in marketing and visual merchandising, reducing brand expenditure.

5. Supports Omni-Channel Growth

Brands can use wholesale as part of a hybrid model, balancing DTC and B2B sales.

Many brands start wholesale and later launch their own flagship stores or online DTC platforms.

6. Retailer Relationships Boost Long-Term Growth

Strong partnerships with wholesale buyers can lead to exclusive collaborations, better shelf space, and priority during peak seasons.

Wholesalers provide valuable market insights about customer preferences and regional trends.

7. Helps Liquidate Excess Inventory

Instead of deep discounting in brand-owned stores, wholesale can move excess stock efficiently through off-price retailers or outlets.

This strategy protects brand value while maintaining a clean inventory turnover.

8. Facilitates International Expansion

Entry into new markets without the hassle of managing local distribution, taxes, and logistics.

Wholesalers handle localization, making it easier for brands to expand globally.

Conclusion

While many brands focus on DTC for higher margins, wholesale remains essential for scalability, credibility, and stable revenue streams. The most successful brands (e.g., Nike, Dior, Givenchy) balance wholesale and DTC to maximize growth.

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India: Accessing one of the world's most powerful growth engines

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India: Accessing one of the world's most powerful growth engines

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India has long been one of the world's fastest-growing economies, and is expected to remain so in the coming years. The latest OECD interim forecast has revised real GDP growth upwards from 6.1% to 6.2%, with 6.5% forecast for 2025¹ - levels beyond the wildest dreams of most developed economies.

So it's perhaps no surprise that Amit Mehta, portfolio manager of the JPMorgan Indian Investment Trust (JII) since the trust's change of management in September 2022, is feeling pretty upbeat about the prospects for his trust.

Key growth drivers

The Indian investment story is certainly a powerful and enduring one. For Mehta and his team, it's driven by the long-term trend of increasing consumer penetration.

There are several aspects to this trend. Lifestyle upgrades play an important part, underpinned by India's youthful demographic profile, widespread urbanisation and growing demand for more expensive and luxury products.

At the same time, consumer demand for financial products and services - from banking to insurance, broking and pensions - is becoming increasingly complex and broad-based. Most obviously, says Mehta, "there's rising stock market activity with much more retail participation". More than 20 million new broking accounts a year are being opened across the country, he reports.

A third strand to India's economic success is the rise in offshoring, as companies such as Apple and Tesla look to invest in manufacturing facilities there. In part, this development reflects the 'China plus 1 strategy' being adopted by businesses in order to diversify their supply chains and become less reliant on China.

Why is India seemingly expensive?

While the long-term prognosis for India is very attractive, the JII team are up against the fact that the Indian market remains expensive relative to other countries. How can they justify this valuation premium?

The data speaks for itself, argues Mehta. Comparing annualised total returns for the MSCI India index with a broad range of key global markets, India, alongside the US, achieves the highest levels of corporate profitability for the lowest levels of volatility ².

"It's therefore no surprise that two of the best-performing markets in terms of annualised total returns over the past five, 10, 20 and 30 years have been these two," he adds. Indeed, MSCI India index's annualised returns have been notably consistent, over all time periods, at around 12-13% ³.

For Mehta, therefore, "a significant proportion of the Indian market's valuation premium is absolutely justified, though there are some areas where we think valuations do look a bit more stretched".

JII: Maintaining its quality focus over the long term

Despite this positive backdrop, Mehta acknowledges that it has not all been plain sailing for JII, with its emphasis very much on "high-quality businesses with the ability to compound earnings for the long run, overseen by reliable management teams and trading at a discount to market value".

The trust returned just over 12% in 2023, slightly below the benchmark - a reflection primarily of strong outperformance in the wider market by value-focused sectors including property, utilities, steel and energy during the second half of the year. With its quality growth orientation, JII's portfolio remains very underweight in these deeply cyclical parts of the market, which continue to do pretty well in 2024.

However, Mehta is not unduly concerned. "The underlying return on capital is very low throughout cycles for these sectors, so we won't be increasing exposure," he comments.

Instead, the team continues to concentrate on building the best long-term ideas to capitalise on the Indian growth story. It's reflected in the portfolio's top 10 holdings, which include consumer companies such as Hindustan Unilever, banks such as ICICI and HDFC, and IT services such as Infosys Technologies.

While Mehta is quite happy with this core of reliable domestic giants, the team's considerable research and analysis resources are directed primarily elsewhere.

"The most exciting stuff is happening further down the list with the smaller and mid-cap businesses, though at present some of the opportunities are masked by high valuations," he explains. "We'd love to have a bit more in that space, but we're not going to push it until valuations look more attractive."

Mehta highlights a number of interesting but less well-known additions to the portfolio over the past year, including manufacturers Tube Investments and Triveni Turbine, IT services provider Coforge, and Cholamandalam, which provides non-bank credit for areas of the rural market where banks will not lend.

"Businesses like these won't appear in the top 10 holdings, but they make up much of the portfolio and we think they offer the most interesting opportunities," he says.

Last year's style rotation may have caused some short-term headwinds for JII, but it's clear that India's dynamic economy still provides rich pickings for experienced quality growth-focused investors with a long-term view.

¹ OECD Economic Outlook, Interim Report February 2024: Strengthening the Foundations for Growth
² J.P. Morgan Asset Management, as of April 2023
³ Source: Factset, JPMAM and MorningStar. All figures are on a total return basis.

The companies above are shown for illustrative purposes only. Their inclusion should not be interpreted as a recommendation to buy or sell

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India: Accessing one of the world's most powerful growth engines

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JPMorgan Indian Investment Trust was the first trust to focus purely on Indian companies. Today it remains the largest Indian trust, providing access to India's massive long-term growth potential through locally based investment expertise. In this article, Amit Mehta, portfolio manager, provides insight into the investment possibilities of the world's most powerful growth engine.

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Chaotic Customization: Gen Z's desire for extreme personalization has led to the 'chaotic customization' trend, emphasizing unique, extravagant accessorizing. This shift towards maximalism and DIY aesthetics offers brands opportunities to engage consumers through customizable products and interactive design experiences

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Gen Zs want ‘chaotic customisation’ in 2025. How can brands tap in?

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Trend forecasters predict that over-the-top and individualistic embellishments and personalisation will be big for young consumers next year, as they reject the relentless churn of trends.

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Digital Transformation and Virtual Fashion: 

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Digital Transformation and Virtual Fashion: 

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The integration of digital technologies, including virtual fashion shows and digital clothing, is creating new market spaces. Brands are leveraging augmented reality (AR) and virtual reality (VR) to offer immersive shopping experiences.

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Fashion industry’s digital shift: fad or future?

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Embrace fashion’s digital transformation: explore how evolving consumer demands, market shifts, and technology drive industry adaptation.

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Advanced personalisation techniques are setting a high bar for fashion brands — 71 percent of consumers expect personalised interactions with companies.

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The value of getting personalization right—or wrong—is multiplying

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This Next in Personalization 2021 Report reveals that companies who excel at demonstrating customer intimacy generate faster rates of revenue growth than their peers. And the closer organizations get to the consumer, the bigger the gains.

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This article first appeared in The State of Fashion: Technology, an in-depth report co-published by BoF and McKinsey & Company.
It's no secret that fashion brands need to make highly personalised customer experience a cornerstone of their digital businesses. Their customers expect nothing less. Consumers have had their personalisation expectations redefined by the likes of Netflix, Spotify and Amazon. Shoppers expect brands to provide them with product choices and experiences that are tailored to their individual preferences. Indeed, 71 percent of global consumers want companies to deliver personalised communications and products, and 76 percent are unhappy when this is not offered.

Not so long ago, a personalised experience in fashion was something only very high-end, luxury shoppers could receive. Luxury boutique associates would lavish attention on key customers, manually recording an individual's personal tastes and shopping habits in notebook after notebook to help them tailor their service. Building a long-lasting rapport with these shoppers was an exclusive, elaborate, not to mention inefficient, exercise.

Fast forward to today and brands are facing a convergence of factors that make personalisation a priority. Declining brand loyalty among customers and increased competition for attention from social media platforms, along with tightening regulations and moves by Apple and Google to modify access to third-party data, are all impacting the ability of brands to connect with customers online. Now more than ever, personalisation can hold the key for brands to capture market share.

Shoppers expect brands to provide them with product choices and experiences that are tailored to their individual preferences.

That said, the fashion industry today generally confines personalisation to marketing recommendations for customer sub-segments, based on past purchases or online browsing history, held back by talent and technology constraints. There's scope to go further. For the first time, businesses have tools that enable them to work with all types of data across channels in real time.

This is evident in e-commerce, where platforms powered by cloud-based technologies could run AI or machine learning algorithms to accelerate the processing and analysis of Big Data on customer behaviour. The result of these analytical capabilities would mean brands are equipped to provide hyper-personalised, one-to-one experiences - similar to those of the sales associate in an exclusive boutique, but available to customers across all fashion segments, from high street to luxury.

Offering hyper personalisation will require companies to reimagine how e-commerce operates. Search-based shopping is likely to shift to the individualised discovery of products and styles offered in the right size and fit. All customers will have a curated experience on their own versions of brand websites and marketplaces, from landing page to payment, akin to their experience on social media feeds. With this, companies will use personalisation technology to build experiences that drive customer engagement and, ultimately, loyalty.

Fashion retailer Zalando has taken steps towards this vision. It uses data analytics to offer its customers millions of tailored "Zalando interfaces." By incorporating preferences into its algorithm, product displays are automatically tailored to each customer, from size to their favourite brands. The retailer is also exploring 3D body scanning technology to enhance size and fit selections.

Another company embracing this opportunity is The Yes. The fashion marketplace has built an extensive product taxonomy while also deploying machine learning and computer vision to synthesise hundreds of data points for each product. The algorithm then translates shopper preferences into a personalised exploration feed.

Meanwhile, styling service Stitch Fix tailors products to customers' tastes and needs and uses a discovery tool called "style shuffle" to help users indicate designers they like. Fast-fashion player Shein offers each customer a scrollable feed of products powered by a real-time recommendation algorithm informed by myriad data points across social media and other channels.

Offering hyper personalisation will require companies to reimagine the way that fashion e-commerce operates across platforms - a potentially complex, fast-evolving challenge.

Accelerating first-party data collection
Looking ahead in the luxury segment, hyper personalisation is set to also play out in physical stores. Store associates can leverage first-party data to provide customers with a unique experience no matter which store they enter, taking in-store clienteling to the next level. What's more, as technologies advance, it is feasible that brands will be able to create digital wardrobes for each customer along with personalised styling recommendations.
Creating a 360-degree customer view
Offering hyper personalisation will require companies to reimagine the way that fashion e-commerce operates across platforms - a potentially complex, fast-evolving challenge that can overwhelm brands. This can be managed by:
Aligning the 'human touch' and AI

Challenge: Changes to data privacy laws and restrictions on third-party data collection in various jurisdictions have rendered data management platforms and third-party cookies less relevant.

Solution: Brands need to maximise their first-party data collection to enable personalisation across platforms and channels. This can happen, for example, through loyalty programmes that help identify and link customer purchases online and offline. In-store apps can also track offline browsing behaviour, and brands can create campaigns that collect data in exchange for loyalty points or discounts. In these efforts, brands need to be mindful of adhering to data privacy regulations (e.g. GDPR in Europe).

Scaling personalisation solutions

Challenge: When shopping for fashion, customers can generate a vast amount of data across channels and platforms - ranging from location data to website or app engagement time. This data tends to be unstructured, in multiple formats and scattered across different databases. In isolation, this provides little or no insight.

Solution: Brands need to establish a complete customer profile connected to a unique ID across data sources and channels. A customer data platform is needed to host all data assets and consolidate the customer view, as are rigorous data standardisation and cleaning processes. The result is brands could create a single dataset that joins up customer preferences and behaviours at a granular level across platforms, channels and product categories. For retailers, this could also span data from different brands. Companies should consult current data legislation when creating these customer profiles.

Challenge: Fashion customer behaviour can be difficult to predict, not least because of fashion's rapid trend cycles and the low levels of repeat purchasing among individual shoppers. Furthermore, a stand-alone personalised algorithm might not align with a brand's strategic priorities without human intervention.

Solution: Players need to develop advanced AI models, such as those that display products and photo styles best suited to the individual customer, or models that use advanced size and fit algorithms. These models should incorporate behavioural data, such as login time and add-to-cart behaviours, along with nuances relating to the brand's market and segment positioning.

Challenge: A significant platform upgrade is required to deliver sophisticated, hyper-personalised e-commerce content, which is informed by thousands of data points and delivered across multiple channels with ultra-fast loading times.

Solution: A company's portfolio of design and distribution tools needs to include content management systems that can standardise, centralise and distribute digital elements to support marketing alongside content delivery networks that help deliver thousands of unique landing and content pages. Their portfolio should also include an e-commerce platform for their website and app, so that brands can deliver personalisation to every customer across all journeys.

A priority for executives should be to establish hyper personalisation as a core competency. Brands will need to invest strategically across all their data and analytics activations, from collection to cross-channel implementation. In many cases, this will mean setting up a dedicated cross-functional team, comprising product managers, marketing domain experts, software engineers and data scientists. Brands that set themselves up to win will hone their ability to deliver intelligent, targeted marketing and e-commerce solutions for every customer.

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The Opportunity in Hyper-Personalising Shopping

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This article first appeared in The State of Fashion: Technology , an in-depth report co-published by BoF and McKinsey & Company. It's no secret that fashion brands need to make highly personalised customer experience a cornerstone of their digital businesses. Their customers expect nothing less.

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The fashion industry today generally confines hyper-personalisation to marketing recommendations for customer sub-segments, based on past purchases or online browsing history, held back by talent and technology constraints. So says an in-depth report co-published by BoF and McKinsey & Company. AI has enabled that scope to go much, much further. For the first time, businesses have tools that enable them to work with all types of data across channels in real-time.

This is evident in ecommerce, where platforms powered by cloud-based technologies could run AI machine learning algorithms to accelerate the processing and analysis of Big Data on customer behaviour. The result of these analytical capabilities would mean brands are equipped to provide hyper-personalised, one-to-one experiences - similar to those of the sales associate in an exclusive boutique offers to their favourite customer, but now available to customers across all fashion verticals, from high street to luxury.

Offering hyper-personalisation will require companies to reimagine how ecommerce operates. Search-based shopping is likely to shift to the individualised discovery of products and styles offered in the right size and fit. All customers will have a curated experience on their versions of brand websites and marketplaces, from landing page to payment, akin to their experience on social media feeds. With this, companies will use hyper-personalisation technology to build experiences that drive customer engagement and, ultimately, loyalty.

Fashion retailer Zalando has taken steps towards this vision. It uses data analytics to offer its customers millions of tailored "Zalando interfaces." By incorporating preferences into its algorithm, product displays are automatically tailored to each customer, from size to their favourite brands. The retailer is also exploring 3D body scanning technology to enhance size and fit selections.

Another company embracing this opportunity is The Yes, and this fashion marketplace has built an extensive product taxonomy while also deploying machine learning and computer vision to synthesise hundreds of data points for each product. The algorithm then translates shopper preferences into a hyper-personalised exploration feed.

Meanwhile, styling service Stitch Fix tailors products to customers' tastes and needs and uses a discovery tool called "style shuffle" to help users indicate designers they like. Fast-fashion player Shein offers each customer a scrollable feed of products powered by a real-time recommendation algorithm informed by myriad data points across social media and other channels.

Looking ahead in the luxury marketplace hyper-personalisation is set to also play out in physical stores. Store associates can leverage first-party data to provide customers with a unique experience no matter which store they enter, taking in-store clientele to the next level. What's more, as technologies advance, it is feasible that brands will be able to create digital wardrobes for each customer along with hyper-personalised product selection recommendations, based on every KPI able to capture data from your site, from time on page to email send time optimisation.

Offering hyper-personalisation will require companies to reimagine the way that fashion e-commerce operates across platforms - a potentially complex, fast-evolving challenge that can overwhelm brands. This can be managed by:

Accelerating first-party data collection

Challenge: Changes to data privacy laws and restrictions on third-party data collection in various jurisdictions have rendered data management platforms and third-party cookies less relevant.

Solution: Brands need to maximise their first-party data collection to enable personalisation across platforms and channels. This can happen, for example, through loyalty programmes that help identify and link customer purchases online and offline. In-store apps can also track offline browsing behaviour, and brands can create campaigns that collect data in exchange for loyalty points or discounts. In these efforts, brands need to be mindful of adhering to data privacy regulations (e.g. GDPR in Europe, CCPA, CPRA, CDPA Compliance).

Creating a 360-degree customer view

Challenge: When shopping for fashion, customers can generate a vast amount of data across channels and platforms - ranging from location data to website or app engagement time. This data tends to be unstructured, in multiple formats and scattered across different databases. In isolation, this provides little or no insight.

Solution: Brands need to establish a complete customer profile connected to a unique ID across data sources and channels. A customer data platform is needed to host all data assets and consolidate the customer view, as are rigorous data standardisation and cleaning processes. The result is brands could create a single dataset that joins up customer preferences and behaviours at a granular level across platforms, channels and product categories. For retailers, this could also span data from different brands. Companies should consult current data legislation when creating these customer profiles.

Aligning the 'human touch' and AI

Challenge: Fashion customer behaviour can be difficult to predict, not least because of fashion's rapid trend cycles and the low levels of repeat purchasing among individual shoppers. Furthermore, a stand-alone personalised algorithm might not align with a brand's strategic priorities without human intervention.

Solution: Players need to develop advanced AI models, such as those that display products and photo styles best suited to the individual customer, or models that use advanced size and fit algorithms. But above all product selection relevancy. These models should incorporate behavioural data, such as login time and add-to-cart behaviours, along with nuances relating to the brand's market and segment positioning.

Scaling hyper-personalisation solutions

Challenge: A significant platform upgrade is required to deliver sophisticated, hyper-personalised e-commerce content, which is informed by thousands of data points and delivered across multiple channels with ultra-fast loading times.

Solution: A company's portfolio of design and distribution tools needs to include content management systems that can standardise, centralise and distribute digital elements to support marketing alongside content delivery networks that help deliver thousands of unique touchpoints, email first and foremost, and content pages. Their portfolio should also include an ecommerce platform for their website and app so that brands can deliver hyper-personalisation to every customer across all journeys.

A priority for executives should be to establish hyper-personalisation and that means, as a core competency. Brands need to invest strategically across all their data and analytics activations, from collection to cross-channel implementation. This will mean setting up a dedicated cross-functional team comprising product managers, marketing domain experts, software engineers and data scientists. Brands that set themselves up to win will hone their ability to deliver intelligent, targeted marketing and ecommerce solutions for every customer.

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Hyper-personalisation Is The Future Of The Fashion Industry

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Hyper-personalisation the future of the fashion industry. The fashion industry today generally confines personalisation to marketing

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Alia Bhatt on Her Chaotic Cannes Film Festival Debut, Swathed in a Gucci Sari

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The ‘Heart of Stone’ actor takes Vogue behind the scenes of her closing ceremony look—after the power cut that almost scuppered her glam.

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Travel is coming back, luxury hotels will rise, and brand cafes are rising, emerging the brand for experience. Due to inflation, in 2025 top-line growth in luxury will be driven by internationals in Europe rather than domestic.

In China, it is still growing; however, there is an ongoing market crisis, and people are saving up for luxury. There are going for quiet luxury and old money.

Sportswear and athletic wear is rising alot and is growing alot, and the demand is growing alot.

Localisation: 50% go-to-market model and value proposition, primarily
through pricing, fulfilment channels, and assortment.
65% also plan to alter their assortments to include various options
across price points to appeal to a wide range of consumers to gain
market share.
Reduced focus on cost improvements.
Sustainability takes a backseat.

localisation mean the market differences; making market strategy means focusing on localisation and adjusting it according to market , like dior fashion show in Mumbai or cultural differences in China and the Middle East.

Fashion brands will likely double down on diversifying their sourcing
footprint in Asia and lay the foundations for nearshoring and focus on more on nearshoring, which is faster, cheaper, and more traceable.

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China’s economic deceleration, changing consumer preferences and
the return of international travel are making growth in the country highly
challenging

India will be a focus, particularly for high-street players

Japan’s luxury boom is expected to continue into 2025, fuelled by

strong international and domestic spend

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The article discusses the concept of gaisho, a highly exclusive form of personal shopping in Japan, which caters to the wealthy and elite. The term gaisho literally translates to "outside sales" and originates from Japan's Edo period, when kimono merchants would visit affluent samurai families to provide them with the latest fashions. Today, the service is far broader, focusing not only on clothing but also on luxury items like watches, handbags, art, and even rare foodstuffs.

Gaisho staff, like Hiroshi Takeda featured in the article, are personal shoppers who develop close relationships with their clients, providing tailored services that range from curating wardrobes to managing private events or sourcing luxury goods from abroad. The clientele is typically very wealthy—people who may spend millions annually on luxury items. Becoming a gaisho client usually requires spending large sums, often in excess of £50,000 per season, or being invited based on significant past purchases. The service is a mark of status, similar to holding a high-end credit card like the American Express Centurion.

The rise of gaisho services has been driven in part by shifts in consumer behaviour, particularly after the pandemic, which increased demand for personalised, high-touch services as affluent customers sought more convenience and exclusivity. Gaisho services have expanded beyond shopping to include concierge-style offerings such as travel planning, luxury real estate, and even financial services.

The article also notes the competition among stores to cater to these VIP clients, both in physical stores—through exclusive rooms and events—and online, via apps and social media platforms. Gaisho staff are expected to be highly knowledgeable, not just about fashion, but also about global trends, politics, and economics, as clients are more informed and discerning than ever before.

Ultimately, gaisho represents an evolution of personal shopping, merging fashion, luxury, and lifestyle into a bespoke service that plays a significant role in Japan's high-end retail landscape.

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India’s luxury market: A growing powerhouse for global brands

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India’s luxury market: A growing powerhouse for global brands

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India’s luxury market: A growing powerhouse for global brands

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With a rapidly rising affluent population, a mega wedding industry and a young dynamic consumer, India continues to emerge as a key player in the global luxury market.

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Summary of Industry Outlook and Global Economy: State of Fashion Report 2025

The fashion industry outlook for 2025 is characterized by cautious optimism amid persistent challenges:

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Summary of Industry Outlook and Global Economy: State of Fashion Report 2025

The fashion industry outlook for 2025 is characterized by cautious optimism amid persistent challenges:

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Summary of Industry Outlook and Global Economy: State of Fashion Report 2025

The fashion industry outlook for 2025 is characterized by cautious optimism amid persistent challenges:

1. Sluggish Growth:

Global fashion revenue growth is expected to stabilize in the low single digits, reflecting structural deceleration post-pandemic.

Luxury's dominance in economic profit creation is shifting, with non-luxury sectors leading growth for the first time since 2010​.

2. Consumer Sentiment:

Consumers, affected by inflationary pressures, are increasingly value-conscious.

Executives are split on optimism, with 41% anticipating steady conditions and 39% expecting a decline​.

3. Geographic Shifts:

Growth engines are emerging in Asia, particularly India, Japan, and South Korea, while China's fashion market faces challenges due to economic slowdown and changing consumer preferences.

European markets are buoyed by tourism, while the US benefits from resilient high-net-worth individuals​​.

4. Opportunities for Brands:

Brands must prioritize differentiation through innovative designs, personalized customer experiences, and targeted value propositions.

Investment in technology and localization of supply chains and marketing strategies are key priorities​.

Global Economy Impact on Fashion

1. Macroeconomic Climate:

Decelerating GDP growth in China (projected 4.5% for 2025) contrasts with India's expected robust 7% growth​​.

Falling inflation in key regions offers some relief, but global economic uncertainty and geopolitical tensions remain prominent risks​.

2. Supply Chain Diversification:

Rising trade barriers, tariffs, and sustainability goals are accelerating shifts toward nearshoring and sourcing diversification.

Countries like India, Vietnam, and Bangladesh are growing as sourcing hubs, while nearshoring in Latin America and Turkey gains traction​​.

3. Sustainability and Climate Concerns:

Despite consumer reluctance to pay premiums for sustainable products, the climate crisis and government regulations are pushing sustainability to the forefront of business strategies​.

In 2025, success in the fashion industry will depend on adaptability, a focus on consumer-centric innovation, and strategic investments in sustainable and localized operations.

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the State of Fashion 2025 report highlights additional trends shaping the industry. These include shifts in consumer behavior, technology adoption, and evolving market dynamics:

Key Trends in the Fashion Industry:

1. Rise of Resale and Value Segments:

Economic pressures and consumer cost-consciousness are driving the growth of resale, off-price, and dupe markets.

Brands must emphasize value-for-money or justify premium pricing through superior quality and experience​​.

2. Silver Spenders:

Older consumers (50+) are becoming a significant demographic for fashion spending.

Brands must create intergenerational appeal and adapt offerings to cater to this often-overlooked segment​.

3. Technology in Retail:

AI-powered curation and search are transforming how consumers discover products, helping them navigate overwhelming choices in e-commerce.

Generative AI is a key focus area for 50% of fashion executives in 2025​​.

4. In-Store Experiences Reimagined:

Physical retail is recovering, with consumers seeking high-quality service and engaging in-store experiences.

Empowering staff with better training and tools will enhance customer engagement​.

5. Challenges for Marketplaces:

Online marketplaces, particularly in non-luxury segments, face declining consumer demand and rising acquisition costs.

Companies must innovate to maintain relevance and offer seamless shopping experiences​.

6. Inventory Optimization:

Overproduction and stock-outs are persistent issues.

Advanced inventory management tools and agile supply chains will become essential to address margin pressures and regulatory sustainability demands​.

7. Sportswear Competition:

Challenger brands are rapidly capturing market share, particularly in the sportswear sector, where innovation and storytelling are key to success​.

8. Sustainability as a Collective Effort:

While individual companies face barriers in achieving sustainability goals, collective industry initiatives (e.g., decarbonization projects) will play a critical role.

Regulation and consumer pressure will continue to drive action despite competing business priorities​.

These trends underline the industry's complexity in 2025, where navigating macroeconomic challenges, shifting consumer expectations, and sustainability goals requires innovative and strategic approaches.

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in stores sales of growth of 1-2% on average across key markets in 2025.

Interaction with sales associates is a key differentiator for driver satisfaction.

Tech is streamlining the things to offer smoother customer experience by eliminating the mundane technical tasks by AI and tech, letting the sales associate focus on customer experience.

The Human Side of Sales: Why Relationships Matter More Than Transactions

In a world increasingly driven by automation, AI, and digital commerce, the human side of sales remains a crucial factor in building brand loyalty, trust, and long-term success. Here's why:

1. Emotional Connection = Stronger Customer Loyalty

People don’t just buy products; they buy stories, emotions, and experiences.

A personal connection with a sales associate or brand representative makes customers feel valued and understood, leading to repeat business.

Example: Luxury brands like Dior, Gucci, and Chanel invest in personal client relationships, offering VIP experiences and personal styling to create emotional bonds.

2. The Power of Personalization

Consumers expect tailored recommendations based on their preferences, lifestyle, and past purchases.

Skilled sales professionals use their understanding of customers to curate product suggestions, making shopping more engaging.

Example: Harrods Personal Shopping Lounge offers customized selections based on a client’s past purchases and upcoming events.

3. Trust & Authenticity Build Brand Reputation

Trust is the foundation of sales, and authentic human interaction is key.

Customers are more likely to buy from someone they feel has their best interests in mind rather than just pushing a sale.

Example: Apple Store employees are trained to educate customers rather than just sell, which builds trust and credibility.

4. Body Language & Empathy Create Impact

Unlike online transactions, in-person sales allow for body language, tone, and eye contact, which enhance trust.

Empathy in sales—actively listening, understanding customer needs, and offering genuine solutions—is what sets apart exceptional salespeople.

5. Storytelling Sells More Than Features

Instead of listing product features, telling a compelling story about how the product fits into a customer’s life makes it more relatable.

Example: Nike doesn’t just sell shoes—it sells motivation and performance through stories of athletes overcoming obstacles.

6. Word-of-Mouth & Relationship-Based Sales

Happy customers become brand advocates, referring friends and family through organic conversations.

Personalized service leads to strong customer relationships, increasing lifetime value (LTV) rather than just focusing on one-time purchases.

Example: High-end watch retailers rely heavily on client relationships and referrals, rather than traditional advertising.

7. Crisis Management & Customer Retention

When things go wrong (delayed orders, defective products), a humanized, empathetic response can turn a bad experience into a loyal customer relationship.

Example: Brands that personally reach out and offer exclusive solutions or replacements (rather than automated responses) win back customers.

8. The Future of Sales is Human + Digital

AI & data help personalize experiences, but human interaction remains crucial for complex sales, emotional engagement, and high-value purchases.

The best sales approach blends tech-driven insights with human connection, ensuring that customers feel understood and valued.

Conclusion

At the heart of sales is human connection—understanding customer emotions, personalizing interactions, and creating trust. Sales isn't about selling a product; it's about creating a relationship that leads to long-term customer loyalty.

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Players are expected to create authentic messaging amplified by ambassadors

sportwear increase ,

The growth of sportswear over traditional fashion retail can be attributed to several key factors:

1. Athleisure Trend

Consumers are increasingly favoring comfort and versatility in their clothing, making sportswear a go-to choice.

The blurring of boundaries between activewear and casual wear (athleisure) has led to more people wearing sportswear in everyday life, not just for workouts.

2. Health & Wellness Boom

The rise in health-conscious lifestyles, with more people focusing on fitness, yoga, and outdoor activities, has significantly boosted sportswear demand.

Post-pandemic, there has been a strong shift toward active living, pushing brands to cater to this demand.

3. Technology & Innovation

Sportswear brands invest heavily in performance-enhancing materials like moisture-wicking, temperature control, and compression technology.

Sustainable and eco-friendly materials (e.g., Nike’s Move to Zero, Adidas’ recycled ocean plastics) are drawing more consumers looking for ethical choices.

4. Celebrity & Influencer Culture

Sportswear brands collaborate with celebrities, athletes, and influencers (e.g., Adidas x Beyoncé, Nike x Travis Scott), making their products desirable beyond just performance.

Social media trends and fitness influencers further fuel demand for stylish yet functional sportswear.

5. Direct-to-Consumer (DTC) & E-commerce Growth

Sportswear brands are ahead in digital transformation, offering better online experiences, personalized recommendations, and faster delivery.

Brands like Nike and Lululemon focus on DTC strategies, which increase profits while maintaining control over their brand image.

6. Comfort-Driven Workwear Shift

The rise of remote and hybrid work has reduced demand for formalwear and increased interest in comfortable, stylish activewear.

Even corporate dress codes are shifting, making sneakers and sportswear-leaning pieces more acceptable in professional settings.

7. Cultural Shift Toward Casual Fashion

Gen Z and Millennials prioritize comfort, functionality, and sustainability over traditional fashion trends.

Sneakers have overtaken dress shoes, and performance wear is now considered fashionable, leading to a decline in conventional fashion retail growth.

8. Resale & Customization Trends

Custom sneakers, limited-edition drops, and second-hand sportswear (e.g., StockX, GOAT) have created hype culture, keeping demand high for sports brands.

Traditional fashion struggles to maintain exclusivity in the same way, as fast fashion makes trends more disposable.

Conclusion

Sportswear is no longer just about performance—it's a lifestyle movement. With consumer preferences shifting toward comfort, sustainability, and digital shopping, sportswear brands are better positioned to adapt and grow than traditional fashion retailers.

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localisation of products

india is next china market

but there are market challenges to adapt towards the market.

And Japan is a mature luxury market.

the rise of the dupe market.

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Houston's Active Athlete & Adidas collaborate on Superstar inspired by Rodeo

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Houston's Active Athlete & Adidas collaborate on Superstar inspired by Rodeo

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Adidas has collaborated with Houston sneaker retailer Active Athlete for a limited-edition Superstar that celebrates the spirit of RodeoHouston.

The striking H-Town Superstar features a denim upper, rope shoelaces and the word "H-TOWN" emblazoned on the inside of the tongue. It retails for $110. Active Athlete opened in 1988 and Houston and has three locations. Adidas was the first major company to open an account with the Houston retailer.

The shoe gets a wide release on March 14 at select retailers and on adidas.com.

But can you line dance in them? We asked Active Athlete Paul Seernani, founder and CEO of Activate Athlete.
How did Houston's rodeo culture influence the design of the sneaker?
The Rodeo transcends caste, creed and color. So basically, everyone's invited. We started with the denim look and played with many variations of color, leather placement and aesthetics.
Houston has a deep history of blending cowboy culture with hip-hop and streetwear. How do you see this sneaker fitting into that larger cultural conversation?
Active Athlete has welcomed many stars from the hip-hop community to their flagship store on Cullen, including Bun B, Little Flip, Lil Keke, ESG, Big E, Slim Thug, Young Jeezy, The Botany Boys, etc. Just as hip-hop made a crossover from music to fashion and sports, cowboy culture is being embraced by many artists in Houston. Bun B has sold out his Rodeo concert for the last four years. Beyoncé released her country album and won Grammys. The blending of cowboy culture with hip-hop is just the tip of the iceberg. Music has no boundaries. It just keeps getting deeper, with fashion following the trend.
With this limited-edition release, is there a broader goal for future collaborations that continue celebrating Houston's identity?
Definitely, we have showcased to Adidas that we are capable of taking up the task of highlighting Houston's culture, colors and diversity. The broader goal is one of making the community proud with Houston flavors.
But can I two-step in them?
Yes, for sure. We were at the Boots and Blues tent at the Rodeo Cook-Off and our Active Athlete and Her Grails teams were two-stepping and line dancing. So I say give it a try.

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Houston's Active Athlete & Adidas collaborate on Superstar inspired by Rodeo

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The shoe gets a wide release on March 14 at select retailers and on adidas.com.

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 Fendi collaborates with renowned Australian textile artist to redesign an iconic bag

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 Fendi collaborates with renowned Australian textile artist to redesign an iconic bag

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Why Tod’s is collaborating with Indian couturier Rahul Mishra

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Why Tod’s is collaborating with Indian couturier Rahul Mishra

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Why Tod’s is collaborating with Indian couturier Rahul Mishra

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The tie-up synthesises Italian and Indian artisanal techniques, shining a spotlight on luxury craftsmanship.

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Where Fashion Is Finding Growth in Asia as China Stalls

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Where Fashion Is Finding Growth in Asia as China Stalls

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India will be a major focus in the year ahead, particularly for high-street players, while Japan’s luxury boom is expected to continue, according to the BoF-McKinsey State of Fashion 2025.

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Where Fashion Is Finding Growth in Asia as China Stalls

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India will be a major focus in the year ahead, particularly for high-street players, while Japan's luxury boom is expected to continue, according to the BoF-McKinsey State of Fashion 2025.

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Radical Acceptance

Trend: Consumers embrace imperfection, seeking contentment over unattainable ideals.

Strategy: Embracing Imperfection—Shift towards authenticity, body positivity, and unfiltered campaigns rejecting perfectionism.

2. The Anhedonia Effect

Trend: Rising emotional numbness even from the things that once gave pleasure reduces excitement for fashion and social outings.

Strategy: Restorative Fashion—Mood-enhancing colours, soft textures, and interactive retail experiences to combat emotional numbness.

3. Conscious Hedonism

Trend: Pleasure with purpose—mixing indulgence with activism and sustainability.

Strategy Purposeful Indulgence—Sustainable partywear, experiential retail, and collaborations with nightlife and activist communities.

4. Anti-Perfectionism & “Goblin Mode”

Trend: Rejection of beauty norms in favour of raw, chaotic, and self-indulgent aesthetics.

Anti-Aesthetic Rebellion—Oversized, chaotic styling, raw imagery, and support for alternative beauty movements.

Fashion must align with emotional well-being, sustainability, and self-expression to stay relevant in this era of radical acceptance(.wgsn future of consumer).

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ecological, practical & affordable sustainability. 

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ecological, practical & affordable sustainability. 

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Emerging Trend: Hyper-Personalization in Fashion

Key Insights:

1. Rising Consumer Expectations:

71% of consumers expect personalised interactions with brands, inspired by platforms like Netflix, Spotify, and Amazon.

76% of consumers express dissatisfaction when personalized experiences are not provided.

2. Challenges Driving the Shift:

Declining brand loyalty and increased competition from social media platforms.

Privacy restrictions and reduced access to third-party data (e.g., changes by Apple and Google) are forcing brands to prioritize first-party data collection.

3. From Basic to Advanced Personalization:

The industry currently uses basic segmentation and purchase history for recommendations.

There’s potential to evolve into hyper-personalized experiences, offering curated shopping journeys similar to luxury boutique experiences, but at scale.

4. Technology as a Catalyst:

Cloud-based systems, AI, and machine learning enable brands to process and analyze vast data sets in real time.

Examples:

Zalando: Tailors interfaces for millions of users and uses 3D body scanning for better fit.

The Yes: Employs machine learning and data taxonomy to create personalized feeds.

Shein: Provides a recommendation feed informed by real-time social and behavioral data.

5. Reimagining E-commerce:

Future e-commerce will move from search-based shopping to individualized discovery.

Personalization will encompass every aspect of the customer journey, from landing pages to payment.

6. Integration into Physical Stores:

Luxury brands can leverage first-party data to provide personalized in-store experiences.

Technologies like digital wardrobes and personalized styling recommendations will bridge online and offline personalization.

Strategic Approaches to Overcome Challenges:

1. First-Party Data Collection:

Use loyalty programs and in-store apps to link online and offline customer behaviors.

Ensure compliance with data privacy laws like GDPR.

2. Creating a 360-Degree Customer View:

Consolidate data across platforms to form a unified customer profile.

Use customer data platforms to standardize and clean data for actionable insights.

3. Human-AI Alignment:

Combine AI capabilities with human oversight to ensure alignment with brand strategies.

Use predictive models for size, fit, and behavioral tendencies to enhance personalization.

4. Scaling Personalization Solutions:

Invest in robust content management and e-commerce platforms capable of delivering hyper-personalized content efficiently.

Conclusion:

Hyper-personalization is reshaping the fashion landscape by merging cutting-edge technology with customer-centric strategies. Brands that invest in these capabilities will not only capture customer loyalty but also redefine how fashion is experienced online and offline.

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From Hype to Hyper-Personalization: Fashion and AI

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So what does the future of fashion have in store for us when it comes to product design? And how is technology shaping these new…

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Redefine your customer service with the power of AI agents | NICE

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Explore the Gartner® report “Build AI Agent Services to Revolutionize Client Operations,” on how AI agents revolutionize client operations.

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Gucci has been criticised for selling a headpiece resembling a turban as a backlash grows on social media where users have accused the Italian fashion house of being insensitive towards the Sikh religion.

The item, named the Indy Full Turban, came to the attention of critics when it appeared on the American retailer Nordstrom's e-commerce site retailing at £790, prompting the Sikh Coalition to tweet that the turban is "not jsut a fashion accessory, but it's also a sacred religious article of faith".

Sikh Coalition (@sikh_coalition)
.@gucci @Nordstrom The Sikh turban is not just a fashion accessory, but it's also a sacred religious article of faith. We hope more can be done to recognize this critical context. #appropriation https://t.co/p1z3CYq0NT

The industry newspaper Women's Wear Daily reported on Thursday that the retailer had changed the product's name to Indy Full Head Wrap, although it now simply states Full Head Wrap and is marked as sold out. Nordstrom has apologised on Twitter, prompting the Sikh Coalition to encourage Gucci to do the same. Gucci has been contacted but is yet to comment.

The item, first shown in February 2018, is from the same collection as the £689 polo neck jumper that the brand withdrew after complaints that it resembled blackface.

Creative director Alessandro Michele later apologised, telling reporters: "From my grief, I will learn something. We will learn a lesson and this company will do things in a different way." Marco Bizzarri, Gucci's chief executive, said the mistake was caused "because of cultural ignorance, but ignorance is not an excuse".

Gucci is not the only fashion brand to sell turbans, nor is Nordstrom the only retailer. Luxury fashion houses including Missoni, Anna Sui, Valentino and Julia Clancy have headpieces identified as turbans currently stocked by online retailers.

According to Sukhjeevan Singh, a spokesperson for the Sikh Council UK, the reason Gucci's version has caused particular outrage is because of its close likeness to the everyday turbans worn by practising Sikhs.

"What makes this case different is that this turban is like mimicry. This commercialisation of the turban by Gucci is deeply offensive and feels degrading because the turban represents our honour."

The luxury fashion industry's adoption of the turban stretches back to 1955 when Christian Dior featured one in his collection.

In the following decades, style icons including Princess Margaret, Elizabeth Taylor and Joan Collins all became synonymous with the headpiece, despite the fact it took until 1989 for the UK Employment Act to give Sikhs the right to wear a turban in the workplace.

In recent years, influential fashion figures including Rihanna, Sarah Jessica Parker and Kate Moss have all made notable appearances in one. In November 2017, model Adwoa Aboah wore a style by Marc Jacobs on the cover of editor Edward Enninful's highly publicised first issue of British Vogue.

"As Sikhs, we're a very open religion," said Singh. "I've seen other headware or head scarves folded in a way and they don't look [exactly] like a Sikh turban. If that [same] cultural sensitivity was taken into account [with Gucci], I do not think this issue would have arisen to this degree because it hasn't in the past."

Singh says he is "really hoping and quite sure that this was not deliberate" and welcomes clarification from Gucci on its position.

"As a mature and a big luxury house I am hoping that some kind of apology is issued [and] Gucci can somehow rectify what they have done. They said [before] that they would consider the cultural aspect of [its designs] in the future. I hope they repeat that apology and extend it to religious sensitivity as well."

This week's incident comes as accusations of cultural appropriation and insensitivity are increasingly being levelled at the fashion industry. In November last year, Dolce & Gabbana cancelled its fashion show in Shanghai after it was accused of racism in its marketing of the event. In December, fellow Italian brand Prada withdrew a collection of keychains that appeared to resemble black monkeys with exaggerated red lips items over concerns that they depicted blackface. Weeks later it announced it would be setting up an advisory council to "guide [its] efforts on diversity, inclusion and culture".
Topics

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Sikhs call headpiece sold by Gucci disrespectful mimicry

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Gucci has been criticised for selling a headpiece resembling a turban as a backlash grows on social media where users have accused the Italian fashion house of being insensitive towards the Sikh religion.

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India may outpace all emerging markets, says Milken Institute economist

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India may outpace all emerging markets, says Milken Institute economist

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India may outpace all emerging markets, says Milken Institute economist - CNBC TV18

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William Lee, Chief Economist and Executive Director at The Milken Institute, also shared his view on the European Union’s tariff approach, calling its initial proposal of zero tariffs unrealistic, as they are already minimal due to past trade agreements.

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more group activities and vna visit and class activities 

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more group activities and vna visit and class activities 

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Harvard Business Report on ai in fashion and hyperpersonalisation 

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Harvard Business Report on ai in fashion and hyperpersonalisation 

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If you’re following the latest fashion tech trends, you’ve likely heard of hyper-personalization. But, how are brands using…