A Century of Style on the Global Stage

The British Fashion Council has welcomed the retailer to the M&S London Fashion Week lineup. For over 100 years, the brand’s fashion has been a staple of everyday life in the UK. By joining this global stage, the retailer aims to showcase its commitment to style, value, and designer quality clothing. To ensure the event is accessible to all, the show will be streamed live, allowing audiences everywhere to experience the magic of the runway as it happens.

Heritage and Innovation in British Design

This debut follows the brand’s successful summer showcase and its previous catwalk event at the Silverstone British Grand Prix. The inclusion in the London Fashion Week schedule highlights how the brand continues to evolve while staying true to its roots. The see now buy now collection serves as a bridge between high-end design and consumer accessibility, reflecting current British fashion trends.

As a long-standing patron of the British Fashion Council, the retailer’s presence at the event is noted as a significant moment for the industry. This move demonstrates how high street fashion news can intersect with elite design platforms to engage a wider audience. By focusing on designer quality clothing that remains accessible, the brand continues to play a vital role in the nation’s cultural and retail narrative. This participation at M&S London Fashion Week underscores the importance of connecting exceptional design with consumers through relevant British fashion trends and high street fashion news.

According to reports, Next is exploring a formal offer for Harvey Nichols, although neither company has confirmed that negotiations are underway. Harvey Nichols declined to comment on the speculation, while Next has not publicly responded to requests for comment. Sources indicate that the proposal is still in its preliminary phase, with no certainty that a transaction will ultimately proceed.

Founded in 1831, Harvey Nichols has established itself as one of the UK’s best-known luxury department store operators, offering designer fashion, beauty products, premium food, wines and lifestyle goods through its flagship Knightsbridge store and regional locations. A successful acquisition would provide Next with a stronger presence in the high-end retail segment and further diversify its portfolio beyond its traditional fashion business.

The reported Next Harvey Nichols takeover follows the retailer’s acquisition of footwear brand Russell & Bromley earlier this year through an insolvency process. That purchase reinforced Next’s strategy of acquiring established retail brands with strong consumer recognition while expanding into higher-value market segments.

In recent years, Next has built a reputation for revitalising well-known British retail brands through acquisitions and strategic partnerships. Adding Harvey Nichols to its portfolio would represent one of its most prominent moves into luxury department store retailing, potentially strengthening its position in a market that has remained resilient despite broader challenges facing the UK retail sector.

Although industry observers continue to watch developments closely, any deal remains subject to further negotiations and regulatory processes. For now, the reported Next Harvey Nichols takeover signals the retailer’s continued appetite for growth as it seeks to expand its reach across both mainstream and luxury retail markets.

The Mechanics of Financial Dominance

The substantial market valuation of the world’s premier luxury and athletic firms is rooted in their ability to sell consumer desire rather than basic utility. While standard retail brands often struggle with thin profit margins and shifting seasonal global industry trends, giants such as LVMH, Christian Dior, Hermès, Richemont, and Nike have constructed formidable financial positions. These organizations benefit from intense consumer loyalty, which empowers them to adjust pricing upward without experiencing a loss in their customer base. This unique market standing provides a significant advantage over smaller competitors who must frequently discount inventory to manage unsold stock.

Strategic Scarcity and Heritage in European Fashion

For the most prestigious European fashion houses, sustained financial dominance is achieved through the management of heritage and intentional scarcity. Hermès, for instance, keeps its signature leather goods difficult to obtain, a strategy that insulates the brand from broader economic fluctuations and maintains high profit margins. Furthermore, multi-brand conglomerates like LVMH and Richemont utilize their immense scale to dominate prime retail locations in major global cities, ensuring their Luxury Brand Market Cap remains robust through aggressive advertising and brand visibility.

Investment Value of Luxury Goods

Whether it is a Cartier diamond piece or a Louis Vuitton bag, these items are frequently viewed by consumers as long-term investments rather than disposable purchases. This perception ensures a consistent revenue stream that appeals to institutional investors. By positioning products as timeless assets, these brands maintain a market valuation that far exceeds that of traditional retail entities.

The Athletic Sector and Direct-to-Consumer Growth

Nike follows a distinct path to achieve its financial dominance, relying on massive scale and cultural integration. By allocating billions toward athlete endorsements and worldwide marketing, the company has successfully transitioned everyday apparel into symbols of status. Additionally, by increasing direct-to-consumer sales through digital platforms and flagship locations, they bypass traditional distribution networks and retain a higher portion of their earnings. This operational efficiency helps stabilize the Luxury Brand Market Cap even during volatile periods in the apparel industry.

The leading five brands in this sector have established such powerful identities and streamlined operations that they exist in a tier of their own. Their ability to navigate global industry trends and maintain consumer loyalty allows them to withstand the cyclical downturns that often impact standard retail businesses.

The report suggests that the next chapter of expansion will be concentrated, with China and the United States contributing the largest share of momentum. The US, now estimated to be a roughly $130 billion market and the world’s biggest, is projected to grow by up to 5% per year through 2030. China’s high-end market, valued around $60 billion, is expected to regain pace and outgrow other regions, potentially expanding by as much as 6% annually.

Yet the report argues that growth will be harder to earn than it was during the post-pandemic surge. As the spending frenzy faded, luxury customers reassessed priorities and became more selective about where they spend. Experiences particularly travel are increasingly taking precedence over product purchases, while inflation has reduced appetite for discretionary fashion buys, including handbags.

The study also points to a credibility issue created during the boom years: widespread price hikes at major houses, often not matched by clear product innovation, left many shoppers feeling that value had deteriorated. In response to volatile trading, brands shifted focus toward ultra-wealthy clients who are less exposed to economic pressure. But the report says this pivot came at a cost: many brands failed to keep aspirational and mid-tier customers engaged, giving them fewer reasons to return to stores despite these buyers forming a crucial base for volume and brand heat.

In both China and the US, emotional connection has become the most important driver of luxury purchasing decisions. As shoppers become choosier, they gravitate to brands that feel personally relevant and aligned with their tastes and values, while heritage alone is losing influence.

The dynamics differ by market. Chinese consumers often use luxury as a form of outward expression, while US shoppers tilt more toward self-reward and shared values. In the US, 68% of luxury customers say challenger brands reflect who they are better than legacy houses. In China, 69% say legacy brands global and domestic still best represent their identity.

The report also notes growing scepticism toward artificial scarcity. In China, bespoke service has become the top marker of exclusivity; in the US, early access and loyalty benefits are more persuasive than waitlists.

Retail execution remains pivotal. Physical stores strongly influence Chinese shoppers across segments, particularly entry-level customers. In the US, by contrast, poor in-store experiences pushy selling and long queues are cited as major deterrents.

Finally, the global luxury industry is seeing rising use of AI and resale. More US shoppers use AI for inspiration than Chinese shoppers, while China’s entry-level consumers are highly engaged with AI across discovery and decision-making. Resale is also gaining importance, especially among high-spending US clients drawn as much by “the thrill of the hunt” as by savings.

Exemplar Luxury Group says it is turning the page after a restructuring process, positioning the business for renewed growth with a simplified balance sheet, fresh governance and a sharper focus on omnichannel luxury retail. In a statement carried by Fibre2Fashion, the company framed its emergence as a “pivotal moment,” arguing that the steps taken during restructuring have left it with a more sustainable capital structure and the liquidity required to invest for the long term.

Chief executive Geoffroy van Raemdonck said the company’s next phase is anchored in deepening relationships with US luxury shoppers while strengthening the value it delivers to brand partners. “This pivotal moment reinforces the enduring strength of our business, our luxury banners and our team as we look ahead to a bright future guided by our relentless devotion to our customers,” he said. “Moving forward as Exemplar Luxury Group reflects the shared ideals that anchor each of our banners and our commitment to setting the standard of excellence for luxury retail across all three. As the gateway to the U.S. luxury customer, we are uniting coveted brands with unrivaled customer experiences to drive growth for Exemplar Luxury Group and the broader luxury ecosystem. We are deeply grateful to our customers, brand partners, capital partners and colleagues, whose loyalty and support have made this possible.”

The company said it will continue to build on its integrated model, combining an optimised store footprint with e-commerce platforms and remote selling services. The strategy aims to meet luxury customers where they shop while maintaining high-touch service standards an increasingly important differentiator in the premium market.

Looking ahead, Exemplar Luxury Group said it intends to “reimagine” luxury retail through more intensive use of customer insight, allowing it to curate sharper assortments and deliver more personalised experiences. The company pointed to its long-tenured selling associates as a key asset, arguing that relationship-driven service remains central to luxury conversion and retention.

Van Raemdonck also highlighted support from new owners and said the group is focused on disciplined execution and investing in the parts of the experience customers value most. “We greatly appreciate the commitment of our new owners, who understand the value of our banners and the growth opportunity for Exemplar Luxury Group. It is a new day for ELG and we are focused on executing our business plan with discipline and investing in the experiences that matter most to our customers. Neiman Marcus, Saks Fifth Avenue and Bergdorf Goodman have long set the standard for luxury retail in the U.S., and we are committed to building upon that legacy.”

As part of its emergence, the company’s board has been reconstituted. Pentwater Capital Management and Bracebridge Capital two investment firms involved through the restructuring will each take two seats on the seven-member board. Van Raemdonck will also serve, alongside two newly appointed independent directors.

With governance reset and liquidity improved, Exemplar Luxury Group is signalling that its priority now is growth using a blended physical-and-digital platform to strengthen its role as a key route to the US luxury consumer.

Around the globe, counterfeit items that mimic the appearance of genuine products have become widespread, fuelled by the expansion of e-commerce and the influence of social media. SMEs are particularly vulnerable, as many rely on a small number of distinctive product designs and have limited capacity to monitor and enforce their design rights. These pressures add to Irish counterfeiting losses and challenge the resilience of Irish fashion businesses.

Enforcement action around the FIFA World Cup

A major international enforcement action earlier this month, supported by the EUIPO and targeting counterfeit sports merchandise, led to the seizure of more than 66,000 fake football jerseys and kits intended for distribution during the FIFA World Cup 2026. The products imitated official designs, crests and distinctive elements of national football teams and were intended for sale through illegal street markets, unauthorised online channels, social media platforms and other illicit distribution networks.

“The estimated value of the seized counterfeit goods exceeded €2m, while the economic damage to intellectual property rights holders is estimated at more than €7m.” Authorities reported numerous arrests linked to suspected intellectual property offences, and investigations remain ongoing. The focus on counterfeit goods linked to the FIFA World Cup reflects how major tournaments can draw illicit activity into high-demand categories.

“When there are major international sporting events, we clearly see an increase in the number of counterfeit goods seized,” said Yann Ambach, head of tariff and trade policy at French customs. “We are dealing with large-scale fraud, criminal networks and poly-criminality. Manufacturing, transporting and buying a counterfeit product is not a trivial act. It fuels criminal networks, results in job losses, a loss of expertise and a loss of tax revenue.”

Design’s role in purchasing and risk

Consumer behaviour also shapes exposure to counterfeit goods. Around 13% of Europeans report having intentionally bought counterfeit products, rising to 26% among younger consumers aged 15-24. Product design is particularly valued by younger consumers, and 76% of Irish consumers are willing to pay more for better-designed products.

Design-led sectors remain vulnerable to counterfeiting, with estimated losses of €12bn in clothing and €2.7bn in handbags and jewellery each year across the EU. As design becomes a more important factor in purchasing decisions, creators and businesses face growing risks from unauthorised copying and counterfeiting. Among 18 to 24-year-olds, 80% agree design is an important factor in their purchasing decisions; this group is more likely to pay higher prices for better quality and to associate design with positive emotions.

While quality and price are still central to consumer choice, the strong role of design increases exposure to counterfeiting across fashion, furniture, electronics and other consumer goods. For Irish fashion in particular, the combination of design appeal and global online marketplaces adds pressure to protect legitimate products and reduce Irish counterfeiting losses.

Protecting designs and safeguarding markets

“European design is one of our greatest competitive strengths. It shapes the products we trust, value and enjoy every day while helping businesses stand out in the global market,” said the executive director of the EUIPO, João Negrão. “Research confirms that consumers, especially younger generations, recognise the value of good design. Protecting designs gives creators the confidence to innovate and businesses the edge to compete generating the growth and competitiveness on which Europe’s economy relies.”

Across these developments, enforcement backed by the EUIPO, a focus on intellectual property protections and continued monitoring of counterfeit goods especially around events like the FIFA World Cup remain central to supporting intellectual property rights holders and the wider market.

Analysts say the likely impact is not simply a loss of advertising inventory, but a fundamental slowing of the feedback loop that has powered fast fashion’s “see it, buy it” economy. The UK under-16 social media ban would remove a major channel through which micro-trends spread, gain social proof, and translate into near-immediate purchases—an especially critical dynamic for online-first ultra-fast fashion platforms.

Analysts feel the removal of these discovery engines could significantly weaken the pace at which trends reach younger consumers. Social media platform such as TikTok and Instagram have sped up the cycle between trend discovery and purchase, benefiting online fast fashion brands such as Shein, Temu and Cider most. Without those platforms, the trend cycles and their adoption among those under-16s are likely to slow heavily. For brands and retailers such as Shein, which operate primarily by releasing constant small batches of new products, this slowing cycle among young teen shoppers will be at odds with their business model, potentially leading to excess stock and the need to discount already low prices. However, these brands have time to react and adjust their assortments prior to the ban taking place.

The analysis suggests the risk is greatest for brands that treat social media as both storefront and demand signal testing, scaling and killing products based on rapid online engagement. If that engagement is reduced in a key age cohort, the model that depends on frequent drops and fast inventory churn could become harder to manage, increasing the chance of misreads and markdown dependency.

Not all retailers face the same level of exposure. Companies that reach younger shoppers through physical retail, household purchasing dynamics, or proprietary digital ecosystems may be better insulated from the disruption created by the UK under-16 social media ban. “Primark, for instance, drives footfall through its in-store experience and low-priced product ranges rather than paid or organic social media promotion, and Next reaches young shoppers through family connections as well as its app and loyalty ecosystem. Both carry lower exposure to this disruption than pure social-media-driven competitors,” Iles said.

The proposed ban also lands at a moment when fashion retailers are already dealing with a difficult operating backdrop. Iles noted the policy would stack on top of weakening consumer confidence driven by cost-of-living pressures, higher production expenses, and margin strain linked to elevated energy and oil prices amid conflict in the Middle East. Added tariffs and a more uncertain global trade environment are further tightening the space for error, particularly for businesses that compete primarily on price.

The implications may stretch beyond clothing. Because social platforms also shape purchasing in other trend-sensitive categories, the restriction could influence demand patterns in teen-focused segments such as health and beauty, where viral products and rapid trend turnover have become central to how brands generate momentum.

For fast-fashion operators, the next year becomes a planning window: diversifying acquisition channels, adjusting product cadence, and building alternative routes to younger consumers before spring 2027 reshapes the digital terrain.

The divergence points to shoppers becoming more deliberate about what they buy in categories viewed as non-essential, with fashion among the most exposed. While other discretionary segments also cooled, the declines were smaller than in apparel. Shipments in cosmetics, food and drink, toys and gifting slipped by between 5% and 8%, according to the data.

By contrast, categories linked to the home and everyday lifestyle showed strong gains, suggesting spending is being redirected rather than disappearing. Homewares shipments rose 23%, while tool and DIY deliveries increased 19%. Pet and animal products grew 17%, and sports equipment shipments were up 14%, reinforcing a picture of consumers prioritising home improvement, wellbeing and practical purchases as summer approaches.

At the same time, Scurri’s findings highlight a second shift: shoppers may be buying less fashion, but they are raising the bar for delivery. Next-day delivery usage rose 29% compared with the same period last year, making it an increasingly dominant choice at checkout. Standard delivery lost ground, with the proportion of customers selecting it falling by 2.7%. Signature-required services also gained momentum, increasing by nearly 13%.

Scurri chief marketing officer Gavin Murphy said the combination of tighter purchasing and higher delivery expectations reflects a more nuanced consumer mindset. “These figures point to an interesting shift in consumer behaviour. Consumers remain cost-conscious and are carefully considering their purchases. However, once they’ve decided to buy, they increasingly want the confidence that comes from a fast, convenient and reliable delivery experience.”

Scurri said next-day delivery now represents more than 31% of preferred shipping selections, making it the leading premium option. Signature services account for a further 23%, indicating that speed and reassurance are becoming part of the perceived value of an online purchase.

The data suggests that, even under ongoing economic pressure, consumers are less inclined to compromise on fulfilment quality. Retailers that assume shoppers will always trade down to the cheapest shipping option may be misreading the moment, Murphy argued. “Retailers often assume that economic pressure means shoppers will always choose the cheapest delivery option available. Our data suggests the opposite. Delivery has become part of the product experience. Consumers may be buying fewer items, but they are increasingly willing to invest in services that help them receive those purchases more quickly and with greater confidence.”

Scurri also recorded a sharper drop in international parcel flows than in domestic shipments. Overseas deliveries from the UK fell by almost 26% year on year, suggesting consumers are approaching cross-border purchasing with more caution, potentially influenced by higher delivery charges and fulfilment complexity.

With fashion shipments fell 22% while home and lifestyle categories advanced, Scurri’s snapshot suggests UK ecommerce is not slowing so much as shifting. The message for retailers, Murphy said, is that delivery is increasingly tied to loyalty and repeat purchasing. “As competition intensifies, retailers need to recognise that delivery is no longer simply an operational function. It’s a customer experience channel and a loyalty driver. The retailers that give consumers the right balance of speed, convenience and flexibility will be best placed to win repeat business,” he concluded.

The Ascendance of Pre-Loved Clothing

Against this pressing environmental backdrop, the burgeoning appeal of pre-loved clothing represents more than just a fleeting consumer whim. Many industry observers believe it signifies a profound shift in how consumers perceive value, ownership, and responsible consumption. What was once primarily viewed as a budget-friendly alternative has evolved into a conscious lifestyle choice. Consumers globally are increasingly embracing second-hand fashion not only to save money but also to actively reduce waste, discover unique styles, and make more responsible purchasing decisions. This sustainable fashion resale trend is rapidly becoming an undeniable force within an industry traditionally propelled by constant newness.

Consumer Embrace and Environmental Gains

Consumer behavior clearly demonstrates this evolving shift. Reports indicate that approximately 60 percent of global consumers anticipate shopping in the resale market by 2026. In the United States alone, nearly two-thirds of adults regularly acquire pre-owned goods, ranging from everyday thrift-store finds to carefully curated designer resale items. Beyond affordability and the allure of vintage aesthetics, rewearing and reselling garments offer substantial environmental advantages. Studies suggest that pre-loved clothing generates roughly 20 to 40 percent fewer lifecycle emissions compared to newly manufactured items. At a time of heightened scrutiny over overproduction and disposable consumption, the resale market is effectively extending the lifespan of garments, offering the fashion industry a crucial glimpse into a more circular fashion future.

Extending Garment Life: A Core Principle

The fundamental appeal of pre-loved clothing lies in its simple yet powerful premise: prolonging the utility and aesthetic life of garments. Every item purchased second-hand directly reduces the demand for new production, thereby lessening the need for water, energy, chemicals, and virgin raw materials. This practice also prevents wearable items from prematurely entering landfills, significantly alleviating the environmental burden imposed by a throwaway culture.

Navigating the Complexities of Growth

While the environmental and economic benefits are clear, it is crucial to acknowledge that viewing thrifting as an ultimate, perfect solution is an oversimplification, a perspective that holds merit. The mainstreaming of second-hand fashion introduces its own set of complexities. There is a potential risk of encouraging overconsumption even within the resale market itself, as lower prices might prompt individuals to acquire more than necessary, inadvertently undermining the very sustainability objectives it aims to foster. Furthermore, the globally interconnected nature of the fashion industry means that significant shifts in consumer purchasing habits, such as a strong move towards pre-loved clothing, can have notable economic ramifications for nations heavily reliant on garment manufacturing and exports.

A Path Towards a Circular Fashion Future

Despite these complexities, many experts contend that pre-loved clothing plays a far more impactful role than it is often recognized. As awareness of fashion’s substantial environmental cost continues to grow, an increasing number of individuals are critically re-evaluating not just what they purchase, but also the frequency and underlying motivations of their choices. In an era marked by pervasive overproduction and overconsumption, opting for an existing garment might appear to be a minor individual decision. However, many believe it collectively drives a substantial positive change. The future of truly sustainable fashion may not lie in the next collection unveiled, but rather in the deliberate act of giving existing apparel a valued second life, cementing the sustainable fashion resale trend as a critical pathway towards a more responsible industry.

A coalition of major UK general and fashion retailers has written to the Prime Minister and the Chancellor to warn that the government’s timetable for changing how low value imports are treated at the border is far too slow. The group argues that waiting until 2029 to implement the planned change leaves domestic retail exposed for years—particularly now that faster moves in the US and the EU have, in their view, redirected more low-value parcel traffic toward the UK.

The signatories include a broad mix of fashion and mass-market names, alongside industry bodies, signalling a rare alignment across different retail segments. In the letter, the group backs the policy intention set out in the 2025 Budget—closing the “de minimis” threshold that allows low-value parcels to enter with lighter customs treatment—but says the proposed implementation date risks neutralising the benefit.

They wrote that they welcome the decision to close the de minimis threshold, “but we are increasingly concerned about the proposal to implement this by 2029”. The letter adds: “Having taken the decision to do this to support UK retailers and high streets, the Government must accelerate implementation or risk undermining the objective you aim to achieve.”

The plea comes as low value import volumes have continued to rise sharply. The retailers cite dramatic growth in LVI trade, including a jump of more than 50% between 2023/24 and 2024/25. They argue that the de minimis threshold has evolved into a long-term competitive distortion, creating an uneven playing field between UK-based retailers—who employ staff locally, pay UK taxes and incur import duties—and overseas sellers that can ship directly to consumers with fewer border costs.

In their assessment, the UK is now facing heightened exposure because other large markets are tightening sooner. The letter points to the US having acted last year and the EU moving to introduce changes this summer ahead of more comprehensive reforms planned for 2028. With those routes tightening, the group claims the UK has become a more attractive destination for low-value parcel flows, deepening the pressure on domestic retailers.

The retailers argue the shift is already visible rather than hypothetical. They cite a rise in marketing spend targeting UK shoppers, a sharp increase in low-value parcel volumes over the past several years, and more frequent product safety issues. Their warning is that the problem government signalled it wanted to address in late 2025 is now intensifying, making 2029 an inadequate response. In their words: “This is not a future risk, it is already happening… A problem the UK Government recognised and sought to correct in November 2025 is therefore intensifying through 2026, not 2029. There is an urgent need to act now”.

Alongside the competitiveness argument, the group also frames low value imports reform as a revenue opportunity. They suggest a flat fee of £2.60 per parcel aligned to the EU’s proposed €3 charge could generate around £1.7 billion annually. For a government focused on closing fiscal gaps, the retailers present the proposal as a measure that could both rebalance competition and raise funds.

The message from the coalition is that low value imports reform is already time-sensitive. In their view, the longer the UK waits, the more consumer demand, marketing budgets and cross-border logistics will lock in patterns that are harder to unwind—leaving domestic retailers to carry the cost of a loophole that competitors elsewhere are moving to close sooner.