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Tag: Department Stores

  • Forever New Reaches $400 Million Turnover as Global Sales Match Australia

    Forever New Reaches $400 Million Turnover as Global Sales Match Australia

    Australian womenswear retailer Forever New lifted annual group turnover to approximately $400 million, driven by international store expansion across Asia, North America and the Middle East. Revenue outside its domestic home market now accounts for half of total group sales, up from an aggregate turnover of $270 million in fiscal 2019.

    Group founder and chief executive Dipendra Goenka confirmed the figures as the Melbourne-based brand completed its twentieth year of trading. The business operates roughly 466 retail doors, concessions and outlets across 24 countries, managed alongside managing director Carolyn Mackenzie. Trading showed improved momentum across Australian stores in the second half of the year, while India, South Africa, Canada and the United Kingdom posted positive trading contributions.

    Shifting revenue beyond domestic territory

    For fashion retailers founded in Australia, crossing the $400 million threshold while generating half of that turnover overseas is an uncommon outcome. Mid-market apparel brands from Melbourne and Sydney frequently stumble when trying to duplicate local shopping mall formats offshore, caught out by opposing seasonal cadences, aggressive rent demands, and supply chain bottlenecks. Forever New counteracted those hazards by designing dual-hemisphere collections and relying on department store concessions before committing capital to full retail leases.

    The commercial risk now sits in margin retention across overseas wholesale partnerships. Concession networks and digital platforms offer fast unit volume, but they extract steep commissions and restrict discounting flexibility when inventory builds up. Competitors targeting identical mid-market demographics have struggled to protect full-price sell-through rates across India and the Middle East, where local department operators command premium mall space and dictate floor productivity terms. The company must keep production volumes tightly matched to regional sell-through curves to avoid eroding margins.

    Sourcing and seasonal coordination present an ongoing operational test. Running physical networks across both Northern and Southern hemispheres requires staggered factory bookings, separate fabric allocations, and split shipping schedules. Retailers that misjudge the volume balance between winter collections in Canada and summer deliveries in Australia face discounting stock before full margin realization takes place.

    Broadening wardrobes beyond occasion dressing

    Product mix adjustments run parallel to the geographic rebalancing. The company built its initial customer base around formal dresses and event wear, but commercial leadership is intentionally reallocating store space to everyday office wear, knitwear, jackets, tailored separates and casual apparel. Internal customer data showed that shoppers unfamiliar with the label still view it purely as an events destination, leaving regular wardrobe categories undersold.

    Occasion dressing delivers high average transaction values but creates lumpy, seasonal foot traffic linked to spring racing and wedding calendars. Transitioning the range toward weekly office wear and casual layers increases repeat customer visits, providing steady store receipts across historically quiet months. Multi-brand department store partners such as Nordstrom and Bloomingdale’s also demand steady replenishment rhythms that single-purpose party wear cannot sustain.

    Format testing and the US standalone entry

    North America serves as the immediate testing ground for the brand’s standalone store model outside its traditional Commonwealth footprint. Trading as Ever New in select international markets, the company launched a dedicated direct-to-consumer online store and a digital partnership with Bloomingdale’s in April 2026. Those platforms build upon existing Nordstrom concession counters and lead into the opening of the retailer’s first standalone American store, located in Texas.

    Store formats under evaluation across global territories range from large flagship units down to compact, curated boutiques intended to maximise revenue per square metre. Management maintains that rapid footprint additions will remain secondary to unit profitability. As Goenka stated:

    “The objective is not to chase a large store count immediately, but to establish a profitable and scalable foundation for the next phase of growth”

    Pruning mature stores for network productivity

    Founded in Melbourne in 2006, Forever New expanded through regional shopping centres across Australia before opening stores in New Zealand, South Africa and India over the following decade. Group turnover stood at approximately $270 million in fiscal 2019, prior to pandemic trade interruptions that compelled store portfolio reviews and accelerated digital concessions. Marking its two-decade milestone on October 13 at The Cutaway in Barangaroo, Sydney, executive leadership outlined a three-year plan to reshape retail real estate.

    Over the coming three-year period, management will review Australian locations to close shopfronts that do not meet store productivity benchmarks. That network trimming is intended to redirect working capital toward store additions in India, the Middle East and North America, where the initial trading numbers from the Texas opening will determine the pace of future standalone roll-outs.

  • Australian Halloween Spend to Hit $510 Million as Shopper Numbers Drop

    Australian Halloween Spend to Hit $510 Million as Shopper Numbers Drop

    Australians will spend 510 million Australian dollars on Halloween costumes, decorations and confectionery this year, according to joint research from the Australian Retail Council and Roy Morgan.

    Total spending will edge up 2 per cent from 500 million dollars last year, trailing domestic inflation even as individual celebrants plan to spend more cash per basket.

    Around 4.4 million Australians plan to celebrate Halloween personally or through their children, down by 400,000 from 2025. National participation dropped to 18 per cent compared to 21 per cent twelve months ago. Those who do take part plan to spend an average of 117 dollars each, a 13.6 per cent increase of 14 dollars on last year.

    Higher prices offset shrinking crowds

    The spending expansion reflects elevated retail prices rather than organic volume growth across checkout counters. Household budgets remain squeezed by sustained borrowing costs and elevated utility bills across metropolitan and regional centres. Among respondents planning to celebrate, 62 per cent said they will keep outlays flat, 22 per cent plan to reduce spending, and 16 per cent plan to spend more.

    Participation split across gender lines shows 2.4 million women and 2 million men planning to mark the event, with both groups shrinking by 200,000 participants compared to 2025.

    Fleur Brown, chief industry engagement officer at the Australian Retail Council, pointed to broader household financial strains. “Those taking part plan to spend more on average, but fewer Australians are joining in this year,” Brown said.

    Young adults drive costume spend

    Younger shoppers between 18 and 34 years old represent the largest demographic cohort participating in the event. This group will spend an average of 134 dollars per person, generating approximately 200 million dollars in gross retail sales.

    Older demographics pulled back sharply. Participation among consumers aged 65 and over dropped six percentage points to 15 per cent. Engagement among shoppers aged 35 to 49 remained steady at 20 per cent, anchored by primary school children and family neighbourhood activities.

    State breakdown and category demand

    Geographic breakdowns show distinct divergences in consumer willingness to spend across eastern seaboard states. Victoria leads the country with the highest projected average spend at 136 dollars per person. Queensland follows at 120 dollars, while New South Wales trails at 109 dollars per person. Together, these three states account for 410 million dollars of total seasonal turnover, up 20 million dollars from last year.

    Merchandise demand concentrates heavily in consumable goods and short-use apparel. Providing treats for trick-or-treaters ranks as the top activity, cited by 45 per cent of participants, followed by dressing in costumes at 44 per cent. Door-to-door trick-or-treating accounts for 40 per cent of consumer plans, while 35 per cent plan to buy home decorations.

    Retail margins ahead of peak season

    For supermarket chains, discount department stores and specialty party suppliers, Halloween operates as the primary operational test run before the critical November Black Friday sales and Christmas peak trade. A Saturday timing provides logistics networks and brick-and-mortar stores clear foot-traffic opportunities, but compressed basket counts raise margin risks for retailers carrying excess themed inventory.

    The benchmark data stems from an SMS survey of 5,237 Australians aged 18 and older conducted between September 29 and October 3, 2026, sampling 877 active Halloween consumers. Merchants now look to inventory sell-through rates across October 31 to gauge consumer price tolerance ahead of final pre-Christmas stock orders.

  • Superfan Spending Boosts Japan Annual Retail Turnover by 2%

    Superfan Spending Boosts Japan Annual Retail Turnover by 2%

    Superfan spending across Japan lifted the country’s annual retail turnover by 2 per cent, according to figures highlighted by Rick Kelsey on BBC Business Daily on 12 November 2025.

    Economists credit the surge to oshikatsu, the dedicated fan culture of spending money and time to support idols through merchandise, concerts, and streaming, with helping pull retail sales out of a long slump.

    How Superfans Drive Everyday Retail

    The practice stems from the Japanese verb osu, meaning to endorse or support, which evolved into a noun during the 2000s across domestic idol and anime communities. Today, the behaviour extends far beyond live entertainment venues into everyday high-street retail, convenience stores and food service.

    Consumers regularly purchase acrylic character stands, plush toys, key chains and branded photo cards designed to be carried and photographed in daily settings. Food and beverage operators capture direct spend through collaboration menus, where cafes offer themed items linked to character birthdays, anniversaries and content releases.

    Retailers also capture revenue through dedicated colour-coded apparel, accessories and travel packages tied to anime pilgrimages, where fans visit real-world locations featured in specific series.

    What the Shift Means for Store Operators

    For department stores, convenience chains and shopping centre landlords across Japan, the commercial impact alters basic merchandising strategy. Conventional retail relies on broad demographic appeal and seasonal discounting, but fan-driven retail operates on high price tolerance and non-negotiable loyalty to specific intellectual property.

    Operators that secure exclusive licensing rights and limited-run character merchandise generate immediate foot traffic without heavy promotional markdowns. The risk sits entirely in inventory timing and intellectual property selection, because secondary-market saturation or sudden shifts in fan interest leave unpartnered stock stranded on store shelves.

    Supply Chains Adapt to Collectibles Demand

    Capsule toy machines and blind-box collectibles have expanded floor space in major transit hubs and suburban malls to monetise this demand. Manufacturers now design goods specifically for social sharing, turning consumer photography into free marketing that drives secondary store visits.

    Domestic retailers increasingly structure product launches around character calendars rather than traditional shopping holidays. This predictable cadence gives suppliers steady manufacturing runs for small-format plastics, novelty textiles and packaged food collaborations throughout the year.

    From Niche Subculture to Economic Driver

    A 2024 academic study tracking linguistic use documented how the term transitioned from subculture slang in the early 2000s into a mainstream commercial category embraced by corporate marketing desks. What began as fan-club subscriptions and physical compact disc sales now spans digital streaming support, interactive virtual creators and cross-category retail licensing.

    Department store groups in Tokyo and Osaka that previously cut floor space for youth apparel have rebuilt those areas into rotating pop-up zones for licensed goods. The strategy mirrors broader structural changes across Asian consumer markets, where experiential and identity-driven purchases consistently outpace generic consumer staples.

    The Next Test for Fan Consumption

    Retail analysts are watching upcoming quarterly sales prints from major Japanese department store operators and convenience chains to determine whether the 2 per cent turnover lift holds against broader inflationary pressures on household budgets. Corporate earnings releases scheduled across the next reporting cycle will show whether licensed collaboration margins continue to outpace traditional retail lines.

  • Lotte Signs Blackpink Jennie as Foreign Spending Drives Record Department Store Profits

    Lotte Signs Blackpink Jennie as Foreign Spending Drives Record Department Store Profits

    Lotte Department Store signed Blackpink singer Jennie for a yearlong campaign. The deal follows foreign shoppers pushing international sales past 1 trillion won for the first time.

    The agreement gives South Korea’s largest department store operator its first brand ambassador in seven years. It covers 31 domestic branches and four outlets in Vietnam and Indonesia.

    Promotions launch in October across central transit hubs, including Incheon Airport and Seoul Station. Shinsegae Department Store counters without a formal contract. The rival chain, which operates 13 locations nationwide, features rookie group Allday Project member Annie on the digital screen outside its Myeong-dong flagship through Oct. 18. She is the daughter of Shinsegae Inc. Chair Chung Yoo-kyung.

    Foreign Footfall Rewrites Merchandising Strategies

    Department store operators across East and Southeast Asia spent years phasing out celebrity-driven advertising in favour of direct luxury brand partnerships. Rising tourist traffic reversed that playbook in Seoul. Floor plans evolved from standard retail halls into cultural destinations for international visitors.

    Foreign visitors spent 14.02 trillion won ($10.5 billion) on credit cards across South Korea from January through August. That represents a 48.5 percent increase from a year earlier, according to the Ministry of Culture, Sports and Tourism. Overseas visitors now generate almost 30 percent of total sales at the Myeong-dong flagships of both Lotte and Shinsegae. That share stood at 15 percent in 2024.

    “By combining our ambassador’s global influence with Lotte Department Store’s brand value, we will widen our reach to customers worldwide,” said Lotte Department Store CEO Jung Hyun-seok.

    Flagship Showdowns in Myeong-dong

    Concentrated tourist demand inside central Seoul creates intense pressure on prime retail real estate. Lotte built a dedicated hall for domestic fashion labels that draws most of its volume from inbound travellers. Shinsegae consolidated K-pop merchandise, packaged snacks, and domestic apparel labels onto a single tourist floor.

    Competition extends directly to the street. Shinsegae uses its building-scale outdoor digital media screen to display cultural and pop music content. Lotte plans to counter with an even larger outdoor display panel on its own building facade in December.

    Surging Operating Profits Across Both Chains

    Record quarterly and half-year earnings followed the spending surge. Lotte generated roughly 640 billion won in sales to overseas shoppers during the first half. Shinsegae collected 580 billion won from the same demographic.

    Second-quarter results set new records. Lotte’s department store division reported revenue of 891.2 billion won, lifting operating profit 84 percent to 119.7 billion won. Shinsegae posted store revenue of 738.5 billion won, up 17.5 percent, while operating profit jumped 53.5 percent to 108.8 billion won.

    First-half tallies confirmed the trend. Lotte expanded six-month operating profit by 54.8 percent to 295.9 billion won on revenue of 1.69 trillion won. Shinsegae grew first-half operating profit 39.7 percent to 249.9 billion won as division revenue reached 1.48 trillion won.

    Southeast Asian Footprint and Year-End Targets

    Across Southeast Asia, the celebrity campaign supports a retail footprint of four department stores in Vietnam and Indonesia. Cross-border brand recognition directly affects footfall in those assets. Korean lifestyle and beauty concepts drive the tenant mix at each location.

    Lotte had not used a single advertising model since actress Shin Min-a fronted its promotions in 2017. Its Myeong-dong flagship alone generated approximately 520 billion won of the retailer’s 1 trillion won in foreign sales this year. The chain focuses on maintaining foreign customer volumes into the final quarter.

    Both department store chains turn next to year-end campaigns for the winter travel season, led by the December opening of Lotte’s expanded media wall in Myeong-dong.

  • Dickson Poon Faces £100M Loss Following Sale of Harvey Nichols

    Dickson Poon Faces £100M Loss Following Sale of Harvey Nichols

    Hong Kong retail tycoon Dickson Poon faces a £100 million loss following the sale of luxury department store chain Harvey Nichols to Frasers Group. Frasers acquired the business out of administration in August in a £43 million deal covering six UK stores, the e-commerce operation and international franchise agreements.

    The transaction ended Poon’s multi-decade ownership of the British luxury institution. The retailer fell into administration after sustained operational challenges and mounting trading headwinds eroded cash reserves.

    Breakup of the Regional UK Network

    Frasers Group has begun reorganising the physical store footprint to align with its broader commercial portfolio. Chief executive Michael Murray confirmed plans to rebrand the Leeds and Bristol Harvey Nichols branches under the Flannels banner. Leeds opened in 1996 on Briggate as the chain’s first outlet outside London, while the Bristol site at Cabot Circus launched in 1998.

    Staff at both regional locations received notice of the rebranding proposals in October. The group will maintain Harvey Nichols department stores in London, Edinburgh and Manchester, keeping the historic name on flagship metropolitan assets while converting regional units to its contemporary streetwear and designer format.

    Consolidation Under Frasers Luxury Division

    The acquisition anchors a newly established £1 billion luxury division inside Frasers Group. The unit integrates Harvey Nichols with Flannels and US retailer The Webster, combining prestige department store operations with multi-brand designer retail.

    Frasers has assembled an extensive stable of premium and heritage names through distressed acquisitions. The group’s portfolio includes Savile Row tailor Gieves & Hawkes, lingerie label Agent Provocateur, House of Fraser, Jack Wills and core sporting retailer Sports Direct.

    Shift in Capital Deployment for Asian Luxury Investors

    Poon’s exit highlights the difficult economics facing Asian high-net-worth investors and holding companies that acquired legacy European department stores. High structural overheads, elevated business rates and shifted tourism spending patterns have compressed margins across traditional multi-brand department stores. Luxury consumers increasingly shop directly through mono-brand flagships or digital platforms, bypassing regional department store concessions.

    For regional operators and real estate landlords, the conversion to Flannels signals a shift in tenant mix. Flannels prioritises younger demographic designer apparel and streetwear over traditional departmental concessions. Landlords that relied on Harvey Nichols to anchor regional luxury catchments now face the test of whether younger-skewing multi-brand formats generate equivalent footfall and consumer spending.

    Earlier Restructuring and Franchise Assets

    Harvey Nichols operated under Poon’s control through periods of rapid international franchise expansion across the Middle East and Asia. The brand built outposts in regional hubs while maintaining its core Knightsbridge presence. Persistent trading pressure across the UK retail sector eventually forced the parent entity into administration earlier this summer before Frasers stepped in with the rescue transaction.

    Attention turns to how Frasers handles the existing Flannels flagship in Leeds, situated inside the former Debenhams building only yards from the Harvey Nichols site on Briggate. Landlords and retail partners await formal lease filings detailing the exact conversion timelines for both Leeds and Bristol.

  • Moncler Expands Re/Icons Archive Range into Full Ready-to-Wear Line

    Moncler Expands Re/Icons Archive Range into Full Ready-to-Wear Line

    Moncler expanded its archival Re/Icons project into a full ready-to-wear line priced between 990 and 2,400 euros. An exclusive prelaunch takes place at Tokyo’s Isetan department store.

    The collection introduces complete apparel looks alongside four remastered jacket silhouettes. It widens the scope of a technical heritage program that previously centered on standalone outerwear releases.

    Previews begin during Paris Fashion Week inside Il Rifugio, a renovated private suite within the label’s Champs-Elysees flagship. Paris hosts an initial prelaunch on Thursday. Next comes the dedicated pop-up at Isetan in Tokyo, followed by a prelaunch at the Fifth Avenue flagship in New York on October 14. Global distribution opens October 15 across select Moncler boutiques and the brand’s e-commerce platform.

    Archival silhouettes and ready-to-wear expansion

    Four core models anchor the lineup: the Karakorum, the Verone, the Himalaya and the Tibb gilet. Beyond outerwear, the capsule incorporates windbreakers, T-shirts, pants and skirts. Accessories round out the range with beanies, balaclavas, silk-twill foulards, and titanium and leather sunglasses modeled after vintage climbing goggles.

    Each jacket uses a camaieu dyeing method and carries an interior label reproducing Vittorio Sella’s June 1909 photograph of K2. Pocket attachments feature metal badges styled after vintage alpine souvenir pins. The brand is also issuing an Alpine Diary, blending fictional 1950s expedition journal entries with historical mountain photography set against the 2026 collection imagery.

    The 1954 Karakorum jacket returns in 10-denier micro ripstop. Originally, it was built from raw down-filled cotton for Achille Compagnoni and Lino Lacedelli during the first ascent of K2. The cut includes double snap fastenings, a detachable hood, internal carry straps and a redesigned chest badge. Men’s colorways comprise black, red and petrol-blue, while women’s options come in black and purple.

    Urban iterations and Paninari styling

    Urban references shape the Verone, an 1980s silhouette associated with the Paninari subculture in Milan. The reissue uses lightweight matte micro cotton with a stowable hood and buttoned storm flap. It comes in pastel pink, lilac and black for women, alongside navy, gray and black for men.

    Lionel Terray’s 1950s Makalu expedition gear inspired the Himalaya jacket before its 2009 commercial debut and subsequent evolution into the Maya jacket. Moncler built the new version from a matte cotton-nylon blend with signature sleeve pocketing, offered in off-white, brown, navy, black and pastel pink. Meanwhile, the sleeveless Tibb vest arrives in reversible recycled matte Longue Saison nylon or wool gabardine with boudin quilting across four shades per gender line.

    Asian wholesale and department store positioning

    Securing a dedicated prelaunch floor at Isetan Shinjuku gives Moncler direct access to Tokyo’s high-spending luxury clientele ahead of general distribution. Japanese department stores serve as key testing grounds for European luxury houses validating high-ticket technical capsules before wider Asian rollouts. The Isetan pop-up connects the technical archival narrative directly with Japanese shoppers who prioritize heritage craftsmanship and expedition provenance.

    Category expansion carries risk in ready-to-wear execution. Lightweight layers face competition from established luxury fashion houses that already dominate seasonal wardrobe spend. Moncler relies on its technical credibility and distinct alpine aesthetic to justify prices reaching 2,400 euros, testing whether outerwear loyalists will buy skirts, pants and tailored separates under the same label.

    Heritage project trajectory and cinema tie-in

    Moncler initiated the Re/Icons series in 2023 to commercialize historical milestones from its founding in Monestier-de-Clermont in 1952. Executive chairman Remo Ruffini described the initiative at its inception as an effort that “represents a unique opportunity to celebrate some of our timeless and most iconic styles by remastering, reimagining and reintroducing them to current and new generations of Moncler lovers.”

    Cinema provides the next platform through Bianco, a feature film directed by Daniele Vicari. Actor Alessandro Borghi portrays climber Walter Bonatti in the recreated Karakorum jacket. Be Water Film produced the movie alongside Rai Cinema, The Project Film Club and Tarantula. It heads to Italian cinemas in 2027 through 01 Distribution, while Rai Cinema International Distribution manages global rights ahead of Moncler’s subsequent worldwide retail delivery deadlines.

  • China Luxury Malls Expand Footprint Despite Retail Gloom

    China Luxury Malls Expand Footprint Despite Retail Gloom

    Luxury mall operators across China are pressing ahead with major retail expansion projects this week despite persistent weakness across the broader consumer economy, Nikkei Asia reported. High-end property developers are securing footprint commitments from top global fashion and jewelry houses across primary commercial centers.

    The physical expansion push comes as top-tier landlords separate their performance from standard mass-market department stores. Premium commercial destinations continue to attract long-term brand commitments because affluent shoppers maintain higher discretionary budgets than middle-market consumers.

    Bifurcation across commercial real estate

    Commercial leasing data across mainland tier-one and tier-two cities shows a sharp split between mass retail centers and destination luxury complexes. While mid-market shopping centers struggle with tenant turnover and rent concessions, prime luxury properties maintain tight occupancy rates and multi-year waiting lists for prime ground-floor frontages.

    Global luxury houses require expansive multi-level flagships with dedicated VIP lounges, private salons, and custom architectural facades to serve high-net-worth clients. Operators of luxury centers are reconfiguring existing floor plans and building new wings to meet these spatial specifications.

    Brand strategy shifts in mainland centers

    International fashion groups are consolidating their retail networks rather than retreating from mainland China. Brands are closing underperforming satellite boutiques in secondary malls to concentrate capital and inventory into larger experiential flagships inside leading luxury complexes.

    For mall landlords, securing anchor flagships from premier European luxury houses guarantees footfall from top-tier spenders. It also allows developers to command premium rental yields on adjacent specialty dining, lifestyle, and beauty spaces.

    Landlord competition and regional exposure

    Competition among high-end landlords is intensifying across regional hubs beyond Shanghai and Beijing. Commercial developers are competing aggressively to bring exclusive boutique concepts and direct-operated flagships to regional centers such as Chengdu, Shenzhen, and Hangzhou.

    The execution risk rests on whether local high-end consumption can absorb the expanded commercial floor space without diluting sales density per square meter. Landlords that overcommit capital to new luxury builds in saturated micro-districts face longer lease-up schedules if brand partners limit their capital expenditure.

    Pipeline targets across major markets

    Earlier retail cycles established luxury retail hubs around historical downtown commercial districts. The current construction cycle focuses on mixed-use commercial developments that combine luxury retail with prime office towers, cultural spaces, and five-star hospitality.

    Commercial developers have scheduled their new luxury mall openings and phased retail extensions through the next several operating quarters. Occupancy rates, flagship delivery schedules, and initial tenant sales productivity across these new developments will determine whether landlords maintain their current expansion pace.

  • Target Lists 25,000 Items on Uber Eats for 60-Minute Delivery

    Target Lists 25,000 Items on Uber Eats for 60-Minute Delivery

    Target has expanded its fast-delivery options by offering more than 25,000 products on Uber Eats ahead of the holiday shopping period.

    As the first fashion retailer in Australia to partner with Uber Eats, Target expects orders to arrive within 60 minutes. The service will initially launch at 20 Target store locations in high-demand areas before expanding nationally.

    Store Shelf Pricing and Rapid Fulfilment

    Shoppers can order apparel, beauty products, homewares, toys, baby gear, and everyday staples directly via the Uber Eats app. Prices match in-store shelf tags, with standard Uber Eats service and delivery fees applied at checkout.

    Local stores will act as urban fulfilment hubs to support the service. Bypassing central warehouses lets the retailer turn existing shelf inventory into immediate digital supply.

    Bernard Wilson, chief commercial officer for Kmart and Target, said shoppers increasingly want flexible fulfilment that fits shifting daily schedules without advance planning.

    Expanding Department Store Reach

    Traditional department store operators face heavy competition from pure-play e-commerce platforms offering same-day parcel drop-offs. Using on-demand couriers cuts transit times from days to minutes. It also saves retailers from investing in dedicated last-mile transport fleets.

    This arrangement puts products directly in front of millions of active app users. Still, platform commission costs and service fees push final basket prices higher for consumers.

    Hardware and Discount Precedents

    Bunnings set an earlier precedent this year after adding more than 30,000 hardware products to the Uber Eats catalogue. Target has also integrated its clothing line into Kmart digital channels to capture cross-brand online traffic.

    Lucas Groeneveld, managing director of Uber Eats for Australia and New Zealand, noted that fast delivery is moving well beyond food into general merchandise. “Bringing Target onto Uber Eats means more of those everyday needs can arrive at their door in under an hour, making on-demand delivery useful for even more moments in their day,” said Groeneveld.

    Next Steps for National Expansion

    Service is now live across the initial 20 retail locations in metropolitan centres. Target plans to expand the delivery service to additional regional and suburban stores across Australia over the coming quarters.

  • Musinsa Helps 15 Korean Fashion Brands Enter China via Shanghai Pop-Up

    Musinsa Helps 15 Korean Fashion Brands Enter China via Shanghai Pop-Up

    South Korean fashion platform Musinsa is helping 15 domestic apparel brands enter China through a dedicated pop-up store at Shanghai’s Jing An Kerry Centre. The temporary retail space drew more than 10,000 visitors between Aug. 21 and Sept. 21.

    Running through Nov. 30 on Nanjing West Road, the initiative covers product certification and in-store sales operations. Backed by South Korea’s Ministry of Trade, Industry and Energy alongside the Korea Trade-Investment Promotion Agency, the project aims to reduce costs and hurdles for small and midsize brands entering the market.

    State backing and regulatory clearance

    Participating labels include Lookast, Lebah, Tillaidie, and RSSC. Musinsa selected brands based on local demand and consumer preferences, assisting them with Chinese product standards required for local distribution and managing on-site sales.

    Small apparel exporters face steep barriers in mainland China, where localized testing, labeling rules, and import certifications routinely stall foreign market debuts. Handling store staffing and inventory management centrally removes upfront capital expenditure for the labels, letting them test mainland consumer appetite without signing long-term commercial leases.

    Testing demand on Nanjing West Road

    Securing prime frontage at Jing An Kerry Centre places these emerging Korean names beside established global luxury flagships. The high-traffic shopping corridor gives independent streetwear and contemporary labels immediate exposure to Shanghai’s core fashion demographic.

    Foot traffic numbers indicate solid curiosity, but footfall does not guarantee recurring wholesale orders. Chinese consumer spending across mid-tier fashion remains selective, and domestic Chinese streetwear brands have taken market share by responding to local trends faster than overseas competitors.

    The platform approach across Asian markets

    Musinsa’s export model shifts financial risk away from single designers and turns the platform into a consolidated distributor. The company is replicating this physical playbook across the region, pairing its domestic roster with localized retail partners, as seen in Southeast Asia where its Musinsa Standard private label partnered with ACx Retail to enter the Philippines.

    For commercial landlords, the arrangement provides a rotating roster of trending Korean brands without the lease default risks tied to single-label tenants. For the fashion brands, the structure caps downside exposure while testing whether Chinese shoppers will buy beyond short-term novelty.

    Anfu Road pipeline and next steps

    The Kerry Centre project builds on Musinsa’s permanent footprint in Shanghai. The company opened a flagship retail space on Anfu Road in December, which serves as a dedicated launchpad for Korean apparel labels seeking Chinese distribution.

    That location has already hosted individual pop-ups for brands including Ronron, Sculptor, and Stand Oil. Accessories label Find Kapoor starts a monthlong residency at the Anfu Road store on Oct. 30, while the Jing An Kerry Centre multi-brand show runs until Nov. 30.

  • Toys R Us to Open 120 Stores in the US Ahead of Christmas

    Toys R Us to Open 120 Stores in the US Ahead of Christmas

    WHP Global and Go! Retail Group plan to open around 120 Toys R Us stores across the United States in the lead-up to Christmas.

    Most locations will operate on leases of 12 months or less, featuring footprints substantially smaller than the brand’s historic warehouse stores.

    Seasonal foot traffic drives the rollout rather than permanent anchor tenancies, with Go! Retail Group managing store operations and buildouts.

    Smaller footprints and short leases

    The strategy departs sharply from the sprawling suburban stores that defined the brand before its 2017 collapse. Short leases limit downside exposure if footfall drops in early 2027.

    Landlords gain temporary tenants for vacant mall space during peak trading months. Short-term agreements restrict investments in custom fixtures, so stores must generate fast sales to cover fit-out costs.

    The shift toward adult collectors

    New store assortments target adult buyers alongside children. Data from Circana shows overall toy sales climbed 17 percent in the first half of 2026. Adult purchases for personal use rose 25 percent.

    Key drivers include building sets, trading cards, and licensed character collectibles. Older consumers bring larger discretionary budgets than traditional child-focused shoppers.

    Adults are increasingly buying toys, collectibles, and trading cards for themselves, and fandom has become an important part of the category.

    Adult buyers now represent a core retail pillar rather than a secondary demographic, said Jamie Uitdenhowen, executive vice president at WHP Global.

    Rebuilding after liquidation

    Toys R Us filed for Chapter 11 bankruptcy nine years ago, which led to the closure and liquidation of over 800 North American stores.

    WHP Global acquired a controlling interest in parent company Tru Kids Inc. In 2021 to manage global licensing, retail partnerships, and digital extensions. Earlier revival attempts included airport shops and department store concessions.

    The test for temporary real estate

    Running more than 100 temporary stores simultaneously tests supply chains and staffing during the busiest quarter on the retail calendar. Inventory planning must balance collector goods with mass-market holiday toys across dozens of regional sites.

    Openings will run through November 2026. Holiday performance across the 120 locations will determine how many convert into multi-year leases in 2027.

  • Thailand Pivots Tourism Strategy to Target High-Value Visitors

    Thailand Pivots Tourism Strategy to Target High-Value Visitors

    Thailand has announced a pivot in its inbound tourism strategy toward high-value international travellers as of September 2026, dropping its long-standing pursuit of mass arrivals as visitor numbers struggle to reach pre-Covid levels.

    According to an analysis by Michael Baker, the Thai government is seeking to raise the demographic profile of its overseas visitors and spruce up the country’s international image.

    Targeting Quality Over Volume

    Marketing funds will now target higher-spending overseas visitors rather than mass-market volume. Across Asia, travel patterns are shifting under changing geopolitical conditions and government efforts to upgrade tourist spending.

    Total international arrivals still lag behind 2020 benchmarks. Instead of discounting package tours to fill hotel rooms and transport networks, state campaigns target visitors who spend heavily on premium hospitality, dining, and retail.

    Implications for Mall Operators and Brands

    Department store operators and luxury retailers in Bangkok and Phuket must now adjust customer acquisition. Upscale shopping centres could gain if basket sizes grow, even with footfall below historical peaks.

    Budget operators face steeper risks. Discount duty-free counters and mass souvenir chains rely on large tour groups for margins, leaving them exposed to sustained declines in passenger headcounts.

    Regional Shifts in Travel Demographics

    Destinations across Southeast Asia are fighting for the same affluent travellers. Thailand wants to lock in this spending base before rival hubs draw them away with flexible visa schemes and new luxury developments.

    Success depends on service quality and local infrastructure justifying higher trip expenses, especially as regional competition widens.

    Execution and Market Response

    Previous recovery drives relied on volume discounts to stimulate trade. Today, state tourism bodies and commercial partners must coordinate retail promotions, luxury offerings, and flight routes toward higher-yielding markets.

    Retailers and hotel operators are tracking quarterly per-visitor spending data to measure whether bigger individual receipts can offset the drop in total arrivals.

  • Myer Slips to $276.5 Million Annual Loss on Heavy Store and Brand Write-Downs

    Myer Slips to $276.5 Million Annual Loss on Heavy Store and Brand Write-Downs

    Australian department store operator Myer posted a statutory net loss of $276.5 million for the financial year to July 25. Heavy write-downs across its store network and brand assets drove the result.

    Total sales edged up 0.7 per cent to $4.1 billion, crossing the four-billion-dollar mark. Weak discretionary spending squeezed margins across the department store sector.

    This statutory deficit is the second-largest in company history, behind only a $486 million loss in 2018. A post-tax, non-cash impairment of $279.6 million hit goodwill, brand intangibles and store asset valuations across the group. Underlying net profit after tax fell roughly 3 per cent to $42.5 million.

    Impairments Bite Across Apparel Portfolio

    Book valuations fell across Myer’s physical retail footprint and apparel labels as performance split sharply between categories. Weaker demand hit apparel businesses, including specialty fashion label Portmans. Core fashion, cosmetics and loyalty-driven sales held steadier.

    Trading deteriorated sharply during the second half. Three Reserve Bank of Australia interest rate increases and higher household bills thinned retail traffic across shopping centres.

    The second half of FY26 was characterised by a volatile and significantly more challenging macroeconomic and retail environment than 1H26 or FY25.

    Trading Headwinds Spread to Fiscal 2027

    Demand weakened notably through June and July, leaving store footfall volatile heading into the new fiscal year. August trading stayed soft as shoppers continued to trim non-essential purchases.

    Regional peers across Asia-Pacific face similar pressures as inflationary shocks exhaust household savings. Landlords and concession partners must now contend with an anchor tenant focused on store rationalisation and tighter capital allocation rather than floor space expansion.

    Stock management carries the primary near-term risk. Department store models carry substantial working capital commitments. Prolonged discounting to clear sluggish apparel stock will compress underlying gross margins further if volume fails to rebound.

    Board Reshuffle and Strategic Pivot

    Top shareholder Solomon Lew takes a seat on the Myer board in September. Lew returns to the boardroom decades after past shareholder disputes, bringing direct oversight of the retailer’s operational turnaround.

    Myer previously responded to footfall declines by building out digital channels, expanding customer loyalty incentives and refreshing designer concessions. Those investments preserved top-line sales above $4 billion. However, escalating store lease costs and inflationary overheads eroded net profitability.

    Executives are counting on key discount peaks to stabilise earnings this half. Promotional activity leans heavily toward Black Friday clearance events, Christmas gift pop-ups and end-of-year trading.

    Attention now turns to the group’s early trading update ahead of the crucial November discount period for signs of a consumer recovery.

  • Myer Posts AU$276.5 Million Loss on Impairments as Solomon Lew Joins Board

    Myer Posts AU$276.5 Million Loss on Impairments as Solomon Lew Joins Board

    Department store operator Myer posted a statutory net loss of AU$276.5 million for fiscal 2026. The result followed AU$319 million in one-off write-downs and expenses.

    Total group revenue surpassed AU$4 billion, rising 11.3 per cent over the year after consolidating apparel chains acquired from Premier Investments. An asset impairment of AU$279.6 million drove the bulk of the bottom-line hit. Stripping out exceptional charges, underlying net profit after tax stood at AU$42.5 million.

    Retail magnate Solomon Lew joins the Myer board on September 24 as a non-executive director. Lew controls Premier Investments, which holds approximately 30 per cent of Myer equity. Premier executive Mark Middeldorf joins alongside him as an alternate director.

    Apparel Brands Show Mixed Integration

    Revenue in the consolidated Apparel Brands division, spanning Just Jeans, Jay Jays, Jacqui E, Dotti and Portmans, fell 1.3 per cent during the period. Just Jeans sales rose 6 per cent. That gain failed to offset weak customer demand at other former Premier labels like Portmans. Core department store operations under Myer Retail booked a 0.7 per cent sales increase year on year.

    Consumer demand shifted abruptly during the final quarter of the financial year across Australian shopping centers. Group executive chair Olivia Wirth cited steep slowdowns in June and July as household budgets tightened across the country.

    “The second half of FY26 was characterised by a volatile and significantly more challenging macroeconomic and retail environment than 1H26 or FY25,” said Myer Group executive chair Olivia Wirth.

    Asset Impairments and Market Pricing

    The AU$279.6 million impairment resets the balance sheet after years of structural pressure on department store floor space and portfolio valuations. Writing down those assets clears accumulated legacy costs ahead of integrating supply chains and loyalty programs across hundreds of regional storefronts. Equity investors took the writedowns in stride. They bid the stock higher on the underlying earnings figure, despite a 61 per cent share price drop over the preceding twelve months.

    Operating costs across Australian retail supply chains remain high as freight contracts, store rent escalations and award wage adjustments squeeze gross margins. Competing department store and apparel groups have trimmed inventory orders and turned to promotional discounts to clear seasonal stock. Myer must now extract distribution savings from its newly absorbed specialty brands before overheads erode specialty store cash flows.

    Earlier Steps in the Premier Transaction

    That restructuring traces back to December, when Myer completed the purchase of the Apparel Brands portfolio from Premier Investments in exchange for equity. The deal made Lew the retailer’s dominant shareholder and granted him board observer status while regulatory reviews concluded. Lew was initially slated to assume a formal directorship in April before the company finalized its full-year accounts.

    Earlier trading updates in July had warned of soft first-half momentum across discretionary retail categories. The full-year results confirm the winter retail slowdown deepened, leaving margins compressed across multiple apparel lines.

    Board Oversight and the Next Trading Window

    With Lew taking a direct seat in boardroom deliberations, capital allocation decisions will focus on store footprint rationalisation and digital integration across the combined portfolio. Management expects volatile consumer sentiment to persist across the domestic retail sector throughout the next twelve months. The upcoming November promotional period and December Christmas trading quarter will test whether the expanded brand lineup can stabilize operating cash flows.

  • Nearly Six in 10 Australian Shoppers No Longer Buy at Full Price

    Nearly Six in 10 Australian Shoppers No Longer Buy at Full Price

    Nearly six in 10 Australian shoppers no longer buy goods at full price, according to a KPMG report released in September 2026. The retail sector is being forced to adapt as consumers learn to wait out price cycles rather than simply weather a cost-of-living downturn.

    This shift has turned sale events into planned buying exercises rather than spontaneous sprees. Rachael Hockaday, managing director of retail performance agency Haeday, told Inside Retail that consumers are increasingly planning ahead.

    Shifting Consumer Timelines

    Consumer price discipline has eroded standard trading periods across the sector. Hockaday said shoppers now arrive at major sales events with a clear idea of what they want and the specific price they are willing to pay.

    “Sales become the time to buy, often with planning in between so they’re prepared,” Hockaday said.

    Margin Pressure Across Supply Chains

    Waiting penalises inventory holders who stock seasonal merchandise. Holding stock past scheduled markdown cycles inflates warehousing costs. It also forces deeper clearance discounts later in the product lifecycle.

    Suppliers and brand owners see their wholesale margins squeezed. Retail buyers demand larger vendor allowances and promotional funding to protect their gross margin targets when baseline shelf prices drop.

    Operational Risks for Landlords and Brands

    Lease structures built on turnover rent clauses face direct exposure to these tighter margins. Volume now concentrates heavily in discounted periods. Top-line revenue may hold, but net merchant profitability shrinks.

    Lower-cost international direct-to-consumer platforms gain an edge over domestic multi-brand stockists under these conditions. Domestic retailers carry heavy store fleet costs. They must compete directly with offshore digital operators running agile, on-demand supply chains.

    Discount Cycles Ahead

    Persistent cost-of-living pressures across major cities have entrenched this cautious buying behaviour. Consumers who adopted promotional tracking tools out of necessity have retained those habits as standard routines.

    Retail operators head into the final calendar quarter with inventory adjusted for heavy discounting. Upcoming peak sales in apparel, footwear, and consumer electronics will test whether full-price trading can recover in the next financial year.

  • Sulwhasoo Launches in Japan with Isetan Shinjuku Pop-Up and Online Push

    Sulwhasoo Launches in Japan with Isetan Shinjuku Pop-Up and Online Push

    Sulwhasoo opened its first pop-up shop at Tokyo’s Isetan Shinjuku department store on September 5. The opening brings the 600-store Korean luxury skincare label into physical Japanese retail.

    Located on the main building’s first floor, the boutique runs through October 13, 2026. It anchors a broader rollout across Japanese e-commerce platforms.

    Parent company Amorepacific launched the brand simultaneously on Isetan Beauty Online, Qoo10, Amazon Japan, and @Cosme Shopping. The Tokyo installation displays core products led by the Concentrated Ginseng Rejuvenating Cream and First Care Activating Serum. Staff provide hand massages and complimentary Jihambo gift-wrapping, a packaging service derived from traditional Korean bojagi fabric wrapping. The space also features promotions for department store VIP clientele.

    Department store testbed in Shinjuku

    Isetan Shinjuku serves as the primary proving ground for prestige beauty imports in Japan. Floor space allocations here dictate broader department store adoption across Kansai and Kanto. Amorepacific is deploying this short-run counter to gauge basket sizes and repeat purchases before committing to long-term leases.

    Tokyo department store cosmetics floors are dominated by domestic giants Shiseido, Kanebo, and Kose alongside European luxury houses. Competition is fierce. Korean cosmetics makers historically captured Japanese market share through mass-market drugstores, variety shops like Loft and Plaza, and discount e-commerce. Sulwhasoo is taking a direct route into Japan’s highest price tiers, where brand longevity depends on counter consultations rather than social media virality.

    Omnichannel rollout across Japanese platforms

    Digital marketplace listings diversify distribution beyond physical foot traffic. An appearance on @Cosme Shopping connects the label to Japan’s most influential beauty review database. Storefronts on Amazon Japan and eBay-owned Qoo10 capture broader suburban demand.

    Selling across multiple channels reduces reliance on any single wholesale partner. Online beauty buyers in Japan require localized product descriptions, ingredient safety disclosures, and domestic return pathways. Amorepacific handles these directly through its Japanese infrastructure.

    Ginseng heritage and luxury positioning

    Amorepacific established Sulwhasoo in 1997, building the brand around traditional Korean herbal medicine formulations known as Hanbang. Its underlying research traces back to the 1966 release of ABC Ginseng Cream. The company identifies that formula as the world’s first cosmetic product derived from ginseng.

    Today, the brand operates in 15 countries across more than 600 retail doors. Sulwhasoo uses its 60-year research heritage to stand apart from younger indie K-beauty labels that compete on price and packaging trends.

    Amorepacific’s multi-tier strategy in Japan

    Ground preparation in Tokyo began months earlier. Amorepacific ran an initial pop-up on the @Cosme platform in May. In August, it hosted a show for domestic beauty editors, department store buyers, and influencers that included sample distributions partnered with Japanese beauty publication Biteki Grand.

    Success now hinges on whether the six-week Isetan Shinjuku counter converts into permanent luxury concessions across Japan’s leading department store chains by early 2027.