Deborah Yeh

Vestiaire Collective is excited to have our CEO Bernard Osta featured in the latest The Bold Way podcast episode hosted by Adrien Garcia, sharing insights on the future of second-hand luxury within the global fashion landscape. “Vestiaire Collective is built on three key foundations: luxury, e-commerce, and the circular economy,” At this pivotal moment, with huge market opportunities ahead”. ➡️ Profitability as a driver of strategic freedom ➡️ AI shaping product, operations, and decision-making ➡️ Navigating geopolitical uncertainty and investor expectations Rooted at the intersection of luxury, e-commerce, and circularity, Vestiaire Collective’s mission remains the same: to redefine how fashion is valued, resold, and sustained at scale. 🎧 Watch and listen via the link in comments.

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Post-holiday returns are one of the biggest hidden drags on fashion performance in Q1 2026, impacting margin, loyalty, and sustainability. ➡️🛍️ This guide equips brands with a strategic roadmap to reframe returns from a back-office cost center into a driver of profitability, retention, and trust. The goal is not stricter policies. It is smarter pre- and post-purchase experiences that reduce unnecessary returns while improving conversion and customer confidence. Download the full guide HERE 🔗 https://lnkd.in/gMBYVZeq

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🚨 MAJOR shift in the re-commerce landscape: eBay acquires Depop for 1.2 billion USD ♻️ Yesterday, Etsy announced it's selling their fashion resale platform Depop to eBay in a deal valued at about $1.2 billion. ℹ️ Depop was founded in 2011 (Milan), as an offshoot of PIG magazine, originally designed for readers to buy items from featured artists. It evolved into a global peer-to-peer resale platform for vintage & secondhand fashion, particularly popular with Gen Z. 🤑 In 2021, Etsy bought Depop for $1.6 billion, to capture the rapidly growing Gen Z market and the booming secondhand fashion sector. The acquisition was part of a larger plan to build a portfolio of e-commerce darlings (incl. Reverb & Elo7), in a move to compete with Amazon and others. 📊 By the end of 2025, Depop built a strong user base: - $1 billion in annual GMV - 7 mio active buyers - 3 mio sellers - 90% of buyers under 34y However, Etsy has been moving away from its "house of brands" model to (re)focus on the own Etsy marketplace, which is facing big competition from price fighters like Temu & Shein. 📉 Despite growing sales, Depop remained less profitable than Etsy’s main business and were more of a drag than an uplift. 🚀 Enter eBay, where fashion already represents more than $10 billion in annual GMV for the platform. By adding Depop to its ecosystem, it wants to break into the younger demographic it currently lacks & strengthen its "pre-loved" fashion category = a big growth driver. Depop will remain independent and with its brand, culture and platform remaining intact. Leadership says combining Depop’s community-driven model with eBay’s scale, shipping tools & (financial) infrastructure should help accelerate growth. Over time, we can expect more cross-listing. ➡️ What this deal means, imho? 1. Re-commerce is HOT 2. The business model behind it remains challenging... Will eBay crack it with its economies of scale? 🤔

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  Retail in 2026 won't be won by the loudest brands — it'll be won by the most trusted.    Our President, Polly Bickel Wong, is featured in Ad Age sharing sharp takes on the future of retail. She breaks down how even affluent consumers are becoming more value-oriented, why brands are concentrating spend around key tentpole moments, and how Google, Meta, and AI will continue to shape the path to purchase.   The bottom line: authenticity + disciplined channel strategy + strong, credible reviews will be the differentiators.    Read the full article here: https://lnkd.in/g_yhkZJ9

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Kering just sold its beauty division to L'Oréal for €4 billion. That's the headline. The real story is what they're building together next. Buried beneath the press releases is a detail most observers missed: a joint venture to explore wellness and longevity. Think about what that means. L'Oréal brings scientific innovation, decades of research into skin biology, and the world's largest beauty R&D budget. Kering brings a direct line to the most discerning luxury clients on earth. Together, they're betting that the next frontier of luxury isn't a handbag or a fragrance. It's time. Healthspan. The body as the ultimate canvas. Here's what's actually being built: ➡️ 50-year licenses L'Oréal gets exclusive rights to develop beauty and fragrance for Gucci, Bottega Veneta, and Balenciaga for half a century. The Gucci license alone, currently with Coty, transitions in 2028. ➡️ Creed joins L'Oréal Luxe The heritage fragrance house, acquired by Kering for €3.5 billion just two years ago, now moves to L'Oréal. For L'Oréal, it's immediate scale in the fast-growing niche fragrance market. ➡️ A strategic committee Not a typical post-deal handoff. Kering and L'Oréal are establishing a joint committee to coordinate between the brands. This is structured for alignment, not just transaction. ➡️ The wellness venture And this is the part worth watching. What form will it take? Exclusive longevity clinics? Bespoke wellness experiences for Kering's top clients? Products at the intersection of science and luxury? For Kering, the deal is pragmatic. Net debt stood at €9.5 billion mid-2025. First-half revenue fell 16%. Selling an asset at roughly the price paid for Creed alone two years ago is smart capital allocation, not glamour. For L'Oréal, it's strategic. The deal builds on the proven success of Yves Saint Laurent Beauté, which has flourished under L'Oréal since 2008. They now solidify their position as the world's #1 luxury beauty company. But the wellness venture? That's forward-looking. That's the signal. The smartest moves today aren't just about what you sell. They're about what you position yourself to become. What form do you think luxury wellness will take? Clinics? Products? Experiences? Something else entirely? 🇩🇪 Auf den Punkt gebracht: Kering verkauft seine Beauté-Sparte für €4 Mrd. an L'Oréal. Das ist die Schlagzeile. Die eigentliche Geschichte ist das gemeinsame Wellness- und Longevity-Joint-Venture. Zwei Giganten kombinieren wissenschaftliche Innovation mit exklusivem Luxus-Zugang. Ihr Ziel: die nächste Frontier des Luxus; nicht Besitz, sondern Lebenszeit. Wer versteht, dass hier eine Plattform gebaut wird, nicht nur ein Produktportfolio, hat die Zukunft verstanden.

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L'Oréal briefly passed LVMH as France's most valuable company. Here's what that looks like from the inside. I work with DPGP (Division des Produits Grand Public) in Mexico. One division, and it's already a world of its own. What fascinates me about L'Oréal is that no single playbook works. Every brand has its own identity, its own consumer, its own way of showing up in store. The first lesson this account taught me: you can't run it like a standardized mass-market model. That's what people miss about the brand ladder. It's not just a pricing strategy. It's many brand identities that have to stay distinct, all the way down to the shelf.

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