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This new era will provide customers with increased curation across search and content
McKinsey · 2025 · comparison_table
This new era will provide customers with increased curation across search and content
 Emerging AI challengers are redefining product search for the fashion industry
McKinsey · 2025 · case_study
Emerging AI challengers are redefining product search for the fashion industry
>2,000 — brand adoption and ROI
 Multi-brand retailers with vast product data are driving change in content curation
McKinsey · 2025 · case_study
Multi-brand retailers with vast product data are driving change in content curation
30% — click-through rate
 Social media will continue to change the way shoppers discover and purchase fashion
McKinsey · 2025 · industry_trends
Social media will continue to change the way shoppers discover and purchase fashion
$130bn — Social commerce market (USD billions)
 Fashion players should adopt a value-focused approach to AI-enabled discovery
McKinsey · 2025 · recommendation
Fashion players should adopt a value-focused approach to AI-enabled discovery
 04. Silver Spenders Fashion brands have typically focused on youth, but in 2025 they may struggle to grow sales from younger shoppers alone. The “Silver Generation” aged over 50 represents a growing population with a high share of global spend. Brands that engage these previously overlooked shoppers while creating inter-generational appeal will unlock incremental growth.
McKinsey · 2025 · key_messages
04. Silver Spenders Fashion brands have typically focused on youth, but in 2025 they may struggle to grow sales from younger shoppers alone. The “Silver Generation” aged over 50 represents a growing population with a high share of global spend. Brands that engage these previously overlooked shoppers while creating inter-generational appeal will unlock incremental growth.
48% — incremental growth
 It will be increasingly difficult for fashion brands to drive growth from younger generations alone
McKinsey · 2025 · key_messages
It will be increasingly difficult for fashion brands to drive growth from younger generations alone
73% — Consumer sentiment/behavior
 Meanwhile, there is a growing “Silver Generation” cohort of fashion customers
McKinsey · 2025 · industry_trends
Meanwhile, there is a growing “Silver Generation” cohort of fashion customers
50% — Population share by age cohort
 The Silver Generation is disproportionately wealthier and spends more on fashion
McKinsey · 2025 · market_landscape
The Silver Generation is disproportionately wealthier and spends more on fashion
1,550B — Total global incremental consumer spending
 Fashion brands need to address the needs of the Silver Generation in order to capture their spend
McKinsey · 2025 · industry_trends
Fashion brands need to address the needs of the Silver Generation in order to capture their spend
 Knowing where and how the Silver Generation discovers and shops for fashion is crucial
McKinsey · 2025 · industry_trends
Knowing where and how the Silver Generation discovers and shops for fashion is crucial
 Inter-generational appeal is achievable with branding, marketing and product assortment
McKinsey · 2025 · client_example
Inter-generational appeal is achievable with branding, marketing and product assortment
 Brands that tailor their marketing, channel and product strategies will be positioned to win
McKinsey · 2025 · recommendation
Brands that tailor their marketing, channel and product strategies will be positioned to win
 J.Crew: How to Build an ‘Ageless’ Brand
McKinsey · 2025 · case_study
J.Crew: How to Build an ‘Ageless’ Brand
$3 billion — Sales
 05. Value Shift Macroeconomic pressures and rising prices have driven fashion shoppers to adopt cost-conscious behaviours. This is expected to persist, even as some economies begin showing signs of recovery. This dynamic is fuelling growth in segments with strong value-for-money perception, such as resale, off-price and dupes, among others. To capture customers’ share of wallet, brands will need to prove their value.
McKinsey · 2025 · key_messages
05. Value Shift Macroeconomic pressures and rising prices have driven fashion shoppers to adopt cost-conscious behaviours. This is expected to persist, even as some economies begin showing signs of recovery. This dynamic is fuelling growth in segments with strong value-for-money perception, such as resale, off-price and dupes, among others. To capture customers’ share of wallet, brands will need to prove their value.
 Fashion customers are looking to spend less and spend smarter
McKinsey · 2025 · key_messages
Fashion customers are looking to spend less and spend smarter
>60% — consumer spending behavior
 Even as economies improve, value-orientated behaviours are likely to persist
McKinsey · 2025 · industry_trends
Even as economies improve, value-orientated behaviours are likely to persist
75% — Percentage of consumers
 Affordability is propelling growth for off-price retailers and outlets
McKinsey · 2025 · case_study
Affordability is propelling growth for off-price retailers and outlets
1.8x — revenue growth
 Consumer search for value is driving wins in the resale market
McKinsey · 2025 · market_landscape
Consumer search for value is driving wins in the resale market
41% — consumer preference for secondhand
 The pursuit of affordable alternatives has given rise to “dupe mania”
McKinsey · 2025 · industry_trends
The pursuit of affordable alternatives has given rise to “dupe mania”
1 in 3 — US adults purchasing dupes
 Brands looking to differentiate will need to convince shoppers that they are worth the price
McKinsey · 2025 · strategic_options
Brands looking to differentiate will need to convince shoppers that they are worth the price
 Ralph Lauren: Selling a Dream at Every Price
McKinsey · 2025 · case_study
Ralph Lauren: Selling a Dream at Every Price
 06. The Human Side of Sales Differentiating the in-store experience is key to reigniting demand for in-person shopping. Brands can achieve that by empowering their store associates to reach their full potential, as sales staff have a central and valuable role to play in connecting with customers. The benefits will be sizeable, since customer and employee experience are inextricably linked.
McKinsey · 2025 · key_messages
06. The Human Side of Sales Differentiating the in-store experience is key to reigniting demand for in-person shopping. Brands can achieve that by empowering their store associates to reach their full potential, as sales staff have a central and valuable role to play in connecting with customers. The benefits will be sizeable, since customer and employee experience are inextricably linked.
20% — missed sales
 It will be imperative to maximise customer engagement amid slowing in-store sales in 2025
McKinsey · 2025 · industry_trends
It will be imperative to maximise customer engagement amid slowing in-store sales in 2025
>20% — missed in-store sales
 Store associates are crucial in differentiating the store experience
McKinsey · 2025 · framework_2x2
Store associates are crucial in differentiating the store experience
 Solving human capital challenges is essential to retaining associates in today’s labour market
McKinsey · 2025 · problem_statement
Solving human capital challenges is essential to retaining associates in today’s labour market
$10k — cost of turnover
 Upskilling staff and investing in tech support tools will enable better customer interactions
McKinsey · 2025 · case_study
Upskilling staff and investing in tech support tools will enable better customer interactions
 Employee incentives should reward customer lifetime value and reflect modern shopping habits
McKinsey · 2025 · client_example
Employee incentives should reward customer lifetime value and reflect modern shopping habits
 Store staff should be freed up to focus on customer-satisfaction drivers
McKinsey · 2025 · client_example
Store staff should be freed up to focus on customer-satisfaction drivers
 To improve employee experience, retailers should prioritise development and human interactions
McKinsey · 2025 · recommendation
To improve employee experience, retailers should prioritise development and human interactions
41 — Likelihood of leaving, %
 It will be crucial for retailers to develop an end-to-end employee value proposition
McKinsey · 2025 · recommendation
It will be crucial for retailers to develop an end-to-end employee value proposition
 Aritzia: Redefining Shopping One Store at a Time
McKinsey · 2025 · case_study
Aritzia: Redefining Shopping One Store at a Time
 07. Marketplaces Disrupted Following a tumultuous period for luxury e-commerce platforms, online non-luxury marketplaces are facing challenges of their own. Share prices have dropped as much as 98 percent since Covid-19 peaks due to existential business model challenges and disruptions. Non-luxury marketplaces globally must carve out a clear role in the fashion ecosystem to survive.
McKinsey · 2025 · key_messages
07. Marketplaces Disrupted Following a tumultuous period for luxury e-commerce platforms, online non-luxury marketplaces are facing challenges of their own. Share prices have dropped as much as 98 percent since Covid-19 peaks due to existential business model challenges and disruptions. Non-luxury marketplaces globally must carve out a clear role in the fashion ecosystem to survive.
98% — Economic Profit
 Online fashion marketplaces are facing existential business model challenges and disruptions
McKinsey · 2025 · problem_statement
Online fashion marketplaces are facing existential business model challenges and disruptions
60% — customer acquisition costs
 The “first wave” of online marketplace players have struggled to sustain share price growth
McKinsey · 2025 · market_landscape
The “first wave” of online marketplace players have struggled to sustain share price growth
-98 — Share price growth
 In Europe, online fashion marketplaces will need to evolve their business models
McKinsey · 2025 · industry_trends
In Europe, online fashion marketplaces will need to evolve their business models
$700 million — Economic profit
 Amazon Fashion leads the US value segment; the mid and premium segments remain fragmented
McKinsey · 2025 · market_landscape
Amazon Fashion leads the US value segment; the mid and premium segments remain fragmented
>40% — US online fashion revenue share
 In China, managing social commerce profitability and the blend of branded vs value products is key
McKinsey · 2025 · industry_trends
In China, managing social commerce profitability and the blend of branded vs value products is key
52 — Monthly active users
 Five actions will support the longevity of first-wave marketplaces
McKinsey · 2025 · initiative_list
Five actions will support the longevity of first-wave marketplaces
 Mytheresa: Staying Ahead in Luxury E-Commerce
McKinsey · 2025 · case_study
Mytheresa: Staying Ahead in Luxury E-Commerce
 08. Sportswear Showdown Challenger brands are forecast to generate over half of the sportswear segment’s economic profit in 2024, up from 20 percent in 2020. This means the battle between challengers and incumbents in the growing sportswear market will likely intensify. To gain market share, brands will need to develop innovative products and use the right ambassadors and channels to activate unique brand stories.
McKinsey · 2025 · key_takeaways
08. Sportswear Showdown Challenger brands are forecast to generate over half of the sportswear segment’s economic profit in 2024, up from 20 percent in 2020. This means the battle between challengers and incumbents in the growing sportswear market will likely intensify. To gain market share, brands will need to develop innovative products and use the right ambassadors and channels to activate unique brand stories.
57% — economic profit share
 Challenger brands will generate the majority of economic profit in sportswear in 2024
McKinsey · 2025 · industry_trends
Challenger brands will generate the majority of economic profit in sportswear in 2024
57% — Economic profit share
 Challenger brands have aggressively taken market share by targeting niches and expanding reach
McKinsey · 2025 · key_messages
Challenger brands have aggressively taken market share by targeting niches and expanding reach
 In 2025, sportswear is expected to continue to grow faster than fashion overall
McKinsey · 2025 · industry_trends
In 2025, sportswear is expected to continue to grow faster than fashion overall
 The battle to capture share of this market growth will intensify in 2025
McKinsey · 2025 · competitive_analysis
The battle to capture share of this market growth will intensify in 2025
+168 — Share price growth
 To win share, brands will diversify their offerings, balancing reach and cultural credibility
McKinsey · 2025 · framework_2x2
To win share, brands will diversify their offerings, balancing reach and cultural credibility
 Players are expected to create authentic messaging amplified by ambassadors
McKinsey · 2025 · industry_trends
Players are expected to create authentic messaging amplified by ambassadors
$109 billion — sports sponsorship market growth
 Sportswear brands must strike the right balance between DTC and wholesale customer touchpoints
McKinsey · 2025 · industry_trends
Sportswear brands must strike the right balance between DTC and wholesale customer touchpoints
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