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Brands should prioritise product, marketing and distribution to gain share
McKinsey · 2025 · recommendation
Brands should prioritise product, marketing and distribution to gain share
 New Balance: Disrupting the Sneaker Industry
McKinsey · 2025 · case_study
New Balance: Disrupting the Sneaker Industry
$10 billion — Annual Sales
 09. Inventory Excellence Inventory remains a challenge for the industry with both excess stock and stocks-outs impacting brands. In 2025, margin pressures and sustainability regulation will place greater emphasis on end-to-end planning excellence, with brands increasingly adopting tech tools and adjusting their operating model to support agile supply chains.
McKinsey · 2025 · key_messages
09. Inventory Excellence Inventory remains a challenge for the industry with both excess stock and stocks-outs impacting brands. In 2025, margin pressures and sustainability regulation will place greater emphasis on end-to-end planning excellence, with brands increasingly adopting tech tools and adjusting their operating model to support agile supply chains.
$140 billion — excess stock value
 Getting the fashion “inventory equation” right has become increasingly challenging
McKinsey · 2025 · problem_statement
Getting the fashion “inventory equation” right has become increasingly challenging
 As a result, fashion brands continue to struggle with both excess stock and stock-outs
McKinsey · 2025 · problem_statement
As a result, fashion brands continue to struggle with both excess stock and stock-outs
20% — profit loss
 Managing inventory is key for brands to achieve profitability and address new regulation
McKinsey · 2025 · diagnosis
Managing inventory is key for brands to achieve profitability and address new regulation
 Fashion brands need to adopt proactive tactics to inventory management using tech-enabled tools
McKinsey · 2025 · industry_trends
Fashion brands need to adopt proactive tactics to inventory management using tech-enabled tools
75% — Percentage of fashion executives
 Achieving sustained impact will require end-to-end collaboration across the value chain
McKinsey · 2025 · process_diagram
Achieving sustained impact will require end-to-end collaboration across the value chain
10-15% — cost savings
 Brands must reflect this change through an updated operating model and a mindset shift
McKinsey · 2025 · recommendation
Brands must reflect this change through an updated operating model and a mindset shift
 10. The Sustainability Collective Fragmentation and complexity across the fashion value chain, coupled with consumer reluctance to pay for sustainable products, are inherent barriers to reaching sustainability goals. But with decarbonisation efforts falling short of targets and the climate crisis accelerating, inaction is not an option. The fashion sector must act collectively to drive impact.
McKinsey · 2025 · key_messages
10. The Sustainability Collective Fragmentation and complexity across the fashion value chain, coupled with consumer reluctance to pay for sustainable products, are inherent barriers to reaching sustainability goals. But with decarbonisation efforts falling short of targets and the climate crisis accelerating, inaction is not an option. The fashion sector must act collectively to drive impact.
63% — decarbonization goal attainment
 Complexity, fragmentation and consumer sentiment are barriers to sustainability targets
McKinsey · 2025 · problem_statement
Complexity, fragmentation and consumer sentiment are barriers to sustainability targets
$1 trillion — Investment required for decarbonisation
 As a result, brands, suppliers and innovators are struggling to make progress
McKinsey · 2025 · problem_statement
As a result, brands, suppliers and innovators are struggling to make progress
63% — Yearly reduction in scope-three emission intensity
 Inaction is not an option. The fashion industry can focus on cost-effective decarbonisation
McKinsey · 2025 · framework_other
Inaction is not an option. The fashion industry can focus on cost-effective decarbonisation
50% — Abatement cost
 Long-term brand-supplier collaboration is an integral part of reducing industry emissions
McKinsey · 2025 · case_study
Long-term brand-supplier collaboration is an integral part of reducing industry emissions
 Brands can create favourable conditions for sustainable-material innovators to scale
McKinsey · 2025 · case_study
Brands can create favourable conditions for sustainable-material innovators to scale
 Brands can reignite progress if they focus on working with the broader fashion ecosystem
McKinsey · 2025 · initiative_list
Brands can reignite progress if they focus on working with the broader fashion ecosystem
 The industry’s economic profit continues to achieve record heights. However, market dynamics are changing. Whereas luxury players once led in value creation, non-luxury players are catching up. These shifts have made the gap between top- and bottom-performers the smallest it has been since 2011.
McKinsey · 2025 · key_takeaways
The industry’s economic profit continues to achieve record heights. However, market dynamics are changing. Whereas luxury players once led in value creation, non-luxury players are catching up. These shifts have made the gap between top- and bottom-performers the smallest it has been since 2011.
16% — Economic Profit
 The industry is expected to post record economic profit in 2024
McKinsey · 2025 · financial_analysis
The industry is expected to post record economic profit in 2024
2.8x — Economic Profit (EP) Index
 However, record-high EP is not enough to allay investor uncertainty which drives lower valuations
McKinsey · 2025 · financial_analysis
However, record-high EP is not enough to allay investor uncertainty which drives lower valuations
19.2 — EV/EBITA
 The non-luxury segment is expected to buoy EP, marking a shift in industry dynamics
McKinsey · 2025 · financial_analysis
The non-luxury segment is expected to buoy EP, marking a shift in industry dynamics
30 — Economic Profit (EP) Index
 Consumer downtrading is driving non-luxury, while pricing and demand is challenging luxury
McKinsey · 2025 · industry_trends
Consumer downtrading is driving non-luxury, while pricing and demand is challenging luxury
100 — Economic Profit (EP) Index
 Cost cuts and operational gains have raised non-luxury margins, while luxury margins declined
McKinsey · 2025 · financial_analysis
Cost cuts and operational gains have raised non-luxury margins, while luxury margins declined
23.3% — EBITA margin
 23 percent of luxury players expect to generate more EP in 2024, driven by revenue gains
McKinsey · 2025 · financial_analysis
23 percent of luxury players expect to generate more EP in 2024, driven by revenue gains
23% — Economic Profit (EP) growth
 In non-luxury, value creation will be more evenly distributed across the segment
McKinsey · 2025 · financial_analysis
In non-luxury, value creation will be more evenly distributed across the segment
56% — Economic Profit (EP) change
 Mall brand turnarounds are expected to be one of the EP growth drivers in the non-luxury segment
McKinsey · 2025 · case_study
Mall brand turnarounds are expected to be one of the EP growth drivers in the non-luxury segment
 The gap between top- and bottom-performing brands is the smallest it has been since 2011
McKinsey · 2025 · peer_benchmark
The gap between top- and bottom-performing brands is the smallest it has been since 2011
-13 — Economic Profit contribution
 However, top-performing companies are still expected to create most of the industry's value
McKinsey · 2025 · financial_analysis
However, top-performing companies are still expected to create most of the industry's value
108 — EP contribution
 Luxury tops the Super Winners list, while sportswear and department stores shift places
McKinsey · 2025 · competitive_analysis
Luxury tops the Super Winners list, while sportswear and department stores shift places
9,182 — Economic Profit
 L Catterton: Finding Value in a Tough Market
McKinsey · 2025 · case_study
L Catterton: Finding Value in a Tough Market
 For millennia, people have thought about their place in society based on what high-badge products do in terms of conferring that. The basic need we don't think goes away.
McKinsey · 2025 · quote_slide
For millennia, people have thought about their place in society based on what high-badge products do in terms of conferring that. The basic need we don't think goes away.
 All cohorts of consumers, both older and younger, are increasingly valuing experiences over traditional asset accumulation.
McKinsey · 2025 · quote_slide
All cohorts of consumers, both older and younger, are increasingly valuing experiences over traditional asset accumulation.
 CONSUMERS AGREE: SUSTAINABILITY IS IMPORTANT
OliverWyman · 2022 · context
CONSUMERS AGREE: SUSTAINABILITY IS IMPORTANT
68% — Consumer agreement percentage
 ARE CONSUMERS WILLING TO PAY MORE FOR SUSTAINABLE PRODUCTS? WE APPROACHED THE QUESTION USING CONJOINT ANALYSIS
OliverWyman · 2022 · context
ARE CONSUMERS WILLING TO PAY MORE FOR SUSTAINABLE PRODUCTS? WE APPROACHED THE QUESTION USING CONJOINT ANALYSIS
 SPENDING MORE ON SUSTAINABLE GOODS? ONLY IF IT PAYS OFF FINANCIALLY
OliverWyman · 2022 · market_landscape
SPENDING MORE ON SUSTAINABLE GOODS? ONLY IF IT PAYS OFF FINANCIALLY
+36% — marginal willingness to pay
 INCREASED WILLINGNESS TO PAY ESPECIALLY FOR MORE ENERGY-INTENSIVE PRODUCTS
OliverWyman · 2022 · data_table
INCREASED WILLINGNESS TO PAY ESPECIALLY FOR MORE ENERGY-INTENSIVE PRODUCTS
47% — Willingness to pay
 RESPONDENTS ARE WILLING TO PAY MORE IF THEY SEE A DIRECT BENEFIT FOR THEMSELVES
OliverWyman · 2022 · quote_slide
RESPONDENTS ARE WILLING TO PAY MORE IF THEY SEE A DIRECT BENEFIT FOR THEMSELVES
 CONSUMERS HAVE LITTLE SENSE OF THE ACTUAL MEANING OF ENERGY LABELS
OliverWyman · 2022 · analyze_data
CONSUMERS HAVE LITTLE SENSE OF THE ACTUAL MEANING OF ENERGY LABELS
21€ — Willingness to pay
 WILLINGNESS TO PAY INCREASES WITH AGE, ESPECIALLY FOR ENERGY EFFICIENCY
OliverWyman · 2022 · data_table
WILLINGNESS TO PAY INCREASES WITH AGE, ESPECIALLY FOR ENERGY EFFICIENCY
+53% — Willingness to pay premium
 HIGHER INCOME CONSUMERS ALSO PAY MORE ATTENTION TO ENERGY EFFICIENCY
OliverWyman · 2022 · market_landscape
HIGHER INCOME CONSUMERS ALSO PAY MORE ATTENTION TO ENERGY EFFICIENCY
+52% — Willingness to pay premium
 CONSUMERS ARE INTERESTED "REFURBISHED" CONSUMER AND HOME ELECTRONICS
OliverWyman · 2022 · market_landscape
CONSUMERS ARE INTERESTED "REFURBISHED" CONSUMER AND HOME ELECTRONICS
49% — Consumer interest in refurbished goods
 HOWEVER, THE MAIN MOTIVATION WITH "BUYING REFURBISHED" IS THE PRICE
OliverWyman · 2022 · key_takeaways
HOWEVER, THE MAIN MOTIVATION WITH "BUYING REFURBISHED" IS THE PRICE
68% — Consumer motivation
 For senior executives, the balance between fixed and variable compensation varies significantly across markets
Deloitte · 2024 · market_landscape
For senior executives, the balance between fixed and variable compensation varies significantly across markets
 Variable compensation will typically comprise a balance of short- and long-term incentive elements. The form of long-term plan varies considerably by geography, albeit performance-based share awards are becoming increasingly common in most markets.
Deloitte · 2024 · industry_trends
Variable compensation will typically comprise a balance of short- and long-term incentive elements. The form of long-term plan varies considerably by geography, albeit performance-based share awards are becoming increasingly common in most markets.
 Overall levels of remuneration vary widely by geography. The US remains an outlier, with overall levels of compensation that are a step change above other geographies.
Deloitte · 2024 · peer_benchmark
Overall levels of remuneration vary widely by geography. The US remains an outlier, with overall levels of compensation that are a step change above other geographies.
 While global markets are at different degrees of maturity around executive remuneration, we are nevertheless seeing common key themes across many of our clients
Deloitte · 2024 · industry_trends
While global markets are at different degrees of maturity around executive remuneration, we are nevertheless seeing common key themes across many of our clients
 L.E.K. Consulting is a leading global strategy consulting firm
misc · 2019 · other
L.E.K. Consulting is a leading global strategy consulting firm
~1400 — staff
 Which is the most populous continent in the world?
misc · 2019 · context
Which is the most populous continent in the world?
1 in 2.5 — Population ratio
 Which is the fastest growing economy globally?
misc · 2019 · context
Which is the fastest growing economy globally?
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