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Zara Pulls Advert from Website Front Page after Gaza Boycott Calls

A man walks with a Zara bag in central Madrid, Spain, December 11, 2023. (Reuters)
A man walks with a Zara bag in central Madrid, Spain, December 11, 2023. (Reuters)
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Zara Pulls Advert from Website Front Page after Gaza Boycott Calls

A man walks with a Zara bag in central Madrid, Spain, December 11, 2023. (Reuters)
A man walks with a Zara bag in central Madrid, Spain, December 11, 2023. (Reuters)

Zara pulled an advertising campaign featuring mannequins with missing limbs and statues wrapped in white from the front page of its website and app on Monday after it prompted calls by some pro-Palestine activists for a boycott of the fashion retailer.

Inditex, which owns Zara, said the change was part of its normal procedure of refreshing content. It did not comment on the boycott calls, but said the "Atelier" collection was conceived in July and the photos were taken in September. The war between Israel and Hamas began after Oct. 7

Zara's Instagram account saw tens of thousands of comments posted about the photos, many with Palestinian flags, while "#BoycottZara" was trending on messaging platform X.

In one of the photos a model is pictured carrying a mannequin wrapped in white, in another a bust lies on the floor and another features a mannequin with no arms. Critics said they resembled photos of corpses in white shrouds in Gaza.

Zara said at the launch of the collection on Dec. 7 that it was inspired by men's tailoring from past centuries. The photos appear to show an artist studio with ladders, packing materials, wooden crates and cranes, and assistants wearing overalls.

The reaction highlights heightened sensitivity international brands are navigating as fighting across Gaza intensifies and calls for company boycotts rise. The CEO of Web Summit resigned in October after comments he made on the Israel-Hamas conflict.

The photos, which featured on Zara's online store home page on Monday morning, were no longer visible on the website or on its app by 1230 GMT.

A link on the UK website to Zara Atelier led to a page showcasing last year's collection.

The collection, of six jackets, is one of Zara's most expensive, priced from $229 for a grey wool blazer with chunky knit sleeves, to $799 for a studded leather jacket.

It's not the first time an advertising campaign has landed a fashion label in controversy.

French luxury group Kering last year set up a group level position to oversee brand safety after advertising images from its label Balenciaga featuring children sparked a backlash that dented sales.

Dolce & Gabbana was removed from ecommerce sites in China in 2018 after a campaign showing models struggling to eat typical Italian food with chopsticks -- decried as racist by local celebrities and social media.

Zara last year came under fire from some Palestinians and Israelis after the head of the retailer's local franchise in Israel hosted a campaign event for an ultranationalist politician.

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Fashion

Uniqlo’s Chief Says Fast Fashion Must Change with the Times

A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
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Uniqlo’s Chief Says Fast Fashion Must Change with the Times

A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)

Forty years after its founding, Japanese clothing retailer Uniqlo has more than 2,500 stores worldwide. Sales at its parent company, Fast Retailing Co., recently topped 3 trillion yen ($20 billion) annually for the first time.

The name Uniqlo comes from joining the words for “unique” and “clothing.” The chain’s basic concept is “LifeWear,” or everyday clothing. Uniqlo parent Fast Retailing Co. Chief Executive Tadashi Yanai, ranked by Forbes as Japan’s richest man and estimated to be worth $48 billion, spoke recently to The Associated Press at the company’s Tokyo headquarters. The interview has been edited for length and clarity.

Q: What were the biggest challenges over the past 40 years?

A: Actually 40 years, upon reflection, went by so fast they feel more like three years. You know what they say in Japan: Time flies like an arrow. I started a regional business, then expanded nationwide.

When we became No. 2 or No. 3 in Japan’s casual wear, and being No. 1 was right within reach, we became a listed company in 1994. That was followed by our fleece boom, which doubled our revenue in one year to 400 billion yen ($2.6 billion).

I’d been thinking about going global when our revenue reached 300 billion yen ($2 billion) so we opened 50 stores in Great Britain, hoping to be a winner there just like we had conquered Japan.

Instead, we got totally knocked out.

We opened 21 outlets in a year and a half, but had to close 16 of them, leaving just five. We didn’t succeed as we had hoped. This is not an easy job. It’s very tough.

But these days, our sales are strongest in London, and also Paris. We made progress gradually.

Q: What are some of the sustainability and other key issues you have faced over the years?

A: We make clothes that last a long time. Not just clothes that last for one season.

The cashmere sweater I’m wearing today is $99. But please don’t say “cheap.” Please call it “reasonable.” We sell quality products at reasonable prices.

We’ve done various sustainability efforts, and we talk only about what we have really achieved.

Sustainability is crucial to our operations. And we’ve done just about everything — recycling, employing the disabled, support for refugees.

The prices may be cheaper at Wal-Mart, but our products offer real quality for the price. We take the greatest care and time, and involve a lot of people. Our rivals are more careless.

Q: What is behind Uniqlo’s success and what resonated with global buyers?

A: When we say Uniqlo is “made for all,” one might imagine products for the masses, like what’s at a Wal-Mart or a Target.

But what we mean is a high-quality product that appeals to all people, including the extremely rich, not only those with sophisticated taste and intelligence, but also people who don’t know that much about clothes, and the design is fine-tuned, the material fine quality, and sustainability concerns have been addressed.

We were first a retailer, then a manufacturer-cum-retailer. Now we are a digital consumer retailer. That is why we are successful. If we had stayed the same, then we can’t hope to succeed.

Being a digital consumer retail company means we utilize information at a high level to shape the way we do our work. We gain information about our customers, the workers at the store, the market, all that information.

Changing daily is the only way we can hope for stable growth. The world is changing every day.

Q: Are you confident you can keep it up another 40 years?

A: Of course. We’ve been preparing to reach 3 trillion yen ($20 billion) revenue all these years. And we are finally starting to be known. But we still have a long way to go.

We are just getting started, and we are going to keep growing. There is more potential for growth in Europe and the US, as well as China and India, given the 1.4 billion population in each country. Clothing is a necessity, so population size is key.