Armani's Value Goes Beyond Style

People walk past a Giorgio Armani store in Galleria Vittorio Emanuele II, following Giorgio Armani's death at the age of 91, in Milan, Italy, September 5, 2025. REUTERS/Gonzalo Fuentes/File Photo
People walk past a Giorgio Armani store in Galleria Vittorio Emanuele II, following Giorgio Armani's death at the age of 91, in Milan, Italy, September 5, 2025. REUTERS/Gonzalo Fuentes/File Photo
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Armani's Value Goes Beyond Style

People walk past a Giorgio Armani store in Galleria Vittorio Emanuele II, following Giorgio Armani's death at the age of 91, in Milan, Italy, September 5, 2025. REUTERS/Gonzalo Fuentes/File Photo
People walk past a Giorgio Armani store in Galleria Vittorio Emanuele II, following Giorgio Armani's death at the age of 91, in Milan, Italy, September 5, 2025. REUTERS/Gonzalo Fuentes/File Photo

Armani's economic value goes well beyond its stagnating fashion business and potential bidders are likely to take a close look at sales generated by fragrances and frames sold under the late designer's name, industry sources and analysts say.

The fashion house founded by Giorgio Armani 50 years ago reported revenue of 2.3 billion euros ($2.71 billion) last year, down 5% from a year earlier amid a global luxury slowdown and as a turn to casualwear reduces the appeal of its classic suits, Reuters reported.

But filings by the Italian company show that figure nearly doubles, to 4.25 billion euros, with the inclusion of sales from beauty and eyewear - made under licence since 1988 by L'Oreal and EssilorLuxottica respectively.

Giorgio Armani's will, published last week following his death on September 4, named those two companies alongside French luxury giant LVMH as potential buyers of the business.

Armani-branded perfumes and beauty products in L'Oreal's portfolio generate around 1.5 billion euros a year, industry sources and analysts estimate, while Armani eyewear contributes about 500 million euros for EssilorLuxottica.

Just over one-tenth of that goes to the Armani group as royalties, according to Reuters calculations based on filings.

Sales of licensed products could be fundamental to determining the price of Armani in a possible transaction, according to an industry source who has worked at a potential suitor.

While operating profit for Armani group, which depends largely on fashion, shrank to 3% of net revenue last year, the beauty and eyewear businesses are potentially more lucrative. L'Oreal reported an overall operating profit margin of 20% last year, while EssilorLuxottica's stood at nearly 17%.

The Armani brand is "great eyewear, great beauty, a great legacy, but the ready-to-wear brand today is not the hottest on the planet," HSBC analyst Erwan Rambourg told Reuters.

LICENCES CENTRAL TO POTENTIAL SALE

Armani's licence with EssilorLuxottica, in which the designer owned a 2% stake, was renewed in 2023 for 15 years. And the deal with L'Oreal runs until 2050.

Aware of the importance of these collaborations, Giorgio Armani's will states that priority for any sale should be given to groups with which his company "already has a partnership".

EssilorLuxottica and L'Oreal said last week they would assess a possible investment in Armani, which the will says should initially be a 15% stake. A second, larger stake should be transferred later to the same buyer or a listing sought, the will says.

LVMH, controlled by French billionaire Bernard Arnault, said it was honoured to be named as a potential partner.

Maintaining control of the sizeable Armani licence through a large stake purchase would be more significant for L'Oreal than for EssilorLuxottica.

A bid by L'Oreal for Armani may follow the precedent set by beauty group Estee Lauder, which purchased fashion label Tom Ford in 2022, keeping the fragrances but granting long-term licences to other players for apparel and eyewear.

Armani is "highly regarded" as a beauty brand, said Morningstar analyst Dan Su. It is also one of the best-known names in men's fragrances, a segment that is booming - L'Oreal CEO Nicolas Hieronimus told Reuters in July that its "Stronger with You" fragrance was a "phenomenon" among younger men.

Managing a fashion label in addition to beauty could add complexity for L'Oreal.

And despite their long collaboration, Armani would be a tough nut to crack for EssilorLuxottica, which dipped into fashion by acquiring streetwear brand Supreme in 2024, but has stressed its aim to become a med-tech group.

LVMH, with its depth and breadth of luxury expertise, would have the ability to manage a full acquisition that brings in-house the full suite of Armani's sprawling businesses, several industry experts said.

The French conglomerate could manage eyewear via its Thelios unit, while beauty is already a core business.

But LVMH may struggle to bring Armani beauty and eyewear in-house any time soon given the existing long-running licences.

Boss Arnault would also have to cohabit with a foundation set up by Armani that will hold de facto veto powers.

"LVMH and L'Oreal are like chalk and cheese," said Rambourg.



Heat Catches Europe’s Fashion Industry Unprepared as Models Face the Sun in Fur and Wool

 A model presents a creation for Dior for the Menswear Spring/Summer 2027 collection fashion show as part of the Paris Fashion Week, in Paris on June 24, 2026. (AFP)
A model presents a creation for Dior for the Menswear Spring/Summer 2027 collection fashion show as part of the Paris Fashion Week, in Paris on June 24, 2026. (AFP)
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Heat Catches Europe’s Fashion Industry Unprepared as Models Face the Sun in Fur and Wool

 A model presents a creation for Dior for the Menswear Spring/Summer 2027 collection fashion show as part of the Paris Fashion Week, in Paris on June 24, 2026. (AFP)
A model presents a creation for Dior for the Menswear Spring/Summer 2027 collection fashion show as part of the Paris Fashion Week, in Paris on June 24, 2026. (AFP)

The most coveted accessory at the Paris Fashion Week shows this week was not a bag, a sneaker or a watch. It was an ice pack.

As a historic heat wave gripped the French capital, fashion houses fought to keep guests cool with mist machines, chilled towels, parasols and iced Evian on silver platters.

It wasn’t enough. Historic venues sweltered, guests were packed in tight, air conditioning was absent or inadequate and water ran short — at one house, organizers weighed serving none at all, having found only plastic bottles to hand out.

That mattered because Paris Fashion Week is not a minor cultural event.

It is one of France’s most visible export machines: six fashion seasons a year, global luxury houses, celebrities, editors, buyers and clients moving through an industry worth billions, often inside aging venues built for a cooler age.

This week raised a harder question: whether Paris should keep staging menswear and haute couture in the height of summer at all if climate change keeps bringing more frequent and intense heat waves.

“I honestly thought I was going to pass out,” said Ben Freeman, a London-based fashion critic from Australia.

Paris neared 41 degrees Celsius (106 Fahrenheit) during a heat wave that pushed France into emergency mode. Large parts of the country were under red alert, and hospitals were told to prepare for more heat-related cases.

Like the dusty Louvre, which cut hours and said its historic building “remains vulnerable and is not sufficiently adapted to climate change,” fashion week exposed a Paris problem as much as a fashion one: how to keep prestige institutions running when the weather no longer fits the building, the calendar or the crowd.

“Paris Fashion Week is the canary in the mine,” Freeman said.

The deeper contradiction was on the runway. At a Paris Fashion Week Men’s where the industry paid to imagine next summer could barely survive this one, houses cooled the people watching the shows, then dressed their models in unseasonable leather, neoprene, wool and fur.

“The calendar does not make any sense,” acknowledged Dior’s Jonathan Anderson, blaming fractured delivery cycles and a business that bears no relation to the season outside.

Some in the front row suggested that fashion week in the hottest months be scrapped.

“In Paris we don’t have AC everywhere, it’s quite rare,” said Thomas Levy, 24, a fashion student outside one show. “I don’t know how the models did it this week in some of the leather and knit coats."

The venues couldn’t cope

Pascal Morand, who heads France’s fashion federation, said organizers were following the government’s heat-wave plan.

“We are conscious of the challenges and very attentive to preserving the Fashion Week experience in this context of structural change,” he told The Associated Press.

The cause ran deeper — an industry whose fixed parts, from the buildings to the clothes, were designed for a cooler world and a customer who lives somewhere else.

The response included earlier shows, more water, more mist, more shade.

Fashion had already been warned about heat management. In March, Celine built an okoumé-wood pavilion in the courtyard of the Institut de France for a winter show, packed guests inside and still saw some leave because of the temperature.

Dior shifted its show to 9 a.m. from mid-afternoon, and Rick Owens moved his forward too. Yet inside Dior’s half-renovated mansion, water was scarce, there was no air conditioning, and some guests looked ready to pass out.

The strain had already shown at Milan Fashion Week last week. At Thom Browne’s first show there, giant misting fans ran and black umbrellas went out as guests waited out the midday sun.

Runways out of season

The clothes were made not for summer in Paris but for global markets and customers who pass the hottest months in refrigerated air. For them, a wool coat in June is not a contradiction. It is just a purchase.

Louis Vuitton presented wetsuits in neoprene, as well as coats in cashmere and fur.

At Saint Laurent, Anthony Vaccarello sent models through cooling clouds of vapor from a Fujiko Nakaya fog sculpture, then ran hot and cold at once: featherweight, unlined tailoring stripped down for the heat, against leather briefs, choker scarves and transparent shoes fogging with the wearer’s sweat.

Issey Miyake’s IM Men gave the clearest practical answer, handing out ice packs at the door, then bamboo-thread fabrics and shadowy prints that moved with the air rather than against it.

Rick Owens made the anxiety literal, sending models through mist in garments with fans whirring inside. One critic called it metaphor for climate catastrophe.

France’s uneasy cooling debate

Air conditioning remains culturally suspect in France — blamed for sore throats, dismissed as wasteful or bad for the planet — even as heat waves turn cooling into a question of public safety.

President Emmanuel Macron’s government leans toward shade, insulation and trees; environmentalists warn that mass cooling would only deepen the emissions driving the heat.

Europe is the fastest-warming continent, but its old cities are short on the cooling a hotter climate demands. From sport to tourism to construction, industries built around fixed calendars and outdoor crowds are being forced to adapt to heat that comes earlier, lasts longer and climbs higher.

The question is how much longer an aging 19th century Paris can host a summer spectacle where guests need ice packs to reach the finale.


H&M Reports Smaller-than-expected Q2 Operating Profit

People walk past a closed H&M clothing store in Omsk, Russia, March 3, 2022. REUTERS/Alexey Malgavko
People walk past a closed H&M clothing store in Omsk, Russia, March 3, 2022. REUTERS/Alexey Malgavko
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H&M Reports Smaller-than-expected Q2 Operating Profit

People walk past a closed H&M clothing store in Omsk, Russia, March 3, 2022. REUTERS/Alexey Malgavko
People walk past a closed H&M clothing store in Omsk, Russia, March 3, 2022. REUTERS/Alexey Malgavko

Swedish fashion retailer H&M reported on Thursday a smaller-than-expected March-May profit as it was unable to fully meet demand after reducing the amount of clothing it keeps in stock, and predicted unchanged June sales.

Operating profit in H&M's fiscal second quarter was unchanged year-on-year at 5.91 billion crowns ($606.5 million), having risen three quarters in a row, against a mean forecast in an LSEG poll of analysts of 6.38 billion.

Sales measured in local currencies were roughly ⁠flat in the quarter, ⁠and H&M predicted flat local-currency sales also in June, year-on-year. Reuters quoted CEO Daniel Erver as saying in a statement that quarterly sales were somewhat lower than planned.

"The profitability improvement and increased inventory productivity are in line with our long-term work to lay the foundations for sustainable and ⁠profitable growth. The tighter inventory management has, however, in some cases affected our ability to fully meet demand," he said.

Excluding a one-off restructuring cost of 679 million crowns, related to organizational changes, operating profit rose 11%. The quarter was closely watched for how H&M weathered the Iran war's impact on consumer confidence and costs.

Profit margins held up, with the gross margin widening to 56.6% from 55.4% a year earlier against an expected ⁠56.5%.

H&M ⁠said it expected markdowns in the third quarter to be on a similar level to a year ago.
Erver is trying to attract more shoppers with trendier styles and overhauled marketing.

On May 7, H&M launched a collection in collaboration with designer Stella McCartney.

While H&M's profit margins have been improving, sales have been more sluggish as cut-price online retailers like Shein compete for price-sensitive customers while Inditex's Zara dominates the upmarket end of fast fashion.


Valentino 2025 Sales, Core Profit Slide as Debt Edges Higher

A model presents a creation by Italian fashion house Valentino during the show "Interferenze" Fall/Winter 2026-2027 collection at Palazzo Barberini in Rome on March 12, 2026. (Photo by Alberto PIZZOLI / AFP)
A model presents a creation by Italian fashion house Valentino during the show "Interferenze" Fall/Winter 2026-2027 collection at Palazzo Barberini in Rome on March 12, 2026. (Photo by Alberto PIZZOLI / AFP)
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Valentino 2025 Sales, Core Profit Slide as Debt Edges Higher

A model presents a creation by Italian fashion house Valentino during the show "Interferenze" Fall/Winter 2026-2027 collection at Palazzo Barberini in Rome on March 12, 2026. (Photo by Alberto PIZZOLI / AFP)
A model presents a creation by Italian fashion house Valentino during the show "Interferenze" Fall/Winter 2026-2027 collection at Palazzo Barberini in Rome on March 12, 2026. (Photo by Alberto PIZZOLI / AFP)

Italian luxury group Valentino reported lower sales and earnings in 2025 from the previous year, while its net debt increased, a company filing showed on Tuesday.

Revenue fell 15% to €1.12 billion, ‌while earnings ‌before interest, taxes, ‌depreciation ⁠and amortization (EBITDA) dropped 41% ⁠to €174 million, the filing said.

Net debt rose to €1.13 billion at the end of 2025 from €1.08 billion a ⁠year earlier, it ‌added.

Valentino ‌is controlled by Qatar-backed Mayhoola, ‌which owns 70% of ‌the company, while French luxury group Kering holds the remaining 30%.

The fashion house ‌has been facing a slowdown in luxury demand ⁠and ⁠in November received a €100 million capital injection from Kering and Mayhoola to shore up its finances after it breached loan covenants earlier in the year.