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Intersport France expands with the takeover of Spain and Portugal operations

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Intersport France expands with the takeover of Spain and Portugal operations


Translated by

Nazia BIBI KEENOO

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November 3, 2025

The track record of Intersport France and Belgium’s new managing director, Philippe Giovanni, a specialist in consolidating distribution networks, suggested potential external growth moves. The cooperative is now significantly expanding its network, marking not the absorption of a brand in France but a geographical expansion.

Intersport store in Madrid – Intersport

In a press release on November 3, the French cooperative announced that it had been “entrusted by ICC with the responsibility of overseeing Spain and Portugal, by structuring a Southern European hub which will bring together France, Belgium, Spain and Portugal.”

For several months, questions surrounded the future of Intersport’s Iberian operations. The group had applied earlier this year for court protection after facing challenges repaying its debt. This entity comprised 130 companies operating Intersport-branded stores and employed more than 130 people. It had been seeking buyers for several months, with Spanish media estimating a potential purchase price of around €300 million ($323 million).

“This new step marks the recognition of the know-how of our French cooperative and of our ability to build a strong collective dynamic,” said Gérard Leclerc, now president of Intersport France, Spain, Portugal & Belgium. “By structuring a Southern European hub, we are affirming our ambition to make Intersport a benchmark player in a strategic area of the European sports market.”

Intersport France and Belgium did not disclose the transaction amount. For the entity based in Longjumeau, in the Paris region, the move “is in line with the transformations we have carried out together in recent years: the acquisition of Go Sport, the modernization of our store network and the launch of our new brand platform.”

The company plans to “build on the know-how, performance and robustness of the French model” and is creating an Iberian subsidiary, while Intersport France takes over the Spanish central office and its staff.

Intersport France and Belgium report revenue of €3.88 billion ($4.18 billion) and hold a market share of more than 14%.

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Germany’s Puma’s Q3 sales drop 10.4% as brand executes strategic reset

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Germany’s Puma’s Q3 sales drop 10.4% as brand executes strategic reset



German sportswear giant Puma has reported a 10.4 per cent decline in sales on a currency-adjusted basis to €1,955.7 million (~$2.27 billion) in the third quarter (Q3) of 2025, or 15.3 per cent on a reported basis, primarily reflecting reduced wholesale exposure, distribution streamlining, and lower promotional activity in e-commerce, as part of its ongoing strategic reset aimed at strengthening long-term brand health.

The gross profit margin fell by 260 basis points to 45.2 per cent, primarily due to elevated promotional activity in the wholesale channel, inventory write-downs, and increased freight costs. This was partially cushioned by a favourable mix shift towards direct-to-consumer (DTC).

Puma’s Q3 2025 sales have declined 10.4 per cent on a currency-adjusted basis to €1,955.7 million (~$2.27 billion) amid distribution clean-up, reduced wholesale exposure, and fewer e-commerce promotions.
The brand reported a net loss of €62.3 million (~$72.3 million) and a 45.2 per cent gross margin.
CEO Arthur Hoeld reaffirmed 2025 as a ‘year of reset’.

Operating expenses, excluding one-time costs, decreased 2.6 per cent to €850.6 million, reflecting early benefits from the cost-efficiency programme. However, marketing costs rose as a share of sales due to reduced revenues. Adjusted EBIT dropped sharply to €39.5 million from €237.0 million a year earlier, while reported EBIT came in at €29.4 million after accounting for €10.1 million in one-time restructuring costs. Consequently, the EBIT margin fell to 1.5 per cent. Net loss stood at €62.3 million compared with a €127.8 million net profit in the same period last year. Earnings per share came in at negative €0.42.

The company faced multiple challenges during the quarter, including muted brand momentum, elevated inventory levels across the trade, and lower-quality distribution, as part of its ongoing strategic reset aimed at strengthening long-term brand health by reducing undesirable wholesale business, curbing promotions, and improving inventory quality, Puma said in a press release.

Wholesale revenue decreased 15.4 per cent (currency-adjusted) to €1,385.7 million, reflecting reduced exposure to low-margin channels in North America, Europe, Middle East, and Africa (EMEA), and Latin America. The company also phased out undesirable business and executed significant takebacks to clear excess inventory from trade partners.

DTC sales, however, grew by 4.5 per cent (currency-adjusted) to €570 million, driven by a 5.6 per cent increase in e-commerce and a 3.9 per cent rise in owned and operated retail stores. This boosted the DTC share to 29.1 per cent from 25.1 per cent in Q3 2024, as the company shifted focus towards higher-margin, brand-controlled channels.

Sales fell across all key regions due to the ongoing reset. In the Americas, sales decreased 15.2 per cent (currency-adjusted) to €678.1 million, largely due to reduced exposure to mass merchants in North America. The US market was particularly affected given its significant share of wholesale business. The Asia/Pacific region recorded a 9 per cent decline to €367.1 million, primarily due to a drop in Greater China’s wholesale business, partially offset by growth in DTC. In the Europe, Middle East, and Africa (EMEA) region, sales declined 7.1 per cent to €910.6 million, impacted by takebacks and the deliberate scaling back of low-quality wholesale business.

All product divisions were affected by the strategic reset. Footwear sales declined by 9.9 per cent (currency-adjusted) to €1,045.8 million, with broad-based softness across most categories. Nonetheless, the Speedcat family within the Sportstyle Prime segment performed well, especially in the Asia-Pacific region. Performance categories such as Basketball and Performance Running showed resilience, driven by successful launches like the HALI 1 basketball shoe and Velocity NITRO 4 running shoe.

Apparel sales decreased by 12.8 per cent to €635.5 million, reflecting weaker performance in Sportstyle, while growth in Training—bolstered by Puma’s exclusive HYROX partnership—along with Motorsport and Basketball, provided partial offsets. Accessories declined 6.1 per cent to €274.4 million.

For the first nine months of 2025, Puma’s sales decreased 4.3 per cent (currency-adjusted) to €5,973.9 million, while reported sales dropped 8.5 per cent. Wholesale declined 8.6 per cent, while DTC rose 8.4 per cent—driven by strong e-commerce growth of 14.2 per cent and retail growth of 5.2 per cent. DTC’s share of total sales increased to 28.8 per cent from 25.5 per cent.

Gross profit margin for the nine months decreased 130 basis points to 46.1 per cent due to higher promotions and currency headwinds. Adjusted EBIT fell to €102.0 million from €513.2 million, while one-time costs and impairments led to a reported EBIT loss of -€10.7 million. The company posted a net loss of €308.9 million for the period, compared to a €257.1 million profit in 2024.

“At the end of July, we stated that 2025 would be a year of reset. Since then, we have taken important steps to clean up Puma’s distribution, improve our cash management and reset our operational expenses. By expanding our cost efficiency programme, we are moving quickly to address challenges and make the business more efficient and resilient. With third-quarter results meeting our expectations, we remain committed to executing these measures with discipline,” said Arthur Hoeld, chief executive officer (CEO) of Puma.

“I strongly believe the Puma brand has incredible potential with more than 77 years of history, one of the best product archives in the industry and huge credibility in many major sports. We have identified the areas in which we need to take decisive action and outlined our strategic priorities to become one global sports brand with globally resonating product ranges and inspiring storytelling across markets. With these strategic priorities, we have the clear ambition to establish Puma as a Top 3 sports brand globally, returning to above industry growth and generating healthy profits in the medium term,” added Hoeld.

Puma has expanded its cost-efficiency programme to include a targeted reduction of approximately 900 additional white-collar roles globally by the end of 2026. The company expects these actions, alongside its distribution reset and focus on brand consistency, to create a leaner and more agile operating structure, added the release.

Despite ongoing macroeconomic and geopolitical uncertainty, Puma confirmed its full-year 2025 outlook, expecting sales to decline by a low double-digit percentage on a currency-adjusted basis and a reported EBIT loss for the year. Capital expenditures are projected around €250 million.

Fibre2Fashion News Desk (SG)



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Amiri named formalwear partner of FC Barcelona

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Amiri named formalwear partner of FC Barcelona


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November 3, 2025

Los Angeles-based fashion house Amiri is to design the formal wear of FC Barcelona – the current Spanish Liga 1 champions, and one of the most decorated clubs in the soccer world.

Courtesy

The winner of a record 80 domestic trophies, and of 23 European and worldwide titles, Barcelona is one of the most glamorous clubs on the planet. Its players have won the Ballon d’Or, the most prestigious individual prize in association football, the most for any professional team. Including 12 times for male players – like soccer legends Lionel Messi and Johan Cruyff – and three times for women players.
 
“The Amiri x FC Barcelona partnership begins with the 2024/2025 season, marking the start of an ongoing collaboration between Amiri and FC Barcelona. Both sides view it as a long-term relationship — one rooted in shared values of innovation, craftsmanship, and global excellence,” Amiri told FashionNetwork.com.

Founded in 2014 by Mike Amiri, a Beverly Hills High School graduate, the brand Amiri began specializing in stage outfits for musicians in California, before developing a first capsule collection.
 
By 2018, Amiri began staging runway shows during the Paris menswear season. One year later, Renzo Rosso’s OTB took a minority stake in the LA brand. 
 
By 2020, Amiri had opened its first flagship on Rodeo Drive, Beverly Hills, while Amiri was nominated four times for Menswear Designer of the Year at the annual CFDA Awards in New York.
 
Today, Amiri boasts a network of 31 boutiques, and retails in over 150 sales points in the U.S., Europe, Gulf and Asia.
 
The linkup with Barcelona, “marks the first partnership of its kind for Amiri, uniting with a global icon in sport, and bringing a distinctly Hollywood vision of modern luxury to one of the world’s most celebrated football institutions,” the brand noted.
 
This partnership also unites a 21st-century label and a club with 125 years of history, respecting tradition and heritage.
 
The brand will provide FC Barcelona custom suiting for all players, across both their men’s and women’s teams, alongside club executives and leadership. 
 
“The tailoring created for FC Barcelona is exclusive to the club and will not be available for public sale. Each piece was made-to-measure for the players and staff, combining Amiri’s signature relaxed Californian tailoring with nods to the club’s heritage through custom pinstripe fabrics and deep navy tones,” Amiri told FashionNetwork.com.
 
Inspiration is drawn directly from the colors of the players’ strip. Dressed in rich blue and garnet for over a century, the club is also known as equip blaugrana – the blue and garnet team. Marrying signature Amiri style with the distinct identity of FC Barcelona, for the Winter season Amiri uses the club’s deep navy blue as the primary shade on precisely tailored wool six-button overcoats, as well as tailored jackets – double-breasted for men, single-breasted for women – and gently flared trousers in a fine white-on-navy pinstripe wool. 
 
For summer tailoring, pinstripe also appears on a new shirt-collar classic blouson, an iconic Amiri style inspired by sportswear, translated to formalwear, and here returned to sports, detailed with MA Monogram embroidery on the breast pocket. 
 
Lightweight, sports-silhouette knits with contrast MA Monogram and tonal FC Barcelona embroidery round out the wardrobe for summer, while for winter pinstripe poplin shirts are teamed with a garnet and blue-striped tie and gold bar tie clip. 
 

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Kimberly-Clark acquires Neutrogena-owner Kenvue

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Kimberly-Clark acquires Neutrogena-owner Kenvue


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Reuters

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November 3, 2025

Kimberly-Clark is laying down $40 billion to buy Kenvue in a massive deal that has puzzled some investors as the Tylenol maker struggles with weak sales, lawsuits and White House attacks linking its painkiller to autism.

Neutrogena – Courtesy

Shares of Kimberly-Clark dropped sharply after the Monday announcement as stockholders scrutinized the 46% premium being paid for the former Johnson & Johnson unit that has had a turbulent year: Kenvue ousted its CEO in July and has been under fire from President Donald Trump over unproven claims that Tylenol use during pregnancy can cause autism in children.

Kenvue shares, which had dropped sharply since Trump’s comments, jumped as much as 19.6% on Monday. Many investors have been awaiting a sale of all or parts of the company for months, following activist pressure.

Kimberly-Clark had admired Kenvue for years, going back to when it was still part of J&J, and viewed it as a target, but deal talks between the companies started after Kenvue announced it was reviewing strategic alternatives and the departure of its CEO over the summer, sources familiar with the matter told Reuters.

Jay Woods, chief market strategist at Freedom Capital Markets, said the market reaction suggests some investors believe Kimberly-Clark “may be buying damaged goods”.

Despite the concerns, Kimberly-Clark forecast $2.1 billion in annual cost savings from the deal, with the addition of Kenvue’s vast portfolio of brands from Listerine mouth wash to skincare names like Aveeno and Neutrogena expected to bring in annual revenues of roughly $32 billion for the combined company.

Both companies sit side by side on store shelves, so the scale and distribution logic make sense even if the Tylenol overhang remains a shadow any buyer would rather avoid, said Kimberly Forrest, chief investment officer at Bokeh Capital Partners.

“Kimberly-Clark will take on potential litigation risk for the Tylenol brand… This is hard to quantify,” said TD Cowen analyst Robert Moskow.

There are concerns around Kenvue’s potential legal exposure to hundreds of private lawsuits alleging the company hid supposed links between Tylenol and autism or attention deficit hyperactivity disorder in children.

While U.S. Health and Human Services Secretary Robert F. Kennedy Jr. recently said there is no conclusive evidence of such a link, he called existing data “very suggestive.”

U.S. sales of Tylenol fell 11% between September 20 and October 4 after the Trump administration’s remarks, BNP Paribas analyst Navann Ty said in a note last month.

Kenvue is also battling litigation tied to its talc-based baby powder products.

“Most investors expected Kenvue to sell off select brands, not the entire company, given the Tylenol and talc overhangs. But Kimberly-Clark likely saw long-term value in a strong brand portfolio trading at a steep discount,” said James Harlow, senior vice president at Novare Capital Management.

Kenvue investors cheered the deal.

One long-term investor who has spoken with the board and management over the last months called the deal “awesome”, while some others said the price was not as good as they would have hoped for two months ago, before the company came under fire from the White House.

“They did have a long slog ahead of them … I think they must have looked at the situation and … had the opportunity to sell the whole company. That’s the most simple of transactions,” Harlow said, adding that selling off individual brands would have taken a long time.

Kenvue has long struggled with weakness in its core businesses, especially the skin health and beauty segment – a challenge activist investors have previously flagged. The company said on Monday third-quarter sales at the skin health segment fell 3.2% to $1.04 billion.

“One of our challenges at Kenvue right now is we’re living in between, which is no place to live – in the murky middle,” said Kirk Perry, who was named permanent CEO of Kenvue earlier in the day.

Kimberly-Clark is also navigating a consumer goods environment increasingly fraught with a more value-seeking shopper, forcing companies, including sector bellwether Procter & Gamble to invest in smaller pack sizes, and trim underperforming business units.

It sold a majority stake in its international tissue business to Brazilian pulp maker Suzano, as part of a restructuring, proceeds from which are expected to help the Kenvue buyout, the company said on Monday.

“Kimberly-Clark has been discussing its ‘transformation’ for some time now, but do think this feels like very early days to be nearly doubling the size of the company,” Barclays analysts said.

Kenvue’s shareholders will receive $3.50 per share and 0.15 Kimberly-Clark shares for each Kenvue share held. That implies an equity value of $40.32 billion, according to Reuters calculations.

The deal, expected to close in the second half of 2026, will be financed through a mix of cash and debt, with committed funding from JPMorgan Chase Bank.

Either party may be required to pay a $1.12 billion termination fee in cash if the deal falls through, according to a regulatory filing.
Upon closing, Kimberly-Clark’s CEO Mike Hsu will take over as the top boss and chairman of the combined company.

© Thomson Reuters 2025 All rights reserved.



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