Fashion
JD Sports opens largest store in Europe on Portal de l’Àngel in Barcelona
Published
November 18, 2025
British retailer JD Sports is opening its largest European store in Barcelona, following four years of work on the project. The company has chosen 9 Portal de l’Àngel (one of the most sought-after shopping streets in the Catalan capital) for its new flagship: a 1,500-square-metre store across two floors that will employ 110 people and open to the public on November 22.
“The location on Portal de l’Àngel is crucial, as it not only puts us on one of the busiest streets in Europe, but also places us at the heart of tourism and local retail, allowing us to reach a diverse audience,” said José Carlos González, JD Sports’ associate director of retail for Southern Europe.
As for the store’s design, he said it had been “carefully conceived to respect and highlight the building’s historic architecture, which incorporates three centuries-old palaces.”
“Over four years, including the discovery of architectural remnants, we have worked to ensure that modern design and technology integrate harmoniously with Barcelona’s distinctive cultural and architectural essence, creating a space that pays homage to the city,” he added.
The flagship represents “a step change” in the way the chain “connects with the consumer.”
“It is a project that places JD at the forefront of international retail, where the store is not only a place to buy products, but a space that inspires, brings together urban tribes, fosters collaborations with young talent and helps shape culture,” said González.
With the opening of this space, JD Sports reaches 530 employees in Barcelona and 690 across Catalonia. The establishment “forms part of the company’s consolidation and expansion strategy” in Spain. Footwear, sportswear and accessories make up the store’s offer, which carries its own brands as well as Adidas, New Balance, Asics and Nike.
In collaboration with Nike, the store will feature a dedicated area for the U.S. company’s women’s collections, accompanied by a series of initiatives and events. In this context, JD Sports says its new Barcelona store will run a programme of activities, as it aims to be a “meeting point” for its clientele.
“JD Sports has managed to differentiate itself with an exclusive product offering and unique collaborations, along with a shopping experience that integrates both the physical and the digital. Our proposition goes beyond selling products; we seek to connect with urban culture and build a community,” said the chain’s associate director of retail for Southern Europe.
JD Sports was founded in 1981, entered the Spanish market in 2012 and aims to reach 150 stores in the country in the medium term. The British giant also operates in the country through Sprinter, an Alicante-based retailer pursuing its own expansion plan.
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Fashion
The sneaker boom had a long run. Now some analysts say it’s over
By
Bloomberg
Published
January 11, 2026
For nearly two decades, sports brands benefited as people swapped out dress shoes for sneakers when heading everywhere from the airport to fancy restaurants and even the office.
That’s been a boon for Adidas AG, Nike Inc. and Puma SE, which capitalized on consumers’ changing tastes by serving up snazzy, comfy kicks that people wanted to wear on and off the playing field. The rising demand for sports shoes also underpinned the rapid growth of challengers like Hoka and On Holding AG, which emerged in the wake of the financial crisis and quickly became popular brands.
Now the future of that longstanding sneaker boom is being called into question, most notably by Bank of America analysts led by Thierry Cota. They rocked the footwear world last week with a 61-page analysis concluding that the growth prospects for these sports brands are rapidly dimming.
They argue that the sporting goods sector had enjoyed a 20-year “upcycle” that lifted sneakers from less than a quarter of world footwear sales to at least a half — a trend that culminated during the Covid pandemic, when millions of people were suddenly working from home. “With this structural shift largely complete, prospects for future revenue growth are now significantly reduced,” the analysts said.
They accompanied that view with a rare “double downgrade” of Adidas, abandoning their “buy” rating and declaring the stock one of the least attractive in the industry.
Their contention that the sneaker boom has passed its peak prompted a backlash from skeptics who say the casual footwear trend has room to run. Longtime industry analyst Matt Powell, an adviser at consulting firm Spurwink River, conveyed that sentiment on LinkedIn, where he posted a Barron’s article about the research and commented: “C’mon, man! No evidence of this.”
Adidas shares plunged as much as 7.6% in response to the downgrade on Tuesday, before recovering part of those losses by the end of the week.
Sneakers now make up about 60% of footwear sales in the US, according to Beth Goldstein, an analyst at Circana in New York. Sport shoes have won over the population as part of a wider societal push toward comfort, health and wellness, priorities that probably aren’t going to disappear anytime soon, she said. The US sneaker category grew 4% last year through November, while the fashion category dropped 3%, she added.
“The sneaker business is larger than ever,” she said. “I wouldn’t even call casualization a trend — it’s just a key consumer preference.”
Yet the sneaker makers have run into headwinds since the pandemic as they sometimes failed to keep up with shoppers’ fickle tastes, saw sales cool particularly in China, and faced the threat of US tariffs. Shares of Adidas are down by almost a third in the past year, and even On Holding’s stock is down by more than 10% in the period, despite strong revenue growth.
“We don’t believe the casualization trend is over — rather, it has stabilized, with wardrobes now more balanced,” said Poonam Goyal, an analyst at Bloomberg Intelligence.
“The category has moved beyond the pandemic-driven demand spike and is now operating in a more normalized environment.”
There are signs that sneakers are bleeding into the dress shoe category. In 2025, the top-traded loafer on Stockx, an online resale platform, was the New Balance 1906L, which looks like the offspring of a preppy boat shoe and a marathon trainer. It’s also common these days to see movie stars and fashion influencers donning spiffed-up, expensive versions of trainers, often in collaboration with luxury brands like Gucci and Moncler.
The analysts at Bank of America didn’t suggest that people are going to ditch their sneakers for patent leather oxfords anytime soon. Rather, they indicated that sporting goods — after booming during the pandemic — have since mid-2023 been growing at a slower-than-average pace compared with the past couple of decades.
While that typically could mean the industry is poised to take off again, no big rebound is apparent, the analysts argued. They cited data ranging from recent credit card purchases to sluggish sales figures from Asian footwear and apparel suppliers to less-than-bullish commentary from industry leaders regarding the outlook for 2026.
If the sporting goods industry grew by an average of about 9% a year since 2007, as millions of people traded in dress shoes for sneakers, the future annual expansion may only be about 4% or 5%, they suggested.
Their optimistic take is that the industry is in a prolonged slump because of consumers fearing economic conditions and recent stumbles at Nike. That could mean that the sneaker boom still has legs and will resurge as early as 2027.
“The alternative is much worse and more likely, in our view,” the Bank of America analysts added. “The emergence of a new, less favorable long-term industry paradigm.”
Fashion
As natural resources dwindle, luxury fashion must pursue sustainability says Square Management study
Published
January 11, 2026
Long defined by rarity, artisanal excellence, and desirability, the luxury sector now faces an unprecedented equation: how can it continue to create value without further increasing pressure on natural and social resources? This is the question addressed by the report “Business models for sustainable luxury,” published by the consultancy Square Management, which offers an in-depth analysis of the transformation of luxury business models through the lens of planetary boundaries.
The study’s first finding is that luxury occupies a strategic position in the ecological transition. With global sales of 364 billion euros in 2024 and considerable symbolic weight, it wields significant influence across the creative industries as a whole. Yet this influence plays out against a backdrop of multiple pressures: the growing scarcity of raw materials (gold, leather, cashmere); tighter regulation (the CSRD directive, the AGEC law, the Green Deal); the increasing integration of ESG criteria into financial valuation; evolving consumer expectations; and shifting cultural norms around consumption.
A strategy to be implemented globally
In the face of these shifts, the study shows that marginal adjustments are no longer enough and urges the luxury sector to undertake a profound transformation of its business models. To frame this reconfiguration, the report draws on the circular economy’s “9Rs” framework, which ranks sustainability strategies from the least to the most transformative, from recycling to calling into question overproduction.
The study highlights a wide variety of models already in play. The least ambitious strategies focus on waste-to-energy (Recover) or the recycling of raw materials (Recycle), with examples including Guerlain‘s refillable bottles and Prada‘s Re-Nylon line. More structurally significant are upcycling approaches (Repurpose, Remanufacture, Refurbish), which turn unsold items and dormant stock into creations with high symbolic value: Balenciaga, Jean Paul Gaultier, Coach, and Jeanne Friot exemplify this blend of circularity, creativity, and storytelling.
Reducing production and buying less: two key ideas for sustainability
Repair is a crucial lever. By extending product lifespans, it avoids the most emissions-intensive stages of the life cycle. Maisons such as Hermès, Chanel, and Cartier have made it a pillar of their client relationships, while platforms such as Tilli are helping to structure this practice at scale. Re-use and rental are also fast-growing markets, driven by younger generations: 65% of luxury consumers say they are interested in buying second-hand, according to the “True-Luxury Global Consumer Insights” report (BCG-Altagamma, 2023), a figure that is rising steadily.

The most transformative models are those aimed at reducing production itself, namely Reduce, Refuse (superfluous purchases), and Rethink. On-demand manufacturing, pre-orders or limited production, as practised by Gabriela Hearst or MaisonCléo, help limit unsold stock while reinforcing exclusivity. Some houses go further still, committing to regenerative models: Kering invests in regenerative agriculture, while Chloé embeds social and environmental impact at the heart of every product as a mission-driven company. However, the report emphasises that these transformations face major obstacles.
The limits of the “do less harm” philosophy
Internally, many obstacles are cited to the introduction of circular models: complex logistics, high costs, cognitive resistance, and a cultural attachment to ownership. To overcome these, the study’s authors identify several key factors, including enhanced traceability (notably via blockchain), co-opetition between players to pool costs and, above all, the ability to reframe sustainable luxury symbolically, not as a renunciation, but as a new form of prestige.
The study also highlights a strategic shift: luxury can no longer settle for “doing less harm.” It is now expected to create positive, measurable, and shared value that is compatible with planetary boundaries. A transformation that profoundly redefines the very notion of desirability.
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Fashion
Bangladesh garment exports fall in Nov 2025, up slightly in July-Nov
Woven garment exports slightly outpaced knitted garment exports in terms of growth. Knitwear exports (Chapter **) declined by * per cent to $*.*** billion, compared with $*.*** billion in the same period of fiscal ****–**. In contrast, woven apparel exports (Chapter **) rose by *.** per cent to $*.*** billion, up from $*.*** billion during July–November ****, EPB data showed.
Home textile exports (Chapter **, excluding ******) also expanded, increasing by *.** per cent to $***.** million from $***.** million in the same period of the previous fiscal. Taken together, exports of woven and knitted apparel, clothing accessories, and home textiles accounted for **.** per cent of Bangladesh’s total exports, which stood at $**.*** billion during the period. Growth in home textiles was supported by firmer demand for niche value-added products, along with Bangladesh’s competitive pricing amid rising production costs in rival sourcing countries.
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