Fashion
Santiago Cucci on IKKS: ‘It’s time for us to refocus on our flagship brand’
Published
December 14, 2025
In October, this was not necessarily the frontrunner in the race to take over the IKKS Group. The French premium ready-to-wear specialist, owner of the eponymous brand as well as One Step and I.Code, attracted around a dozen bidders after being placed in receivership at the start of autumn, including the respective owners of The Kooples, Pimkie, Morgan and Caroll.
But in the home stretch, the duo of Michaël Benabou, co-founder of VeePee (then called Vente Privée) and head of the investment company Financière Saint James, and Santiago Cucci, a specialist in premium ready-to-wear and former head of the Levi’s and Dockers brands, who for a time supported the leadership of Dutch label G-Star, strengthened their bid. The entrepreneur, a sports enthusiast who knows the case well, having taken over as chairman of the HoldIKKS holding company last year, knows that competitions are decided right up to the last minute. Despite the loss of almost half the workforce, their offer, which safeguards 546 jobs and includes 119 directly operated stores, won the backing of the group’s works council (CSE) and was formally approved by the Paris Court for Economic Activities.
A few hours after the decision was made official, Cucci outlined his roadmap for IKKS to FashionNetwork.com.
FashionNetwork.com: What was your reaction to the announcement of the court’s decision?
Santiago Cucci: We’re delighted to be taking over this iconic brand. I think it’s a brand that touches the hearts of the French. We all have a history with IKKS, whether from our younger years or through our children, often tied to festive moments. This means there’s a whole generation entering adulthood already very familiar with the brand and feeling positively towards it. That’s the capital we’re taking on today. And this affinity extends well beyond end consumers: of the 118 affiliates we contacted, 116 said yes.
FNW: Because beyond the 119 directly operated stores, you had to convince partners to come on board…
SC: Whether with affiliates, suppliers we had to renegotiate with, or across the entire value chain through to consumers, I believe the whole ecosystem still holds the brand in very high regard. Our job now is to make the brand desirable, using digital tools that deliver a strong and seamless customer experience.
FNW: You’re keeping 546 jobs, many of them in stores. What are the next steps, particularly on the social front?
SC: As we’re taking over the company, on Monday I’ll be in Saint-Macaire to meet the employees who are part of the project. We’ll be putting together a new management team across most functions over the next few weeks. I would like to thank the management team, who have done their utmost to steer the company through difficult conditions in recent years. In our takeover plan, we have committed to investing 700,000 euros to acquire the brand’s assets and inventories, and 700,000 euros to contribute to the PSE. Matters concerning those who are leaving will be handled by the court-appointed liquidator. However, we intend to rehire a few people to help secure the path forward over the coming months.
FNW: In your plan, a number of activities were to be discontinued. Where are you going to focus your efforts?
SC: We’re refocusing on IKKS’s adult business. We’re putting the junior business on hold. Even though that’s the brand’s roots, in France the leading player in the junior market is the second-hand segment. We have to accept that reality. But those consumers who were juniors are now adults and already have a relationship with the brand. At the same time, the group had been managing I.Code and One Step. It’s time to refocus on the flagship and discontinue the two brands and childrenswear. It’s important to note that the junior segment accounts for 82% of IKKS’s losses.

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FNW: Does this mean that you think the adult part of IKKS, the core on which you’re refocusing, could be profitable fairly quickly?
SC: You’re right. As early as the first year—2026, which will be a transitional year—we have a profitable business model, with reinvestment back into the company.
FNW: Alongside the buyout, you announced a 16 million euro investment package. What are your investment priorities?
SC: We’ve budgeted almost 17 million euros to get the supply chain engine up and running again. It’s a real machine. We’re going to invest in boosting the brand’s desirability, and in IT infrastructure that is from another era, which we’ll upgrade in the first quarter. In my experience, I’ve always been quick to transform companies.
FNW: What will you bring over from your experience at Levi’s and Dockers? What do you think is essential to the successful evolution of a brand?
SC: We’re going to clarify the brand’s identity and values. We’ll enhance the customer experience, particularly by engaging more meaningfully with our community and relying a little less on promotions alone. To do this, we’ll invest in infrastructure and in our go-to-market. We’ll invest in production capabilities so we can be more flexible and hold inventory that matches market needs. We want to be less dependent on promotional periods.
FNW: Is the idea also to reduce the share of revenue coming from markdowns?
SC: You have to be clear about prices. You can’t set a price and then run permanent promotions afterwards. So we’re going to bring more clarity for consumers to the pricing structure, especially at the start of the season. By the way, the design team has done a great job, which is why we’re keeping them on. Now we’re going to make this offer more visible, with a pricing structure that has to be logical. Encouragingly, the results for this reworked adult offer are positive.
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Fashion
Canada could lift GDP 7% by easing internal trade barriers
Canada could boost long-term economic output by nearly 7 per cent if it dismantles policy-related barriers that restrict the movement of goods, services, and labour across provinces, according to new analysis by the International Monetary Fund (IMF).
Despite being one of the world’s most open economies globally, Canada’s internal market remains fragmented, with non-geographic barriers equivalent to an average 9 per cent tariff nationwide.
Canada could raise long-term GDP by nearly 7 per cent by removing internal trade barriers that restrict interprovincial movement of goods, services, and labour, new analysis shows.
Policy-related frictions act like a 9 per cent internal tariff nationwide.
Liberalising high-impact sectors could deliver productivity-led gains worth about C$210 billion (~$153.04 billion).
Model-based estimates suggest that fully removing these barriers could add around C$210 billion (~$153.04 billion) to real GDP over time, driven largely by productivity gains rather than short-term demand, IMF said in a release.
While full liberalisation will be gradual, targeted reforms in high-impact sectors could deliver sizable benefits and improve economic resilience. Analysts argue that stronger federal–provincial coordination, wider mutual recognition of standards and credentials, and transparent benchmarking of internal trade barriers will be key to turning Canada’s fragmented domestic market into a more integrated national economy.
Fibre2Fashion News Desk (HU)
Fashion
APAC freight market sees short-term surges, long-term overcapacity: Ti
While rates initially jumped in early January, weak underlying demand and the potential return of vessels to the Suez Canal are creating a volatile environment for shippers, it noted.
Carriers pushed through general rate increases (GRIs) in early January this year, briefly lifting China-to-US West Coast rates above $3,000 per forty-foot equivalent unit (FEU). However, these hikes were largely unsustainable due to weak volumes, with rates quickly correcting to the $1,800-$2,200 range by mid-month, the logistics and supply chain market research firm said in an insights brief.
Asia’s ocean freight market is navigating short-term seasonal surges and long-term structural overcapacity, Ti said.
Asia’s air freight market is seeing a significant ‘post-peak’ correction following a record-breaking end to 2025.
Warehousing capacity in the Asia-Pacific is under severe strain in late January as manufacturing slows and labour shortages emerge ahead of the Lunar New Year.
Seasonal demand ahead of the Lunar New Year (starting mid-February 2026) has pushed North Europe rates to roughly $2,700 per FEU as of mid-January. This is a significant recovery from the October 2025 lows of $1,300 per FEU.
Despite a peak ahead of the holiday, Intra-Asia rates have begun to ‘cool’ in mid-January, settling at an average of $661 per 40-feet container as new services and capacity entered the market.
The Asian air freight market is witnessing a significant ‘post-peak’ correction following a record-breaking end to 2025. While rates have dropped sharply from their December highs, demand remains resilient in key high-tech sectors, and a ‘mini-peak’ is expected in late January ahead of the Lunar New Year.
Spot rates from major hubs like Hong Kong and Shanghai fell significantly in early January as year-end peak season demand evaporated.
Despite the rate correction, global air cargo tonnages jumped by 26 per cent in the first full week of January 2026 compared to the end-of-year slump, with the Asia-Pacific region seeing an 8 per cent year-on-year (YoY) increase in chargeable weight.
Volumes from Southeast Asia to the United States rose by 10 per cent YoY in early January, driven by importers continuing to diversify sourcing away from China.
Warehousing capacity in the Asia-Pacific is under severe strain in late January as manufacturing slows and labour shortages emerge ahead of the Lunar New Year.
India closed 2025 with 36.9 million sq ft of warehouse leasing (16-per cent YoY growth), a trend continuing into early 2026 with high demand in Delhi National Capital Region and Chennai.
After a period of oversupply, development pipelines are expected to drop by a third by 2027, making 2026 a critical ‘inflection point’ for occupiers to secure quality space before terms tighten again.
Fibre2Fashion (DS)
Fashion
Vietnam textile-garment sector targets $50 mn in exports in 2026
The goal, however, is challenging due to external pressures, including stricter technical barriers, reciprocal tariffs on goods exported to the United States, and the European Union’s Carbon Border Adjustment Mechanism (CBAM) for selected industrial products.
Therefore, major export industries in the country have started restructuring and adjusting strategies early in the year to seize market opportunities.
Following a record export value of $475 billion achieved in 2025—up by 17 per cent YoY—Vietnam aims at adding nearly $38 billion to the figure in 2026.
Major export industries in the country have begun restructuring and adjusting strategies early in the year to seize market opportunities.
The textile and garment sector, which earned $46 billion in 2025, has set a target of $50 billion in exports in 2026.
The textile and garment sector, which earned $46 billion in 2025, has set a target of $50 billion in exports in 2026.
The sector is focusing on strengthening domestic supply chains, raising localisation rates and making more effective use of free trade agreements (FTAs), Vu Duc Giang, chairman of the Vietnam Textile and Apparel Association (VITAS), was cited as saying by a domestic media outlet.
Exports may grow by 15-16 per cent this year, driven by market expansion and a shift towards higher-value products, according to MB Securities’ Vietnam Outlook 2026 report.
Fibre2Fashion (DS)
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