The Lyst Index : Fashion’s Hottest Brands and Products Q4 2021

Fashion’s Hottest Brands and Products Q4 2021
The Lyst Index is a quarterly ranking of fashion’s hottest brands and products. Lyst is a global fashion shopping platform, used by more than 160 million people each year to browse, discover and buy items from 17,000 brands and stores. The formula behind The Lyst Index takes into account Lyst shopper behaviour, including conversion rates and sales. It also includes Google search data, as well as social media mentions and engagement statistics worldwide over a three month period.


>>> US Gapping down

Gapping down
In reaction to earnings/guidance
:

  • FFIV -13.2%, NAVI -10.4%, KMB -4.7%, OSK -3%, FBC -2.9%, CNI -1.6% (also names new CEO; also approves new C$5 bln normal course issuer bid; increases dividend by 19%; announces resolution agreement with TCI), QCRH -1.4%, TEL -1.4%, ANTM -1%, GD -0.9%, BA -0.8%

Other news:

  • MYNZ -23.3% (prices follow-on offering of 1.5 mln shares of stock at $15.00 per share)
  • SRRA -4.2% (stock offering)
  • AGFY -3.7% (entered into securities purchase agreements with an institutional investor and other accredited investors in a private placement transaction)
  • MRUS -3.3% (MRUS regains worldwide rights to MCLA-145 from INCY)
  • HAS -2.4% (Mattel confirms license agreement with Disney (DIS) for Disney Princess and Disney Frozen franchises)
  • GILD -2.1% (receives Partial Clinical Hold from FDA for studies evaluating Magrolimab in combination with Azacitidine)
  • EGHT -1.1% (stock offering)

Analyst comments:

  • NLSN -3.9% (downgraded to Sell from Neutral at Goldman)
  • HTLD -1.3% (downgraded to Underweight from Equal Weight at Barclays)

>>> US Gapping up

Gapping up
In reaction to earnings/guidance
:

  • GLW +7.6%, LRN +7%, RES +5%, TXN +4.2%, MSFT +3.7%, MRTN +3.5%, HES +3%, FCF +2.9%, CADE +2.2%, NDAQ +1.8%, T +1.6%, NYCB +1.6%, PB +1.3%, ROL +1.1%

Other news:

  • JKS +14.6% (JinkoSolar's Subsidiary Jinko Solar Co completes its IPO process and starts trading on the SSE)
  • NRXP +6.6% (received a first safety report from a Southwestern hospital where physicians have administered ZYESAMI to patients with COVID-19 respiratory failure)
  • MAT +5.6% (Mattel confirms license agreement with Disney (DIS) for Disney Princess and Disney Frozen franchises)
  • ET +5.4% (increases dividend)
  • LICY +4.9% (announces that it has formed a joint venture with ECO STOR AS and Morrow Batteries AS)
  • ARQQ +4.6% (selected by Department for Digital Culture Media and Sport for 5G project)
  • DASH +3.8% (names Netflix exec to its board)
  • F +3.4% (CEO to meet with President Biden to discuss Build Back Better according to CBS News)
  • HOOD +2.9% (announces steps it is taking to avoid trading restrictions)
  • BYND +2.8% (Piper Sandler commentary about favorable McDonald's (MCD) sales read-through)
  • GM +2.4% (CEO to meet with President Biden to discuss Build Back Better according to CBS News)
  • DNAA +2.4% (announces agreement to combine with Akili Interactive; expected to close mid-2022)
  • PROG +1.9% (announces new patent)
  • GGPI +1.7% (Polestar receives over 4000 reservations in South Korea for Polestar 2 in one week)
  • BIDU +1.5% (Baidu's JIDU arm raises $400 mln; Mass-produced models to be launched in 2023)

Analyst comments:

  • DKNG +6.6% (upgraded to Overweight from Equal-Weight at Morgan Stanley)
  • MRNA +3.6% (upgraded to Hold from Sell at Deutsche Bank)
  • LITE +3.5% (upgraded to Overweight from Neutral at JP Morgan)
  • SLB +2% (upgraded to Outperform from Neutral at Exane BNP Paribas)

WSJ : Intel Wins Appeal of $1.2 Billion EU Antitrust Fine

Intel Wins Appeal of $1.2 Billion EU Antitrust Fine
EU court decision could hamper regulator’s efforts to restrain companies with dominant market positions

RUSSELS— Intel Corp. INTC -1.81% won an annulment of a $1.2 billion fine issued by the European Union’s antitrust regulator more than a decade ago over allegations the microchip producer had used its commercial power to squeeze out a competitor.

The court’s decision is a blow to the European Commission, the bloc’s main antitrust regulator, which is seeking to expand its reach through new regulations and a reinterpretation of its existing powers. Lawyers said a ruling in favor of Intel could put a greater burden on the commission in pursuing some antitrust cases.

The EU’s General Court in Luxembourg on Wednesday struck down much of a 2009 finding by the regulator that Intel had abused its dominant position by issuing loyalty rebates and payments that restricted rival chip maker Advanced Micro Devices Inc. from competing.

The court said that “analysis carried out by the commission is incomplete” and didn’t make it possible to establish a requisite legal standard for judging the competitive impact of rebates. Significantly, the court said it couldn’t identify the damages linked to Intel’s practices and so completely annulled the portion of the commission’s decision that related to the fine.

A central question for the court was whether the commission had completed a sufficient economic analysis to show that Intel’s alleged behavior harmed competition. Although the commission carried out an economic analysis of the case before imposing its fine, that work wasn’t assessed by the General Court when it dismissed Intel’s initial appeal in 2014.

Intel appealed to the European Court of Justice, the EU’s top court, which in 2017 sent the case back to the lower court, saying it should have examined the commission’s assessment of whether the company’s rebates shut out competitors.

EU Executive Vice President Margrethe Vestager, the bloc’s top competition regulator, said the commission would assess what it could learn from the judgment. “We will need a bit of time,” she said.

An appeal of the decision is possible, and would return the case to the Court of Justice.

The ruling comes on the same day that Intel is set to report fourth-quarter earnings. The company is expected to post lower quarterly sales amid a time of booming chip revenue, highlighting that Chief Executive Pat Gelsinger’s efforts to revive the semiconductor giant’s fortunes are a multiyear undertaking.

The chip company is expected to post $19.2 billion in sales, down 4% from the year-earlier period, according to an average of analysts surveyed on FactSet, in part reflecting the sale of its memory business. Net income is expected to be down more than 45% from a year earlier, clocking in at $3.2 billion, as Intel ramps up investments in new plants and products.

Intel in recent years has fallen behind rivals in chip making after slip-ups, and competitors have taken market share in some semiconductor categories. Mr. Gelsinger, who took over as CEO in February 2021, has been trying to reverse the decline and said in December that “it’s a five-year assignment to get all of that well and healthy again.”

An Intel spokeswoman said the company is reviewing the decision. The company had argued that the General Court’s previous judgment had failed to account for the broader circumstances of the case. Intel said the court had assumed that any loyalty rebates by a company in a dominant position would restrict competition, rather than analyzing whether the rebates that were offered actually harmed an equally efficient competitor.

The commission’s initial decision took issue with rebates Intel offered to four major computer manufacturers that used its microchips between 2002 and 2007. It also said Intel made payments to a retailer on the condition that it would only sell computers that contained Intel’s microprocessors.

The court’s criticism of the commission’s initial economic analysis could make it harder for the regulator to pursue cases alleged abuse of dominance in the future, said Matthew Levitt, a partner at law firm Baker Botts. “The inevitable consequence would be that it would increase the burden on the commission in pursuing these cases,” he said.

The Intel case, which deals with practices that took place more than a decade ago, demonstrates how long it can take for some antitrust cases to be resolved.

The EU is attempting to pass new regulations, including the Digital Markets Act, that take aim at big tech companies that some lawyers say could reduce the overall volume of cases that require separate antitrust investigations. It has also expanded its authority to review more merger cases through a reinterpretation of a longstanding law, which allows member states to refer smaller deals to the commission if they view them as concerns.

Neither of those moves likely would have a direct impact on the Intel case, but could affect the commission’s ability to handle such cases.

WSJ : Walmart-Backed Fintech Startup Is Acquiring Two Firms and a New Name

Walmart-Backed Fintech Startup Is Acquiring Two Firms and a New Name
The startup, to be called ONE, is helmed by former Goldman executives and aims to build a ‘financial services super app’

The financial-technology startup backed by Walmart Inc. WMT -2.18% said it plans to purchase two small firms and launch under a new brand.

The firm, helmed by two former Goldman Sachs Group Inc. executives, will buy Even Responsible Finance Inc., which is used by employers to offer workers their paychecks early and counts Walmart as a large customer. It will also buy ONE Finance Inc., a financial-services mobile app known as a neobank that allows users to manage money and apply for a debit card or other services that come with lower fees than traditional banks typically charge.

Walmart is the majority owner of the firm under a joint venture with Ribbit Capital, known for investing in Robinhood Markets Inc. and other digital financial businesses. After the acquisitions, the startup will use the ONE brand, the firm said in a statement. Even and ONE had a combined valuation of around $400 million during their last fundraising rounds, according to people familiar with the situation.

ONE aims to become a one-stop shop for a range of mobile-based financial services that appeal to customers from a variety of socioeconomic groups, said Omer Ismail, chief executive of the firm and former head of Goldman’s consumer-banking unit called Marcus. Mr. Ismail said the partnership with Walmart offers a huge potential customer base, with around 1.6 million U.S. employees and over 100 million U.S. shoppers a week, he said. The startup’s position outside the corporate structure of the retail behemoth will allow it to grow quickly, he said.

“The strategy is to build a financial services super app, a single place for consumers to manage their money,” he said. The acquisitions are expected to close in the first half of this year, the company said in a statement. The firm will have about $250 million of cash on hand after the acquisitions, according to the statement.

Big banks have been monitoring Walmart’s entry into financial services, wary of its giant reach and opportunity to build from scratch. The departure of Mr. Ismail from Goldman, where he was a fast-rising partner, to run the fintech firm added to the intrigue across Wall Street.

The venture is part of Walmart’s wider effort to build new sources of profitable revenue beyond selling goods, mirroring Amazon. com Inc.’s model of making money selling cloud-computing services and advertising.

WSJ : EV Battery Maker’s Sales Pitch to the West: We’re Not Chinese

EV Battery Maker’s Sales Pitch to the West: We’re Not Chinese
South Korea’s LG Energy Solution, which goes public Thursday, highlights its dominance in Europe and aggressive U.S. investments

SEOUL—South Korea’s LG Energy Solution Ltd. has an audacious plan to dominate the world’s electric-vehicle battery industry: emphasize that it isn’t Chinese.

Currently the world’s No. 2 EV battery maker, LG Energy Solution, which goes public in South Korea’s largest-ever listing on Thursday, has made its dominance in Europe and aggressive U.S. investments a pitch to investors. The Seoul-based company plans to raise nearly $11 billion, fattening a war chest to build new EV battery plants around the world.

The company says its growth plans hinge on being a counterbalance to industry leader Contemporary Amperex Technology Co. 300750 3.87% , or CATL, which largely caters to its home market of China, the world’s largest EV battery market.

“Our strength is that we have global buyers and global production facilities in the U.S. and Europe, which CATL doesn’t have,” said LG Energy CEO Kwon Young-soo at a recent news conference. The company carries a valuation of about $59 billion.

The EV battery market is at a busy moment, as traditional car makers strike alliances to source a component essential to next-generation technology. CATL controls about a third of the market by units sold, followed by LG Energy’s 20%, according to SNE Research, which tracks EV battery sales. The next biggest players are Japan’s Panasonic Corp. , China’s BYD Co. and two other South Korean firms, SK Innovation Co. and Samsung SDI Co.

CATL didn’t respond to inquiries.

LG Energy, SK Innovation and Samsung SDI have collectively earmarked more than $15 billion in investments to expand their U.S. manufacturing footprint. The trio of South Korean companies accounts for about one-tenth of EV battery capacity in the U.S.

By 2025, the three companies, in partnerships with U.S. auto makers, are expected to see their presence increase to 70% of all American capacity, according to the Korea Battery Industry Association, a Seoul-based trade group.

“The ability of the U.S. to meet its EV targets will be largely dependent on the ability of South Korean firms to produce the batteries needed,” said Troy Stangarone, a senior director at the Korea Economic Institute, a Washington-based think tank.

Eleven of the 13 large-scale EV battery plants being built in the U.S. over the next several years involve South Korean companies. LG Energy, in a joint venture with General Motors Co. , plans to build facilities in Ohio, Tennessee and Michigan. SK Innovation is building three battery factories with Ford Motor Co. by 2025, while Stellantis NV is building factories with both LG Energy and Samsung SDI.

“It’s difficult to compete with China in quantity,” said Lee Hang-goo, a senior researcher at the Korea Automotive Technology Institute, a government-affiliated research institute. “But China is having a hard time entering the U.S. and European market because of the ongoing trade war, and South Korean battery makers are taking advantage of that to dominate production in the West.”

LG Energy, which was spun out of LG Chem Ltd. in late 2020, has had setbacks on its path to becoming a publicly traded company. The company originally planned to go public last year, though postponed after its batteries, used in GM’s Chevrolet Bolt electric vehicles, caught fire. LG later agreed to pay GM nearly all of the $2 billion in charges related to the recall of roughly 142,000 cars.

LG Energy says its advantages over CATL, beyond greater market access to the West, include a bigger backlog of orders and having filed 10 times as many patents as its Chinese rival. LG Energy, which generated about $10 billion in revenue in 2020, said it has cumulative future orders worth about $217 billion, with a list of clients that includes Tesla Inc. and Hyundai Motor Co.

The 64-year-old Mr. Kwon, a veteran LG executive, said he sees the EV market in a more evolved stage compared with last decade and remains bullish that a fractured global supply chain will disproportionately benefit South Korean companies like his own. He was appointed to lead LG Energy after last year’s costly recall and vowed invest in technology that has a shorter battery life but is safer.

The U.S. and South Korea, longtime allies, have committed to collaborating on supply-chain issues, including semiconductors, EV batteries and biopharma. The Biden administration has given priority to reshoring production of key components, after many businesses struggled to get parts throughout the pandemic.

South Korean companies’ global production capacity almost quadrupled to 217 gigawatt hours in 2020 from 59 gigawatt hours in 2016, according to Seoul government figures.

Last decade, LG Energy, SK Innovation and Samsung SDI sought to break into the Chinese market, though the South Korean companies didn’t receive purchase subsidies that helped fuel the rise of CATL, BYD and other local makers, industry experts say. Those subsidies, which were originally set to expire in 2020, were extended through this year.

“South Korean battery makers’ competitive edge will come from how many customers they can acquire outside of China and whether they can diversify the types of batteries they produce,” said Cho Hyun-ryul, a senior analyst at Samsung Securities.

WSJ : Mattel Wins Disney Toy Deal, Joining Elsa of ‘Frozen’ With Barbie

Mattel +10% Hasbro -3.5%

Mattel Wins Disney Toy Deal, Joining Elsa of ‘Frozen’ With Barbie
Toy company wrests back rights to film characters from rival Hasbro; losing the contract was ‘a wake-up’ call for Mattel

Cinderella, Elsa and their friends are moving back in with Barbie.

Mattel Inc. MAT -5.04% has won the license to produce toys based on Walt Disney Co. DIS -0.69% ’s princess lineup and from the recent blockbuster “Frozen” franchise, wresting the properties back from its rival Hasbro Inc., HAS -1.88% according to Mattel executives.

The deal reunites the characters with their previous home. Mattel lost the license to Hasbro in 2016, a financial and symbolic setback that precipitated a period of four chief executive officers at Mattel and compounding challenges as they tried to fill the $440 million hole from losing the business.

Much has changed since then. Mattel CEO Ynon Kreiz, who joined in 2018, has stabilized operations with over $1 billion in cost cuts, overhauled leadership, revived key brands such as Barbie and rebuilt relationships with Hollywood studios. Since the day the Disney DIS -0.69% properties walked away, Mattel executives vowed to win them back.

“It was an important priority, and it’s something we worked hard to win,” Mr. Kreiz said. Mattel showed it could manage evergreen brands that aren’t dependent on big movies, he said.

Mattel will start selling new Disney toys in 2023, and the business will be managed by the same group that has overseen Barbie’s comeback. Financial terms of the deal weren’t disclosed.

For Hasbro, the change comes as the maker of Nerf guns and Monopoly games is making the transition to a new CEO following the death of its longtime leader, Brian Goldner, last year. Under his watch, Hasbro surpassed Mattel in annual sales and made an unsuccessful approach to take over its rival.

Hasbro declined to comment on losing the Disney princess and “Frozen” line but said it renewed its Star Wars license recently and will soon start making Indiana Jones toys too. Both are properties of Lucasfilm, which is owned by Disney.

Mattel’s loss of the Disney license originally represented a high-profile fracturing of a relationship between one of the largest toy manufacturers and one of the most powerful companies in entertainment. It was a rare dust-up between companies whose founders worked together since the 1950s, when Mattel advertised toys during the “Mickey Mouse Club” show.

In the early 2010s, Barbie was floundering, with sales dropping for several years. Mattel devoted more resources to shoring up its marquee property. Disney’s princess dolls, meanwhile, were managed by a separate team in a competing unit.

Then, in 2013, Mattel came up with a toy line called Ever After High, which featured dolls based on the children of classic fairy tale characters, including Cinderella, Sleeping Beauty and Snow White. That flew too close to the Disney princess orbit. The following year Disney notified Mattel that it was going to Hasbro. (Mattel no longer sells the Ever After High toys.)

“Losing the franchise was not only a financial challenge for us but a really emotional one,” said Mattel President and Chief Operating Officer Richard Dickson, who rejoined Mattel for a second stint months before Disney made its decision. “It was a wake-up call for Mattel.”

The fallout started soon after. In early 2015, Mattel fired CEO Bryan Stockton. His successor, Chris Sinclair, focused on plugging revenue lost from the license with a range of items without staying power, which added complexity and extra costs to operations. Another CEO, former Google executive Margo Georgiadis, lasted about a year before leaving.

Mr. Kreiz has brought stability to the top job at Mattel. The former television executive cut one-third of jobs and closed several factories to stem ongoing losses. He helped patch up Mattel’s fractured relationships with retailers and Hollywood studios. Key brands such as Barbie and Hot Wheels responded to new marketing and items. Fisher-Price has stabilized too.

Though sales are still below their peak of $6.5 billion in 2013, Mattel is on pace for more than $5.3 billion in revenue for 2021, according to analysts, up more than 15% from 2020. Projections for net income of $789 million is the highest since 2013. Analysts expect Hasbro will bring in more than $6 billion in 2021 sales, according to FactSet estimates.

A bit of corporate restructuring allowed Mattel to present a stronger case to Disney that the properties would get appropriate attention, Mr. Kreiz said. Instead of organizing its business around boys, girls and infant products, Mattel is now structured around categories such as dolls, vehicles and action figures. The Disney characters will slide into the doll division and be managed by the same group that has overseen Barbie’s comeback.

Barbie has a more open-ended play pattern than the Disney characters, whose stories are imprinted on film and in books. “Side by side, we know that we can exponentially create more value, more play and more business by complementing the narrative rather than competing with it,” Mr. Dickson said.

The transition raises some questions for Hasbro, which aimed to use the Disney princess and “Frozen” license to build up its catalog of toys geared toward girls. But the property faltered a bit under its new owner, people in the toy industry said.

Jim Silver, CEO of TTPM, an online toy-review site, estimates that the Disney property is about half as big as it was when it left Mattel, in part because of a lack of new content to boost consumer interest in the characters. The Disney deal didn’t reach the levels Hasbro was hoping to achieve, he said.

Mr. Silver said Hasbro has other toys for girls on the upswing, including My Little Pony toys boosted by a recent Netflix movie, so the shift of the Disney license might not be as dramatic as it was when Mattel lost it. “I think Mattel will do very well with it, and for Hasbro, I don’t think the economics made sense,” he said.

WWD : Metaverse Study: 70 Percent of Virtual Store Visitors Purchased Items

Metaverse Study: 70 Percent of Virtual Store Visitors Purchased Items
There’s already a surprising amount of enthusiasm among consumers for metaverse shopping, a new study finds.
Fashion slept on the e-commerce promise of the early web, but it doesn’t want to make the same mistake with the metaverse. Brands are racing to partner up, develop strategies, spearhead divisions and more to pursue the upcoming 3D version of the internet. A new survey, released Tuesday, appears to validate their leap of faith.
Virtual e-commerce platform Obsess enlisted research firm Kantar to gauge sentiment around e-commerce in the virtual worlds. The results of its poll, which queried 1,001 U.S. consumers, found that these types of shopping experiences inspire a significant amount of enthusiasm and a potentially high rate of repeat customers.
According to the report, “The Metaverse Mindset: Consumer Shopping Insights,” 70 percent who visited virtual stores made a purchase there. Millennials topped the list, at 77 percent, leading 69 percent of Gen Z and 67 percent of Gen X shoppers.

Gaming loomed large in the findings. Nearly three-quarters, or 74 percent, of Gen Z participants purchased digital items in games, such as accessories, skins or garments for their avatar. Sixty-two percent overall purchased something in-game, and more than half, at 52 percent, said they would pay up to $49.99 to buy something for their avatar.
“The numbers were definitely higher than we have thought in some cases because, overall, this technology is still new,” Neha Singh, chief executive officer of Obsess, told WWD. “It was interesting that 60 percent of Gen Z consumers said that they think brands should sell their products on metaverse platforms — and that’s not specifically for digital products or physical products.
“It’s more about the fact that they are spending so much time on Roblox and Fortnite, and the expectation of this demographic is that the brands meet them where they are.”
Nearly 75 percent of Gen Z consumers reported buying a digital product in a video game, and 60 percent of these young consumers believe selling on metaverse platforms is a must for brands.
Of that group, 54 percent said they want to be able to shop anywhere they go online; 45 percent think virtual stores should work like online shopping malls, and 41 percent want brands to set up metaverse stores because it would be convenient for buying both physical products and digital goods like NFTs.
One-third of all respondents, including 40 percent of Gen Zers and 40 percent of Millennials, want to shop for real or virtual products in the metaverse.
Online shoppers can tour Fendi’s 57th Street flagship store in 360 degrees.
COURTESY IMAGE
But traction doesn’t always hinge on younger shoppers. Fifty-four percent of Gen Zers who shopped in a virtual store before said they were likely to do it again, while 67 percent of Gen Xers said the same.
Marketers may want to note that for some consumers, the enthusiasm goes beyond shopping and transactions. When researchers asked participants about exploring virtual experiences from their favorite brands in video games, 51 percent of Gen Zers and 44 percent of Millennials said they would be very interested. Forty-one percent of Gen Z and 38 percent of Millennial respondents showed interested in exploring any metaverse environments from the brands.


Singh pointed out that, while virtual experiences and 3D stores existed before, the right conditions for them have only come together recently.
“In terms of actually being practical, on a mobile device, with the hardware that we have today, and network speeds that we have today, it’s only been possible in the last two or three years,” she said.
“[It’s] actually being delivered to consumers in a way that is easy for them to access. They don’t have to put on a virtual reality headset, and they won’t have to download an app,” she continued. “The hardware network speed has only been strong enough in the last like two to three years for them to be able to deliver this. And then, of course, brands are actually using it.”
The other inflection point, she noted, was the maturity of gaming platforms.
In 2019, the Entertainment Software Association revealed that 65 percent of American adults spent time playing some type of video game, representing some 164 million people. The number jumped during the pandemic by roughly 30 percent in 2020, and in 2021, the U.S. hit 227 million gamers. Most stated they plan to continue, even after the pandemic is over.
“The pandemic accelerated that, with Roblox now having 45 million daily active users and Fortnite having 350 million monthly active users,” Singh explained. “So now this is a very significant group of people for these brands to reach.”
Gaming is but one gateway to the metaverse. Other companies launch their own virtual e-commerce stores, relying on tech partners like Obsess to build them. These immersive environments may seem like cutting-edge fare, but such spaces can feel more familiar to shoppers. “It’s getting closer and closer to how our brains operate, so it’s very easy for people to understand,” she said.
The virtual world behind Christian Dior’s digital doors at the Champs-Élysées.

Obsess notes that interest in its platform jumped last year, particularly after Facebook changed its name to Meta. The company, which has created virtual online stores for Christian Dior, Ralph Lauren, Fendi, Charlotte Tilbury, Dermalogica and others, saw traffic boom, while average monthly inbound inquiries from brands seeking virtual stores and metaverse solutions jumped threefold.


Although skeptics remain dubious about the metaverse, and it will take years — even up to a decade — for it to arrive, the fashion sector seems sold. It doesn’t want to miss out on the opportunity in this future, likely because it’s haunted by the past.
Brands saw the web debut as a publicly available service in the early 1990s, and watched as start-ups like Amazon started selling books on the internet soon after. By the time Gucci opened its e-commerce site in 2002, a landmark launch for luxury online shopping, Amazon had finally gotten the hang of internet retail and reported its first quarterly profit of $5 million.
Now the e-commerce giant, which plans to launch its first brick-and-mortar apparel store later this year, forecasts net sales in the fourth quarter of 2021 in the range of $130 billion to $140 billion.
Lesson learned, and fashion is not hesitating this time with the metaverse. According to the Obsess/Kantar report, many consumers can’t wait either — including some who don’t exactly know what the metaverse is.
At 53 percent, just a little more than half of survey participants said they are very or somewhat familiar with the term. Roughly 40 percent said it’s still in the conceptual stage, but know it will someday involve connected online platforms and avatars, and 27 percent think that “metaverse” refers specifically to tech owned by Facebook’s Meta.
Whatever they believe it is, 38 percent overall want to shop there. Desire looked strongest among the Gen X crowd, at 56 percent, but captured fewer Millennials, at 44 percent, and Gen Z shoppers, at 42 percent.
For a tech movement that hasn’t yet begun in earnest, the numbers already look promising, though Obsess believes that retailers and brands will need to hone their metaverse messaging and make the appeal clear. Good thing they will have plenty of time to work on it. Many, including its clients and more, including brands such as Gucci, Nike, OTB Group, Rebecca Minkoff and numerous others, have already started.