2025 was a year of adjustment. Fewer extremes, fewer quick decisions – but more consideration, structure and strategic thinking. Month after month, the conversations with FashionUnited showed how much the industry is grappling with its own way of working: from buying to brand management to trade fair and retail concepts. An overview of the interviews that shaped the fashion year.
The first half of the year
At the beginning of the 2025 order season, buyers from various fashion houses were on the discussion list at FashionUnited. At the start of the year, ByLotte provided insights into the ordering practice for HW25. Owner Lotte Drijvers emphasized that the selection and combination of items form the core of the range. For the coming season, the store is also planning to launch its own collection in order to make the range more accessible and expand the target group.
A short time later, Machine‑A founder Stavros Karelis spoke about his observations from Berlin Fashion Week and the growing importance of the capital in the international fashion week calendar. He emphasized that classic trends are increasingly losing relevance and individuality, craftsmanship and unusual choice of materials and colors are becoming more important. Machine‑A itself is expanding its range to include labels such as Sia Arnika, Marie Lueder and GmbH and is opening the next chapter with new investors, while at the same time pushing forward the expansion of the online shop and international retail plans.
The developments in the international luxury sector were reflected in the conversation with Marta Gramaccioni, Buying Director of LuisaViaRoma. She explained that the fall/winter 2025 season was marked by a transition in which many designers sharpened their identities instead of following classic trends. Gramaccioni highlighted that today’s luxury market demands greater diversity and greater emphasis on craftsmanship, as customers increasingly seek personal expression rather than mere exclusivity. Against this background, she advocates “rethinking luxury as a dream” – inspiring, emotional and adapted to changing purchasing moods.
The interview with Onefifteen in Taiwan showed how profoundly trading concepts are changing. The buyer does not see fashion in isolation, but rather as part of a holistic lifestyle. Ranges are curated like exhibitions, supplemented by gastronomy, art and community events. Shopping becomes an experience, the store becomes a cultural meeting place.
In May, MAZ demonstrated how an independent Colombian brand became a production partner of Adidas without giving up its design DNA. The interview made it clear that successful collaborations today are based on dialogue rather than dominance. Scaling is possible when both sides have cultural understanding and brand identity is respected.
June brought two different but related voices. Bikkembergs is using the global football hype and sneaker collaborations to rejuvenate and reposition itself in the German market. This is less about short-term attention than about connectivity to contemporary consumer cultures. At the same time, Apropos formulated a clear claim for SS26: fewer compromises, less arbitrariness, more profile. In times of weaker demand, product range clarity becomes a survival strategy.
Second half of the year
The second half of 2025 showed a tension between caution and growth ambitions. Olymp CEO Mark Bezner described the willingness of his trading partners to place orders as characterized by uncertainty and reluctance, influenced by rising costs and cautious consumer sentiment. In contrast, luxury retailer Nugnes emphasized that now is the time for courage and strategic growth in order to take advantage of long-term market opportunities. In addition, CIFF trade fair director Sofie Dolva explained how resilience and creativity keep trade fairs alive as platforms for exchange and innovation, even in turbulent times.
The topic of brand management also came into greater focus. Sportalm’s wholesale boss praised the courage of her retail partners, while Emerson Renaldi emphasized that non-sale strategies are crucial to building long-term trust with customers. Karo Kauer described the path from digital reach to structured wholesale development and made it clear that brand development today requires the interaction of various sales and communication channels.
Strategies for stability and growth were evident in the trade fair and wholesale sector. The new ISPO co-organizers presented their plans for Amsterdam, while Stylein explained the targeted step back into international wholesale and explained that the domestic market had to be established stably beforehand. Bugatti CBO Florian Wortmann reflected on dispensability and responsibility in a changing market environment and emphasized how important long-term planning and crisis awareness are for corporate management.
At the end of the year, the focus shifted to values and consumption prospects. Modehaus Schnitzler consciously placed people at the center and measured success not only in numbers, but also in customer satisfaction. Robert Ley was cautiously optimistic about the future and expects consumer sentiment to pick up significantly again by spring/summer 2026 at the latest.