Brand ownership reimagined: How Authentic Brands strengthens tradition through digital experiences

During the session ‘Beyond Retail: The Operating System for Modern Brands’ at the World Retail Congress 2026 in Berlin, Henry Stupp presented a strategic plan. Stupp is president of EMEA and India at US-based Authentic Brands Group. The plan describes how traditional brands can be transformed into modern, scalable platforms.

Addressing global retail executives, Stupp argued that the future of the industry lies not in traditional business but in sophisticated intellectual property management. This is driven by a ‘platform of possibilities’.

Creating value through cultural content

At the core of the Authentic model is the belief that content drives commerce. Stupp emphasized how the group uses its vast archives. Some of them date back over two centuries. In doing so, it creates cultural moments that resonate with today’s consumers.

This approach was exemplified by the 2022 Elvis film and the subsequent documentary ‘Ed Sullivan’s Rock ‘n’ Roll Classics’. These made the legacy of Elvis Presley known to a younger target group.

“It’s becoming increasingly difficult for anyone producing today to develop content,” Stupp noted. “When you acquire brands like ours that go back decades, those archives create so much tradition and value. We are able to unlock that value and bring it into modern times.”

This strategy goes beyond just marketing. ABG operates its own studio department. This co-produces films and television shows that serve as long-term advertising for the lifestyle and sports portfolios. Stupp revealed that Amazon’s upcoming series ‘The Greatest’ about Muhammad Ali will serve as the main driver of brand enthusiasm. This will directly impact product development and retail partnerships for the Ali legacy and the Champion brand, which will be acquired in 2024.

Rebuilding a dilapidated infrastructure

A significant part of the discussion focused on the ‘rebirth’ of brands. These had suffered from a lack of investment or fragmented management. Stupp was open about the challenges at Ted Baker. ABG took over the brand after a period of financial instability.

The group made the strategic decision to return the brand to its British roots. This included the difficult step of closing unprofitable physical locations. The focus is now on a digital-focused, wholesale-led model.

“Unfortunately, the infrastructure was very dilapidated,” explained Stupp. “We had to make some difficult decisions; the business was mixed. A third was profitable, a third was moderate and a third was loss-making.” By focusing on a ‘product-led strategy’ and developing nearly 4,000 items (SKUs) annually in menswear alone, the brand is expected to reach sales of £800 million this year. This happens despite the reduced physical presence.

The success of Juicy Couture further confirms this restructuring concept. Once a $20 million business in Europe, the brand is expected to generate approximately $400 million in gross merchandise value (GMV) by the end of 2026. Stupp attributed this growth to paying tribute to the brand’s roots. At the same time, sales and marketing were modernized for the current European market.

Localization and European market dynamics

For the European leadership audience, Stupp emphasized that a ‘one-size-fits-all’ approach is no longer sustainable. ABG uses a database with 250 million consumer files. This identifies core target groups and creates cross-references. This allows for regional differences in product fit and marketing tone.

“We have learned that ‘copy and paste’ is no longer enough. Through our partners, we can position ourselves differently for each market and develop different product levels. The fit in Europe is very different than in America.”

Strategic partnerships: shared conviction instead of pure shelf space

As retail becomes more competitive, Stupp called for a change in the relationship between brand owners and retailers. He emphasized that reintroducing or scaling a brand requires “patience and a shared belief.”

“We want retailers to share our beliefs and give us a really honest chance,” concluded Stupp. “It takes several seasons to get the sizes, fit and price architecture right.”