Fashion
From Dior to Longchamp: fashion transforms Mediterranean resorts
Translated by
Nazia BIBI KEENOO
Published
July 29, 2025
Seaside luxury is no longer just a summer flirtation—it’s a full-season strategy. From Dior to Dolce & Gabbana, fashion’s biggest names are turning coastal destinations into branded playgrounds. High-end hotels, beach clubs, and restaurants are being transformed into immersive brand spaces, blending lifestyle, leisure, and luxury in some of the world’s most exclusive resort towns. But this sun-soaked real estate isn’t just for the mega players anymore. A wave of mid-sized and independent labels—Longchamp, Lacoste, Coccinelle, and others—is making its own mark on the Mediterranean.
This summer, Christian Dior extends its world tour with the Dioriviera summer collection. LVMH’s flagship fashion house is multiplying activations with pop‑up stores from Bali to Seoul, featuring exotic bamboo and rattan structures. In Ibiza, Capri, Mykonos, Bodrum, D‑Maris and Portofino, deckchairs, umbrellas and other accessories at selected beaches and pools are adorned with toile de Jouy prints from the Dioriviera collection.
Dior also customizes armchairs and sofas for travelling spas and cafés, including the “Bacaro Dior” at Venice’s Hotel Cipriani, owned by LVMH’s Belmond hotel chain. Pools feature animal‑shaped buoys, while seaside stops offer excursions aboard Riviera boats decorated with the Dior signature.
Roberto Cavalli sets up shop in Cannes and the Balearic Islands. On the Côte d’Azur, the Italian label decorates the private Annex Beach on the Croisette with its zebra stripes and “Ray of Sea” print, while at Playa d’en Bossa in Ibiza, it takes over the Oyster & Caviar Bar at The Unexpected Ibiza Hotel, decorating its pool with parasols, beach beds, cushions and towels. Not forgetting the Jacuzzi.
Jacquemus is also in Monaco this season, partnering with the Monte‑Carlo Beach Club. Its signature banana‑or‑coconut yellow and black stripes, inspired by its La Croisière collection presented in January in Paris, decorate deckchairs, parasols and towels at the pontoon and Olympic Pool Café. Nearby, two dedicated boutiques embrace the Provençal spirit dear to Simon Porte Jacquemus.
Dolce & Gabbana multiplies activations this summer in exclusive venues. Each time, the label dresses the beach in distinctive prints—towels, furniture, buoys, surfboards—as well as cafés and restaurants with tablecloths, cushions and tableware. The leopard theme takes over the Clap House in Ibiza; banana leaves deck Twiga Beach and its Vesta restaurant in Forte dei Marmi for a tropical green ambiance.
Sicilian ceramic motifs adorn Carillon Beach Club near Portofino and its restaurant and pop‑up. Blue ceramic motifs appear at La Cabane, a club at Marbella’s Los Monteros, the pool at San Domenico Palace in Taormina, and across the Atlantic at Gurney’s Montauk Resort & Seawater Spa in the Hamptons. Near Saint‑Tropez, the duo install a bohemian‑style pop‑up on Pampelonne’s Casa Amor beach, using cart‑inspired motifs also seen at Hotel Cala di Volpe in Porto Cervo, Sardinia.
Louis Vuitton differentiates itself with a gourmet ice‑cream kiosk positioned outside its Forte dei Marmi boutique. Fully in line with local seaside tradition, the green wooden structure offers ten flavours developed with historic gelato maker Galliano 1923. The experience features brand‑detail cookies, the mascot in flower form, and other visual touches consistent with the Louis Vuitton image.
Forte dei Marmi continues to attract fashion activations. Longchamp has again redesigned the Bagno Felice 1 resort near its boutique. A special edition of its Pliage model will be sold all summer. The brand’s green identity colours beach furniture, cabins and textiles—from cabin keys to backgammon boards—and hosts live music and events throughout the season.
Italian leather brand Coccinelle has partnered with Sirocco Volcanic restaurant on Milos, Greece, featuring products in a beach-and-concept‑store setting. Deckchairs and accessories—including cushions and placemats—bear the brand’s name. A pop‑up near Port Adamas also offers curated pieces.
Lacoste brings green-and-white stripes and its crocodile motif to Tigu Beach in Sestri Levante. The French sportswear brand designs beds, parasols, towels and cushions, and presents its original Lacoste perfume at the café‑restaurant, open from morning till night.
Guess is stepping up a gear with its “Beach clubs” project, launched three years ago. The American jeans brand has announced no fewer than nine partnerships with some of the most popular beaches in the Mediterranean basin, strengthening its presence in key European markets while expanding into new destinations. These include Kalua Beach Club in Mykonos, Greece; the panoramic terrace and swimming pool of the Sopot Marriott Resort & Spa in Poland, overlooking the Baltic Sea in the heart of Sopot; Purobeach Vilamoura on Portugal’s Algarve coast; and Bernie’s Beach Club on the Dutch coastline.
Guess dresses beach furniture and accessories inspired by seascapes and coastal lifestyle, applying its name and signature 4G motif to towels and surfboards. Alongside the new locations, the label also returns to Turkey—via Ruins in Bodrum and Yuzu Beach in Çeşme—to the Balearic Islands with Blue Marlin Ibiza in Cala Jondal Bay, and to Italy at La Fenice in Forte dei Marmi and Arienzo Beach Club in Positano.
“This project reflects our commitment to consolidating Guess’s reputation in international markets. By collaborating with some of Europe’s most prestigious beach clubs, we are not only strengthening the brand’s image, but also offering holidaymakers an immersive experience blending fashion, lifestyle and luxury travel,” said Creative Director Paul Marciano in a statement.
The Cancemi family commissioned Italian stylist Alessandro Enriquez to furnish their newly inaugurated Braccialieri resort hotel, nestled among olive trees in the heart of baroque Sicily, in the Noto Valley. Known for his bold and cheerful aesthetic, Enriquez brings a pop-infused flair to the entire venue, enriching it with colorful fantasy motifs.
His touch is evident throughout the resort, from the café and restaurant to the leisure areas with parasols and deckchairs. The highlight is the swimming pool, which he decorates with large red-and-white tiles inspired by traditional kitchen floors. A large communal garden table also reflects his whimsical yet convivial approach to design.
For the second summer in a row, Pollini, the luxury shoemaker owned by the Aeffe Group (Moschino), returns to customize Café del Lago, located near the port of La Salina on the island of Formentera. Facing the lagoon, the space reflects the elegant restraint of the historic Italian footwear brand.
Combining design and a Mediterranean touch, Pollini uses natural materials and a soft, coastal palette of sand, ivory, and rope. Every detail has been considered: the label’s signature aesthetic appears on cushions, seating, menus, lanterns, and even a pedal boat made available to guests.
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Copyright © 2025 FashionNetwork.com All rights reserved.
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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Published
December 14, 2025
Launched in 2006 in Copenhagen, Danish menswear brand NN.07, founded by Victor Lindh and Ulrik Pedersen, is taking on the American market. After opening a store in Soho last year, the sustainable, minimalist, and timeless Danish wardrobe will be coming to a new store in Los Angeles in 2026. CEO Anders Rahr explains the brand’s ambitions to FashionNetwork.com.
FashionNetwork: When did the brand enter the U.S. market, and how well is it received by the Californian public today?
Anders Rahr: We’ve had a U.S. presence through wholesale for several years, and 2024 marked a more strategic step forward with the opening of our first retail store in Soho, New York.
California has grown into one of our most engaged regions – both online and through retail partners. There’s a strong appreciation there for well-crafted, versatile pieces. People are really connecting with our timeless – yet expressive – take on menswear, and our focus on everyday wearability.
FNW: You have stores in New York, Copenhagen, and London. Are you considering other openings in the U.S.?
A.R: Opening in Soho was a milestone for us. It’s our first physical space in the U.S. – in a city where we’ve experienced a consistent demand. The store gives us a chance to offer the full NN.07 experience: the product, the atmosphere, and the details that define us.
We’re currently searching for the right location in Los Angeles and are aiming to open there in the second half of 2026. As with all our stores, it will be a thoughtful step, relevant for the city and built for a long-term presence.
FNW: What other developments does the brand have in mind for the American market?
A.R: The U.S. is a key growth market for us. We have a team on the ground and local warehousing in place to support that growth. Wholesale remains a vital part of our model – we work with around 600 stockists globally – including strong U.S. retailers. However, the number of stockists is secondary to the relationship we have – we grow through partnerships that share our values on brand, quality, and how the consumer is served. We’re also looking with interest at other key cities in the U.S. for future retail opportunities, guided by where we see strong engagement. At the same time, we’re widening our partnerships with some of the country’s leading retailers to deepen our presence.
FNW: Your brand will soon celebrate its 20th anniversary. How has it evolved over the last 20 years and how do you explain its current international success?
A.R: NN.07 has always been grounded in timeless design and quality craftsmanship. Over time, we’ve grown – first across Europe and now globally – by staying consistent and building deep relationships with partners and consumers. It all comes from that clarity: we focus on doing a few things really well. Our focus remains on the product – creating the future classics. Garments that hold up, that people come back to, and that speak to a considered way of dressing.
What’s ahead feels even more exciting than what’s behind.
FNW: Other Scandinavian brands are also doing well in California, such as Toteme, Anine Bing, and Ganni. How do you explain this new interest in Scandinavian brands in the American market?
A.R: There’s a growing interest in brands that offer both quality and a clear point of view on timeless design. For us, it’s less about where you come from and more about the mindset you bring. Scandinavian design culture values purpose, restraint, and longevity – and when it comes to us, we have built on that with a design language that feels richer and more globally attuned. That balance seems to resonate in the US. We focus on creating garments that feel personal, adaptable, and made to last – pieces that are meant to be lived in.
FNW: Are there any other international developments planned in other markets?
A.R: Yes, and our international approach is a city-by-city thinking. We have just opened dedicated space at Galeries Lafayette in Paris, and Harrods in London. We’re also preparing for further expansion of selective retail and wholesale in key cities across Europe and North America where we already have a loyal following and long-term potential.
FNW: Have you partnered with anyone in particular to accelerate your new developments?
A.R: We’ve been fortunate to build strong partnerships – both with leading retailers and experienced talent. Across markets, we work closely with people who understand both our brand and the local landscape – whether that’s through retail, distribution, or strategic collaborations. In the U.S., we’ve brought on Justin Berkowitz (former men’s fashion director of Bloomingdale’s) as strategic partner to drive our retail expansion. His perspective and background in American menswear are a real asset as we grow.
FNW: How do you approach sustainability? Do you still limit production volume?
A.R: For us, responsibility isn’t marketing – it’s a way of working. It guides how we design, what we produce, and the partners we work with. Building a strong brand also means building a better one.
We make garments that are built to last – in both quality and style. That means designing with purpose, reducing waste and carbon impact, moving to plastic-free packaging, and choosing long-term suppliers we trust. We don’t have all the answers, but we stay transparent and committed to progress.
Copyright © 2025 FashionNetwork.com All rights reserved.
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