Eighty-four percent say they plan to save more this year, and 82% say they’re on the lookout for discounts and sales

Women’s purchasing power in South Africa is no longer a niche consideration – it’s a defining force in the economy. From grocery aisles to online platforms, women (especially those who are employed) are influencing spending, shaping brand expectations, and building loyalty that goes far beyond the point of sale.

To mark Women’s Month, consumer insights agency KLA used YouGov Profiles data to explore how South African women are engaging with brands in 2025.

Brand loyalty is intentional and informed

When it comes to loyalty, South African women are clear about their expectations. Eighty-seven percent agree that “loyalty programmes are a great way for brands to reward customers”, 86% believe all brands should offer them, and 85% sign up when given the chance.

These figures speak to more than marketing engagement – they reveal a consumer base that is highly brand-aware and values reciprocity. For women, loyalty isn’t earned through convenience alone. It requires value in the form of discounts, personalised rewards, and meaningful perks.

Notably, employed women, a group that is more economically active, more digitally integrated, and more influential – show higher levels of participation, discernment, and brand engagement.

Convenience, digital integration, and local support matter

Eighty-four percent of South African women say online shopping makes their lives easier – a number that rises to 86% among employed women. This reflects the growing importance of digital convenience, especially in the wake of post-pandemic habits, time constraints, and ongoing safety concerns.

At the same time, 84% of women say they actively try to support local businesses – a clear indication that convenience and community consciousness are not mutually exclusive. Purchasing decisions are increasingly tied to ethical awareness, local relevance, and a desire to see small businesses thrive.

Utility meets emotional resonance

Eighty-two percent of women prefer to buy products that make life easier. But utility isn’t the only driver. Women also expect emotional connection.

In fact, 86% agree that “a gift is an expression of how special someone is.” For many women – often the default gift-givers in families – shopping is about more than function. It’s about meaning, memories, and expressing care.

Budget-smart, not budget-limited

Financial responsibility is top of mind in 2025, especially for women. Eighty-four percent say they plan to save more this year, and 82% say they’re on the lookout for discounts and sales.

Importantly, this isn’t about cutting back – it’s about making smart choices. Women want to feel empowered in how they spend, ensuring they’re making decisions that support their households, their futures, and their values.

Sustainability is a deal-breaker

Eighty-two percent of women say they prefer brands that are sustainable. This is a significant insight for businesses still playing catch-up on environmental practices. Whether it’s sustainable packaging, reduced emissions, or ethically sourced products – women are paying attention. And they expect brands to do the same.

Women know what they want – and they stick with brands that deliver

South African women are financially aware, digitally connected, emotionally intuitive, and value-driven. They expect:

– Loyalty rewards

– Online convenience

– Local and sustainable options

– Emotional connection to the brands they support

– Smart spending opportunities that align with their long-term goals

And when they find these things, they stick around.

Methodology

YouGov Profiles is a segmentation and media planning tool. With data collected daily, it provides a comprehensive view of consumers’ worlds.

– Dataset: 2025-05-18

– Population: South African females with access to the internet, aged 18+

– Sample size: Females n=999; Employed females n=820; Females receiving government benefits n=235

News Credits- ZAWYA BY LSEG

Birkenstock (BIRK.N) beat third-quarter profit expectations on Thursday on strong demand for its clogs and shoes at full price, and said it was well placed to manage the hit from a 15% U.S. tariff on European imports.

Shares of the German sandal maker fell 2.7% in morning trading after company executives warned that a weaker dollar would hurt its revenue and margins in the fourth quarter.

The company, however, stuck to its annual forecasts for margin and revenue on strong demand despite price hikes to offset tariff impact.

Its suede leather closed-toe Boston clogs, which sell at $179.95 online, have seen firm demand from wealthy shoppers, boosting its gross margin by 100 basis points to 60.5%.

Birkenstock makes 95% of its shoes at its factories in Germany and expects to manage the fallout of U.S. tariffs through price increases, cost discipline and inventory management, CEO Oliver Reichert said.

“We saw no pushback or cancellations following the July 1 price increases implemented in response to tariffs,” he said on a post-earnings call.

Strong full-price sales have also boosted performance at high-end peers such as On Holding and Deckers Outdoor (DECK.N) which owns Hoka and Ugg.

Birkenstock’s sales in Americas grew 16% after accounting for currency fluctuations, compared with 20% growth in the previous three months.

Its wholesale channel sales rose 15% on solid demand from U.S. retailers, outpacing a 9% rise in direct-to-consumer sales globally.

“Investors are now properly calibrated to focus on total growth figures and even more important, the “luxury” margins that are best in class,” Jefferies analyst Randal Konik wrote in a note.

Quarterly revenue of 635 million euros ($741.49 million) narrowly missing expectations of 636.74 million euros, according to data compiled by LSEG. On an adjusted basis, it earned 62 euro cents per share, above the estimate of 60 euro cents.

Birkenstock maintained fiscal 2025 revenue growth at the high-end of its forecast range of 15% to 17%, while its expectations for adjusted EBITDA margin – a measure of profitability – was unchanged at 31.3% to 31.8%.

($1 = 0.8564 euros)

Author Credits- Savyata Mishra
Reuters

The world’s biggest retailer of Ikea goods said on Wednesday CEO Jesper Brodin was stepping down after eight years, to be succeeded by Spaniard Juvencio Maeztu, the first non-Swede to lead the group.

Maeztu takes the top job at Ingka Group as the Swedish retailer grapples with US tariffs, wars and geopolitical tensions that risk disrupting its operations spanning 31 countries from Europe to China, India and the US.

Brodin, CEO since 2017, said his decision to step down was not easy, but that it was the right time to do so. Maeztu is to start in the new role by November 5, with Brodin staying at the company until the end of February to ease the transition.

Deputy CEO and chief financial officer since 2018, Maeztu, 57, started at Ikea in 2001 as manager of the Alcorcon store in Madrid, later managing the Wembley store in London, before a six-year stint as CEO of Ikea India.

“We’ve been riding through quite some storms together – pandemic, geopolitical issues, war, etcetera,” Brodin, 56, told Reuters. “So in a way I feel proud of the things we have achieved but also super confident that the Ikea house is in good order and we’ll be able to take off for the future with Juvencio.”

Under Brodin, Ingka Group invested heavily to improve online shopping for Ikea, driving the retailer’s online sales up. Ingka also set new emissions reduction targets and reported in January that emissions fell by 30.1% from its 2016 baseline.

Brodin said the appointment of Maeztu, who grew up in Cadiz and does not speak Swedish, shows Ikea’s global culture works.
The incoming CEO is setting off on a “listening tour” of its big blue stores around the world, starting in Asia, as he builds his strategy to grow the company which last year reported weaker net profit and revenue after slashing prices.

“I am fully determined to make Ikea grow and to really be relevant for many millions more consumers around the world,” Maeztu told Reuters. He has said tariffs make it harder for Ikea to keep prices low.

Privately-held Ingka Group will report sales figures in mid-October for its financial year ending August 31. As the biggest franchisee, Ingka sells Ikea products manufactured by brand owner and franchiser Inter Ikea.

News Credits- FASHION NETWORK

Abu Dhabi-listed Lulu Retail Holdings has posted a modest profit increase for the second quarter of 2025, with net earnings reaching $57 million, up by 2% year-on-year. The retail giant’s revenue for the quarter rose by nearly 5%, hitting $2 billion. This growth was primarily attributed to like-for-like sales growth of 2.1%, reflecting strong consumer demand across its diverse range of products.

In the first half of the year, Lulu Retail Holdings’ performance remained robust, with a 9% rise in net profit to $127 million. The company’s overall revenue surged by 5.9% to $4.1 billion, bolstered by a combination of new store openings and sustained sales across its existing locations. The results underscore the company’s resilience in an increasingly competitive retail landscape, driven by strategic expansion and ongoing investment in its store network.

Lulu Retail Holdings, one of the largest hypermarket chains in the Middle East, continues to capitalise on its expanding footprint in both the UAE and other regional markets. The retailer’s ability to maintain steady revenue growth, even amid fluctuating consumer behaviour and economic challenges, is attributed to its diversified product offerings and operational efficiencies. Key drivers of the company’s success include its focus on enhancing its digital platforms and expanding its range of private-label products, which offer higher margins compared to third-party brands.

The group’s commitment to digital transformation has become particularly evident in its e-commerce strategy. Lulu has made significant strides in improving its online presence, responding to the growing demand for online shopping in the region. The company’s e-commerce sales have been a major contributor to its overall growth, with new initiatives aimed at improving delivery times and offering a wider selection of products online. This move aligns with broader regional trends, where consumers are increasingly shifting towards online shopping for convenience and competitive pricing.

Store expansion has also been a key component of Lulu’s strategy, contributing to its healthy performance. Over the past year, Lulu Retail Holdings has continued to increase its presence in key regional markets such as Saudi Arabia, Qatar, and Oman. The opening of new hypermarkets and supermarkets has allowed the company to tap into growing urban populations and emerging retail hubs in the Middle East. These new locations have not only driven revenue growth but have also enhanced the company’s visibility and strengthened its market share in these competitive retail environments.

Despite the global economic uncertainty and rising inflationary pressures, Lulu Retail Holdings has managed to maintain strong sales figures by focusing on its core customer base while diversifying its offerings. In addition to its food and grocery segments, the company has expanded its non-food categories, including electronics, fashion, and home goods, attracting a broader demographic. The retailer’s ability to adapt to changing consumer preferences, such as the increasing demand for health and wellness products, has also supported its continued growth.

Lulu’s performance is also reflective of the broader trends in the retail industry within the region. As more consumers opt for quality and convenience, hypermarket chains like Lulu are well-positioned to capture a larger share of the market. The company’s large-scale operations, combined with its ability to offer competitive prices and high-quality products, are key factors that have helped it to navigate the challenges posed by shifting economic conditions.

News Credits- msn

The logistics challenges they face are real. Many courier services don’t deliver to townships or rural areas

The local e-commerce sector is booming, with total revenue projected to top R110bn this year and more than 40 million consumers now shopping online, according to Statista’s 2025 Ecommerce Outlook.

But as thousands of new online sellers enter the market, the question is no longer how to grow; it’s how to cope.

One of the fastest-rising pain points is logistics. Across the country, retailers are buckling under the pressure of fulfilment bottlenecks, rising courier costs, and inconsistent delivery coverage.

Recent data from Business Unity South Africa shows that average cross-border transit times have increased by 20% in just one week, with the country losing an estimated R170m in indirect costs from delays alone.

Meanwhile, port congestion, equipment breakdowns and unpredictable weather continue to slow down container throughput at critical hubs like Durban and Cape Town.

It’s against this backdrop that Bob Go, a South African smart shipping platform, has reported 30% year-on-year revenue growth and over 1.9 million shipments processed in the first half of 2025.

A huge opportunity in e-commerce

The platform, which forms part of Bob, an integrated e-commerce and fintech company, is helping small and medium-sized merchants automate their order fulfilment, compare courier prices in real-time, and deliver more reliably, especially into difficult-to-reach or underserved areas.

“There’s a huge opportunity in e-commerce right now, but also a huge operational strain,” says Jaco Roux, head of product at Bob Go.

“We’re seeing SMEs go from a few dozen orders a week to hundreds a day, and without scalable logistics, they can’t keep up. The old way, manual bookings, single-courier setups, no tracking, doesn’t work anymore.”

Much of Bob Go’s success lies in its ability to give smaller players access to tools previously reserved for big retailers. Merchants can automate dispatch, get eight courier quotes for multiple service levels per order, and track parcels end-to-end, all through one interface.

This saves time, keeps costs in check, and dramatically improves the customer experience. From January to June this year, Bob Go signed up over 1,200 new merchant accounts, a 40% increase over the same period last year, and saw gross profit grow by 57%.

Retention is also strong, with 98 of the platform’s top 100 shippers from 2024 still active in 2025.

A new kind of South African seller

But the numbers only tell part of the story. What’s emerging is a new kind of South African seller: informal traders, DIY entrepreneurs, home-based creators, many of whom are running their businesses entirely through social platforms.

These users want simplicity, speed, and legitimacy. They want tools that enable them to deliver like the big guys, but without the big budgets. And they’re shaping the future of online retail in the process.

However, the logistics challenges they face are real. Many courier services don’t deliver to townships or rural areas. Fuel prices remain volatile. And the country’s infrastructure, from rail to port to border post, is under heavy strain.

In a recent Global Trade Magazine forecast, the global smart logistics market is expected to surpass $175bn by 2034, as retailers everywhere turn to tech-enabled supply chains. In South Africa, that shift isn’t a luxury; it’s a necessity.

For small businesses navigating this environment, a few principles are proving critical: choosing fulfilment partners with national reach, automating wherever possible, having a plan for returns (now a legal requirement under the Consumer Protection Act), and communicating proactively with customers.

Bob Go is seeing clear evidence that businesses following this approach are scaling faster and more efficiently, often tripling their daily order volumes without needing to hire extra staff.

The next evolution, says Roux, is opening logistics to the public. Bob Go’s soon-to-launch consumer-facing app will allow individuals, not just merchants, to book courier shipments directly. The app will include locker-to-locker, door-to-locker, and door-to-door delivery options, and at some point in the future will offer the same multi-quote flexibility on door-to-door shipments that has proven popular among businesses.

“We want to simplify shipping for everyone,” says Roux. “Whether you’re running a store, sending a gift, or launching your side hustle, logistics should never be a barrier.”

As South Africa’s e-commerce economy grows in both size and complexity, the pressure is on to build smarter systems. The question isn’t whether online retail will thrive; it already is. The question is whether the infrastructure can keep up. And for many sellers, the answer lies in platforms that make fulfilment not just possible, but painless.

News Credits- ZAWYA BY LSEG

Radico Khaitan (RADC.NS) the maker of “Magic Moments” vodka, will invest up to $4.56 million and team up with Bollywood actor Shah Rukh Khan and Zerodha co-founder Nikhil Kamath to launch a premium tequila brand, marking its foray into the category.

The Indian liquor maker, known for premium offerings such as Rampur Indian Single Malt and Jaisalmer Indian Craft Gin, will roll out the brand D’YAVOL Añejo — a premium spirit made from agave and aged about two years in wine casks.

D’YAVOL, a luxury brand founded in 2022 by Shah Rukh Khan’s son Aryan Khan, along with Leti Blagoeva and Bunty Singh, is headquartered in Amsterdam and offers vodka, blended malt Scotch whisky and premium streetwear.

D’YAVOL Añejo is set to launch by December and depending on state excise duty, will be priced between 20,000 rupees ($228.21) and 30,000 rupees, Radico Khaitan Managing Director Abhishek Khaitan told Reuters on Tuesday.

The launch comes as affluent Indians increasingly splurge on everything from luxury dining to premium alcohol, housing and cars. Alcohol sales in the country, according to data from analytics firm Crisil, are projected to grow as much as 10% to $61.35 billion in fiscal 2026.

Tequila is one of the fastest growing segments globally and India is catching on very fast. The market size in the country is about 300,000 cases, out of which 15% is the Añejo (Spanish word meaning ‘aged’) category, Khaitan said.

“We believe that in the next five years, tequila can reach a volume of about a million cases in India plus global market, so I think it was a great opportunity,” he said.

Under the partnership, Radico Khaitan and Shah Rukh Khan’s family will each hold a 47.5% stake in the venture, while Kamath will own 5%.

The deal also underscores the fierce competition in mass and premium liquor segments. Just three weeks ago, peer Tilaknagar Industries (TILK.NS) bought the “Imperial Blue” whisky brand from Pernod Ricard (PERP.PA), opens new tab for $486 million.

($1 = 87.6370 Indian rupees)

Author Credits- Chandini Monnappa and Hritam Mukherjee
Reuters