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Sri Lanka’s apparel industry is formalizing a strategic transition from price-based competition to ethical value-added manufacturing to navigate intensifying global regulations. At a high-level industry forum in Colombo on January 13, 2026, sector leaders emphasized, social sustainability has evolved into a ‘competitive moat’ for maintaining access to high-value markets. This shift comes as the industry reports a 5.42 per cent Y-o-Y increase in cumulative apparel exports for the first eleven months of 2025, reaching US$ 4.57 billion. Growth was particularly robust in the European Union (excluding the UK), which surged by 13.07 per cent as buyers increasingly prioritize certified transparent supply chains.
Regulatory compliance as a commercial advantage
The industry’s early adoption of independent certifications like Worldwide Responsible Accredited Production (WRAP) is now paying dividends as the EU’s Corporate Sustainability Due Diligence Directive (CS3D) moves towards national implementation by July 2026. Avedis Seferian, CEO, WRAP, confirmed, Sri Lanka’s established ‘Garments without Guilt’ framework provides a template for the mandatory human rights and environmental transparency now required by Western regulators. By integrating real-time social audit data into digital traceability platforms, Sri Lanka’s exporters are mitigating the ‘audit fatigue’ common in regional competitors while fulfilling the rigorous traceability mandates of global brands.
Market diversification and strategic trade gains
Beyond sustainability, the sector is capitalizing on significant trade liberalizations. Effective January 1, 2026, the UK’s Developing Countries Trading Scheme (DCTS) has removed earlier ‘double transformation’ rules, allowing Sri Lankan manufacturers to source inputs globally while retaining duty-free access to the British market. This newfound flexibility, combined with a 2.4 per cent growth in US-bound shipments despite tighter margins, supports the Joint Apparel Association Forum’s (JAAF) long-term target of achieving US$8 billion in annual apparel exports by 2030. Industry experts suggest, integration of ESG data into commercial decision-making is no longer a cost center but the primary currency of trust in global trade.
The Joint Apparel Association Forum (JAAF) represents Sri Lanka's largest export earner, contributing nearly 40 per cent of national merchandise export earnings. Focused on the ‘40 by 30’ strategy, the sector targets US$ 8 billion in apparel revenue by 2030 through specialized niches in intimate wear and high-performance sportswear.
Kering has confirmed, Bartolomeo Rongone, Chief Executive Officer, Bottega Veneta, will conclude his tenure on March 31, 2026. This move follows a six-year period defined by the successful elevation of the ‘quiet luxury’ aesthetic and the commercial scaling of the house’s signature Intrecciato craftsmanship. Under Rongone’s leadership, the brand became a critical defensive pillar for the Group, achieving revenues of approximately €1.7 billion in 2024- a year when Kering's consolidated revenue contracted by 12 per cent. The transition marks a pivotal moment for the conglomerate as it seeks to maintain the momentum of its highest-performing houses while managing broader portfolio volatility.
New governance under Luca de Meo
The executive departure is the first major leadership adjustment under Luca de Meo, who assumed the role of Group CEO in September 2025 as part of a significant governance restructuring. De Meo, a turnaround specialist from the automotive industry, is currently overseeing a ‘phase of stabilization’ intended to reverse declines at flagship brands like Gucci. Leo Rongone has been instrumental in sharpening the brand’s desirability, states de Meo. The upcoming appointment of a successor will be a strategic signal to the retail market, as Kering prioritizes operational efficiency and brand exclusivity to combat a projected 2–5 per cent decline in global personal luxury goods sales for the 2025–2026 cycle.
Focus on craft and distribution integrity
Analysts view this change as an opportunity to further integrate Bottega Veneta into Kering’s updated industrial architecture, which emphasizes direct retail control and sustainable manufacturing. While other houses within the portfolio have faced creative transitions, Bottega Veneta remains anchored by Creative Director Louise Trotter, whose 2025 debut resonated strongly in the North American and Asia-Pacific regions. The primary challenge for the incoming CEO will be navigating an increasingly polarized consumer landscape where high-specification leather goods must justify premium price points through heritage and ‘lifetime care’ service models.
Kering is a Paris-based global luxury powerhouse managing iconic houses including Gucci, Saint Laurent, and Balenciaga. Specializing in leather goods, apparel, and high jewelry, the Group employs 47,000 people and generated €17.2 billion in 2024. Founded as PPR in 1963, Kering now prioritizes organic growth and sustainable retail excellence across key European and Asian markets.
Houston-based specialty retailer, Francesca’s Boutique has commenced an immediate liquidation of its 450-store portfolio following an acute liquidity crisis. While the company has historically utilized Chapter 11 to restructure - most notably in 2020 - this latest collapse appears terminal.
Reports from industry insiders and Women’s Wear Daily indicate, the closure was precipitated by an estimated $250 million in unpaid vendor invoices. This breakdown in supply chain trust led to an abrupt holiday-weekend decision to shutter all boutiques, with employees and merchants receiving minimal prior notification. The retailer’s current ‘warehouse sale’ features clearance pricing as low as $5 to $15, signaling an aggressive push to convert remaining inventory into cash to satisfy secured creditors.
The failure of the mall-dependent boutique strategy
The demise of Francesca’s underscores the mounting structural pressures on mall-based specialty retail in the 2026 fiscal cycle. Despite an $18 million acquisition by TerraMar Capital and Tiger Capital in 2021, the brand struggled to decouple its revenue model from traditional indoor shopping centers, which saw a 1.1 per cent Y-o-Y decline in foot traffic during 2025. Furthermore, the rise of aggressive cross-border e-commerce competitors has eroded the ‘treasure hunt’ value proposition that once defined the brand. Analysts suggest, Francesca's inability to scale its digital ecosystem while managing rising operational overhead - including utility and labor costs - created an unsustainable debt-to-income ratio that precluded further private equity intervention.
Founded in 1999, Francesca’s Boutiques operated as a women’s apparel and accessories boutique across 45 US states. The brand specialized in high-turnover, ‘free-spirited’ fashion for Gen Z and Millennial consumers. Following a 2020 bankruptcy, the firm attempted a turnaround focused on curated lifestyle products, but persistent supply chain debts and shifting consumer habits led to its 2026 total liquidation.
Houston-based specialty retailer, Francesca’s Boutique has commenced an immediate liquidation of its 450-store portfolio following an acute liquidity crisis. While the company has historically utilized Chapter 11 to restructure - most notably in 2020 - this latest collapse appears terminal.
Reports from industry insiders and Women’s Wear Daily indicate, the closure was precipitated by an estimated $250 million in unpaid vendor invoices. This breakdown in supply chain trust led to an abrupt holiday-weekend decision to shutter all boutiques, with employees and merchants receiving minimal prior notification. The retailer’s current ‘warehouse sale’ features clearance pricing as low as $5 to $15, signaling an aggressive push to convert remaining inventory into cash to satisfy secured creditors.
The failure of the mall-dependent boutique strategy
The demise of Francesca’s underscores the mounting structural pressures on mall-based specialty retail in the 2026 fiscal cycle. Despite an $18 million acquisition by TerraMar Capital and Tiger Capital in 2021, the brand struggled to decouple its revenue model from traditional indoor shopping centers, which saw a 1.1 per cent Y-o-Y decline in foot traffic during 2025. Furthermore, the rise of aggressive cross-border e-commerce competitors has eroded the ‘treasure hunt’ value proposition that once defined the brand. Analysts suggest, Francesca's inability to scale its digital ecosystem while managing rising operational overhead - including utility and labor costs - created an unsustainable debt-to-income ratio that precluded further private equity intervention.
Founded in 1999, Francesca’s Boutiques operated as a women’s apparel and accessories boutique across 45 US states. The brand specialized in high-turnover, ‘free-spirited’ fashion for Gen Z and Millennial consumers. Following a 2020 bankruptcy, the firm attempted a turnaround focused on curated lifestyle products, but persistent supply chain debts and shifting consumer habits led to its 2026 total liquidation.
The European fashion and luxury industry is bracing for a severe operational disruption following US President Donald Trump’s announcement of a 10 per cent tariff on eight European nations, effective February 1, 2026. Linked to a geopolitical demand for the purchase of Greenland, the levies are scheduled to escalate to 25 per cent by June, potentially upending a multi-billion dollar apparel trade. Industry body Euratex reports, the US remains the primary non-European destination for textile and clothing exports, valued at approximately €6.5 billion annually. The prospect of these ‘Greenland tariffs’ has triggered emergency summits in Brussels, with leaders weighing a €93 billion retaliatory ‘bazooka’ package targeting U.S. liquid gas and machinery.
Supply chain paralysis and pricing volatility
Operating on long-term seasonal forecasting, European ateliers currently face a climate of ‘operational paralysis.’ For high-end houses in Italy and France - where fashion contributes 5.1 per cent and 3.1 per cent to national GDP respectively - the tariffs represent an immediate threat to margins. Analysts suggest, luxury conglomerates like LVMH and Kering may be forced to pass these costs to US consumers, where prices for iconic items like the Chanel 2.55 flap bag have already doubled since 2017. Current trade data reveals, while European apparel exports to the US rose by 7 per cent in late 2025 due to front-loading, a sharp correction is anticipated as shipping lead times make it impossible to avoid the February 1 deadline.
Strategic move towards market diversification
In response to the escalating trade war, European manufacturers are accelerating a strategic shift toward Asian and domestic markets. Retail square footage for luxury brands in the US had increased by 65 per cent in early 2025, but that investment is now being re-evaluated in favor of ‘proximity sourcing’ and nearshoring. While the US Supreme Court is expected to rule on the legality of these emergency tariffs by June 2026, the current uncertainty is driving firms to diversify. As one executive noted, the industry is essentially ‘holding fire’ until conditions stabilize, risking years of brand-building in its second-largest global market.
The EU textile and clothing industry comprises 160,000 companies, predominantly SMEs, employing 1.5 million workers. It generates an annual turnover of €180 billion, with the U.S. serving as its most critical individual export market. Recent strategy shifts focus on high-value ‘Smart Textiles’ and digital traceability to maintain global competitiveness.
The Egyptian textile sector is undergoing a profound structural evolution, exemplified by the recent $350 million agreement to establish an integrated manufacturing complex in New October City. This partnership between Elsewedy Industrial Development and the Hong Kong-based Crystal International Group leverages Egypt’s private free zone system to enhance the nation’s competitive standing in the global apparel value chain. By consolidating spinning, weaving, and dyeing operations within an 800,000-sq-m facility, the project aims to mitigate supply chain fragmentations that have historically hindered local value addition.
Export momentum and market diversification
This investment arrives as Egypt’s apparel exports demonstrate significant resilience, surpassing the $3.1 billion mark in late 2025 - a 22 per cent Y-o-Y increase. Industrial analysts project, the textile manufacturing market will reach approximately $26.02 billion by 2026-end. The New October City complex is positioned to capitalize on this trajectory, particularly as European and North American retailers increasingly prioritize ‘nearshoring’ to reduce lead times. Currently, Egyptian shipments reach European ports in approximately 10-12 days, a significant logistical advantage over the 30-day cycles typical of South Asian competitors.
Sustainability and high-tech integration challenges
Despite the optimistic growth, the sector faces a rigorous transition toward the 2026 EU Digital Product Passport requirements and the Carbon Border Adjustment Mechanism (CBAM). The new industrial hub is designed to integrate advanced water-recycling and energy-efficient systems to satisfy these stringent environmental mandates. Crystal International Group’s commitment to achieving Net Zero by 2050 aligns with Egypt's broader industrial strategy to replace aging state-owned infrastructure with automated, low-emission technologies. This shift is critical as rising industrial energy tariffs, which reached nearly $0.14 per kWh in 2025, place a premium on operational efficiency and waste reduction.
A global leader in apparel manufacturing, Crystal International operates a multi-country network supplying major retail brands. The group specializes in denim, knits, and sportswear, with a primary focus on sustainable production. Leveraging its 2026 expansion into Egypt, the company seeks to double its regional capacity, targeting $12 billion in sector-wide exports by 2031.
The operationalization of the India-Oman Comprehensive Economic Partnership Agreement (CEPA), scheduled in Q1, FY26, is set to eliminate the prevailing 5 per cent import duty on Indian textile and apparel products. This fiscal adjustment provides immediate price competitiveness for Indian exporters, who currently hold the position of the second-largest supplier to Oman, trailing only China. Industry data indicates that India’s textile exports to the Sultanate reached approximately $132 million in 2024. With zero-duty access now covering 98.08 per cent of tariff lines, the Ministry of Commerce anticipates a significant uptick in the shipment of high-demand categories, including home textiles, synthetic yarns, and ready-made garments.
Leveraging Oman as a regional distribution hub
Beyond direct bilateral trade, the agreement facilitates a broader commercial objective: utilizing Oman’s strategic logistics infrastructure to access the wider Gulf Cooperation Council (GCC) and African markets. By capitalizing on the Port of Duqm and integrated free zones, Indian manufacturers can establish re-export centers to mitigate regional supply chain disruptions. The CEPA is not merely about tariff reduction; it is a structural mechanism to integrate Indian apparel clusters into global value chains, notes an official from the Confederation of Indian Textile Industry (CITI). This strategic alignment is essential as India pursues a sector-specific export target of $100 billion by 2030, necessitating a transition from traditional Western markets toward emerging hubs in West Asia.
Addressing competitive hurdles and quality benchmarks
While the CEPA provides a preferential framework, Indian exporters face rigorous competition from low-cost Asian manufacturers and a growing demand for sustainable, high-specification technical textiles within Oman’s expanding hospitality and healthcare sectors. To maximize the agreement’s utility, Indian firms must align production with Oman’s strict regulatory standards and rising consumer preference for eco-friendly materials. Industry analysts suggest, successful execution will depend on capital investments in local Omani distribution networks, ensuring that the initial tariff advantages translate into sustained long-term market share.
India’s textile industry is a cornerstone of the national economy, contributing significantly to industrial output and employment. Traditionally focused on cotton and artisanal products, the sector is now diversifying into technical textiles and man-made fibers. Current growth strategies emphasize high-value apparel and sustainable manufacturing to meet evolving global trade standards.
The restructuring of the Bangladesh textile sector, long one of the world’s most influential garment manufacturing ecosystems has moved far beyond a traditional rivalry between suppliers. What is unfolding instead is a deep and deliberate remapping of Bangladesh’s upstream fibre and fabric sourcing model, and the epicentre of that realignment is China. India, which for decades maintained a commanding presence in yarn supplies, is confronting a challenge that attacks its competitive foundation. In the space of just one year, China has transitioned from being the dominant supplier of synthetics and woven fabrics to becoming Bangladesh’s near-exclusive pipeline for cotton yarn as well. The relationship between the two countries has shifted so dramatically that India’s long-standing edge in yarn now appears newly vulnerable.
China’s embedding in Bangladesh’s textile core
A granular look at Bangladesh Trade and Tariff Commission (BTTC) data reveals the extent of China’s entrenchment. Today, over 80 per cent of Bangladesh’s textile and apparel supply chain is powered directly by Chinese raw materials, technology, or intermediate goods. Nowhere is this dominance more pronounced than in the woven and MMF-driven fabric segment the lifeblood of Bangladesh’s global RMG exports.
By 2024, China had already seized nearly four-fifths of Bangladesh’s total fabric imports, accounting for an extraordinary 78 per cent of inflows. This position was not merely a reflection of low pricing; it represented China’s structural superiority in scale, product diversity, high-performance MMF innovation, and its ability to offer specialty fabrics at speeds unmatched by any other country. For a manufacturing hub like Bangladesh, which relies almost entirely on imports for MMF yarns, technical fabrics, and performance synthetics, China has become more than a supplier it has evolved into a supply-chain enabler.
This near-monopoly reflects the culmination of China’s long-term strategy to dominate higher-value textile inputs. Bangladesh’s woven sector, which underpins the bulk of its over $47 billion RMG exports, is now fundamentally dependent on Chinese upstream capabilities. What was once a multipolar supply structure is turning into a Beijing-centred fibre-to-fabric fortress.
The unravelling of India's yarn dominance
For years, India held the commanding position in Bangladesh’s cotton yarn imports, supplying more than half of its requirements. This leadership rested on reliable quality, shorter transit time, cross-border transport efficiencies, and well-established relationships between Indian spinners and Bangladeshi knitwear units. In 2024, India accounted for 53.66 per cent of Bangladesh’s total yarn imports, giving it a substantial competitive foothold even as China’s fabric dominance grew.
But early 2025 altered the equation almost overnight. A series of trade and political tensions between India and Bangladesh, culminating in border closures and restrictions on land-port yarn shipments, created a vacuum that China filled with clinical speed. By January-February 2025, China had supplanted India outright, capturing 95.61 per cent of Bangladesh’s total yarn imports, while India’s share fell to negligible levels. This was not a marginal transition but a wholesale inversion of the previous year's landscape.
capability to scale up supply rapidly.
Table: India and China’s share in Bangladesh market
|
Segment |
Supplier |
Share in 2024 |
Share in Jan-Feb 2025 |
|
Fabric Imports |
China |
78.46% |
92.26% |
|
India |
8.47% |
Negligible |
|
|
Yarn Imports |
India |
53.66% |
Negligible |
|
China |
37.52% |
95.61% |
Source: Fibre2Fashion's TexPro, BTTC Data (Aggregated and projected figures)
The shift was equally dramatic in the fabric category. China’s already large 78.46 per cent market share in 2024 surged to an overwhelming 92.26 per cent in the early months of 2025. India, which previously held 8.47 per cent in fabrics, ceded virtually the entire space.
The table translates to a stark picture: China did not merely gain share; it assumed full control of both yarn and fabric supply chains simultaneously, across categories where India once held structural advantages.
In fabrics, China expanded from an already dominant 78 per cent in 2024 to over 92 per cent in the first two months of 2025, leaving India’s earlier 8 per cent footprint all but erased. In yarn, the segment traditionally led by India China’s rise from 37.5 per cent in 2024 to nearly 96 per cent in early 2025 reflects a takeover so complete that it redefines competitive baselines. India’s fall from 54 per cent to negligible in the same period underscores how geopolitical disruptions can swiftly cascade into supply-chain reconfigurations.
For India, the lesson is clear: market share built on cost parity and geographic convenience can collapse when policy friction intersects with an aggressive competitor’s willingness to scale up at speed.
Inside the industry shockwave
The ripple effects of Bangladesh's sourcing shift are being acutely felt by Indian textile majors, and Arvind Ltd provides a revealing lens into this disruption. As one of India’s largest integrated textile conglomerates spanning cotton yarn, denim, woven fabrics, and a growing MMF portfolio, Arvind has long benefited from Bangladesh’s proximity and its enormous appetite for Indian cotton yarn.
Arvind’s historical strength lay in premium cotton yarns and high-quality woven fabrics, backed by decades of brand equity and a reputation strengthened through its leadership in denim. Bangladesh, with its huge knitwear export engine, has been central to Arvind’s export volumes.
But the new sourcing realities present a structural challenge. The loss of yarn volumes to China threatens the company’s pricing power and utilization rates both crucial in a global market where spinning margins are already under pressure. Even though Arvind is actively investing in MMF and technical textiles, and shifting its portfolio toward higher-value segments, the immediate impact of losing a major export destination cannot be ignored.
Experts note that the Indian model built on cotton cost competitiveness no longer aligns with global textile evolution. China’s advantage now lies in integrated fibre-to-fabric ecosystems, where synthetics, functional materials, and technical textiles drive the premium end of global apparel. Arvind and its peers must therefore compete not on price alone but through product complexity, innovation, and value-added blends—categories in which China has raced ahead.
India’s counteroffensive
The near-total loss of yarn share has served as an inflection point for India’s textile strategy. Recognizing the depth of the challenge, the government is building a multi-phase roadmap aimed at restoring competitiveness and expanding India’s T&A exports from roughly $40 billion to $100 billion by 2030.
Much of this plan revolves around structural cost correction. Raw material prices, taxation layers, transportation inefficiencies, and power costs are under scrutiny as India works to level the playing field with both China and Bangladesh. Parallelly, India is fast-tracking FTAs with the EU and UK markets where Bangladesh currently enjoys duty-free access due to its LDC status, a benefit that will diminish as Bangladesh graduates in the coming years.
The cornerstone of India’s long-term strategy, however, is the shift toward MMF and technical textiles. Under the PLI scheme, India aims to build domestic capacity in these future-forward categories, reducing reliance on cotton-centric production and enabling the industry to join the global transition toward performance synthetics, recycled fibres, and engineered textile solutions.
This shift is essential not only for competitiveness but also for rebalancing India’s export portfolio. A diversified fibre mix will insulate the sector from cotton price volatility and ensure it competes in the same product spaces where China has achieved dominance.
A new vulnerability for Bangladesh
While China’s rapid expansion into Bangladesh’s textile inputs gives it unparalleled leverage, it also exposes Bangladesh to long-term risk. A supply chain over-concentrated in one country is inherently fragile. Any disruption, from geopolitical tension to freight escalation or environmental regulation could destabilize Bangladesh’s production pipeline.
For India, the moment calls for a decisive realignment. Rebuilding trust with Bangladesh, removing non-tariff obstacles, restoring multi-modal connectivity, and accelerating MMF investments are no longer optional. They are critical steps if India is to reclaim lost ground and transition from a cotton-dominated supplier to a future-ready textile power. Bangladesh’s shift has delivered a clear message to India: the global textile hierarchy is being reshaped not by costs alone but by speed, fibre innovation, and integrated ecosystems. China understood this early. India must now catch up fast.
The passing of Valentino Garavani at age 93 in Rome on January 19, 2026, marks the definitive conclusion of the golden age of haute couture. While the industry mourns a maestro who commanded the global red carpet for five decades, the news arrives at a critical juncture for his eponymous fashion house. Valentino’s departure coincides with a volatile luxury climate where heritage brands are undergoing intense structural scrutiny. In late 2025, shareholders amended key agreements to postpone Kering’s potential full buyout of the brand until at least 2028, reflecting a cautious stance as the sector faces a ‘luxury slowdown.’ The house reported a 22 per cent drop in profitability in its most recent fiscal cycle, highlighting the challenge of maintaining Garavani’s ‘eternal elegance’ in a market increasingly dictated by data-driven digital scaling rather than pure artisanal mystique.
Strategic continuity amidst aesthetic shifts
Maison Valentino is currently navigating a high-stakes creative transition under Alessandro Michele, whose baroque maximalism represents a departure from the founder’s classicist silhouettes. This aesthetic reset is more than a stylistic choice; it is a commercial mandate to recapture the attention of high-net-worth Gen Z consumers. ‘Luxury is no longer just about the product; it is about cultural legitimacy,’ noted an industry analyst regarding the 2026 outlook. Despite stagnant growth in traditional markets, Valentino’s online sector saw a 5 per cent increase, now accounting for 70 per cent of direct-to-consumer interactions. The brand's survival strategy hinges on ‘unified commerce’ - bridging the gap between Garavani’s historic Roman atelier and a hyper-efficient global supply chain.
Maison Valentino is a premier Italian luxury house specializing in haute couture, ready-to-wear, and leather goods. Majority-owned by the Qatari fund Mayhoola with a strategic 30 per cent stake held by Kering, the company operates 287 stores globally. Following a fiscal 2024 revenue of €1.31 billion, the brand is prioritizing direct-to-consumer growth and a refreshed creative vision to stabilize its financial trajectory through 2029.
The global licensed sports merchandise market is projected to hit $44.92 billion in 2026, yet this top-line growth masks a brutal winnowing of traditional storefronts. While consumer appetite for team-branded apparel remains robust, the ‘fan experience’ has fundamentally decoupled from the local mall. Modern retail experts note, specialty chains are entering a ‘flight to profitability’ where high interest rates and the expiration of legacy leases are forcing overleveraged players into Chapter 11. Unlike the liquidations of the past decade, today’s bankruptcies are increasingly surgical- aimed at shedding physical footprints to re-emerge as nimble, digital-first entities.
The rise of high-performance omnichannel models
Success in the current climate is no longer defined by shelf space but by ‘unified commerce.’ Industry leaders like Fanatics and Lids have set a high bar, utilizing real-time inventory synchronization to bridge the gap between social media ‘drops’ and in-store pickups. For regional survivors, the challenge is an escalating ‘tech tax.’ Forrester analysts predict a wave of specialty retail bankruptcies this year as companies fail to fund the AI-driven personalization and moisture-wicking fabric innovations that 2026 consumers demand. ‘The margin for error has vanished,’ says one retail strategist. ‘If you aren't integrating augmented reality try-ons or sustainable 'circular fanwear' initiatives, you are essentially managing a decline.’
A century-old institution, Modell's Sporting Goods serves as a primary case study for the sector's evolution. Originally a dominant physical force in the Northeast US, the brand now operates under Omni Retail Enterprises as a high-growth e-commerce platform. While its historical identity was rooted in 150+ ‘hometown’ stores, its 2026 outlook focuses on a lean, data-driven digital model with targeted ‘experiential’ brick-and-mortar returns planned for key metropolitan hubs.
