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Luxury brands are expanding repair and resale because both can extend a product’s life and keep the brand connected to it after the first sale. Repair keeps an existing item with its current owner; resale gives it a second owner. The services can also bring brands into secondhand commerce and support circular-business strategies, but their growth is not proof that every program is profitable or that it reduces new production.
What repair and resale do—and why brands are investing
Repair and resale address different stages of a product’s life. Repair aims to keep an item in use by maintaining or restoring it. Resale moves an item to another owner, sometimes after the brand or a partner has inspected, refurbished, authenticated, or listed it. A program can offer one service without the other.
For a luxury house, the relationship with a product need not end at checkout. A repair service gives the customer a route back to the brand when an item needs care. Resale lets the brand participate in a later transaction involving its goods rather than leaving the entire secondhand experience to independent sellers. These services can create customer value and strengthen a brand’s connection to its products, though the cited company strategies do not establish that every service generates a profit.
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Outbyte Driver Updater FREEFix the driver behind crashes, sound loss and screen glitchesFind Drivers →Outbyte PC Repair FREERepair Windows errors before they cause bigger problemsFix Now →Longevity is a stated rationale for repair. LVMH says its Fashion and Leather Goods and Watches and Jewelry maisons have repair and care centers “to bolster the product longevity promise to customers,” and also reports Louis Vuitton workshops. Hermès frames repair as part of how its products are designed: “Hermès objects are designed to last and be repaired because their technical design and manufacturing methods prioritize robustness and long-term use, in the tradition of saddlers.” Both statements come from the companies, not independent evaluations of each repair’s result. LVMH’s 2025 Universal Registration Document and Hermès’ circular economy page describe their approaches.
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Why brands want a role in secondhand commerce
Resale can reach customers at different price points
Secondhand goods can make a brand more accessible to people who cannot or do not want to buy new at the original price. In a 2025 report, Boston Consulting Group and Vestiaire Collective estimated the secondhand fashion and luxury market at $210 billion to $220 billion, with a projected value of $320 billion to $360 billion in 2030. These are the report’s market estimates and forecast, not a guarantee of future growth.
In the same report, nearly 80% of surveyed respondents cited affordability as a key reason to buy secondhand. The survey covered 7,800 people from Vestiaire Collective’s community; it should not be read as a representative estimate for all luxury shoppers. The report’s strategic advice highlights practical conditions for drawing customers to branded resale: reduce friction, manage the price relationship between new and secondhand goods, and build trust through authentication and quality guarantees. The BCG and Vestiaire Collective report treats resale as a potential customer-recruitment and brand-building channel, not an automatic outcome.
Resale can keep the brand involved after the first sale
When a brand or its partner takes part in resale, it may have more influence over how an item is presented, checked, priced, and connected to the brand’s standards than it would if the transaction happened entirely outside its channels. The actual degree of influence depends on the operating model; a partnership does not mean that the brand controls every listing or transaction.
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Kering says it invested in Vestiaire Collective in 2021 as part of its interest in secondhand fashion, customer value, and innovative business models. That investment does not mean that every Kering house sells through the platform. Kering’s 2026 strategy also includes expanding circular services from repair to resale, a stated strategic direction rather than evidence that all initiatives are already operating at scale. Kering’s description of new business models and its 10-year impact report announcement set out those positions.
How the main operating models differ
There is no single resale or repair format. BCG and Vestiaire Collective describe choices that vary in control, investment, and risk. The table shows the models documented by the companies; it does not imply that every brand offers them in every country or that their commercial results are comparable.
| Model | How it works | Control and operating considerations | Example and evidence |
|---|---|---|---|
| Brand repair network | The brand arranges care or repair for an existing owner’s item. | It keeps service connected to the brand, but availability, eligibility, price, and service scope vary. Specific terms are not stated generally (LVMH; Hermès). | Hermès describes worldwide bespoke after-sales service across métiers; LVMH reports repair and care centers and Louis Vuitton workshops. Hermès; LVMH |
| Takeback and resale | The brand accepts items back, restores them, and offers them for resale. | The brand can be more involved in the item’s return and preparation. The costs, eligibility rules, and current availability by market are not stated in the cited disclosure. | LVMH describes Rimowa’s Re-Crafted luggage takeback and refurbishment model. Confirm current availability with the brand before relying on it as a consumer option. LVMH |
| Partner resale | A brand works with an existing secondhand platform rather than relying solely on its own resale channel. | A partner can provide platform access, while the arrangement involves a trade-off in control, investment, and risk. The precise division of duties is not stated for every partnership. | Kering says it invested in Vestiaire Collective in 2021; that does not establish platform participation by all its houses. Kering |
| Store-based resale | A brand sells pre-owned or archive goods through physical locations. | A physical channel offers a brand-controlled setting but requires resources to run. GANNI says operating its own platforms was resource-heavy and costly; the cited report does not give a comparable cost figure. | GANNI reports POSTMODERN archive stores in Copenhagen and Oslo and says it prioritized resale and repair as near-term circular business drivers. GANNI’s 2024 report |
| Repair partner | A brand works with a specialist to deliver repair or alteration services. | The partnership can provide a service without the brand operating every repair itself. The cited example does not establish that the same arrangement or outcome will suit other brands. | GANNI reports a UK collaboration with SOJO for repairs and alterations. GANNI’s 2024 report |
What determines whether a resale program fits a brand
Choosing a model is a design decision, not just a channel decision. The right balance depends on what the brand wants to control, what it can operate, and how customers will judge secondhand goods sold under its name. The factors below explain why one brand may use a partner while another runs takeback, stores, or a more limited service.
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- Control over the experience: A brand-run service can give the brand a more direct role in intake, presentation, and quality standards. A partner model can involve an outside platform in the customer journey. The exact division of work varies by arrangement.
- Investment and operating effort: Running a resale channel entails work beyond publishing a listing, including managing items and customer interactions. GANNI reports that its own resale-platform operations were resource-heavy and costly. The available company report does not give a general cost-per-item figure or a basis for comparing all models.
- Customer friction: Steps that make selling or buying secondhand difficult can deter participation. BCG and Vestiaire Collective advise reducing friction, but the report’s strategic recommendation is not a measured guarantee that any one design will increase sales.
- Trust, authentication, and quality: Buyers need confidence in an item’s authenticity and condition. A program’s stated guarantees and inspection practices matter; do not assume that a brand’s involvement alone establishes what checks apply to every item.
- Inventory and price management: A resale offer must make sense alongside new products. The report emphasizes the balance between first- and secondhand prices. A low resale price may appeal to budget-conscious buyers, but brands must also consider how pricing fits their positioning; the cited sources do not define one universally correct price gap.
- Audience and positioning: A secondhand channel can serve aspirational customers, existing owners, or both. Its tone, assortment, and presentation need to fit the brand rather than treating all pre-owned goods as interchangeable.
These are trade-offs, not a scorecard with one winning format. BCG and Vestiaire Collective explicitly describe the absence of a universal playbook, with approaches differing in control, investment, and risk. A platform partnership can reduce the need to build every capability in-house, but it does not erase the need to decide how the brand will protect customer trust and positioning.
What the reported figures show—and what they do not
Company disclosures provide examples of activity, but the measures are not directly comparable: they count different services, use different time periods, and say little on their own about profitability or net environmental impact.
| Reported figure | What it measures | How to interpret it |
|---|---|---|
| 96,000 repairs | Hermès’ reported after-sales repairs in 2025. | A company-reported service volume; the cited page does not establish that this is a recurring annual rate or provide a cost or environmental outcome per repair. Hermès |
| 1,160 services | GANNI’s reported SOJO services, including repairs and alterations, in its 2024 report. | A count of services, not necessarily a count of distinct items or customers. GANNI |
| 660 of 2,000 returns (33%) | Damaged returns rescued and restocked in a six-month GANNI pilot reported in 2024. | A result from that particular pilot, not a general recovery rate for returned products or other brands. GANNI |
| 40 of 42 brands (95%) | Brands in Stand.earth’s 2025 assessed sample that offered some form of resale or repair program. | This is a cross-brand assessment, not a luxury-only statistic and not a measure of program scale or success. Stand.earth’s 2025 scorecard |
Counts of repairs, alterations, or recovered returns show that activity occurred; they do not answer whether the service pays for itself, whether customers bought fewer new products, or how much total environmental impact changed. Those questions require evidence beyond the activity count.
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Do resale and repair automatically make fashion more sustainable?
No. Keeping an item in use or transferring it to another owner can support longevity and circularity, but the existence of a repair or resale program alone does not demonstrate that a brand has reduced total production or environmental impact. A secondhand purchase may substitute for a new purchase, but a program’s transaction count by itself cannot show how often that happened.
GANNI reports that its repair impact was calculated using SOJO displacement-rate calculations and that circular-business results were not yet included in its corporate carbon-footprint calculations. That makes the reported impact a company-reported method and result, not independently established proof of a net environmental benefit. Its account also illustrates why operational viability matters: the company says its own resale-platform operations were costly and resource-heavy. GANNI’s 2024 circularity report provides the company’s explanation.
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To assess an environmental claim, look for the scope of the calculation, the comparison being made, the time period, and whether the result accounts for what customers would otherwise have bought. If those details are not disclosed, describe the service as an effort to extend product life or support circularity—not as proven compensation for new production.
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How a customer can assess a repair or resale offer
Terms differ by brand, item, country, and program. The company examples establish that these services exist in particular forms; they do not establish universal eligibility, pricing, turnaround times, or availability. Before handing over an item or paying for a secondhand one, establish the terms that apply to that specific transaction.
- Identify the exact service. Check whether the offer is a repair, alteration, refurbishment, takeback, or resale listing. A service described as “care” may not cover every repair or every item.
- Check eligibility and location. Ask whether the brand accepts your item and whether the service is available in your country or through a local partner. Do not infer worldwide access from one company’s description of a broad service network.
- Confirm the terms before sending or buying. Ask what work is included, what it costs, what happens if the item cannot be repaired, and what condition or authenticity assurances apply to a resale purchase. The cited company disclosures do not establish standard terms across brands.
- Compare the secondhand price with the new-product context. Consider condition and the program’s stated guarantees as well as price. A low price alone does not establish authenticity, quality, or value.
- For routine care, follow the item’s own brand guidance. Do not treat a general care product or third-party service as a substitute for brand repair or restoration when the item needs specialist work.
The practical takeaway
Luxury brands are expanding repair and resale to extend product life, maintain after-sales relationships, reach secondhand customers, and build circular-business models. Their programs range from repair centers and external repair partners to takeback, resale platforms, and archive stores. The business case and environmental result depend on how each service is designed and operated; neither should be assumed from the presence of a program or a headline activity figure.
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