Brands
Skybags unveils exclusive ‘Skybags x The Archies’ backpack collection
Mumbai: Skybags, the vibrant youth-centered brand from the House of VIP Industries, has announced an exciting collaboration with the upcoming Netflix original movie ‘The Archies’. The Archies Backpack Collection’ by Skybags is a range of new backpacks that not only celebrates the much-anticipated Gen-Z-focused movie but also redefines the standards of style and innovation for the youth.
In the spirit of the groovy 1960s, ‘The Archies’ reimagines the legendary Archie Comics in a live-action musical set in India. The film marks the debut of Agastya Nanda as Archie Andrews, Khushi Kapoor as Betty Cooper, Suhana Khan as Veronica Lodge, Vedang Raina as Reggie Mantle, along with Dot as Ethel Muggs, Mihir Ahuja as Jughead Jones, and Yuvraj Menda as Dilton Doiley. The film has already created a lot of buzz on social media. Celebrating pop culture, the new Skybags collection includes a range of trendy backpacks, including daypacks, professional backpacks, and school and college backpacks inspired by the film. Tailored to fit the interests, functional needs and style of India’s Gen Z, Skybags’ new backpack collection promises to add chic flair and sophistication to any look.
Directed by Zoya Akhtar, The Archies has struck a chord with the Gen Z demographic and created unmatched cultural significance over the last few months. By introducing a range of Archies-themed backpacks, Skybags aims to create a powerful connection with their consumers, blending style with the beloved Archies fandom.
Renowned for its cutting-edge designs, innovative features and fashion-forward aesthetics, Skybags has been a leader in the Indian luggage market for many years. The brand will roll out an extensive 360-degree campaign for this collaboration across print, digital, and outdoor advertising with eye-catching hoardings, below-the-line (BTL) activations, and the in-store experience. To add an extra layer of excitement, exclusive giveaways are offered for those who choose to purchase through the official website, enhancing customer engagement and making this collaboration even more exciting.
VIP Industries Ltd VP marketing Praful Gupta expressed his excitement about the collaboration, saying, “This partnership with The Archies is a remarkable step in our journey to engage more deeply with India’s youth. The Archies, with its huge cast, has already garnered a massive fan following, and we see great potential in this collaboration. ‘Skybags x Archies’ represents the perfect blend of style and sophistication, offering a unique, trendy product range that resonates deeply with the spirit of the youth.”
Get ready to immerse yourself in the nostalgia of Archies with a modern twist as “Skybags x Archies” is set to redefine your backpack game. This much-awaited Skybags collection is available at VIP retail stores, all top e-commerce platforms, departmental stores, leading multi-brand outlets and the Skybags webstore at www.skybags.co.in.
Brands
Estée Lauder to shed 10,000 jobs as new boss bets on digital shift
The cosmetics giant raises its profit outlook but stays silent on a possible merger with Spain’s Puig, as job cuts deepen and a three-year sales slump weighs on the turnaround
NEW YORK: Stéphane de La Faverie is not done cutting. Estée Lauder announced on Friday that it plans to eliminate as many as 3,000 additional jobs, taking its total redundancy programme to as many as 10,000 roles, up from a previous target of 7,000 announced a year ago. The company, which owns La Mer, The Ordinary, Tom Ford, and Aveda, employs roughly 57,000 people worldwide. The mathematics of what is now being contemplated is stark.
The fresh round of cuts is expected to generate a further $200 million in savings, bringing the total annual savings from the programme to as much as $1.2 billion before taxes. That money, De La Faverie has made clear, will be ploughed back into the turnaround.
A CEO in a hurry
De La Faverie, who took the helm in January 2025, inherited a company that had endured three consecutive years of annual sales declines. His response has been to move fast and cut deep. A significant portion of the latest redundancies reflects his push to reduce headcount at US department stores, long a cornerstone of Estée Lauder’s distribution model but now a channel in structural decline. In their place, he is accelerating the shift toward faster-growing online platforms, including Amazon.com and TikTok Shop, a pivot that is reshaping not just where Estée Lauder sells but how it thinks about its customers.
The numbers are moving in the right direction
Despite the pain, there are signs the medicine is working. Estée Lauder raised its profit outlook for the remainder of the fiscal year, guiding for adjusted earnings per share in the range of $2.35 to $2.45, above analyst estimates and a notable step up from the $2.05 to $2.25 range it had guided for in February. Organic net sales growth is expected to come in at 3 per cent, the company said, at the high end of the range it set out in February.
The share price tells a mixed story. After De La Faverie took charge, the stock surged nearly 60 per cent, buoyed by investor optimism that a longtime company insider could finally arrest the decline. But 2026 has been rougher: the shares have fallen 27 per cent this year, weighed down by disappointing February results and the overhang of unresolved merger talks with Spanish beauty giant Puig Brands SA. The company gave no additional details about those discussions on Friday, leaving the market to guess.
Silence on Puig
The proposed tie-up with Puig remains the most consequential unknown hanging over Estée Lauder. A deal with the Barcelona-based group, which owns brands including Carolina Herrera and Rabanne, would reshape the global luxury beauty landscape. But with nothing new to say and a turnaround still very much in progress, De La Faverie is asking investors to trust the process.
Three years of sales declines, 10,000 job cuts, and a merger that may or may not happen. At Estée Lauder, the overhaul has barely started.
