Maje's CEO Details Strategy Behind 3% Growth Amidst Market Challenges

Maje, the accessible-luxury womenswear brand within the SMCP Group, has reported impressive sales growth in the first half of 2025, signaling a strong resurgence under the leadership of CEO Elina Kousourna. Having steered the brand since 2023, Kousourna, who previously led the group's menswear label Fursac, has been meticulously orchestrating a strategic transformation. After two years of intensive work and with growth firmly established, she is now ready to detail her vision, just as the brand prepares to unveil its Spring-Summer 2026 collection to the press in Paris.

Maje's momentum is robust, with the brand registering nearly 3% growth in a challenging market. Kousourna attributes this not to mere luck, but to a deliberate alignment of all brand ingredients. "We are gaining market share on those floors," she notes, referring to the brand's significant presence in department stores where many competitors are struggling. Her two-year tenure has focused on clarifying Maje's identity, refining its stylistic signature, implementing a rigorous full-price strategy, and developing an innovative new store concept set to launch this autumn.

The strategic overhaul began with a deep dive into Maje's core identity. At 25 years old when Kousourna joined, the brand had explored numerous territories. Working closely with founder Judith Milgrom, they revisited the brand's origins. Milgrom's foundational anecdote — a desire to dress a female lawyer in a way that embraced her femininity, rather than resorting to masculine attire — became a guiding principle. This led to a focus on "unabashed femininity," celebrating freedom and a joyful, grounded vision of life, devoid of elitism.

This redefined essence wasn't about simply dressing the "lawyer" again, but about infusing a distinct "Maje touch" into every product. The ambition was to elevate the brand and enhance product value, refocusing collections to achieve greater depth rather than breadth. Kousourna explains, "We’ve chosen to focus far more on the depth rather than the breadth of our offer, and to bet on the productivity of our references rather than multiplying them." This structural clarity, counter-intuitively, unlocked creativity, allowing each garment to feature distinctive details—a tailored suit, for instance, would boast unique volume or jewelry-like accents. The brand now caters to an "active woman" whose propositions require versatility, incorporating festive, glamorous touches for transitions from work to social events, speaking to a "very free, very assured woman who is not afraid to attract attention."

Globally, Maje adapts its offerings while maintaining coherence. With teams providing feedback from various regions, the brand ensures different occasions, lengths, fits, and wearing styles are covered. Regions are granted flexibility to strengthen specific propositions within a core offer, ensuring local relevance without compromising the overall brand image.

A cornerstone of Kousourna's strategy is the commitment to a full-price model, a bold move in an accessible-luxury segment squeezed between soaring luxury prices and aggressive fast fashion. While a T-shirt might be €120 (a Celine Dion capsule item, with most under €100), Kousourna proudly asserts that Maje's growth is "driven by full-price sales." This success is attributed to the atelier’s work on design and fit, advances in production, collaborations with audited factories (80% of styles use certified main fabrics, and 100% are traceable), and exceptional in-store service. The brand also offers services like second-hand resale, guaranteed repairs, and honest transparency about product value. "It’s a package that isn’t priced, but it has real value," she emphasizes, feeling "completely comfortable justifying the price."

Maje's transition from a fashion retailer to a premium one offering these services involves significant investment in brand image and elevating its positioning. Key priorities include highlighting the inherent value of products and the brand itself, ensuring the quality of fits and materials, and moving towards more natural and innovative materials to limit environmental impact. A major focus has been reducing discounting and managing stock more effectively. For the second year running, Maje has reduced its production volumes, shifting from chasing volume growth to driving efficiency, which benefits margins and stock management. This honesty, Kousourna believes, is noticed by customers who perceive a drop in promotional items, creating a virtuous circle where a sales associate's claim about product scarcity holds true.

Implementing a reduced discounting strategy was a "revolution" internally. Kousourna acknowledges the initial "grumbling" from teams accustomed to promotional surges, especially when neighboring stores pulled ahead. However, by refocusing objectives on full-price sales and demonstrating consistent full-price growth, teams were brought on board. This long-term approach means accepting a potential dip in volume during traditional markdown periods, but it ultimately builds a stronger, more honest relationship with customers. The strategy paid off dramatically during recent mid-season promotions and Black Friday, with a significant reduction in discounted styles leading to an "incredible December." This approach reduces price resistance, as customers don't feel they are seeing products similar to recent promotions.

Internationally, Maje is consolidating its position. While France and Europe remain mature markets ripe for relocation to prestigious sites and renovation, North America continues to be a growth area, with new partnerships in Canada. After consolidating operations in China, the brand plans to revisit expansion there. Exciting developments are also underway in the Middle East, Mexico, Latin American countries, India, Jordan, and Georgia, working with over 25 partners who bring local market expertise.

To further enhance the brand experience, Maje is introducing a new store concept this autumn, its first revision in over a decade. The first new concept store opened on King's Road in London, followed by Rue Vieille-du-Temple in Paris in early October. Designed in collaboration with Valériane Lazard, the concept aims to create a "living space" where every detail, from comfort to soft curves, expresses the brand's ingredients. This is complemented by a new "sales ceremony" to deepen customer relationships. The brand plans a rapid deployment, with five or six renovations before the end of the year, alongside new store openings in China and Mexico.

Despite external uncertainties surrounding the SMCP Group’s shareholding—a fourth change Kousourna herself has experienced in 10 years—Maje's teams remain focused. "We try to keep the impact as close to zero as possible," she states, emphasizing the brand's internal focus on its roadmap and collective involvement in the project. Looking ahead, Maje's ambitions for the next three years are "wildly ambitious." Kousourna envisions multiplying these ambitions, cultivating sincerity in approach, and ensuring Maje remains a highly relevant, essential, healthy, and, above all, desirable brand in the market.