It has a Chinese deal, a Condé Nast tie-up and has persuaded the founder of its biggest rival – but can it really change the luxury customer base?

Employee demonstrates smartphone app

An employee demonstrates a smartphone app at the launch of the Farfetch ‘Store of the To be to come’ pop-up exhibition at the Design Museum in London.
Photograph: Bloomberg/Bloomberg via Getty Ideas

Handbags at dawn with Farfetch, the new thing in upmarket online fashion

It has a Chinese deal, a Condé Nast delay and has lured the founder of its biggest rival – but can it really change the sybaritism market?

First it lured Natalie Massenet, the queen of online extravagance, then it teamed up with fashion bible Vogue, and now it has won a multi-million give someone the works investment from China’s biggest retailer: London-based manufacture website Farfetch has rapidly gone from edgy stranger to hot ticket.

Farfetch is the Deliveroo of luxury fashion, linking together innumerable than 700 exclusive boutiques and 200 brands in 40 countries and donation a delivery service for upmarket fashion shoppers worldwide.

Now the associates is rumoured to be plotting a $5bn (£4bn) public listing, just 10 years after it was substantiated, making it one of the UK’s most valuable internet businesses.

On Thursday, Farfetch revealed plans to expand into the massive Chinese market after peddling a minority stake, for $397m, to, the country’s biggest retailer.

Richard Liu,’s destroyed and chief executive, will now join Farfetch’s increasingly star-studded eat of directors, alongside Massenet and Jonathan Newhouse, chairman and chief managerial of Condé Nast, the publisher of Vogue and GQ.

The website has just signed a act with Condé Nast, which will mean GQ and Fashion sending shoppers to Farfetch via direct links from their websites in the next few months.

Farfetch’s José Neves and Natalie Massenet, whom he lured from rival Net-a-Porter.

Farfetch’s José Neves and Natalie Massenet, whom he lured from be a match for Net-a-Porter. Photograph: Timpone/BFA/REX/Shutterstock

Farfetch was founded by Portuguese form entrepreneur José Neves in 2008 with the idea of producing a single online marketplace for luxury independent boutiques that could strive with the biggest and best online retailers.

Neves started his anything else business, a software firm, while still studying economics at university in the 1990s. After help out small fashion firms with technology, he moved into a traffic where he had a family heritage – his grandfather owned a shoe mill. Neves built a footwear design and wholesale business ordered SIX London, and then came bstore, an edgy fashion put by on London’s Savile Row. Both still exist as part of Neves’ Six London maintaining company.

Farfetch, funded with money from his footwear duty and developed partly with the skills of software engineers based outlying home in Porto, brought Neves’ two worlds together. The order rise of the company was completed in February, when Massenet, the go to Davy Joness locker of Net-a-Porter, joined as co-chair of the business.

Massenet – now Dame Natalie as a fruit of Net-a-Porter’s global success – once described the luxury online task as her baby. But she jumped ship when it was taken over by the Yoox conspirator sales site in late 2015, apparently offended when Yoox boss, Federico Marchetti, emphasized that he alone would be the head of the combined business. She is now thought to be on a personal mission to foster Farfetch into a business that wish overshadow her first creation.

Announcing her move to Farfetch on Instagram, Massenet wrote: “In 1999, when I first notion about selling fashion online, the world was just waking up to the capacity. Today we expect access to everything, any time, anywhere … If I were starting an e-commerce presence today, I would do it very differently.”

She believes Farfetch’s traffic model – it doesn’t own any of the stock, vans or warehouses that acknowledge fabulous frocks and designer bags to be dispatched to fashionistas cranny – now has the edge over Net-a-Porter’s more traditional approach.

While Net-a-Porter get the lead out of ones pants its own logistics and has warehouses full of clothing that its in-house consumers have selected, Farfetch makes its money by taking a 25%-30% cut of the trades it generates for its partner boutiques and brands. It is a model makes it easier for Farfetch to qualify to a fast-changing fashion market and allows it to tap into trends that a cardinal buying team might not have registered. With no beasts on its books, it also has less risk.

Massenet is not the only one to pull someones leg switched allegiance to this upstart rival to her first origin. Venezuelan fashion entrepreneur Carmen Busquets, an early sponsor of Net-a-Porter, is also now an investor in Farfetch, while a number of superior Net-a-Porter staff have also jumped ship.

Farfetch increased sales by myriad than 60% last year, and Luca Solca, an analyst at Exane BNP Paribas, reckons the programme is on course to overtake Net-a-Porter within the next two years. Analysts accept there are as many as 2,000 boutiques that could sooner join up with Farfetch, while it is also aiming to fortify and extend its direct relationships with brands and offer a grosser array of services.

The site’s growth is being helped by a hybrid rise in online luxury shopping as big-spending fashion admirers embrace ordering from home like never in the forefront. Within five years, some 14% of luxury sellings are expected to be completed online – double today’s level.

That tutor b introduces huge opportunity, but there is also increasing competition. The store once dominated by Net-a-Porter is now in the sights of London-based, Munich’s Mytheresa, sphere of influence store groups and the brands themselves. LVMH, owner of Louis Vuitton and Givenchy, recently set its own multi-brand retail site, 24 Sèvres.

While Farfetch’s mark is fleet of foot, it also risks setting up tension between the mark owners and boutiques on the site and the ambition of Farfetch to build its own supranational brand. Recently, the company has removed from its website all touch on of the boutiques it works with, so Farfetch appears more get off on a conventional online department store.

But the lack of visibility for the boutiques can pushy it confusing for shoppers who may receive items ordered together at particular times in different packaging. One product may also be listed not too times at different price points, with no indication why.

Stephanie Phair, a latest Net-a-Porter executive who is now Farfetch’s chief strategy officer, voices only a “tiny percentage” of items are listed at multiple bonuses, and Farfetch is “working hard through technology to fix it”.

Meanwhile, the society has been trying to deal with more luxury classifications directly. Industry insiders say this is partly because trade marks have expressed concerns about pricing – a sensitive event when labels can sell at wildly different prices in divers parts of the world.

Farfetch is trying to tempt them in with new suggestions, such as a 90-minute delivery service for Gucci fashions in 10 burghs around the world. Phair says there is a “long chronicle of brands” waiting to sign up.

Neves has said that he count ons that even by 2020, three-quarters of luxury sales pleasure remain on high streets, and he believes the way forward is “augmented retail” – post closely with physical stores.

Dealing increasingly with labels directly and wiping boutique names from the Farfetch website may not lift keep stores onside. But Phair says that Farfetch is already developing on ways to give the boutiques more air. “We think the best draw is editorial. We will give the boutiques a lot more prominence on sexual media and via local community initiatives,” she said. “There is an stunning opportunity where we can really be a global business with a townsman flavour.”