JACK & JONES Returns to the UAE with a Strategic Expansion Play

European denim powerhouse JACK & JONES is making a decisive return to the UAE retail landscape with three new store openings across Dubai, Abu Dhabi, and Sharjah. Operated directly by BESTSELLER, the global fashion group behind more than 20 brands, the expansion signals a renewed commitment to the region’s fast-evolving menswear market.

Leading this chapter on the ground is Daroon Hamdi, Country Retail Manager – JACK & JONES UAE, who is building the brand’s retail footprint and team from the ground up. In this conversation with RetailME, she shares how the brand is balancing global identity with local consumer insights, leveraging data-driven retail operations, and laying the foundation for expansion across the GCC.

JACK & JONES operates within the BESTSELLER ecosystem alongside brands like VERO MODA. How does the company structure its operations globally?
At BESTSELLER, we operate through three distinct business models. The first is Wholesale, where we operate B2B with e-commerce platforms and multi-brand retailers. The second is our retail partner model, which essentially functions as a franchise system. In markets where we may not yet have strong local infrastructure or market knowledge, we partner with local groups, who have strong local expertise and experience, and operate the brand under license.

The third model is company-operated retail, where BESTSELLER manages everything directly, from expansion to marketing and sales.

In the UAE, we made the strategic decision to bring JACK & JONES back under direct operation, while some other brands, such as VERO MODA, continue to operate through regional partners. Since we already established our wholesale presence here, including a showroom and offices, and we see great potential for this market, it made sense to bring the brand back and expand it ourselves.

When entering a market like the UAE, where climate and cultural preferences differ significantly from Europe, how do you localise the collections?
For BESTSELLER, this is a key focus globally, and especially in the Middle East. Our approach is “think global, act local”, therefore local expertise plays a critical role. Our team on the ground has extensive regional experience, and we combine that knowledge with data insights to fine-tune our buying strategy.

For example, the seasonality here is completely different from Europe. In many global markets, you see a heavy emphasis on winter collections, whereas in the UAE, we sell summer-driven products year-round. As a result, we significantly invest in linen, lightweight fabrics, and breathable silhouettes.

We also adapt to local style preferences. Customers here often prefer looser fits compared to some European markets where skinny silhouettes may dominate. Understanding those nuances allows us to curate collections that remain authentic to the brand while still resonating locally.

Another element is cultural connection. During key moments such as Ramadan and Eid, we adapt our communication and feature UAE-based models in campaigns to build stronger relatability with our customers.

How has the response been since the brand’s return and the launch of the new stores?
The response has been extremely positive. Customers in the region already know the brand well, so there was genuine excitement about seeing JACK & JONES return. One of our strengths is the breadth of product categories, from denim and premium collections to casualwear and essentials. That variety allows us to cater to multiple occasions and customer profiles.

Interestingly, while overall mall traffic may fluctuate depending on external factors, we are seeing high purchase intent among visitors. Customers coming into the store are typically coming with a clear intention to shop rather than simply browse.

Retail today is increasingly data-driven. How much does data and technology influence your decision-making?
Technology plays a central role in how we operate globally. BESTSELLER invests heavily in state-of-the-art technology across our value chain – from logistics and stock handling to replenishment systems and AI-powered tools. Especially our investments in advanced reporting systems and retail analytics platforms enable real-time insights and smarter decision-making across markets. We closely monitor metrics such as conversion rates, basket size, product performance and regional trends. This data helps inform everything from buying decisions to product development.

One important concept we operate with is NOOS – Never Out of Stock. If a product proves to be a consistent bestseller, our systems ensure that it remains available across stores. Customers know they can return and still find that item. These systems allow us to listen to the customer in real time and continuously refine both our assortment and operations.

Pricing strategy is always critical when entering a new market. How did you position the brand for the UAE?
Before entering the market, we conducted a detailed competitive benchmarking exercise to understand where we should position ourselves.

JACK & JONES sits firmly in the mid-premium segment. We are not competing with the lowest price points in the market because quality and design integrity are central to our identity. At the same time, we ensure that our pricing remains aligned with regional expectations, so customers receive strong value while still experiencing the brand’s craftsmanship and authenticity.

You’re building the UAE team from the ground up. What leadership philosophy guides you?
For me, leadership begins with service leadership. It means putting yourself in your team’s shoes and leading through empathy, active listening and collaboration.

When we were opening our stores, I was on the floor with the team unpacking, steaming garments and preparing the store. Leadership is not about delegating from a distance. It is about being present and setting the example.

I also believe strongly in empowering people to make decisions. Mistakes are part of growth. If you create an environment where people feel safe to learn, they develop faster and become stronger leaders themselves.

BESTSELLER is known for developing leaders internally. Is that something you aim to replicate in the UAE?
Absolutely. Internal development is one of our biggest strengths. When we recruit, we are not just hiring for the current role. We are identifying future potential. Our goal is to grow people internally and give them opportunities to move into leadership roles as the brand expands.

With our upcoming expansion, many of the store managers and team leaders will ideally come from within our existing teams.

What does the expansion roadmap look like from here?
We currently have three stores open, and two more in the pipeline in the near term. Several additional locations have already been signed for next year.

Our strategy is not simply about opening as many stores as possible. We conduct extensive research into mall ecosystems, customer demographics and geographic coverage before selecting locations – ensuring that every store is the right strategic and commercial fit for JACK & JONES in the UAE.

Dubai, Abu Dhabi and Sharjah remain key focus markets, but we are also exploring opportunities in Northern Emirates such as Fujairah, Ras Al Khaimah and Al Ain.

With geopolitical uncertainty affecting global markets, how do you see the retail outlook in the region?
The word that best describes the UAE is resilience.

We saw this clearly during COVID, when the country reopened retail faster than many other parts of the world and set an example globally. The leadership here is incredibly agile in responding to challenges.

Retail is deeply embedded in everyday life in the UAE. Malls are not just shopping destinations —, hey are social and cultural hubs. Consumers enjoy the experience of being in-store, exploring fashion and spending time in retail environments. So while there may be temporary fluctuations, I believe the industry will recover quickly and continue to grow strongly.