CPRINYSELeather & Leather ProductsUS GAAP · USD

Capri Holdings Ltd

Capri Holdings Ltd is a U.S.-based luxury fashion group built around the Michael Kors and Jimmy Choo brands, with Versace included in its reported business during the periods referenced. The company sells handbags, footwear, apparel, accessories and licensed products through its own stores, e-commerce sites, wholesale partners and geographic licensing arrangements. Michael Kors is the largest brand by revenue, while Jimmy Choo contributes a smaller but distinct luxury positioning focused on shoes and accessories. Capri’s business model combines direct-to-consumer retail with wholesale distribution, making brand strength, store productivity and channel mix central to performance.

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Revenue3,474m USD
−21.8 %y/y
Operating profit (EBIT)23.0m USD
+103.1 %y/y
EBIT margin0.7%
+17.6 ppy/y
Net income137m USD
+111.6 %y/y
Free cash flow14.0m USD
−90.8 %y/y

Fiscal year 2026 · change from previous year

Development 2021–2026

-2,00002,0004,0006,000m USD2021: 4,060 m USD2021: EBIT 19 m USD20212022: 5,654 m USD2022: EBIT 903 m USD20222023: 5,619 m USD2023: EBIT 679 m USD20232024: 4,140 m USD2024: EBIT 59 m USD20242025: 4,442 m USD2025: EBIT -752 m USD20252026: 3,474 m USD2026: EBIT 23 m USD20263,47423
RevenueOperating profit (EBIT)
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Business

Share of revenue
Michael Kors brand68 %

Core accessible-luxury products including handbags, footwear, apparel, watches and accessories sold globally.

Jimmy Choo brand14 %

Luxury footwear-led assortment with handbags, small leather goods and licensed fragrance/eyewear.

Versace brand18 %

Luxury accessories, ready-to-wear and footwear, plus licensed categories such as fragrance and eyewear.

Direct-to-consumer retail and e-commerce40 %

Company-operated stores, outlet stores, concessions and online sales across brand websites.

Wholesale distribution45 %

Sales to department stores, specialty stores and travel retail partners worldwide.

Licensing and royalties15 %

Product and geographic licensing arrangements that generate royalty and related revenue.

Products

Reported · share of revenue
55.7%24.6%12.8%FY2026100 %
  • Accessories55.7 %
  • Footwear24.6 %
  • Apparel12.8 %
  • Other6.9 %

Source: 10-K FY2026, revenue the company reports per product line (SEC XBRL). Shares are of the lines shown and add up to 100 %.

Customers

Capri sells primarily to fashion-conscious consumers who buy branded luxury or accessible-luxury accessories, footwear and apparel for style, status and brand recognition. Michael Kors reaches a broader premium customer base through department stores, company stores and e-commerce, while Jimmy Choo serves a more affluent luxury footwear customer with a stronger occasion and fashion-led purchase motive. Versace, where included, targets high-end luxury shoppers seeking runway-inspired accessories and ready-to-wear. The company also depends on wholesale partners such as major department stores and specialty retailers, which buy inventory for resale and provide access to large consumer traffic pools. Licensing partners buy brand rights to extend the labels into categories like fragrance, eyewear and watches.

Michael Kors consumers

Buy accessible-luxury handbags, footwear, apparel and accessories for brand recognition and everyday use.

Jimmy Choo consumers

Buy luxury shoes and accessories for fashion, occasion wear and premium brand positioning.

Wholesale retail partners

Department stores, specialty stores and travel retail operators that purchase inventory for resale and shop-in-shop formats.

E-commerce shoppers

Consumers buying directly from brand websites for convenience, assortment and brand-controlled presentation.

Licensing partners

Third parties that manufacture or distribute licensed products and pay royalties for brand usage.

Strategy

Capri’s stated strategy is to strengthen its global brands and create long-term shareholder value by improving revenue and profitability. Near-term execution centers on store openings and renovations, e-commerce growth, marketing, IT upgrades and the multi-year ERP implementation. The company is also working to improve supply-chain speed and wholesale execution, especially for Michael Kors, where management has emphasized better full-price sell-through. Capital spending is being directed toward retail operations, digital capabilities and the Capri transformation program, indicating a focus on operational discipline and brand productivity.

Brand strengthening and product elevationMedium term

Higher brand desirability supports pricing power, full-price sell-through and long-term margin resilience.

Retail and digital productivityShort term

Better store economics and stronger e-commerce execution improve direct-to-consumer mix and customer control.

Operational transformation and systems modernizationMedium term

ERP and IT upgrades are intended to improve inventory control, reporting and supply-chain execution.

Geography

2026

Capri generates revenue globally across three principal markets: the Americas, EMEA and Asia. In Fiscal 2025, the Americas accounted for the largest share of revenue, followed by EMEA and then Asia, reflecting the company’s heavy exposure to North American consumer demand and department-store distribution. The company sells through retail, e-commerce, wholesale and licensing channels in all three regions, so geography affects both demand and operating execution. Its store base, e-commerce fulfillment and wholesale relationships are concentrated in developed markets, while Asia remains an important growth and brand-building region. The business is exposed to regional consumer spending trends, logistics disruptions and foreign-exchange-related operating complexity.

Americas38 %
United States35 %
Europe, Middle East and Africa19 %
Asia8.3 %

Share of the revenue the company reports by geography.

Risks

Capri is exposed to cyclical fashion demand, so weaker consumer spending can quickly pressure sales in handbags, footwear and apparel. The company also faces channel risk because wholesale partners may reduce orders, cancel inventory or experience financial stress, which can hurt revenue and working capital. Its business depends on a limited number of distribution facilities and third-party logistics providers, so operational disruptions, port congestion or factory issues can delay deliveries and damage customer satisfaction. The company is also executing a multi-year ERP implementation, which creates execution risk around systems integration, data integrity and cost overruns. More broadly, luxury and premium apparel businesses face intense competition, fashion risk, inventory obsolescence and foreign-sourcing/tariff exposure.

Sorted by severity
LowMediumHighLowMediumHighImpact →Likelihood →Macroeconomic slowdown and weaker consumer spending1Wholesale channel contraction and partner financial stress2Inventory obsolescence and markdown pressure3Distribution and logistics disruption4ERP and IT transformation execution risk5
Impact is the risk’s severity and likelihood how probable it is over the next few years, both assessed from the company’s reports. Numbers match the list.
  1. Macroeconomic slowdown and weaker consumer spendingImpact: HighLikelihood: High

    Handbags, footwear and apparel are discretionary purchases and demand can fall quickly in downturns.

    Exposure: All brands and regions

  2. Wholesale channel contraction and partner financial stressImpact: HighLikelihood: High

    A large part of revenue comes from department stores and specialty retailers that can reduce orders or delay payments.

    Exposure: Wholesale sales in the Americas and EMEA

  3. Inventory obsolescence and markdown pressureImpact: HighLikelihood: High

    Fashion products are seasonal and style-sensitive, so excess inventory can require reserves or markdowns.

    ExposureAll brandsEspecially wholesaleOutlet channels
  4. Distribution and logistics disruptionImpact: HighLikelihood: Medium

    The company relies on a limited number of distribution facilities and third-party logistics providers to serve stores and e-commerce.

    Exposure: Global fulfillment network

  5. ERP and IT transformation execution riskImpact: MediumLikelihood: Medium

    System implementation failures could disrupt inventory, order processing and financial reporting.

    Exposure: Enterprise systems and supply chain

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Accounting

Judgemental items
Revenue recognition by channel

Retail, wholesale and licensing revenue may be recognized at different points and require careful cut-off and return estimates.

Impact: Affects reported sales timing and quarterly comparability

Inventory valuation and reserves

Fashion inventory can lose value quickly, so management estimates net realizable value and obsolescence reserves.

Impact: Affects gross margin and balance-sheet inventory carrying value

Goodwill and intangible asset impairment

Brand values are large and depend on future cash flows, making impairment testing judgmental.

Impact: Can create large non-cash charges if brand performance weakens

Seasonality

Holiday-driven demand makes quarterly results uneven and can distort trend analysis.

Impact: Affects revenue, inventory build and working capital patterns

ERP and transformation costs

Implementation expenses and related disruptions can be material and may not recur.

Impact: Affects operating expenses and comparability across periods

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Last updated: 24/09/2026