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In the long run, Lindex wants to align its core business with its circular business model.\u003C/p>","\u003Cp>Children outgrow their clothes fast and constantly require new garments. The purchase of new clothing is often costly and environmentally damaging.\u003C/p>","\u003Cp>Lindex, an established Scandinavian fashion chain and Swedish family favourite, is one of four brands launching a circular business model this year with the support of Circle Economy.\u003C/p>","\u003Cp>In the pilot, Lindex has launched a take-back program for its baby and kids apparel where customers can send in pieces and receive a reward based on the quality and type of garment. The collected pieces will then be sold in a few selected Lindex stores in Sweden. Lindex’s aim has been to create a simple, playful and accessible concept and the pilot has been developed as part of the Switching Gear Project with Circle Economy. Lindex also explores a new circular approach connected to its existing in-store textile collection. In collaboration with the local partner in Norway, selected womenswear pieces that have been handed in by customers will be sold in the newest Lindex store in Oslo Byporten. The curated second-hand will feature long-time favourites from the Lindex collections and design collaborations.\u003C/p>\u003Cp>\u003Cstrong>The customer need\u003C/strong>\u003C/p>\u003Cp>The Lindex resale business model serves two different customer needs. The take-back offers an easy and environmentally friendly solution to parents who have an unworn baby or kids' outerwear at home that they want to get rid of to make space in the closet. Meanwhile, the resale of pre-owned baby and kids’ garments offers environmentally conscious parents high-quality, functional outerwear at a good price.\u003C/p>\u003Cp>\u003Cstrong>The business case\u003C/strong>\u003C/p>\u003Cp>The Lindex resale pilot will be launched with a geographical focus on Sweden and the short-term objective is for the model to be at least financially self-sufficient. 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While the conversion rate was highest for the high reward group, the quality and quantity of clothing was best for the fixed reward group.\u003C/p>\u003Cp>\u003Cstrong>The expected positive impact\u003C/strong>\u003C/p>\u003Cp>For Asket, a clear goal is to maximise the use phase of their garments so that they can contribute to decreased levels of production and consumption within the industry. In order to realise this goal, it is crucial for them to safeguard the impact of their new business model as it rolls out. Key considerations in managing the impact of their resale model include 1) ensuring they do not heavily incentivise customers to dispose of their garments before they otherwise would have and 2) not to stimulate further consumption in any way. In addition, they are careful to minimise shipping and other operational impacts throughout the new supply chain.\u003C/p>","\u003Cp>48 million tones of clothing are disposed worldwide every year. 73% are incinerated, 12% is reused, 12% is downcycled, and only less then 1% is turned into new clothes.\u003C/p>","\u003Cp>Asket, an independent Swedish menswear brand with the mission to slow down the fashion industry, is one of four brands launching a circular business model this year with the support of Circle Economy.\u003C/p>","\u003Cp>With the aid of circle economy, asket has introduced a take back program for its own garments. Consumers will earn ASKET credit (up to 25 EUR per garment) for sending back their clothes. 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As with many circular business models, the business case is sensitive to key metrics like the collected items’ resellable rate, repair rate and resale value. 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