Table of Contents

1. Key Highlights
2. Introduction
3. From genderless concept to targeted offering
4. Why the hybrid production model matters
5. Experiential retail: stores as discovery and conversion engines
6. Product diversification: handbags, barefoot models, and the end of clothing
7. Financial performance and the growth imperative
8. Men's footwear: the commercial rationale
9. Brand identity: reconciling aesthetic consistency with clearer navigation
10. Operational and supply-chain considerations
11. Competitive landscape and market signals
12. Marketing and customer acquisition adjustments
13. Risks and potential pitfalls
14. What success will look like
15. Broader implications for the footwear sector
16. What this means for consumers and retailers
17. What to watch next
18. FAQ

Key Highlights

• Barcelona-based footwear brand Alohas has launched a dedicated "For Him" section on its website to surface men’s-size styles, while preserving its original gender-neutral design language.
• The company reported a 32% sales increase in 2025, reaching €45 million, and is pursuing growth through product diversification (handbags, a barefoot line) and expansion of experiential retail locations worldwide.
• Alohas is shifting from a pure made-to-order model to a hybrid approach: continuing on-demand production but keeping limited stock of bestsellers for immediate purchase, enabling quicker conversion and improved male-customer reach.

Introduction

Alohas began as a Barcelona start-up that married two distinct ideas: make footwear on demand to avoid waste, and design products that blurred gender lines. Those principles won the brand early attention. They also created friction as Alohas scaled beyond core fans and across markets where shoppers and retail partners still expect clear gendered signposts. The brand’s new "For Him" section reframes its offering without abandoning its aesthetic. It signals a tactical shift: preserve the brand’s identity while arranging products to accelerate sales among men, expand physical retail as a sales and marketing engine, and introduce new categories to capture a broader share of accessory spend.

The strategic move comes after a strong financial year—turnover rose 32% in 2025 to €45 million—and follows a longer evolution in Alohas’ production and distribution approach. The company has kept its commitment to demand-driven manufacturing but now operates a hybrid inventory model for fast-moving lines and leans into “experiential” stores where customers can try styles that will be produced to order. The decision to segment the online shop for men reflects a recognition that presentation and assortment framing matter as much as product design when unlocking growth in new customer cohorts.

From genderless concept to targeted offering

Alohas entered the market with a distinctive proposition: make fewer products, make them when customers order them, and strip conventional gender coding from designs. The brand’s aesthetic—clean lines, slipper silhouettes, delicate proportions—resonated primarily with women while winning praise for its thoughtful materials and accessible price points. The gender-neutral message won cultural kudos but created a business challenge.

Retail buyers and many consumers still search and shop by gender. E-commerce filters, store fixtures, and marketing placements are structured around menswear and womenswear. When a brand resists that structure, discovery becomes harder. Alohas’ leadership recognized that a strictly non-binary commercial presentation limited reach, particularly into the men’s footwear segment where fit expectations, size ranges, and product framing differ.

Creating "For Him" on the website is a targeted response: it does not dismantle Alohas’ genderless design language but repackages available models into a curated section for men. That approach preserves the creative foundation while bridging an operational reality. Men who look for their size and styles in a familiar “men’s” section can find Alohas options more readily. The move also signals to wholesale partners and multi-brand retailers that the brand understands and intends to serve male customers more directly.

This is not a pivot so much as a recalibration. Alohas states explicitly that it is not producing a separate men’s collection. Instead, it is surfacing models in men’s sizes and planning to introduce additional models—trainers and loafers—where demand and margins traditionally allow rapid scale.

Why the hybrid production model matters

Alohas built its brand on an on-demand manufacturing model. The promise of producing to order addresses a central problem in fashion: overproduction. Emptying supply chains of unsold inventory reduces waste, frees cash, and aligns production with actual demand. But strictly made-to-order carries trade-offs. Lead times lengthen, customer conversion is sensitive to instant availability, and scaling into new geographies or customer segments requires adaptations to buying habits.

The company has responded by evolving to a hybrid system. Alohas retains on-demand production for most styles while keeping a limited stock of its most popular designs for immediate sale. This stock is held both centrally and selectively across some physical stores. That hybrid model addresses two pressing needs at once: it keeps waste low while reducing friction for customers who expect quick fulfillment.

Immediate availability has practical implications for men’s footwear uptake. Many male shoppers prioritize speed and certainty and are more accustomed to straightforward e-commerce flows that deliver quickly. Displaying men’s sizes and offering instant delivery for bestselling designs removes friction points that previously stymied conversion.

Operationally, the hybrid approach demands tighter forecasting for a smaller set of SKUs, robust data on sell-through, and fast replenishment mechanisms for the on-demand pipeline. It also changes inventory risk profiles: Alohas accepts limited stock risk on high-turn items while keeping the bulk of its range accessible via made-to-order.

Experiential retail: stores as discovery and conversion engines

Alohas treats its physical locations not as traditional inventory hubs but as experiential touchpoints that support its on-demand model. Stores in flagship cities—Madrid, Barcelona, Milan, Amsterdam, New York (Elizabeth St. and Bleecker St.), Paris, London, Copenhagen, and Los Angeles (pop-up)—serve as places where customers can try on footwear, assess fit and finish, and then order items for production and home delivery. A first Austrian store in Vienna is slated to open this August.

This strategy addresses a persistent obstacle for direct-to-consumer footwear brands: fit uncertainty. Trying on shoes is still the most reliable way to confirm size and comfort—especially for customers making a purchase from a brand they have not previously worn. Convert shoppers in-store and they are more likely to place orders through the brand’s web platform rather than third-party marketplaces, preserving margins and customer data.

In-store limited stock—reserved for bestsellers—supports immediate commerce for impulse buyers or visitors who prefer instant gratification. But the real purpose of these locations is education and relationship-building. Sales associates guide fit decisions and communicate the brand’s production story: how products are made on demand, the sustainability rationale behind that choice, and what customers can expect in delivery times.

Experiential retail is nothing new; it has become central to many modern direct-to-consumer brands. Companies that emphasize sustainability and small-batch production, such as some running shoe and lifestyle brands, have used stores to convert hesitant customers and to test new models and local demand. Alohas is using the same logic but adapting it to a mixed inventory model. The network also broadens the brand’s geographic footprint and visibility in fashion capitals where presence signals credibility to wholesale partners and press.

Product diversification: handbags, barefoot models, and the end of clothing

Alohas has already moved to focus exclusively on footwear and accessories, discontinuing its clothing line. This decision narrows brand focus and concentrates resources where margins, design expertise, and consumer recognition are strongest. The next steps are threefold: expand men’s trainers and loafers; launch a handbag line; and create a dedicated section for “barefoot” models.

Each initiative addresses a different growth vector. A handbag line leverages existing accessory expertise and brand aesthetics, tapping into a high-margin category that benefits from brand recognition and repeat purchasing. Launching a barefoot category answers a consumer trend toward minimalist footwear—demand for low-drop, flexible soles and designs that mimic a barefoot feel has grown, and consumers who pursue this segment often display high engagement and loyalty.

Broadening the product set makes the brand more defensible. A shopper who trusts Alohas for shoes may add a handbag. A male customer who discovers trainers in the For Him section may return for loafers or accessories. The outward-facing result is a fuller lifestyle brand rather than a single-category player.

Yet adding categories requires careful choreography. Handbags demand different design processes, supplier networks, and price positioning. Barefoot models necessitate alternative sole technologies, fit engineering, and possibly different materials. Alohas must preserve the experiential, made-to-order narrative while ensuring each new category can be produced to standard and delivered within acceptable timelines.

Financial performance and the growth imperative

Alohas closed its 2025 financial year with a reported turnover of €45 million, a 32% increase year-on-year. That performance evidences consumer appetite and operational momentum. Growth at that rate is impressive and imposes fresh strategic imperatives: scale logistics, protect product quality, and justify international retail expansion.

To replicate high growth, the company focuses on diversification—new product lines and men’s footwear—and retail expansion. Both strategies increase revenue potential but also raise operating complexity. New product categories require upfront design investment, sample iterations, vendor qualification, and marketing campaigns to reach target segments. Each new store carries fixed costs—rent, staffing, fit-out—that only deliver returns if sales and customer acquisition meet projections.

Margins in footwear vary by category. Trainers and loafers typically enjoy stronger retail margins compared with seasonal fashion footwear because they appeal to broader, less seasonal demand. Handbags can carry even higher margins, but they require brand trust and production expertise. Alohas’ hybrid inventory model helps by concentrating stocked risk on proven bestsellers. If the brand can expand the list of fast-moving SKUs and maintain strong unit economics on made-to-order products, it can sustain healthy growth without excessive capital ties in inventory.

The strategic emphasis on physical stores also points to a shift in acquisition economics. Direct-to-consumer brands spawned in the e-commerce era once prioritized low-cost online acquisition. Many have since pivoted to stores as reliable channels for profitable customer acquisition and lifetime value enhancement. Stores generate press, foot traffic, and local word-of-mouth—assets that online ads alone cannot reproduce.

Men's footwear: the commercial rationale

Why invest in men’s footwear now? The men’s category offers structural advantages. Male customers typically shop less frequently for fashion and spend more per transaction when they do purchase. Certain subcategories—trainers, loafers, casual dress shoes—deliver consistent demand across seasons. Men’s footwear buyers often prefer brands that combine style with clear sizing and fit guidance; when those conditions are met, repeat purchase rates improve.

Alohas’ products, originally designed with feminine lines and genderless shapes, required reframing for male discovery. The For Him section addresses that by surfacing styles in men’s sizes and curating collections that align with typical male shopping patterns—trainers and loafers are expected and planned additions. This is sensible: trainers are the single largest volume driver in many footwear brands, and loafers work well for dress-casual wardrobes, a category where buyers value quality and comfort.

Commercially, converting existing design language into men’s offerings reduces development time and cost compared to launching entirely new silhouettes. Manufacturing scale for shared components—soles, certain materials—can deliver cost efficiencies. Marketing can leverage existing creative assets while tailoring imagery and messaging to male audiences.

A caution: men’s footwear is competitive, with established global brands offering performance and fashion credentials. Alohas must differentiate through fit, materials, price point, and the experience of purchase. Its existing strengths—a clear direct-to-consumer model, growing retail footprint, and reputation for design—help. Execution across supply chain and retail will determine how quickly it can grow market share.

Brand identity: reconciling aesthetic consistency with clearer navigation

A persistent tension for Alohas has been how to keep its creative identity intact while making commerce intuitive. Genderless design served as a statement and differentiation. Commercial reality demanded clearer signals for discovery. The For Him section reconciles those forces by changing the shop architecture without fundamentally altering product DNA.

The move carries branding risks. Long-time customers who valued Alohas’ non-binary positioning might view segmentation as a concession. The brand mitigates that by emphasizing that the For Him section is not a separate men’s collection but a curated presentation of items available in men’s sizes. Creative direction will matter: imagery, copy, and campaign placement must communicate inclusivity rather than a retreat into binary marketing.

A balanced approach can strengthen the brand. Clarity in the shopping experience enhances conversion without diluting design values. If Alohas succeeds in maintaining its aesthetic across both the original audience and new male customers, it will demonstrate that presentation and navigation are tools for growth—not ideological compromises.

Operational and supply-chain considerations

Scaling a hybrid on-demand and stocked model requires robust operations. On-demand production demands tight coordination with suppliers, high-quality digital order data, and reliable lead times. Adding stocked SKUs requires demand forecasting and replenishment systems that prevent stockouts and limit overstock.

Manufacturing for footwear typically involves long lead times, especially for specialized components and seasonal materials. Alohas’ hybrid model reduces production volume volatility but increases the need for supplier flexibility. Short-run production, smaller batch sizes, and faster tooling setups become operational priorities. Working with suppliers that support rapid turnaround and small minimum order quantities is essential.

Retail expansion compounds these demands. Stores require regional supply chains for stocked items, local marketing budgets, and trained staff. Logistics must accommodate in-store orders that trigger production and home delivery, sometimes across borders. Alohas must balance localized stocking strategies—where holding some inventory boosts conversion—with centralized production for made-to-order flows that preserve sustainability benefits.

Return logistics are another factor. Footwear returns can be high for first-time customers. Alohas needs efficient returns processes that protect margins and minimize environmental impact. Many brands use fit guides, virtual sizing tools, and in-store try-on to cut returns while preserving customer satisfaction. Alohas’ experiential stores play into that toolkit.

Competitive landscape and market signals

Alohas competes in the crowded footwear and accessory market, where incumbents and nimble challengers coexist. Direct-to-consumer brands have proven that brand narrative, product design, and channel control can carve meaningful market share away from traditional players. Market signals support Alohas’ strategy: consumers increasingly reward brands that articulate sustainable practices and offer good design at accessible prices, while still expecting fast delivery options.

Competitors span broad price points and positioning—fast-fashion players, legacy footwear houses, and new DTC entrants. Alohas’ hybrid stance—supply-conscious production plus limited immediate stock—allows it to occupy a middle ground: lower waste than fast-fashion but more immediate availability than strictly made-to-order labels. The addition of handbags and barefoot models increases the number of categories where Alohas can be compared with other brands, raising stakes for design differentiation and production excellence.

Retail cities matter. Stores in fashion hubs such as New York, Paris, and Milan provide media exposure, if executed well. The Los Angeles pop-up with no announced closing date signals experimentation in a major lifestyle market. The Vienna opening extends presence in Central Europe and shows intent to deepen bricks-and-mortar coverage.

Marketing and customer acquisition adjustments

Re-segmenting the website and adding categories demands marketing recalibration. Paid acquisition strategies must target male audiences more deliberately, while preserving spend efficiency among women who remain core customers. Creative assets will broaden to include more male models and styling scenarios, while email and loyalty programs will have to account for different purchase cadences between men and women.

Influencer partnerships and editorial placements should align with the brand’s new emphasis. Collaborations that spotlight trainers and loafers, or ambassador relationships with male tastemakers, can accelerate awareness among target cohorts. However, Alohas must balance short-term acquisition with long-term brand building. Heavy discounts to drive trial among men would risk eroding margins and the premium perception Alohas needs for handbags and higher-ticket items.

Retail events—product launches, in-store sizing clinics, and by-appointment fittings—can drive high-quality acquisition. These experiences convert attention into purchase and deepen customer relationships in ways that online advertising cannot replicate.

Risks and potential pitfalls

The strategic changes carry several risks:

• Brand dilution: Extending into multiple categories and reframing the website could blur Alohas’ original identity unless tightly managed.
• Operational strain: New categories and retail openings increase supply-chain complexity, potentially impacting lead times and quality.
• Inventory missteps: Stocking popular items reduces conversion friction but raises the possibility of markdowns if demand forecasts are off.
• Competitive response: Larger brands may accelerate similar men’s and accessory offerings, leveraging scale to undercut prices or capture distribution.
• Customer reaction: Some long-standing supporters may resist changes perceived as a move away from the brand’s early values.

Alohas can mitigate these risks through measured rollout, pilot launches, and careful partner selection. Testing new categories in existing stores, monitoring sell-through closely, and maintaining transparent communication about production methods will reduce surprises and support steady gains.

What success will look like

Success for Alohas will show up in several measurable ways:

• Increasing share of revenue from men’s products without a decline in female customer retention.
• Improved conversion rates on the website for male shoppers and reduced time-to-purchase through a mix of stocked SKUs and on-demand options.
• Strong sell-through on handbag and barefoot product launches, with acceptable development costs and return rates.
• Positive return on investment from new store openings, demonstrated by customer acquisition costs that translate into multi-year lifetime value.
• Sustained or improved gross margins, supported by optimized production batch sizes and more efficient logistics.

Signs of trouble would include high return rates for new categories, inventory write-downs, slowing growth in core markets, or dilution of brand recognition. The company’s leadership and operational teams must watch key performance indicators closely as they scale.

Broader implications for the footwear sector

Alohas’ strategy illustrates a pattern in contemporary footwear retail: brands must reconcile principled production stands with commercial realities. Made-to-order models reduce waste and resonate with sustainability-minded shoppers, but they often need supplemental tactics—like hybrid inventory and experiential retail—to scale. Packaging products to fit how customers search and buy (e.g., a “For Him” section) matters as much as product design.

Other brands will observe Alohas’ approach. If the For Him section materially accelerates male revenue, rivals will replicate the tactic: preserving inclusive design while applying pragmatic category framing. The broader industry will continue experimenting with how to marry sustainability claims with the immediacy consumers expect.

Physical retail remains essential. Even digitally native brands have learned that stores boost brand trust and reduce return friction. Alohas’ investment in experiential spaces reflects that lesson, and its success will influence whether other small-to-mid-size players double down on similar strategies.

What this means for consumers and retailers

For consumers, Alohas’ changes promise clearer discovery for men and faster access to popular styles. Men who previously missed Alohas’ designs because they did not appear in traditional men’s shopping flows will now find options more readily. Women and other buyers benefit from improved availability of bestsellers thanks to the stocked SKUs.

Retailers and wholesale buyers will view the For Him curation as a signal that Alohas plans to address male demand and can be carried in men’s footwear assortments without awkward merchandising. Multi-brand retailers that hesitated to stock Alohas on men’s fixtures may now reconsider, simplifying category planning and enhancing cross-selling potential.

For customers who value sustainability, the hybrid model preserves much of the made-to-order benefit while reducing lead times for popular items. For consumers prioritizing immediate delivery, the limited stocked range offers a compromise. The experiential stores provide a practical middle ground: try in person, order to be made, or buy from a small in-store allocation.

What to watch next

Key milestones that will indicate whether the strategy sticks include:

• Launch cadence and market reception of the handbag line and barefoot section.
• Performance of newly introduced trainer and loafer styles targeted at men.
• Sales trends in cities with experiential stores versus markets without physical presence.
• Customer acquisition and retention metrics for male shoppers.
• Inventory management outcomes—sell-through rates, markdowns, and return rates—on stocked SKUs.
• The Vienna store opening’s performance as a test case for Central European expansion.

If these indicators trend positively, Alohas will have validated a model that balances sustainability with commercial pragmatism. If not, leadership will need to re-evaluate the pace of expansion or the composition of stocked versus on-demand SKUs.

FAQ

Q: What exactly is the Alohas "For Him" section? A: It’s a dedicated area of the Alohas e-commerce site that groups all styles available in men’s sizes. The section makes discovery easier for male shoppers without creating a separate men’s collection; the designs remain rooted in the brand’s existing aesthetic.

Q: Is Alohas abandoning its genderless design approach? A: No. Alohas continues to design with genderless lines in mind. The For Him section repackages existing and forthcoming styles for easier discovery by men, rather than replacing the brand’s inclusive creative direction.

Q: How does Alohas’ production model work now? A: Alohas still produces many styles on demand to limit waste, but it has added a limited stock of its most popular designs for immediate purchase. This hybrid model aims to preserve sustainability benefits while reducing lead times and increasing conversion.

Q: Where can I try Alohas shoes in person? A: Alohas operates experiential stores in Madrid, Barcelona, Milan, Amsterdam, New York (Elizabeth St. and Bleecker St.), Paris, London, Copenhagen, and Los Angeles (a pop-up). The brand is scheduled to open a store in Vienna in August.

Q: Will Alohas keep expanding into other categories? A: The brand has discontinued clothing to focus on footwear and accessories. Upcoming initiatives include a handbag line and a separate section for barefoot models. These moves are part of Alohas’ strategy to diversify revenue while leaning on its footwear expertise.

Q: How did Alohas perform financially? A: The brand reported a 32% increase in turnover for 2025, reaching €45 million. Growth strategies focus on product diversification and retail expansion to sustain and replicate that performance.

Q: Will adding a “For Him” section affect pricing? A: The For Him section is a merchandising and discovery change. Pricing strategies for men’s sizes and new categories will align with product positioning and market benchmarks; any changes will depend on material costs, production complexity, and category margin targets.

Q: How will returns and fit issues be handled for made-to-order items? A: Alohas’ experiential stores help customers confirm fit prior to ordering. For made-to-order items purchased online, the brand maintains return processes (subject to policy) and uses in-store try-on to reduce return rates. Detailed policy terms are available on Alohas’ website.

Q: Could Alohas’ strategy influence other DTC brands? A: The hybridization of made-to-order with limited stock and the use of curated site sections for discovery are approaches other brands may emulate. Success or failure in Alohas’ experiments will provide a case study for balancing sustainability claims with commercial realities.

Q: Where can I buy Alohas products now? A: Products are available through Alohas’ e-commerce platform and at its physical stores listed above. The For Him section is live on the website and features the brand’s men’s-size offerings.

Q: When will the new handbag and barefoot lines be available? A: Alohas has announced these initiatives as part of its 2026 roadmap but has not provided exact launch dates. Watch the brand’s site and store events for specific release information.

Q: Will Alohas create men-specific marketing campaigns? A: Expect targeted marketing and creative tailored to male audiences, especially for trainers and loafers. The brand will likely balance those efforts with campaigns that maintain its inclusive aesthetic.

Q: How does Alohas’ store model support sustainability? A: Stores are designed to facilitate trying items before ordering them to reduce returns. The brand continues to produce many items on demand, which minimizes overproduction and inventory waste. Limited in-store stock focuses on proven sellers, keeping excess inventory low.

Q: What should retailers consider when deciding to stock Alohas? A: Retailers should evaluate Alohas’ ability to serve men’s sizes reliably, the brand’s sell-through on stocked items, and how Alohas’ positioning complements existing assortments. The For Him section simplifies merchandising by clarifying male-appropriate styles.

Q: How can customers provide feedback or request new sizes and styles? A: Feedback channels include Alohas’ customer service, in-store staff, and digital contact forms. Expressing demand through these channels helps the company prioritize models for stock and on-demand availability.

Q: Is Alohas profitable? A: The publicized figures indicate strong top-line growth, but profitability depends on factors such as gross margins, marketing spend, store operating costs, and investment in new product development. The brand’s strategic focus on profitable categories like handbags and staple trainers suggests a path toward improved margin performance as scale increases.