Kate Spade Bets on Ex-L'Oréal Brand Pro to Reverse 10% Sales Drop

For marketing leaders, this hire signals a strategic pivot toward experiential, joy-driven brand storytelling at a time when consumers crave optimism. Badea's resume—leading brand experience for Maybelline, a mass-market giant—brings a digital-first, community-building lens to a fashion brand struggling to maintain cultural relevance. Can a cosmetics marketing approach freshen a handbag brand?

The appointment of Allison Badea as Kate Spade’s new chief marketing officer marks a pivotal moment for the Tapestry-owned brand as it grapples with a prolonged sales slump. Badea, a L’Oréal veteran who most recently led global brand experience for Maybelline New York, steps into a role explicitly tasked with “reigniting the magic” of a label that helped define accessible luxury in the 1990s but has since lost its shine. The urgency is reflected in the numbers: in Tapestry’s fiscal third quarter, Kate Spade’s revenue fell 10% year-over-year to approximately $220 million, while sister brand Coach surged 31% to $1.7 billion. Tapestry’s overall sales grew in high double digits, and net income jumped 70% to $343.8 million, but Kate Spade’s underperformance stands out as a glaring weakness.

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The urgency is reflected in the numbers: in Tapestry’s fiscal third quarter, Kate Spade’s revenue fell 10% year-over-year to approximately $220 million, while sister brand Coach surged 31% to $1.7 billion.

Badea’s hiring is the latest in a series of strategic moves by Tapestry to infuse beauty-industry brand-building expertise into its fashion division. In 2024, the company appointed Eva Erdmann, also a L’Oréal veteran, as Kate Spade’s CEO. Erdmann previously led Urban Decay Cosmetics. The back-to-back appointments signal a deliberate bet that beauty marketing’s emphasis on emotional connection, digital engagement, and consumer experience can be transposed to fashion retail. Badea’s own statement hints at this approach: “Kate Spade New York has always understood that joy isn't just an indulgence — it's essentially human,” she said. “This brand has believed in that value since the ‘90s, and I'm eager to think about how we can re-enchant consumers craving optimism and connection in today’s world.” The word “re-enchant” is telling; it implies a need to rebuild a deep, almost magical, brand affinity that has eroded over time.

The challenge ahead is steep. Kate Spade operates in the competitive “affordable luxury” segment, where it faces pressure from both high-end luxury houses expanding their entry-level offerings and fast-fashion players collaborating with designers. The brand’s signature whimsical, colorful aesthetic once set it apart, but in an era of minimalism and quiet luxury, it risks appearing dated. Moreover, consumer purchasing behaviors have shifted dramatically post-pandemic, with a greater focus on digital discovery and values-driven consumption. Badea’s experience at Maybelline, a brand that mastered mass-market digital storytelling and influencer partnerships, could prove valuable in modernizing Kate Spade’s engagement. Maybelline’s global campaigns often blend aspirational imagery with relatable, social-media-friendly content, potentially a blueprint for a fashion brand seeking to recapture youthful energy.

However, the translation from beauty to fashion isn’t straightforward. Cosmetics benefit from frequent purchase cycles and lower price points, fostering ongoing digital interaction. Handbags and apparel, on the other hand, involve higher consideration and less frequent repeat buying. Badea will need to craft a marketing strategy that bridges the gap—perhaps through experiential retail, limited-edition drops, or immersive brand moments that go beyond traditional advertising. She may also lean on Tapestry’s data capabilities to personalize the customer journey, an area where L’Oréal has invested heavily.