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August 20, 2025
What Could a Private Equity Buyout Mean for Claire’s?
Those following the unfolding story of embattled teen fashion retailer Claire’s were most recently treated to a notable bit of news most recently, as the company put forth a press release on Aug. 20 indicating the purchase of a significant portion of its North American stores, and all of its intellectual property, to private equity firm Ames Watson.
“We are pleased to have the opportunity to partner with Claire’s and support the next chapter for this iconic brand,” said Lawrence Berger, co-founded of Ames Watson.
“Claire’s has built a powerful emotional connection with generations of consumers through its focus on self-expression, creativity, and accessible fashion. We are committed to investing in its future by preserving a significant retail footprint across North America, working closely with the Claire’s team to ensure a seamless transition and creating a renewed path to growth based on our deep experience working with consumer brands,” he added.
Claire’s has paused the liquidation process “at a significant number” of its North American stores, although it also indicated that the process would continue at the remainder. The retailer also noted that the sale is subject to court approval in both the United States and Canada, in addition to the usual closing conditions.
Claire’s Private Equity Deal Something of a ‘Surprise’ To Some
And as Retail Dive senior reporter Daphne Howland termed it, the deal between Claire’s and Ames Watson could “come as a surprise to some,” particularly in the context of the company’s difficulties in previously securing a buyer — in addition to a first bankruptcy filing in 2018, followed by a second, more recent filing earlier in August.
“The Debtors left no stone unturned in their sale and marketing process,” Claire’s told the court on Aug. 20, as Howland noted.
“[Claire’s] entered chapter 11 with multiple letters of intent and worked tirelessly with these counterparties since the Petition Date to convert the letters of intent into binding bids and, ultimately, an asset purchase agreement,” the retailer added.
The deal comes attached with a “fiduciary out” should Claire’s find a more attractive offer tabled, and further allows the company to completely pay off its asset-based loan.
A Number of Claire’s Stores Could Remain Open, and Ames Watson Has Experience in Similar Retail Streams
With Ames Watson poised to acquire at least 795 stores in North America — with the possibility of that number rising further, to 950 — and the private equity firm signaling that it expects to retain at least some brick-and-mortar presence in these markets, the perceived end of Claire’s may prove to be a premature call.
According to court documents cited by Howland, many Claire’s headquarters staff will be keeping their jobs, as will the bulk of store employees currently working the front lines. That’s a far cry from mere weeks ago, when Claire’s detailed plans to shutter all Walmart shop-in-shops and all Icing stores, with further closures imminent.
For its part, Ames Watson either owns or holds investments in several other prominent retail brands, including Lids, Champion, South Moon Under, and Fanatics. With experience in the apparel and accessories categories — and with several of these brands exhibiting strength among contemporary consumers — could the future for the nostalgic-iconic Claire’s brand somehow look brighter than in days past?
Discussion Questions
Should the Claire’s sale close, will Ames Watson be able to successfully turn the company to profitability? Why or why not? What are the most obvious headwinds?
What specific changes will Ames Watson need to enact in order to execute a successful turnaround for Claire’s? What built-in advantages might the PE firm see in existing assets and IP?
Poll
BrainTrust
Arnjah Dillard
North America Retail Practice Lead, Stibo Systems
Cathy Hotka
Principal, Cathy Hotka & Associates
Mohamed Amer, PhD
CEO & Strategic Board Advisor, Strategy Doctor
Recent Discussions








Claire’s faces two main challenges. The first is financial, stemming largely from its debt burden. The acquisition by private equity resolves this in the near-term as the brand will sit within a better capitalized organization. That said, the financial details of the transaction have not been disclosed, and if significant leverage has been used, the fix may prove temporary.
The second challenge is the proposition. Claire’s has been losing market share to sharper competitors like Lovisa, which are more closely aligned with the tastes of younger shoppers. A private equity acquisition does not, in itself, resolve these strategic issues, though it does offer the breathing space needed to address them.
When you think “Claire’s” you think “mall” and more and more malls are disappearing. Claire’s has a great brand, but will need a new positioning strategy going forward. Partnering with other retailers might merit consideration.
We – well, “I” – so often equate Private Equity with borderline nefarious behavior – Mervyn’s, anyone ? – I tend to be suspicious when these types of efforts are launched; but occasionally they’re legitimate of course, if perhaps naive, so I’ll offer them my well wishes. And unfortunately I think they’ll need them: there’s usually a reason retailers end up on life-support – either an oudated concept, or a poor execution (or both) – and I’ve no reason to think Claire’s is an exception to that.
its like Forrest Gump said…(sorta)….with private equity ownership, you never know what you’re gonna get. Some of them are good guys and really do work to improve the situation. There are others that essentially rape and pillage and then chew up the carcass (Sears, anyone?9 West?)
I found myself in a Claire’s a few years ago because the hole in one of my ears had closed up. One of the most embarrassing experiences I’d ever had. A 15 year old asking me to sign consent forms. I suppose as the population goes, so goes Claire’s. You can opt not to be in a mall. There is nothing about those stores that require malls, and finding someone to pierce your ears is harder than I realized. If there are kids who want it and they’re too young for tattoo shops, why not?
Ames Watson has a real shot if they treat this as a brand revival, not just a retail salvage. Claire’s still holds strong emotional equity with Gen Z and Gen Alpha, but turning that into profitability requires more than nostalgia. They’ll need to reimagine stores as experience hubs, modernize digital engagement, and lean into influencer and cultural relevance. The IP is valuable, but the brand must meet young consumers where they are online, on-trend, and on their terms. Done right, it’s possible Claire’s could evolve from mall relic to cultural comeback.
Although Claire’s suffers from a debt burden and mall dependency amid retail’s ongoing real estate restructuring, Ames Watson’s portfolio suggests they understand tribal retail (identity and belonging). However, it’s unclear whether Claire’s core value proposition can evolve when piercing and accessories have become retail commodities.
Claire’s is fundamentally a cultural rejuvenation project, not a retail turnaround. The typical PE playbook of optimization and operational efficiency falls short here. What Claire’s needs is cultural relevance: figuring out how to matter again to a generation with fundamentally different relationships to both physical retail and body modification.
“Should the Claire’s sale close, will Ames Watson be able to successfully turn the company to profitability?”
I have no doubt Ames Watson will be highly profitable the moment the deal closes. Claire’s? History of PE in retail tells us a differnet story.
If Claire’s didn’t exist today, would there be a merchant/PE team that would sit down and strategize a mall-based accessories store as high predictability win…??? I guess the answer is ‘yes’ and Claire’s provides a great head start. Or, it’s a win either way for Ames Watson. Either the retail venture is a win, or the liquidation is a win.
In general… Whenever private equity invests in a company/brand, they see potential. If the brand is struggling, they most likely identify operational inefficiencies that, when addressed, contribute to the bottom line. Can the investors do this without sacrificing what Claire’s is known for? Do these investors have a plan to rebrand the stores with a new look, feel, etc.? I’m sure the investors have done their due diligence. The story will reveal itself soon.
When it comes to turning Claire’s into a profitable company, Ames Watson may face several challenges. A major obstacle could be the highly competitive retail environment, which is dominated by fast-fashion brands and online retailers. Furthermore, changing consumer preferences and the need for a significant brand refresh in order to attract younger generations could cause difficulties in capturing market share.