Make-up mogul Napoleon Perdis is a believer in the majesty of the department store.
MAKE-UP mogul Napoleon Perdis is a steadfast believer in the might and majesty of the department store model, it just needs a facelift to better serve the needs of younger and smarter shoppers, and to work at creating the kind of in-store events that the internet can't match.
Mr Perdis, who has made it big in America, argues that leading department stores such as David Jones and Myer need to let go of their strict formats and become ''malls'' where brands are given the floor space and permission to show off their artistry and design.
''There is a place for department stores but they need to think of themselves more as malls, where vendors can create experiences within that mall model,'' Mr Perdis told BusinessDay.
''The minute you create boundaries around a department stores it loses creativity; it has to be a melting pot of creativity and then the merchandise will sell.''
He should know. From his first Napoleon Perdis store in Oxford Street, Paddington, in 1995, the cosmetics entrepreneur has built an empire on foundations and lippy to today have 75 company-owned concept stores and eight Napoleon Perdis Makeup Academy campuses in Australia and the US.
Mr Perdis is now in Target, Ulta, Dillard's and Nordstrom in the US and is a popular fixture on America's' king home shopping network QVC.
Some of that pizazz and glitz that Mr Perdis argues Australian department stores need was on show last week when he staged a lunchtime event at David Jones Sydney store in Elizabeth Street.
''There were a couple of thousand people on the floor watching, waiting for the entrance and I gave them a whole show, there was Madame Pompadour, there was Cleopatra, a slave, a naughty couple, a romantic couple, it was sexy, it was fashion.
''Eventing needs to be created in its true form where creativity is allowed to flow like in the 1950s, '60s and '70s, when there was enormous creativity inside department stores. ? These days they do windows and its all so 'where's the art?'''
Mr Perdis was lured to David Jones from Myer by former DJs boss Mark McInnes and now sells in that department store and has a range in Target and Big W.
He says department stores need to engage better with increasingly smart and savvy shoppers.
''There are two types of consumer; there is experienced and experiment. The experienced consumer knows there is more out there and will try new things; the experiment consumer will try new things just for the sake of trying them and may not remain loyal but will at least start creating a wave around branding.''
Mr Perdis applauded David Jones' boss Paul Zahra for his plans to reinvigorate the store, invest in staff and go online.
''There is still a place for retail distribution, she [the consumer] still wants to go in [to a department store] and experiment and have it applied on herself. She can do some replenishment online; but to look at newness et cetera, you can't do it all online. The department stores that will be left out will be the ones that don't put the infrastructure in now and start pushing their marketing teams to better communicate.
''They have been caught up in a sales war and that doesn't do anything; it brings in a customer who may not necessarily be able to afford to come back to you.''
Frequently Asked Questions about this Article…
Who is Napoleon Perdis and why does he matter to investors watching department stores?
Napoleon Perdis is a cosmetics entrepreneur who built a global beauty business from a single store in Paddington in 1995. The article notes he now has 75 company-owned concept stores, eight Makeup Academy campuses in Australia and the US, and sells through retailers like David Jones, Myer, Target, Big W, Ulta, Dillard's and Nordstrom, plus QVC. Investors can watch his views because he speaks from retail experience about how department stores can evolve to win shoppers.
What retail changes does Napoleon Perdis recommend for department stores like David Jones and Myer?
Perdis argues department stores should loosen strict formats and act more like malls, giving brands floor space and freedom to showcase creativity and design. He recommends creating in-store events and experiences that the internet can’t match, investing in staff, and improving online capabilities to better engage smart, savvy shoppers.
How can in-store events and creativity help department store sales and customer loyalty?
According to the article, Perdis shows that theatrical, fashion-led events draw crowds and generate buzz—he staged a lunchtime show at David Jones that attracted thousands. He believes eventing and creative displays turn stores into experience destinations, encouraging experimentation and discovery that online channels alone can’t replicate, which can drive sales and repeat visits.
What is Napoleon Perdis’s view on the role of online shopping versus physical stores?
Perdis acknowledges online shopping is useful for replenishment, but says consumers still want to visit department stores to experiment and experience newness firsthand. He advises stores to invest in online infrastructure while using physical spaces to showcase creativity and product discovery that can’t be fully delivered online.
What types of consumers does Perdis identify and how should retailers tailor their approach?
Perdis identifies two consumer types: the 'experienced' shopper who seeks new products and the 'experiment' shopper who tries things for the thrill and may not stay loyal. Retailers should create experiences and bold branding to attract both groups—encouraging trial, generating word-of-mouth, and building longer-term loyalty.
Why does Napoleon Perdis praise David Jones boss Paul Zahra, and what actions does he support?
Perdis applauds Paul Zahra’s plans to reinvigorate David Jones by investing in staff and expanding online capabilities. He supports retailers that strengthen infrastructure and marketing to better communicate with consumers rather than relying solely on price-driven sales.
What are the risks for department stores that fail to change, according to the article?
Perdis warns that stores sticking to rigid formats, ignoring creative eventing, or getting caught in price wars risk losing customers long-term. He says stores that don’t invest in infrastructure or better marketing will be left behind as shoppers look for more engaging, experiential retail.
How has Napoleon Perdis expanded his brand distribution, and what does that imply for retail partnerships?
The article notes Perdis products are stocked across a range of retailers—David Jones and Myer in Australia, Target and Big W domestically, and major US chains like Ulta, Dillard's and Nordstrom, plus QVC. This broad distribution shows how brand partnerships and flexible retail formats can amplify reach, suggesting department stores need to offer compelling in-store opportunities to attract such brands.
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