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TikTok and Instagram boost sales in the mass retail sector

E-Commerce Update
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TikTok and Instagram boost sales in the mass retail sector

Brás, one of the largest textile hubs in Brazil, daily moves between 150,000 and 200,000 people, generating an annual revenue of R$ 26 billion, according to data from the São Paulo City Hall's Department of Economic Development and Labor. Known for its intense commerce that operates almost 24 hours a day, the neighborhood attracts shoppers from all regions of the country, establishing itself as one of the main shopping destinations in São Paulo.

Digital positioning is no longer a differentiator — it is a necessity to grow and stay competitive. In recent years,The Shopping Circuit, considered the largest Popular Shopping Mall in Latin America, has been using its social media intelligently, combining brand management, partnerships with influencers, and engagement actions with retailers to expand its digital presence and, consequently, sales volume. The place has been driven by a force that goes beyond the streets and the pits: social media. These tools are becoming very strategic and powerful, not only as digital showcases but also as direct channels of connection with the audience and sales conversion engines.

Local influencers and shop owners who invest in creative and targeted content are standing out in the market. According to Visa, a company specialized in payment solutions, one of the main bets for the coming years is social commerce — a shopping model conducted directly through social networks. In 2023, about 10% of all online purchases already took place through these channels, and the forecast is that by 2025, this number will reach 20%, mainly driven by the increasing participation of Generation Z in the consumer market.

Many retailers still see Instagram and TikTok only as marketing channels, when in fact, these platforms have become true tools for sales and customer engagement. Today, it is possible to showcase products, test different content formats, answer questions in real time, and even complete sales directly through apps. In the Shopping Circuit, we aim to show that digital presence can — and should — be part of the business routine, especially for small entrepreneurs.

We encourage each retailer to find their own language, connect with the audience, share the daily life of the store, and use social media as an extension of their physical storefront. It is an accessible and strategic way to expand reach and create new business opportunities.— highlights André Seibel, CEO of the Shopping Circuit.

Knowing this, the executive highlights 4 main strategies that can help retailers boost their sales online. See below

Live Commerce

Live commerce is seen as one of the most impactful strategies for digital retail. The format combines live broadcasts with instant purchases, showcasing the product in real time. Platforms like Shopee, Amazon, and even the newest one mentioned, TikTok Shop, are being used to bring innovations and drive sales. The influencer and businesswoman, Bianca Andrade, better known as "Boca Rosa," adopted this popular strategy with her makeup brand and, in four hours, earned R$ 5 million. The first million was reached in just 10 minutes, but this strategy is not limited to people with a large number of followers; the method she uses to leverage the network strategically could be the way to help new shop owners increase sales. It's like turning the store into a live event, humanizing the process and creating stronger connections with the customer, offering exclusive deals, making it even more visible to users, and generating the desire to make a purchase.

2. TikTok and TikTok Shop

The TikTok network is no longer just for posting dance videos; the platform with short, interactive videos is growing, capturing everyone's attention. Small, medium, and large retailers can use this powerful tool for sales. Show behind-the-scenes, trends, try to include viral videos in your niche, create exclusive and interactive content with your online audience, increasing your reach organically. In this way, users no longer need to leave the app to make a purchase, making it more convenient and impulsive. Furthermore, Affiliate Marketing is directly linked to this new role, where influencers sell products and earn a percentage. Expanding the reach even further.

3. Niche influencers

Influencers are a very commonly used means to amplify brand visibility and are often used as strategic bridges that speak directly to your target audience, regardless of the segment. Finding people who communicate with your audience can be the key to opening sales. Such a retailer will reach their most targeted customers and bring more profit to the business.

4. Social Networks

Finally, we bring social media as a whole. Today considered a famous online catalog, where authenticity and positioning are fundamental. Networks like Facebook and Instagram offer features such as link posts in stories that direct to the website, and the possibility of short videos, just like the neighboring network, providing the opportunity to showcase launches and products that generate desire. Today, it is no longer enough to just sell; creating a genuine connection with your customers' values, emotions, and engagement is essential to foster loyalty, building communities that promote a sense of belonging, whether in physical or virtual spaces. Today's content can't be just about the product; it has to be linked to your audience, culture, and aesthetics.

Wine Group doubles net profit in Q2 2025 and records the best quarterly EBITDA in history

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Wine Group doubles net profit in Q2 2025 and records the best quarterly EBITDA in history

Wine Group announced that it closed the second quarter of 2025 with a net profit of R$ 15.9 million, more than double the amount recorded in the same period last year, representing a growth of 107.8%.In the year-to-date, the company reversed the loss of R$ 12.8 million in 2024 to a profit of R$ 14.3 million.

The performance reflects the strategy adopted since the beginning of 2025, focused on profitability and cash generation, without compromising operational excellence and market leadership. The quarter was marked by a 1.8 percentage point increase in gross margin, which rose from 46.1% to 47.9%, driven by adjustments in commercial and pricing policies, as well as austerity in operational expenses, with a 14.9% reduction in sales expenses.

EBITDA reached R$ 45.4 million, the highest ever recorded by the company, an increase of 8.6% compared to Q2 24, despite a 7.4% decline in net revenue.The EBITDA margin increased by 3.2 percentage points, reaching 21.7% in the quarter.

Despite the increase in the basic interest rate (SELIC) to 15% per year, which raised interest and financial charges on loans by 59.3% compared to the second quarter of 2024, the Wine Group showed a R$ 5.9 million improvement in net financial results, benefited by the appreciation of the real against the dollar, which generated gains from currency hedging instruments.

"This result confirms that we are on the right track. We have adjusted our pricing policy, optimized expenses, and continue with discipline to deliver sustainable profitability," says Alexandre Magno, CEO of Grupo Wine.

The executive took over the company's leadership in November 2024, during a challenging time for the market, with high interest rates and exchange rates, which is why he implemented a plan focused on operational efficiency. "My first challenge when taking over the management of Grupo Wine was to ensure that 100% of the team was aligned and engaged with the profitability mindset. Now, the focus is on execution and also extracting even more value from the leadership position we have consolidated in recent years. In our sector and in the Brazilian market, volume is essential to generate scale gains that translate into better commercial negotiations with our partners and, consequently, better products for our customers," he explains.

With over 20 years of experience, mainly in business development and strategic planning in the B2C and B2B segments, Magno reveals that in the coming months the goal is to continue the expansion plan of reach, opening new clients, distributors, and B2B partners, which allow the Group Wine's products to reach consumers wherever they are. "We will also continue with our proprietary brands project, developing products aligned with the taste preferences of Brazilian consumers and offering excellent value for money. Last year, we launched the brands Metropolitano, Kaipu, and Maraví, the latter two in partnership with Miolo, with the Entre Dois Mundos winery. This year, we have already launched Dínamo, a Chilean wine that we are distributing through Cantu Grupo Wine," he concludes.

Currently, the Wine Group has B2C operations with the brandWine, responsible for e-commerce, physical stores, and the world's largest wine subscription club, as well as B2B with its importers and distributorsCantu Group Wine, the house of major brands representing over 40 award-winning producers recognized worldwide, andWine Group Cellars,that operates with innovation in wine distribution through a B2B self-service online platform.

New app turns events into real networking opportunities

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New app turns events into real networking opportunities

In Brazil, selling remains the biggest challenge for micro and small businesses. According to the 2025 Sales Panorama survey conducted by RD Station with support from TOTVS, RD Station Conversations, Exact Sales, and Lexos, 74% of Brazilian companies did not achieve their goals in the past year. The situation worsens with the rising cost of customer acquisition, the decline in lead quality, and the overload of entrepreneurs who, between administrative and operational tasks, have little time to invest in truly productive networking.

It was in this context that SinApp was created, a Brazilian platform that connects business event participants based on affinity, areas of expertise, and specific demands. Unlike traditional social networks, where interaction tends to be superficial and unfocused, SinApp uses artificial intelligence and data enrichment to suggest, in less than two minutes, connections that make sense for each user's current situation and goals.

The businessman Paulo Motta, partner of the tool, explains that the idea was born from practical experiences at corporate events. "You arrive there, there are a lot of interesting people, but you don't know who is who. Sometimes you talk to someone who doesn't have synergy with your current moment and miss the chance to speak with a key player who was in the same place; SinApp solves that," he says.

In practice, the platform functions as a dynamic showcase. By accessing the event via QR Code, the user registers a brief profile and indicates what they are looking for. The algorithm then presents the most aligned people, allowing filtering contacts by segment, location, and interest, as well as suggesting outreach texts and scheduling automatic follow-ups. "It's like a networking Tinder, but with real intelligence behind it," summarizes Motta.

The app also offers features such as sending messages on strategic dates, automation of outreach, and even a service that contacts and schedules meetings for the user. The business model is freemium: entry is free, and paid plans provide access to advanced features. The company aims to reach 60,000 active users by the end of 2026 and expand to other countries starting from regional hubs tested in Brazil.

Given an average attention span of only 12 minutes in face-to-face interactions, the quality of connections can determine the success of a meeting. For Motta, a national reference in authentic connections, networking is not about exchanging cards but opening doors that make sense. "Today, everyone wants agility, but also depth. This only happens when you know who you're talking to," he emphasizes.

The SinApp is already in the testing phase at corporate events and business rounds that bring together investors, entrepreneurs, and sector leaders. The expectation is that, in the coming months, the platform will incorporate in-app meeting scheduling and engagement data analysis during meetings. In a country where lack of sales is one of the main threats to business survival, solutions that combine technology and strategy are no longer trends but become a necessity for those seeking connections that generate tangible business.

Voice bot: how to improve after-sales service in retail?

Leonardo Coelho
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Voice bot: how to improve after-sales service in retail?

Have you ever felt trapped in a phone maze, listening to endless hold music only to be transferred multiple times, repeating your request to each new representative? The after-sales experience can be a real headache for many people, especially in retail, a sector that naturally deals with a high volume of demands. However, in a market where customer satisfaction is the main differentiator, it is urgent to invest in solutions that improve this service, ensuring the satisfaction and loyalty of more and more consumers – and this is where voice bots stand out as excellent supporters.

After-sales is the golden moment to strengthen the relationship with the customer. After all, when a brand takes good care of its customer after the purchase, it builds loyalty, becomes a reference, and even increases the chances of being recommended to others – the famous "word of mouth" marketing. In the current competitive market, this care makes all the difference in keeping the customer close, showing how much they are valued and that their relationship with the brand does not end with the transaction.

According to studies by Harvard Business School, as proof of this, a mere 5% increase in customer retention rate can lead to a profit growth of between 25% and 95%, depending on the sector. This is because loyal customers tend to spend more and more frequently. But how do voice bots fit into this?

They arrived to revolutionize after-sales with various functions at retailers' fingertips: 24/7 support, which allows quick resolution of common questions such as order status, exchanges, or returns, at any time; instant feedback, listening to what the customer thinks of the experience and making necessary adjustments; request tracking, scheduling repairs, exchanges, or support easily; and personalized service, recognizing the customer by name, checking their history, and guiding their journey in a way very similar to a human.

With the expansion of artificial intelligence, these voice agents are becoming even more accurate and optimized, constantly improving their knowledge base to assist each customer in the best way possible, being much more active and receptive in resolving these demands. And what are the results of all these advantages? More satisfied consumers, loyal to the brand, and much more likely to recommend it to others.

After all, even if there is some problem with your purchases, it is the retailer's stance of caring to help you, with agility and quality, that will make all the difference in avoiding greater frustrations and damage to the image. However, for each retailer to redefine their after-sales service and enjoy all these benefits, it is clear that some precautions cannot go unnoticed in the process of integrating the tool.

First of all, understand with utmost clarity who your audience is and which pain points are most recurring based on your products or services. Thus, in addition to programming the voice agent to address these issues, it will also be able to enable the integration of this agent with other support channels, so that each customer can continue the service through their preferred medium. Don't hesitate to offer here a conversation with a human being, as many may still choose to talk to a professional to help them.

Personalize and train the bot whenever possible, so that it conducts after-sales with increasing accuracy. Keep the conversation light, natural, and quick as well, aiming for the best customer experience so they don't waste time on this resolution. Here, real-time data management is crucial, performing curation that monitors the results of these services aiming for continuous improvements that bring greater efficiency.

Create a first-time integration with your internal systems, ensuring a smooth journey rather than a robotic one, and tailored to the specificities of your business. And, without a doubt, there is no way to overlook investment in information security, something essential nowadays in light of regulatory standards like LGPD.

The voice bot is not just a technological tool, but a solution capable of transforming frustration into satisfaction, and casual buyers into loyal customers – without the need to wait in a service queue or wait for a reply by email. For retail, it is a valuable tool for building lasting relationships based on trust and a seamless experience, from the first click to the last post-sale interaction.

Viral trends are opportunities for entrepreneurs

E-Commerce Update
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Viral trends are opportunities for entrepreneurs

From Instagram to the store counter, viral social media trends have become true waves of sales for small and medium-sized businesses. It was the case of "Strawberry of Love," which in a few weeks won over consumers and boosted revenues in bakeries across the country. For thousands of entrepreneurs, this type of phenomenon can be a valuable gateway to new clients, as long as it is leveraged with planning.

According to Roger Klafke, a competitiveness specialist at Sebrae RS, monitoring social media is essential to identify consumer trends that could generate new opportunities. "These trends allow small businesses and individual micro-entrepreneurs to launch products quickly and reach audiences that they might not otherwise know about their businesses. But it's important to think beyond one-time sales and use this moment to strengthen the brand and showcase the full portfolio," he explains.

The challenge is to ensure that the product is aligned with the business and production capacity. This involves inventory management, supplier selection, the use of quality ingredients, and, most importantly, food handling safety. A good technical sheet structure and waste control help maintain profitability, even during periods of high demand.

Another point is order management and the efficient use of sales channels. Delivery apps, Instagram, WhatsApp, and other platforms increase visibility, but also require attention to fees and proper pricing. "It is important to understand the actual cost of each product to avoid losing margin," reinforces Klafke.

Finally, the organization of production is decisive. Automating processes where possible, standardizing recipes, and planning supplies help to handle sales peaks without compromising quality. And, above all, it is necessary to recognize that every trend has a beginning, middle, and end. "The secret is to take advantage of the boom without having stock sitting idle when the wave passes," he explains.

The success of "Strawberry of Love"

With over 10 years of operation in Porto Alegre, Maria Bolaria, located in Parcão, was surprised by the trend of "Strawberry of Love," a social media sensation.

Traditionally specialized in homemade cakes, the confectionery has always sold strawberry chocolates, but in modest volume. "Everything changed overnight. During the launch of the new product, the store sold over 500 units in just one day," details owner Analisa Simon.

The impact was immediate, with a significant increase in revenue, extra commissions for the team, and a movement comparable to, or even greater than, Easter and Christmas. Success also brought logistical challenges, such as shortages of supplies, rising strawberry prices, and the need to strengthen the team. To capitalize on the trend, the bakery included a complimentary mini cake for new customers on iFood, showcasing its main product and encouraging repeat purchases.

The result was the achievement of 90% new clients on the platform and recurring orders from Morango itself. Today, Maria Bolaria maintains product quality, invests in training, and is already operating until midnight, with plans to become the first 24-hour bakery in Porto Alegre. For Analisa, the "Strawberry of Love" is here to stay: "People really liked it, it wasn't just an internet trend. It came like a hurricane and transformed our store," she celebrates.

They started with software for clothing stores in a small town and now serve over 70 countries.

E-Commerce Update
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They started with software for clothing stores in a small town and now serve over 70 countries.

Almost 50 years ago, more precisely at the end of the 1970s, the clothing industry began to develop in Cianorte, northern Paraná. The movement intensified to the point that the municipality and thirteen others in that region characterized themselves, in the early 2000s, as a cluster – or a local productive arrangement (LPA) – specialized in fashion.

In addition to manufacturing, other logistics and support activities also developed, forming the so-called cluster or APL. Among them, the information technology sector. It was in this context that the current Irrah Tech was born in 2004.

From a supplier of tools initially focused on that production chain, the company expanded, became an innovation ecosystem, and now offers digital solutions for companies in various economic activities. From all over Brazil, and even from abroad. Solutions, including artificial intelligence.

The Irrah Tech ecosystem consists of five solutions, pillars of the business. They are GPT Maker artificial intelligence, launched in 2024; Kigi, an ERP software; Plug Chat, a technology for integrating multiple WhatsApp numbers into a single contact method; Dispara Aí, a WhatsApp automation tool; and E Vendi, an e-commerce platform. Another brand, Z-api, was also developed by the company and is currently under the control of a North American holding company.

The precursor of Irrah Tech is César Baleco, who in 2004 founded Grands Sistemas, primarily to serve the Cianorte productive arrangement. One year later, Miriã Plens and Diego Berteli joined. In rapid expansion and breaking geographical boundaries, the group began to include the partnership of Mateus Miranda and Felipe Sabadini in 2018.

The name Irrah was incorporated. "It's a word that translates that shout of happiness we release, that springs from the heart, when we achieve something or are surprised by some innovation, something special. It is this cry that expresses the impact our ecosystem seeks to generate," explain César Balenco and Miriã Plens.

Last year, consolidating the company's rebranding, the name Irrah was supplemented with the word Tech. Furthermore, the organization has established itself not just as an umbrella bringing together brands and their respective tools, but as a true innovation ecosystem – where solutions for specific functionalities are interconnected.

"We continue to look at each product, however, as part of an ecosystem. A client user of a certain tool begins to see Irrah Tech not only as the provider of that functionality but also as a source of digital solutions that drive the business overall – sales, communication, management – all available within our range of products and services," say the partners.

In addition to rebranding and the development and improvement of technologies, investment in people management is also included. According to César and Miriã, the differentiators that the Irrah Tech ecosystem brings to the market are the result of a qualified and motivated team. Recently, the company held a chat between the human resources specialist Luciana Orso and the company's leaders.

"The conversation addressed points such as performance evaluation, individual development plans, and the role of leadership in driving each professional's growth," describe the executives. "Because, before any code, any process, any delivery, any algorithm, we are people," they emphasize.

ROI in omnichannel campaigns: how to measure?

Márcia Assis
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ROI in omnichannel campaigns: how to measure?

Measuring marketing and sales results in single-channel campaigns is usually a more straightforward process: choose the goal that reflects the performance of a specific channel and, from there, calculate the ROI. But what if the customer searches for a product on your website, clarifies doubts with a salesperson in the physical store, and completes the purchase through the app? In omnichannel, every touchpoint matters — and this channel integration, although valuable for boosting results, makes measuring return on investment much more complex.

In the omnichannel context, ROI assesses how much financial return an action that integrates multiple channels, whether physical and/or digital, has generated relative to the investment made. Still, while in single-channel campaigns it is possible to directly correlate investment and return, when there are multiple targeted channels, the return comes from the sum of interactions at different touchpoints, often with longer and non-linear purchase journeys – which makes this a quite complex task for many companies.

In addition to this complexity in assessing impacts from different channels, it is also important to consider other significant challenges of this journey: data integration, as each channel collects information in different formats and metrics; visibility of the complete journey, since often parts of the experience are not recorded in a traceable and measurable way; and the overlap of results that can occur without an integrated view, when the same conversion is counted in more than one channel, thus distorting ROI.

And what are the damages of not paying attention to these precautions, especially in a highly digital and connected market? According to a survey by ILUMEO, about 20% of media investments do not show a statistically significant relationship with business results, such as sales or lead generation. This means that without proper measurement, one-fifth of the marketing budget could be wasted.

This data reinforces the importance of centralizing information from different sources into a single channel and standardizing metrics, channel nomenclatures, and tracking, so that there is a 360º view of the customer journey and, with that, a clear and objective understanding of how much the company gained in return for each established campaign. And, in this sense, of course, we cannot fail to highlight how technology can be a valuable ally.

There are several tools on the market capable of assisting with this measurement, such as integrated CRMs that help track all interactions throughout the customer lifecycle and consolidate behavioral, transactional, and engagement data; as well as BI solutions that contribute to transforming large volumes of data into easy-to-interpret dashboards. Many of them even allow mapping journeys and assigning weight to each channel, making this analysis even more comprehensive and reliable to support future decision-making.

In this sense, there is not just a single indicator to be used by companies; everything will depend on the adopted strategy and the objectives they wish to achieve. Despite this, there are some essentials to be prioritized, such as the overall ROI of the campaign, CAC compared before and after the implementation of omnichannel, LTV (which measures the total value a customer generates over the course of the relationship), conversion rate by channel and cross-channel (identifying where consumers advance in the journey), engagement, and retention rate.

This data analysis allows for continuous hypothesis testing, adjusting messages, segmentations, and formats to create more personalized experiences, increasing engagement and, consequently, this return on investment. Perform these checks frequently, as consumer behavior changes and this directly impacts the performance of channels within the omnichannel campaign strategy.

The most important thing in all of this is to ensure the quality and constant updating of this data, as it can compromise the entire ROI analysis and lead to incorrect business decisions. The secret is to turn numbers intoinsightsactionable, since by identifying which channels have the greatest impact at each stage of the funnel, it is possible to redistribute budget and efforts more intelligently and strategically to increase the achievement of the desired results.

Quick responses are not enough: real-time digital service requires strategy

E-Commerce Update
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Quick responses are not enough: real-time digital service requires strategy

The pursuit of agility in customer service has become a priority in the Telecom sector. But, contrary to what one might think, offering quick answers is not enough. The new race is for quality, and this mainly involves putting the customer at the center of decisions.

According to Marcos Guerra, CMO and CRO of Grupo Ótima Digital, true digital support must go beyond providing multiple contact channels. "Being available is not the same as providing good service. What really matters is ensuring that the customer is well served on the right channel, with the appropriate level of personalization. Only then can we resolve issues efficiently and build a relationship of trust," he states.

He argues that real-time service needs to consider the complexity of each request, dividing contact into two contexts: inbound, when the customer contacts the company, and outbound, when the company takes the initiative. Self-service works well for simple requests, such as a second copy of a boleto. Meanwhile, more delicate issues, such as unrecognized banking transactions, require active and human listening.

Another factor that needs to be considered is consumer behavior outside of business hours. "Today, most interactions happen after 8 pm. That's when people have time to resolve the day's pending issues. And this needs to be included in the customer relationship strategy," he points out.

Sales bots and AI: progress requires balance

Conversational commerce, carried out through bots integrated into messaging apps, is also on the rise. According to the Panorama Mobile Time/Opinion Box – Bot Map survey, 72% of developers have already created sales bots and 63% use sentiment analysis with artificial intelligence to assess user satisfaction in real time.

For the executive, this scenario shows the growing maturity of the sector, but also raises a warning: "Automation should facilitate the journey, not complicate it. Sometimes the customer wants speed and to resolve everything with a click. But other times they want to be heard. They want to talk, they want to vent. And the company that understands this gets ahead."

The ideal support is the one that respects the client's timing, offers autonomy when appropriate, and provides comfort when needed. The specialist points out that real-time service is not just about being available. It's about knowing how to diagnose the situation and act with intelligence and empathy. And this does not depend only on technology, but also on decision. In Guerra's assessment, the true race is directly linked to companies' ability to put themselves in the customer's shoes.

For the executive, one of the barriers that still hinder the progress of many businesses in the digital journey is the lack of a culture of testing and continuous learning. Many people think they will get the communication flow right on the first try. But if you don't analyze the data and don't understand the customer's real behavior, there's no way to improve. Growth is not a method, it's a mindset. Everything improves with repetition and adjustment.

Guerra argues that each experience should be seen as an experiment, including to break stereotypes: "Who said that the 50+ customer isn't digital? It's necessary to better understand your audience." The customer journey changes, and it is essential to keep up with this change through data, tests, and strategic decisions.

And it ends with a provocation: "How much is your company willing to invest time to truly improve service every day? Because that's the game."

Havaianas launches its first app and aims for 100,000 downloads by the end of the year

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Havaianas launches its first app and aims for 100,000 downloads by the end of the year

On Thursday (14), the first Havaianas app is launched on the market. The brand, which already has a strong presence in physical and online retail, is now launching another purchasing option for consumers, offering exclusive advantages such as early access to new collections and a 15% discount on the first order. The novelty aims to strengthen the brand's digitalization strategy and get even closer to a young, connected audience seeking convenience and exclusivity. And, to encourage downloads, the brand will implement a "blackout" on its website starting at 7 p.m. this Thursday (14), lasting for 5 hours, directing consumers to the app. By the end of the year, Havaianas expects to reach 100,000 downloads.

The new app offers the full range of the brand's footwear – including flip-flops, flat sandals, and espadrilles – with sizes ranging from 23/24 (children) to 45/46 (adults). Accessories, clothing items, and lifestyle products will also be available, with prices ranging from R$ 21.99 to R$ 1,199.99, such as travel suitcases. And for the consumer to enjoy the new feature with a special discount, the brand provides the coupon APP15 to be used on the first purchase through the app.

"We want to reach those who already have a relationship with the brand, encouraging the use of the app as another purchasing option. Additionally, we aim to attract new consumers who value convenience, exclusive benefits, and a digital experience with the brand. This is another step by Havaianas towards digitalization, aiming to continuously improve our consumers' shopping experience," says Carlos Paschoal, Director of DTC and Retail at Havaianas.

The app is now available for download on the Apple Store and Google Play stores, and to celebrate, some models from the brand's new collection will be launched early on the platform.

LWSA accelerates net revenue growth with margin expansion and strong operational cash flow generation

E-Commerce Update
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LWSA accelerates net revenue growth with margin expansion and strong operational cash flow generation

LWSA released its 2Q25 financial results, demonstrating a consistent recovery in results and returning to double-digit revenue growth, with a highlight on the commerce segment, driven by both subscription revenues and ecosystem revenues.

During the period, the Ecosystem's GMV grew by 15.1%, reaching a total of R$19.4 billion, while the TPV increased by 19.1% (R$2.1 billion).The Own Store GMV increased by 13.3%, reaching R$1.5 billion.

The Consolidated Net Revenue grew by 10.4% in the quarter (R$370.8 million). In the Commerce segment, net revenue reached R$266 million in the second quarter, a 15.4% increase compared to the same period last year. The subscription platform revenue in the commerce segment grew by 17.7%.

LWSA's Adjusted EBITDA in Q2 2025 was R$ 75.9 million, a 16.1% increase compared to Q2 2024, with the Adjusted EBITDA Margin showing a 1.0 percentage point expansion in the same period.

The Net Profit for Q2 2025 was R$ 15.8 million. Adjusting the result for the effects of stock option plans, amortization of intangible assets from PPA, and acquisition earnout adjustments, as well as deferred income tax and social contribution, the adjusted net profit for the period was R$ 44.2 million. In the first six months of 2025, the Adjusted Net Profit was R$79.0 million (+8.7% vs 1H24).

In Q2 2025, the operational cash generation was R$102.7 million of Free Cash Flow – After Capex, with no increase in financial expenses due to receivables prepayment compared to the previous quarter. In the semester ending in June/25, the Free Cash Flow – After Capex was R$ 90.6 million (or 12.6% of Net Revenue).

In 2025, we have demonstrated a consistent trajectory of delivering results, based on disciplined execution and commitment to the strategic drivers we agreed upon with the Board of Directors in the development of the budget and the 5-year plan, says Rafael Chamas, CEO of LWSA.

Company advances with AI implementation

In the first half of 2025, LWSA accelerated the integration of Artificial Intelligence into its products, operations, and channels. Highlights include automating product registration in e-commerce, eliminating thousands of manual tasks, and adopting intelligent features in onboarding new stores to reduce churn.

In the service, the WOZ agent from Octadesk reduced the volume of tickets in the Be Online segment by 50% and also began to perform sentiment analysis. Generative AI has been incorporated into features such as domain suggestions and content creation, increasing organic traffic by up to 30%.

For Enterprise clients, a multi-agent server was developed for automation and customization, as well as improvements to the CRM and store app with a direct impact on performance and user experience. Internally, AI code generation has increased productivity by up to 80% in some cases, and LWSA remains committed to expanding the use of technology with a focus on productivity, scalability, and customer experience.

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