Which 10 brands have shifted to circular business models for longer product life

Which 10 brands have embraced circular business models?

A circular business model aims to keep products and materials useful for longer through repair, reuse, refurbishment, remanufacturing, and recycling. It also asks a commercial question: can a company earn revenue from maintaining what already exists, rather than relying only on the sale of new products?

The following 10 brands have made notable changes to how they design products, serve customers, or recover used goods. None is fully circular. Their examples show both the promise of the approach and the work still required to reduce waste and demand for new resources.

1. Patagonia: Repair and resale alongside new clothing

Patagonia’s Worn Wear initiative provides buyers with opportunities to return qualifying apparel and purchase pre-owned goods. Furthermore, the firm delivers repair services alongside maintenance advice designed to prolong the lifespan of each garment. Through these offerings, items like a jacket or backpack retain corporate value long after the initial transaction takes place.

The strongest circular benefit comes when a repaired or secondhand item replaces a new purchase. Shipping, cleaning, and repair still have impacts, however, so resale volume alone does not prove an overall environmental gain.

2. IKEA: Furniture buyback, resale, and spare parts

IKEA has rolled out buyback services across participating regions, offering a pathway for eligible furniture to re-enter the market instead of heading to landfills. Its pre-owned selections and spare-parts provisions tackle a common dilemma: household items frequently get thrown away due to a missing piece, a relocation, or a shift in the owner’s lifestyle.

The commercial model evolves from a one-time furniture sale to a service that facilitates ownership transfers and extends product usability. Triumph relies on resilient engineering, cost-effective gathering and transit, and proof that used items replace the creation of brand-new goods.

3. Interface: Recovering and remaking commercial flooring

Interface designs modular carpet tiles that can be replaced individually, so an entire floor need not be removed when one area wears out. Through its ReEntry program, the company collects eligible used flooring for reuse, recycling, or other recovery routes. It also incorporates recycled materials into some products.

This merges circular product design with a return mechanism tailored for business clients. Such a distinction is crucial: whereas recycled materials decrease the need for certain virgin resources, retrieving flooring at the end of its lifecycle ensures those components remain accessible for subsequent manufacturing phases.

4. Michelin: Tire management and retreading

Michelin provides commercial fleets with comprehensive tire-management services, where ongoing performance and maintenance take center stage alongside the initial purchase. Through its specialized retreading operations, the company grants qualified truck-tire casings a renewed lifecycle by simply renewing worn treads instead of scrapping the entire unit.

For fleet operators, extending tire durability can reduce both vehicle downtime and replacement expenses. For Michelin, this fosters a continuous service connection. Ecological evaluations must factor in complete tire longevity, fuel economy, and recycling; simply applying retreads does not resolve all environmental consequences linked to tire utilization.

5. Renault Group: Refurbishing vehicles and batteries

Renault Group has broadened its scope beyond traditional car production by engaging in vehicle reconditioning, component salvage, and the handling of worn-out electric-vehicle batteries. Its industrial overhaul initiatives focus on putting items and parts back into circulation whenever practical, whereas its broader reclamation efforts strive to extract value from end-of-life automobiles.

A refurbished vehicle or component can preserve much of the value already invested in manufacturing it. Battery reuse requires particular care: a battery suitable for a less demanding application may still be useful, but its condition, safety, and remaining life must be assessed rather than assumed.

6. Philips: Refurbished medical equipment

Philips offers refurbished medical equipment, including selected imaging systems, as an alternative to buying new. Refurbishment can involve inspection, replacement of components, software updates, and testing before equipment returns to clinical use. Philips also works on service and equipment-life extension.

This represents a notable circular economy prospect since healthcare apparatuses often incorporate considerable amounts of resources and demand extensive work to produce. It also poses a tough challenge: any restored unit has to fulfill all relevant safety and functionality standards. Circularity must never compromise clinical dependability.

7. Fairphone: Phones designed for repair

Fairphone designs smartphones with replaceable components and sells spare parts so owners can carry out many repairs. Its approach pairs physical repairability with a commitment to extended software support, which is essential: a working phone offers limited value if its software becomes unusable or insecure.

Fairphone redefines the standard smartphone equation by positioning extended device lifespan as a core product attribute. Its overall impact hinges upon the duration users truly retain their handsets, alongside the ongoing feasibility and affordability of repairs.

8. Levi’s: Secondhand denim and alterations

Levi’s runs a pre-owned initiative for qualified used apparel, alongside offering repair and tailoring solutions via designated outlets. Resale grants pre-existing denim a second life with a new buyer, while adjustments enable owners to continue wearing pieces that require mending or no longer fit properly.

The model recognizes that durability is only useful when clothing stays in use. A returned garment may be perfectly wearable, but if it sits unsold—or if its buyer purchases the same amount of new clothing anyway—the benefit is smaller than the resale figures suggest.

9. Decathlon: Used sports gear and rental

Decathlon offers secondhand sporting goods, buyback or trade-in options, and rental services in participating markets. These routes suit equipment used for a short season, a new hobby, or a child who will soon outgrow it. Refurbishing an eligible bicycle for resale, for example, can give an expensive, material-intensive product another owner.

Rental can also let several customers use one product over time. Whether it reduces impact depends on utilization: equipment needs to be used enough to justify the transport, maintenance, and replacement involved.

10. Apple: Trade-in, refurbishment, and material recovery

Apple’s trade-in initiatives and certified refurbished offerings provide qualifying hardware with avenues for extended lifecycles. For items past the point of reuse, the tech giant has engineered specialized disassembly workflows—featuring the Daisy robot—to reclaim targeted resources. Furthermore, Apple has elevated the proportion of recycled materials utilized across segments of its hardware portfolio.

These represent distinct stages rather than interchangeable assertions. Retaining a functional device in operation safeguards a greater portion of its production value compared to dismantling it for raw components. Although recycling stays vital whenever repurposing ceases to be feasible, it cannot single-handedly counterbalance the impacts of rapid upgrades.

Why do these modifications carry significance?

The examples span several business models: repair and resale, design for longer life, product recovery, refurbishment, and services that reward maintenance. Their results should be judged by more than the number of items collected or the amount of recycled content in a new product. Useful measures include:

• The duration items stay in active service, alongside the frequency with which they undergo repair or change hands.
• The extent to which a recycled or restored good genuinely offsets the creation of new inventory.
• Whether the enterprise experiences a drop in virgin material demand enterprise-wide, rather than within a single product category alone.
• The environmental footprint stemming from collection, transit, processing, and extra acquisitions stimulated by the initiative.

These brands show that circularity can change what a company sells and what it considers valuable. The deeper transformation is not simply offering a take-back scheme; it is building a business that benefits when products last, move efficiently between users, and require fewer new resources over time.