The scale of the merchandising effort for Oasis' first tour in 16 years was truly global. The campaign covered 39 stadiums worldwide, excluding Japan, serving a massive audience of 2.57 million attendees. In addition to concert sales, WMX launched 19 dedicated "fan stores" across 17 cities in 10 different countries. These temporary retail spaces operated for a cumulative total of 362 days, strategically appearing in tour cities weeks before shows and, in some instances, remaining open for months afterward.

These fan stores became cultural hubs, characterized by extensive queues and fans enthusiastically purchasing numerous "Live '25" items. A similar fervor was observed at the concerts themselves, where attendees spent hundreds of dollars on merchandise, often appearing dressed in a combination of tour apparel and the distinctive Adidas "Original Forever" collection, a testament to the strong brand synergy. Many items quickly sold out on the band's official website, highlighting the intense demand.

Bob Workman of WMX commented on the phenomenon, likening the fan excitement in the UK, Ireland, and other regions to a "mania" not witnessed since the Beatles. He noted that the iconic Oasis logo and imagery resonate deeply with fans, inspiring a sense of pride akin to that of Iron Maiden or Metallica supporters wearing band merchandise. This cultivated a desire among fans to acquire products before shows to wear them to the events, turning the merchandise into a tangible expression of their dedication.

The campaign's success was so profound that the London and Dublin fan stores extended their operations through Christmas, while online sales continued robustly long after the tour's final stop in Sao Paulo, Brazil, in late November. Although specific sales figures remain confidential, industry experts estimate an average merchandise spend of £12-15 ($16-21) per person at the UK tour dates. This suggests that each of the seven Wembley Stadium shows, with an 81,000 capacity, could have generated between £972,000 ($1.3 million) and £1.22 million ($1.62 million), before deductions. Sales in the US were reportedly at similar levels, though some markets, particularly in Latin America, showed slightly lower averages.

Estimating additional sales from fan stores is more complex due to the novel concept and their unusually long operating periods. However, unconfirmed reports indicated that the London store alone generated as much as £220,000 ($293,000) in a single day. This success significantly boosted revenues for both Warner Music Group and Adidas. WMG reported a 64.3% year-on-year increase in its artist services and expanded-rights segment, largely attributed to higher merchandising revenue from the Oasis partnership. Adidas also cited the collaboration as a key factor in a 12% rise in its "lifestyle revenues" and double-digit growth for its Originals brand in 2025.

Workman emphasized the ambitious nature of the project, driven by a dedicated team within WMX. He believes the campaign has demonstrated a new level of potential within the industry, particularly concerning fan store concepts. The process of securing the merchandising rights was competitive and discreet, involving clandestine meetings even before the tour was officially announced. This strategic approach involved winning over senior leadership at Warner, who recognized the cultural significance of the reunion and the potential for a large-scale merchandise initiative.

The fan store strategy was meticulously developed to capitalize on the enormous anticipation surrounding the tour. WMX, in collaboration with the band and management, visualized unique retail environments and product lines. This included extensive brand collaborations, such as with Zippo and Chilly's, and partnerships with renowned photographers. The Adidas collaboration proved particularly impactful, attracting a younger demographic and broadening the brand's appeal beyond original 90s fans. The queues themselves, according to Workman, became part of the tour's narrative, with fans sharing experiences on social media and even forming connections while waiting.

Despite the significant advance sales through fan stores, merchandise sales at the concerts remained strong, as different products were often available at each location. Workman highlighted that the overall return for a city, rather than individual sales channels, was the primary focus, further illustrating the extraordinary nature of the Oasis fandom. With the campaign now concluded, WMX plans to integrate these learned lessons into future projects, establishing a new benchmark for artist merchandising.

This groundbreaking campaign has not only solidified WMX's position in the merchandising landscape but also drawn attention from other artists and management companies seeking similar high-profile ventures. Workman stated that Oasis served as a major catalyst for growth and change within their business, elevating the perception of merchandise from a "sideshow" to a central component of artist engagement. The success of the Oasis fan stores also positively impacted nearby businesses, like the Rolling Stones store and Amoeba Records, demonstrating a broader economic influence. Despite this, WMX is resisting the urge to open a permanent Oasis store, believing that the temporary nature fosters a sense of anticipation and allows the artist to be missed, thereby building demand for future engagements. As speculation continues about Oasis' future, WMX remains eager to participate in any potential new ventures, acknowledging the band's enduring impact and the power of its dedicated fanbase.