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I’m a sucker for good retail experiences and this is just one of them. I was at Yorkdale mall this evening and saw this interesting display at Roots Now here’s what I think is really cool about this: ✅Let’s face it - Roots isn’t quite affordable. It’s expensive. But do I think it’s value for money? YES. Are they showcasing this value here? YES. They’re showing how sustainable they are and how their quality is top-notch. Their RTBs connect with their claim- Made to Last. ✅The younger population is now cause washing averse and more value-driven. They want to stick to brands that they think align the most with their values. I’ll give Roots 10/10 on reflecting what they stand for with this display. Living in an inflationary economy, brands are seen to redefine the meaning of value (from best price to best quality) for consumers and I love when they get creative while doing this! #Retail #Fashion #RetailExperience #RetailMarketing #CustomerValue #Marketing #MarketingTips

THE DEBRIEF | CAN DEPARTEMENT STORES SAVE THEMSELVES? Sheena Butler-Young and Cathaleen Chen for The Business of Fashion Key Takeaways: 💡 For decades, department stores were symbols of American retail success, but their shine has long since faded. Overexpansion that began in the 1990s, the growth of e-commerce and the decline of many malls has left a saturated market, with more stores than there is demand. Major department stores have been struggling for decades to adapt to changes in the way their customers shop, with little to show for it. 💥 Activist investors have been targeting department stores like Macy’s and Kohl’s, but they are more interested in these companies’ real estate portfolios than retail. Chen highlights the parallels with Sears, where the investor Eddie Lampert spun out Sears’ real estate into a separate entity, ultimately leading to its bankruptcy. “The sentiment in the industry is that if these companies were bought out by activist investors it would not be a good sign for the health of these department stores. There wouldn’t be a long-term strategy for maintaining their health,” she says. 👾 Nordstrom’s strategy for revival includes focusing on experiential retail, enhancing customer service, and possibly going private under the Nordstrom family’s ownership. These moves would allow them to invest in the long-term health of the company without the pressure of quarterly earnings. “The Nordstrom family is really set on making some radical, transformative changes to Nordstrom that they just can’t make as a public entity,” Chen explains. 🔶 European department stores are a potential model for American department stores to replicate. “Look at Selfridges or look at Le Bon Marché. People love spending time in those stores — tourists but also locals,” Chen says. Explaining how European stores are treated like flagships, with significant investments in customer experience and meticulous attention to detail, she adds, “these companies invest in the layout of the store — fixtures, carpeting, lighting — all of these details matter, and European department stores have done a great job making it happen.” LEARN MORE: https://lnkd.in/dpMheu5Z #web3 #investment #fashion #ai #metaverse

There was a time, not so long ago, when Gap was more inert than helium (which is the least reactive of the chemical elements).   It just never really changed.   So much so that you could walk into a Gap store and pretend that you were back in the 2000s, 1990s, or even the 1980s when Ronald Reagan and Margaret Thatcher dominated the world stage.   Aside from giving the illusion of time travel, this did not serve Gap well, which is why its sales constantly and dramatically shrunk (see chart below).   This is now changing.   Under still relatively new CEO, Richard Dickson, more energy is being injected into the business and the brand. This isn't yet showing up in a dramatic way on the shop floor. There are some gentle changes, such as new CashSoft products in womenswear which were well received over the holiday quarter, but these are piecemeal. More time is needed to enact deeper change. However, the new spirit is evident when you speak to Gap management. There’s an excitement that hasn’t been present for ages. Changes are coming through in marketing, in ranges, and in the way the company is thinking about customers. This extends beyond Gap to all of the brands, including the important Old Navy.   It is still way too early to call this a revival. But it is a clear step in the right direction for a business that has been on the back foot for too long.   Over the next year we should see Gap enter the present day. Sadly, that means no more time travel … but it will hopefully produce better numbers. #retail #retailnews #fashion #apaprel #turnaround

CONTINUED... Day 3 Highlights: #WorldRetailCongress24 #WRC24 Keynote address by Bobby Jones titled "High Performance is a Marathon, Not a Sprint," imparting profound lessons on endurance and its application to the retail industry. He offered a unique perspective on achieving long-term success in retail by likening it to a marathon, emphasising sustained effort and perseverance over quick wins. Bobby Jones outlined three key principles for retail growth: 📌 Purpose: Efforts and courage are insufficient without a clear purpose and direction. Without understanding the "why," retailers risk losing their way. 📌Pace: Long-term success in retail requires a focus on endurance rather than short-term gains. Examples like Patagonia demonstrate the power of maintaining a purpose-driven approach over time. 📌Performance: Demonstrating high performance not only showcases what's achievable but also aligns with purpose. Connecting purpose with consistent performance reinforces the retailer's potential and impact on the world. @Andrea Dorigo, Head of Global Retail at Adidas, and Matt Chadder from Instinct Lab delivered a presentation titled "Retailing in the Time of Mass Destruction," addressing the challenges of modern in store retail experience and the need for a more focused approach. The speakers suggested some tools to make retail stores more inviting: 📌Reduce Clutter: Eliminate unnecessary elements in the store. Resist the urge to add more and focus on simplicity. 📌Allocate Space: Make it easy for customers to find what they need. Ensure products are logically arranged, and avoid making them walk through the entire store to find key items. 📌Amplify What Matters: Highlight the most important products and messages. Recognize that customers value clarity and concise information. 📌Humanise the Experience: Remember that customers are human, with limited attention spans. Make their experience as straightforward and enjoyable as possible by reducing complexity and providing a human touch. Panel on "Next Generation Customers, Next Generation Retailers" showcased innovative approaches to retail and highlighted how retailers can create transformative and sustainable experiences for diverse audiences. @Jack Finnegan Shepard, Founder and CEO of @both&, and Jake Posner Founder and Creative Director of NOTA discussed how their brands started and the role of community in shaping their business models. 🎤 by Ruth Jacob the discussion highlighted the importance of DE&I in retail to better meet the needs of all customers. A notable quote from the session was shared by Finnegan Shepard, CEO of BOTH&: "In the long run, the brands that make you feel the most human are the brands that win." This statement underscores the significance of building authentic connections with customers, recognising their individuality, and creating experiences that resonate on a human level.

What can be learned from the come-back kids? Marks and Spencer, Abercrombie & Fitch Co., and AllSaints are three strong turnaround stories that have demonstrated retail/fashion turnarounds are possible. These three span the UK's broad appeal middle market, a famous global player, and a super-focused directional fashion brand. While Ted Baker and Superdry are on the ropes, these success stories offer valuable insights, although we see no common silver bullet 🤔 Here are three thoughts from TRP: ✅ M&S maximised and widened the appeal of Food while bringing third-party label credentials to help the perceptual change of own-label clothing (as own-label was developed too) )—all with operational efficiencies, digital development, and a re-energised team culture. ✅ Abercrombie was bold and brave, a significant change from the original model, in which customer feedback now plays a leading role in product development. The new CEO has created a highly customer focussed culture, rather than A&F knows best ;) They've also moved to attract an older customer than teens. ✅ All Saints strengthened its distinct brand DNA, found its tribes in global locations, and developed its DTC channels, avoiding an over-reliance on wholesale and marketplaces. It would be good to hear what others believe has contributed to these turnarounds... #Retail #Fashion #Brands Alexandra Legro RM Philip Mountford Jon Bennett Micha Medendorp Benjamin Philip Sarah L. Morris Helen Beebe Laura Supple Eva Pascoe Henrik Madsen Will Murray-Phillips Alex Pickering Kees Verkade

The resurgence of in-store retail is unmistakable. Having spent some days in London, it genuinely felt like post-COVID times. As we all return to the shops, it becomes increasingly evident that those investing in the customer journey and experience will prosper the most in times of economic uncertainty, particularly with customer loyalty at an all-time low. Two standout performers in recent times are Primark and the Frasers Group. My commendation goes to both organizations. Gone are the days of disorganized stock; the shopping experience is now truly remarkable. Whether it's the thoughtful addition of football dugout seats for trying on new boots or Sportsdirect.com strategic inclusion of other brands for maximum exposure and revenue, the transformation is noteworthy. Primark, in particular, deserves applause for its strategic collaborations, not only with trending themes like Stranger Things but also with well-known brands such as Greggs. This partnership now extends to over 60 stores. Additionally, Primark has diversified its offerings, now boasting a stellar home section and beauty treatments. According to a recent study by Deloitte, a staggering 66 percent of people would be driven away from a brand due to inconsistent store experiences. Therefore, an investment in the store, encompassing both technological enhancements and meticulous attention to details like signage, is bound to lead to prosperous times and overall growth.

ICYMI ... here are things we have been discussing this week on LinkedIn: ✋🏽 Macy’s terminating its discussions with activist investors Arkhouse and Brigade – and why this is a good thing for the long-term health of the brand:  https://bit.ly/3y3wXFT 👀 A store visit to Big Lots to see, firsthand, some of the problems that are damaging the business and driving customers away: https://bit.ly/4fcnGMe 🧥 The changing of the guard at Burberry, and why it will take more than this to revive the classic British brand in a soft luxury market: https://bit.ly/3y53Py0 👖 The relaunch of Walmart’s youth fashion line, No Boundaries, and the reason it is trying to court Gen Z consumers: https://bit.ly/3zM7VLY 🍔 The margin squeeze in food and foodservice and how automation provides a way to square the circle of declining volumes and rising costs: https://bit.ly/3Wcxe17 🛹 The sale of Supreme by VF to EssilorLuxottica. VF made a loss on the sale; there's a question over what the new owner intends to do with the brand: https://bit.ly/46900Vb 👕 What the Saks-Neiman mega-deal means for independent brands, and the opportunities and challenges it might present: https://bit.ly/4dauk3N 🥗 How the food and grocery landscape is changing – with perhaps surprisingly strong growth in the premium food segment: https://bit.ly/467W5YN 📱 How social media, and TikTok shop are changing fashion shopping and how cosnumers are using them: https://bit.ly/469Zx56 📉 A look at what has gone wrong with Big Lots as it teeters on the edge of bankruptcy, even in a market where value concepts are thriving:  https://bit.ly/4cJv93S 👗 Whether BCBG can make a comeback in the era of Y2K fashion as owner, Marquee Brands, partners with G-III Apparel and JS to boost brand expansion: https://bit.ly/3WcjHXv 🏬 If Amazon can save US department stores as it prepares to take a minority stake in the merged Neiman Marcus and Saks business: https://bit.ly/3zL3hxU 🏗️ The build out of new stores for Mango in the US as the fashion chain expands its reach and visibility: https://bit.ly/3LAdLCA 📦 Amazon had another successful Prime Day, with some interesting trends telling us a few things about the state of the consumer: https://bit.ly/4bQxRDE ☕️ Starbucks has been struggling in the US, and part of that is related to the fact it has been moving away from being a third-place: https://bit.ly/3ygJUw1 #retail #retailnews #economy #ICYMI #RetailICYMI 

Once an iconic staple of the British high street, the failure of The Body Shop is a cautionary tale for retailers. Our retail expert Suzi Bentley Tanner shared her expertise and insights on the challenges faced by The Body Shop in a recent article by Retail Insight Network ⬇️ #RetailInsights #BusinessChallenges

Is the repairs market ready for the main stage? "Concierge Commerce" is coming to a town near you, and Golden Goose is going public?! Kick that leg up and dig into this week's edition of what we're reading. Vogue Business - "Is the repair market ready to scale?" https://lnkd.in/evrFUxep CO— by U.S. Chamber of Commerce featuring Sam Atkinson and Juan Pellerano-Rendón - "How ‘Retail Concierges’ (Both Digital and Human) Are Poised to Disrupt the Shopping Experience" WWD - "Golden Goose CEO Silvio Campara Talks IPO, Strategy" https://lnkd.in/eANGc768 Glossy - "Luxury Briefing: Does fashion rental hold the answer to the industry’s inventory problem?" https://lnkd.in/eBc5xdCB

I am sure you saw the news. The Body Shop, once an iconic, trail blazing retailer has joined the list of closures. To quote the wonderful Mary Portas: "It got bought out by L'Oreal," said retail consultant Mary Portas, referring to the 2006 deal when The Body Shop founder Dame Anita Roddick and her husband Gordon sold the business to the French cosmetics and beauty giant for more than £650m. "L'Oreal knows how to use brands," she said: "It did not know how to run a retailer and so the soul went out of it." How many retailers have suffered a similar fate? Top Shop comes to mind and endless others. Why does this keep happening? It keeps happening because these businesses change from being creative, innovative and unique, with an unwavering focus on the customer and the planet (in the instance of The Body Shop) to be focused on data. The pace slows, the experience becomes old and dated, and a lack of investment back into the business gives it a tired and uninspiring experience for the customer, hence they will go elsewhere. Retail is about the creative blend of art (creativity and innovation) and science (information and analysis). For many retailers this has been replaced with information overload, decision by consensus (ie no decision is actually made), a lack of encouragement around creativity and innovation with a distinct lack of speed in execution. Data is valuable, there is no doubt about that. But it should be used as a gauge, a sense check, not the driver of all decisions. The saddest thing about the closure of The Body Shop and all of those iconic retail businesses, once loved by many, is that it didn't need to happen. Retail businesses need to be led by passionate merchants and customer obsessed retailers. Customers will love what you do if you have people working in your business that love what they do. That mixed with the right balance of art and science and you will have a winning business. It doesn't need to be hard. It needs to be memorable. https://lnkd.in/gGpU9zRm https://lnkd.in/gnzcB2h3 The Retail Mentors #retail #thebodyshop #maryportas #mentoring #mentoringprogram