T H E N E S T ’s Post

I'm heading to London today for a thorough exploration of the baby clothing market at Westfield. I'm meeting up with one of our fantastic team consultants to delve deep into the trends, styles, and opportunities that the market has to offer. We are looking forward to seeing the new season's collections. Discovering fresh designs and innovative concepts is always inspiring . And of course, it's fascinating to gauge the aftermath of SS23 markdowns – assessing both remaining stock and markdown depth. As we all know, researching the market and keeping a keen eye on your competitors is the cornerstone of any successful brand strategy. Identifying gaps and drawing inspiration are vital components in staying ahead. But we understand that not every brand has the luxury of time and resources to accomplish this. That's where we come in! Our dedicated team is ready to serve as your brand's vigilant eyes and ears. With our expertise, we can conduct thorough research, provide valuable insights, and formulate actionable recommendations tailored to your brand's needs. Here's to productive days of market exploration and strategic insights! If you're ready to elevate your brand's strategy, don't hesitate to reach out. Let's turn insights into success together. #MarketResearch #FashionIndustry #TrendSpotting #ConsultingExcellence #LondonDiaries

This is the Warby Parker store in Coconut Grove, which I recently visited. 😎 Do you know the story of this brand here in the USA? What opportunity did they see? They recognized the issue of high-priced glasses. They saw an opportunity to offer affordable, stylish eyewear online, addressing a significant gap in the market. What's the secret to their success? Their strategy combined small batch production with direct-to-consumer sales. Producing in limited quantities ensured high quality and quick adaptation to customer needs, creating exclusivity and a stronger bond with customers. Game-Changing Approach: The "Home Try-On" program was a pivotal move. It allowed customers to choose frames online, try them at home, and avoid traditional store visits. This wasn’t just convenient; it was a bold departure from the norm, reshaping the entire eyewear shopping experience. Physical and Digital Harmony: Warby Parker’s growth included opening "Guideshops" for in-person experiences, harmonizing online convenience with offline engagement. This strategy maintained their commitment to quality across both channels. Results? They sold over 10 million pairs of glasses, demonstrating their significant impact on the eyewear industry. The small batch production approach allowed them to continually introduce new styles, maintain an element of exclusivity, and foster customer loyalty. Warby Parker's approach is an inspiration for any business planning to expand in the US: Innovative practices, affordable pricing, strong brand identity. They are leaders in eyewear, embodying agility, customer focus, and value. Most importantly, they had the courage to CHALLENGE the STATUS QUO. #usamarket #executivesearch Chilli Beans

The not so unexpected closing of the Matches closet It was a head scratcher as to how Mike Ashley was going to turn this around. With so much competition in the luxury space. The continuous discounts for customers to drive sales just meant smaller margins to meet supplier commitments. With an over bloated stock range. And when you see their own brand Raey deeply discounted at sales time, it was a sign that their target customer just wasn’t converted. At those prices people were just going to opt for the establish designer instead. Who knows if another investor will come along, but if Ashley is saying the job to turn around is too great, the odds are looking very slim. The lessons learnt for e-comm? 1. Stop over discounting 2. Reign in your buying team. Plus, stop buying low margin assessories from highstreet brands when you are in the luxury space. 3. Leading on from 2 - this will also reduce the complexity of stock management and costs. 4. Stop over promising with quick deliveries it adds to your employee overheads. 5. You should be charging for premium packing 6. Offer brands deals to use your site as a market pkace and let the brands worry about fulfilment. Reduce your stock exposure. 7. If you are going to have bricks and mortar - make it more accessible. The townhouse in Mayfair was a huge overhead and was too exclusive for its own good. 8. Avoid doing your own brand, especially when it it clear you are ripping off trends from your suppliers. #ecommercetips #fashion #luxuryfashion #luxurybrands #sportsdirect #ecomm #fashionretail #businessnews #luxuryretail #britishretail #matchesfashion #luxecomm #clothingindustry #ownbrand #ownlabel https://lnkd.in/e5Q7QciF

My recent blog post explores the newest #retail hotspots across the U.S.:https://bit.ly/3VZaUtc. And the five U.S. streets that topped the list may differ from what you expect! We consulted fashion and commercial real estate experts to weigh in on the rankings, and the popular opinions may surprise you. #ColliersRetail

M&S’s Polo Some 30 years ago, BDALondon was working with M&S to help develop products that they could no longer make in their supply chain in the UK. At the time, 99% of goods sold in M&S were made in the UK, but they were under price stress from competitors sourcing from the East. Quality and styles had been compromised to hit commercial price points. We landed in Hong Kong (still a British colony) with lots of product ideas around 1990. One of the M&S buyers (or selectors, as they were called) for the leisurewear department (known as T28) was thrilled to have discovered the factory that made the polo shirt for Ralph Lauren, which was the gold standard at the time for quality, style, and fit. M&S developed a very similar polo with the said factory and realized they could hit a retail selling price of circa £5*, compared to RL's £25*. *These price points are what I remember, so don’t quote me, but it gives you an accurate relativity. (Please, anyone in my network, help with more accurate price pointing.) The assumption was this superior quality, fit, and style would offer the M&S customer such great value that sales would grow exponentially. However, what wasn’t factored in was the old dark arts of marketing! As you’ve probably guessed, there was no significant change in sales. The same guys came into the same store and bought the same amount of polos that they’ve always needed. From both brands. The strength of the M&S brand was so strong that customer loyalty drove a perception that M&S quality was always superior to anyone else’s. The strength of Ralph Lauren doesn’t need explaining. #innovation #offshore #sustainabilty #bdalondon #trendhub #marksandspencer #ralphlauren

It’s no secret that the retail landscape has faced its share of challenges this summer, with sales figures taking a dip and inflation soaring. But there's a beacon of hope in the form of outlet centres, and I'm delighted to be part of the success story at Quintain’s London Designer Outlet (LDO), based at Wembley Park. Read below from a recent interview I had with Emma Finamore from Drapers, alongside other members from the industry including Outlet Consultant, Ken Gunn. Outlet centres across Europe have been on the rise, with an increase in the number of stores, and revenue exceeding pre-Covid levels. Ken Gunn rightly pointed out that it's not just about pent-up demand; it's a shift in paradigm. At the LDO, we’re not just a shopping destination; we're a day out, an experience. It's about treating everyone as guests, not just shoppers. Our recent record-breaking month, with menswear sales up almost 11%, footwear sales rising 10.5%, and general fashion sales up by 10%, shows that people are seeking quality and experiences, regardless of the economic climate. The key? A partnership-style relationship between the centre and its retail and leisure partners. We help brands optimize their offers for specific events and adapt month-by-month. It's about open communication and adapting to changing needs. Moreover, our commitment to convenience, such as same-day delivery within five miles of LDO, adds value to the shopping experience, making it both enjoyable and efficient. The future of retail may have its challenges, but the LDO and outlets like ours are proving that innovation and collaboration can lead to remarkable success. Read more in Drapers: https://lnkd.in/evQbA3J5 #Retail #Fashion #collaboration #LondonDesignerOutlet #WembleyPark

BREITLING CEO George Kern on retail « We have 230 boutiques around the world, we have roughly 25 boutiques in the US, we even have four boutiques in New York. People want to live the experience; people want to have the “360” of the brand. They want to talk to our great colleagues here; they want to understand the brand — they want to see the whole collection… And in particular, young people want to see it. And it's still a physical purchase. So it's not about e-commerce. You get the information on our website or the web, and then you buy physically in boutiques ». #watchretail #retailing #georgekern #breitling

Mastering the art of merchandising is crucial, whether you're a global jewelry brand or a local retailer. It impacts everything from profit margins to attracting new customers and fostering brand loyalty. At the heart of an effective merchandising strategy is the 5 Ps —Product, Price, People, Place, and Presentation. Get this right, and watch your business thrive. In the latest issue of The Jewelers Collective, Nan Lung Palmer, our Principal Consultant and expert in merchandising, explores how to leverage the 5 Ps for success. Whether it's developing your pricing strategy, training your team or creating an unforgettable in-store visual atmosphere, Nan breaks down the key elements for taking your jewelry merchandising to the next level. Remember, a well-balanced approach to Product, Price, People, Place, and Presentation is key to sustained success in the competitive jewelry industry. You can view the full summer issue and read the full article here>> https://bit.ly/4bmXEDy We'd love to know your thoughts in the comments below. How do you approach the 5 P's in your business? #Merchandising #Diamonds #Gemstones #Jewelry #BusinessStrategy #Growth

BRITISH HOME STORES ( BHS ) It was the age of outsourcing... and it most certainly is back again. Everything from NHS services, to IT, to strategic fashion trend forecasting! It was the days before Sir Philip Green owned BHS. It was a business that competed with M&S, Burton Group (Arcadia), Debenhams, and House of Fraser. It was known for its lighting (!) and other home decorations, women's, men's, kids', and lingerie. Perceived to be more accessible than M&S, not as fashionable as Burton Group brands, and very well priced. BDALondon was invited to join the in-house design managers to act as strategic partners and provide global insight into trends in colour, fabric, styling and range building across all trading departments. The in-house design managers acted as a conduit, facilitating workshops to develop innovative product developments that were market-right, value-appropriate, brand-focused, and delivered to customer expectations. We worked closely with all buying and merchandise teams. It was a partnership that lasted many years and delivered on corporate strategy, B&M needs, and brand authenticity... and it delivered in the most cost-effective way. Outsourcing does deliver access to expert knowledge, gets things done quicker and reduces cost. But remember find a strategic partner you can trust. #innovation #trendforecasting #productstrategy #brandauthenticity #outsourcing #strategicpartnership #bdalondon

🛍️ Ever wondered about the retail magic at John Lewis & Partners? 🔎 Picture this: a stroll through aisles, finding everything from cozy pajamas to the perfect living room couch – all under one roof. ✨ Explore the enchanting success story of this British retail giant! #marketsegmentation #positioning