Retail Gazette’s Post

Nearly 17 years ago I walked into the Digital River office for the first time with an oversized dress-shirt I’d borrowed from my dad and an overwhelming feeling of uncertainty about officially starting my professional career. More than a decade and a half later, I end my journey with a slightly better fitting dress-shirt and an overwhelming feeling of gratitude for the colleagues and customers I’ve had the opportunity to work with during my time at Digital River. From helping innovative, enterprise brands that I am personally a fan of, to employee soccer tournaments that brought broad, global teams together, the experience I’ve gained is immeasurable. And most importantly, the leaders (and in some cases, lifelong mentors) I’ve had the fortune of learning from, have shaped both my career and life outside of work in ways I am deeply thankful for. Today, I walk into my new role as SVP, Sales at THG Ingenuity with an overwhelming feeling of excitement – about the team I am joining and the world-class solutions we are delivering to brands. I've already had the pleasure of spending time with leadership at their offices in Manchester, where the energy is infectious. In this new chapter, I will be helping THG Ingenuity leverage the success we’ve had in Europe to accelerate our presence in the US market, bringing proven solutions to brands who are looking for growth, expansion and efficiency in their DTC eCommerce businesses. Here’s to the journey ahead! #NewBeginnings #THGIngenuity #SalesLeadership #CareerJourney

THG PLC (LSE:THG) has announced it broke even in 2023 as revenue growth returned in the fourth quarter.  Revenue fell by 8.4% to just under £2 billion in the year to December on a continuing constant currency basis, the e-commerce firm reported on Tuesday. Fourth-quarter continuing revenue climbed by 1.1%, though, driven by THG’s Beauty and Ingenuity brands, bringing a return to growth after sales fell over each of the first three quarters. A return to growth supported the group to cash flow breakeven over the full year, compared to a £215 million outflow recorded in 2022. “A combination of automation and significant cost initiatives delivered in 2022, in addition to a receding inflationary environment, each played a key role,” chief executive Matthew Moulding said. Such automation drove significant cost savings per unit and allowed the company to process more sales over the year, THG said. More at #Proactive #ProactiveInvestors #LSE #THG http://ow.ly/rjau10592qj

In the most distrusted brands in Australia, 2 of the top 4 are telcos.🤔 brand matter's which is why the teams at both Boost mobile Australia and MobileX Global are so focused on ensuring our brands remain focused on fighting for consumers everyday. https://lnkd.in/gX_5huV4

B4 HUB – Local Offers for Blenheim Palace As part of B4 Membership you and your team have access to B4 HUB powered by our good friends at Boostworks. Not only does this give access to a huge number of national offers from the likes of Sainsbury's adidas Ocado Retail SWAROVSKI TUI and many more, you also get offers at fantastic local providers including Blenheim. Visit B4 HUB to find out more about discounts off entry to the Palace. B4 Membership also provides access to over 60 live social and learning and development events every year for our members including LOQEX Oxford Professional Consulting Royal Cars Oxford Unipart Group Blue Blood Delti and many more. Don’t have access to the B4 HUB? If you’re a Member please contact the B4 Membership Team at Membership@b4-business.com to register. Not a B4 Member? Contact richard@b4-business.com to find out more about the benefits B4 Membership including B4 HUB. Did you know that 51% of employees surveyed think getting direct recognition from their managers most positively impacts their morale and engagement? 🚀Source: “The Heart of Workplace Engagement” created by our B4 HUB partners, Boostworks. You can download the report here: https://lnkd.in/eyCQTSd9 #employeerewards #employeeengagement #staffbenefits #staffrenewal #increasedproductivity

Since its inception, Clarks Exotica has strongly stood by its value, not only for its customers but also for its employees. Read on to understand why Clarks isn't just another place to work but a transformative journey. 1. We offer competitive compensation to our staff compared to other hotels.  2. Our people culture revolves around our core values of Respect, Integrity, Compassion, Creativity, and Health (RICCH). We believe in fostering an environment where every employee is with utmost respect, regardless of their role or background.  3. We ensure our employees are holistically taken care of by offering them medical insurance and GPA not limited to self but the immediate family.  4. We organize regular staff events like Food Festivals, TOWN HALL meetings, Creative Competitions, and Special Appreciations, fostering teamwork and connection among employees and their families. 5. At Clarks Exotica, we meticulously curate an inspiring workplace where every detail, from luxurious amenities to supportive leadership, is designed to uplift our team. 6. Our culture of collaboration, appreciation, and growth opportunities empowers every staff member to excel, making excellence not just a standard but a way of life. #ClarksExotica #InitiativebyClarks #CompanyCulture #EmployeeSatisfaction #Growth #Opportunities

This week the board of THG looked to start the next chapter of the company’s so far lamentable life as a stock market company by proposing a surprising strategic pivot: demerging Ingenuity, it’s engine at the heart of the business, so it can concentrate on the cash generative Beauty and Nutrition bits of the business. Who knows what goes on in the hive mind of founder Matthew Moulding, or what gets talked about at strategy days and board meetings, but this is one that has definitely set the hares running in the City, and also amongst would be purchasers. That’s today’s story. Our attempt to second guess a misunderstood genius at work? Or just the latest blunder in the short history of the North’s most fascinating business soap opera? Or something else entirely 📖 🔗 https://lnkd.in/eXp5xnCd

The latest Brand Finance Australia 100, 2024, report highlights the importance of strong corporate branding in today's business world. The decline in brand value for airlines, particularly Qantas, serves as a reminder that reputational issues have tangible consequences on brand strength. We've seen a 22-place drop in brand strength for Qantas, which underscores the need to prioritise genuine commitment to customers over optics. Investing in corporate branding is no longer a luxury but a moral imperative. Companies must acknowledge that their resilience to economic challenges and reputational storms directly correlates with upholding societal expectations and commitments. A clear brand purpose that serves society is key to securing brand trust. Perhaps it's time to shift the conversation away from a focus solely on economic resilience and instead champion a proactive commitment to human well-being. By prioritising societal welfare, companies like Qantas and Post Office Ltd can enhance their brand trust and contribute positively to the communities they serve. https://lnkd.in/evN62KXD

A memorable event that engages thousands of team members with a meaningful message and strategy. Yes, yes, and yes! Check out the case study below! #engagement #learninganddevelopment #strategy

In a dynamic Fireside Series, moderated by Balbir Singh, CEO of Great Place to Work® Institute (India), Deepali Bhardwaj (CHRO - Business Growth Partner, IHG Hotels & Resorts), Saba Adil (CHRO, Edelweiss Life Insurance), and Shivshanker SV (Head HR, Standard Chartered Bank) shared their innovative approaches to HR and talent management. Deepali Bhardwaj: A People-First Approach at IHG Hotels Deepali highlighted IHG’s core employee proposition: “Room to Belong,” “Room to Be You,” and “Room to Grow.” By promoting work-life balance with a strict 5-day workweek and a no-overtime policy, IHG prioritizes employee well-being. The company also offers discounted room bookings for employees and their families, fostering equality and a sense of belonging. Post-Covid, IHG introduced “Recharge Days” and “Voluntary Days” to encourage personal time and community engagement, underscoring the importance of balance and purpose in the workplace. Saba Adil: Building Fairness and Learning at Edelweiss Tokio Saba focused on the evolving expectations of employees, emphasizing fairness, equity, and continuous learning. Edelweiss Tokio's evolving Employee Value Proposition (EVP) integrates mentoring and skill mapping, helping employees across generations remain future-ready. Since Covid, digital learning has gained prominence, and leadership now plays a vital role in embracing new technologies. Saba also highlighted the company's commitment to community-building, with initiatives like large-scale organ donation pledges, fostering purpose-driven engagement. Shivshankar SV: Strategic Execution and Reskilling at Standard Chartered Shivshankar discussed Standard Chartered's unique execution, such as their successful alumni program, which led to rehiring 14% of former employees. Their EVP, "Believe, Belong, Become," focuses on retaining talent and reskilling employees as technology transforms the workforce. The bank’s Discover learning platform and Talent Marketplace enable employees to grow at their own pace, completing over 2,400 projects that saved $8.5 million. By empowering employees to take on additional projects, Standard Chartered fosters flexibility and career development in a rapidly changing business landscape. #ManningModernRetail2024 #HR #HRConclave #RetailHR #Event #Conclave #Retailer #Brand #OnlineShopping #OnlineRetail #RetailStores #RetailShop #RetailMarketing #Learning #Insights

𝐓𝐚𝐥𝐞𝐧𝐭 & 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐁𝐲𝐭𝐞𝐬 01: 𝐓𝐡𝐞 𝐏𝐨𝐰𝐞𝐫 𝐨𝐟 𝐓𝐚𝐥𝐞𝐧𝐭 𝐒𝐡𝐚𝐫𝐢𝐧𝐠 𝐏𝐫𝐨𝐠𝐫𝐚𝐦𝐬 In today’s era, innovative solutions often emerge when organizations break down the traditional boundaries and explore talent intervention and collaboration beyond their own industry. One remarkable illustration of such adaptability emerged when McDonald's and Aldi Germany joined forces in March 2020.   Due to the COVID-19, McDonald's faced the daunting prospect of job cuts due to restaurant closures and restricted working hours. Concurrently, Aldi Germany, a leading grocery chain, grappled with a talent shortage, driven by surging demand for its products.   These two industry giants, operating in entirely different sectors, forged an innovative cross-industry partnership to address their respective challenges. McDonald's workers had the opportunity to voluntarily transition from the fast-food giant to Aldi's stores, operating under Aldi's employment conditions. Once restrictions are lifted, employees ‘quickly and unbureaucratically’ returned to their former employer   The outcome was a resounding win-win situation, with McDonald's preserving its human capital and Aldi effectively meeting customer demand.   The McDonald's-Aldi partnership shines a spotlight on the immense potential of talent sharing programs between organizations, showcasing how they can reshape the employment landscape and drive mutually beneficial outcomes. As we appreciate this remarkable collaboration, it is important to reflect on the broader implications and the questions it raises: ·       Are Cross-Industry Collaborations the Future of Talent Management? ·       What Role Does Employee Choice Play in Talent Exchange Programs? ·       What Are the Limitations of Such Partnerships?   Any thoughts?     #talent #culture #hr #talentmanagement #talentandculturebytes #rkbytes