Monthly Archives: August 2017

Abercrombie & Fitch to open first store in Jeddah

Abercrombie & Fitch to open first store in Jeddah as part of Middle East expansion

0The new store will launch in the Red Sea Mall in September and will offer the brand’s Autumn/Winter collection for men, women and children.

The expansion is part of a franchise agreement between Majid Al Futtaim Fashion and Abercrombie & Fitch.

Majid Al Futtaim introduced the Abercrombie & Fitch brand to Kuwait in 2015 by opening stores at 360 Mall and The Avenues, followed by a flagship store in Mall of the Emirates. Two further stores opened in Qatar at Doha Festival City and Mall of Qatar in March 2017. Including the launch in Saudi Arabia, Majid Al Futtaim partners with Abercrombie & Fitch on a total of six Abercrombie & Fitch and three Abercrombie kids stores in the Middle East in a mix of franchise and joint venture arrangements.

The 728 square metre store in Jeddah will open in a new extension of the Red Sea Mall.

Fran Horowitz, chief executive of Abercrombie & Fitch, said: “We are looking forward to bringing our unique Abercrombie & Fitch store-based brand experience to our customers in Saudi Arabia, and complementing our existing omnichannel capabilities, supporting our goal of providing our customers with the ability to engage with our brands, whenever, wherever and however they choose to do so. We are proud to have Majid Al Futtaim as a partner to drive and support our continued expansion throughout the region.”

The franchise agreement will see the brands eventually expanding into Oman and Bahrain.

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UK Top brands in £6bn meltdown: M&S, Sainsbury’s, Dixons, Kingfisher and JD Sport suffer three months of hell

By Neil Craven for The Mail on Sunday 21:52, 26 Aug 2017, updated 14:09, 27 Aug 2017

The retail sector has suffered a chill that has wiped billions from some of Britain’s top firms.

It comes amid fears consumers are threatening to cut their spending to cope with inflation rises, low wage increases and Brexit uncertainty.

In the past three months a total of £6 billion has been wiped off Marks & Spencer, Sainsbury’s, Dixons Carphone, B&Q owner Kingfisher and JD Sport.

<img id=”i-b5abd2923d0fae5″ class=”img-share” src=”http://i.dailymail.co.uk/i/pix/2017/08/26/16/1625BC37000005DC-0-image-a-2_1503763148075.jpg&#8221; width=”634″ height=”416″ alt=”Sainsbury’s is among several top high street firms to see their share price tumble over the past three months&amp;nbsp;”/>

Sainsbury’s is among several top high street firms to see their share price tumble over the past three months 

Debenhams, Mothercare and online electricals retailer AO World have suffered declines of around 20 per cent. Online firms Asos and Ocado fell 7 percent

Jobs are at risk too. Asda has begun consultation with more than 3,200 staff amid plans to close 18 stores. 

Discount retailer Wilko has said 4,000 jobs are at risk – around a fifth of staff – as it restructures its management to cope with a ‘challenging retail landscape’.

Tesco, the UK’s biggest retailer, is cutting 1,200 head office staff.

Shadows of wider economic concerns are also looming. Inflation continues to rise faster than wage increases.

Meanwhile, last month GFK said consumer confidence has slumped to the level seen after the shock Brexit vote. Last week, Dixons Carphone shares tumbled 23 per cent, cutting its value by almost half since the start of summer.

Inside Arket, H&M Group’s new store

Swedish fashion and lifestyle brand Arket, from the H&M Group, has unveiled its long-awaited debut flagship store on Regent Street, ahead of its official opening on Friday, August 25.

Located within the unit that once house Banana Republic, Arket has transformed the 17,000 square foot space into a calm, modern and very grey environment, with bespoke terrazzo stone floor, cement-grey walls and an OCD-neat layout that is light, airy and simple in its construction.

The interior has been developed by the brand’s in-house team and centres around the simplest of contraction elements – the plank, and features larch, birch, ash, stainless steel, aluminium, rubber, textile and bespoke terrazzo stone, all chosen for their “practical needs of the construction” explains Arket “in order to waste as little raw material as possible”.

“The plank creates the entire system vertically as well as horizontally and is reused on tabletops and mirrors. It is the repetition of this simple element and the monochrome palette that forms the concept,” the brand adds on the design on its Instagram.

The whole idea of Arket is to be a fast-fashion disrupter, the brand is looking to offer “durable products designed to be used and loved for a long time” with items geared around the whole family, which is why the store houses menswear, womenswear and childrenswear, as well as homeware and a cafe, which is based on the New Nordic Food Manifesto, featuring a vegetarian menu.

Arket aims to disrupt the UK high street with London launch

What instantly hits you when you walk into the store is the space, the design and OCD approach to the styling of the clothes and accessories means that you feel calm. There isn’t masses of rails to weave around, no huge displays of mannequins showcasing the latest trends, instead there are shelves not filled, racks are evenly spread out in colours, and tables are covered with individual items rather than piles.The design is definitely all about attention to detail, it makes you focus on the quality of the product and adds a more luxurious feel to the traditional high street shopping experience.

Also a surprise is that Arket has given menswear the unprecedented ground floor spot, with the men’s tailoring and knitwear being the first thing customers will see when they enter. The menswear then leads into the very Instagram-friendly homeware and beauty department at the heart of the store, which I’m sure will be a firm favourite with consumers. Rounding off the ground floor is the vegetarian cafe, which has its own entrance opposite Liberty’s, which is probably the most exciting prospect as they really are hoping that Arket will be more than just a clothes shop but rather a shopping destination.

Upstairs is dedicated to a womenswear and childrenswear, showcasing the curated edit of its ‘archive’ collection, which sets about creating the building blocks to creating a capsule wardrobe filled with an “everyday uniform” of quality staples in a minimalistic design in fabrics such as organic cotton, silk, recycled cashmere, wool, and polyester yarn made from used plastic bottles, all colour coded across the floor.

Essentially, Arket is billing itself as the “modern-day market” offering wearable pieces that focus more on quality, simplicity and functionality, rather than trend. While you won’t see the latest catwalk copies at Arket, like you would in H&M, you will see seasonal updates to the core collection, such as colour and material changes.

There will be comparisons made regarding the fashion offering to sister brand Cos, however, the aesthetic is more classic and traditional at Arket, with premium staples being at the core, from the organic cotton T-shirt to recycled cashmere jumpers, as well as functional items such as the two-in-one Series fish-tail parka that features a lightweight, weatherproof outer and a detachable padded lining designed for all-year wearing.

To ease customers through the ‘archive’ the layout features all the same colour together, and each style comes with a unique nine-digit ID code, identified by department, category, product and material, for instance anything in the women’s department has a 2, knitwear is 22, while cashmere is 087 and anything recycled is easily identified with an R at the end. This code also helps tie-in online with in-store, as shoppers can simple search online for the specific item to see if it comes in a new fabric or colour, and even to see if it their favourite items has been restocked.

In addition to Arket’s own-brand ‘archive’ collection, the store also features a number of “complementary” third-party brands mainly across shoes, accessories and homeware, such as Adidas, Nike and Veja, as well as less well known brands such as Danish toy brand Nature Zoo and stationery brand Deskstore of Sweden.

Arket opens debut store in London on August 25

The brand is also putting sustainability at the forefront of its proposition, with each piece featuring a tag displaying the country it was made in as well as the supplier and factory, and even informing customers about the care of the products in an attempt to prolong their lifespan and reduce waste.

On the brand’s website it states: “The starting point for each product is quality, building on the strengths of each production market. Value for money will be ensured by economies of scare, by initiatives like the yarn projects, and above all, by establishing enduring styles.

“The result will be a seasonless production flow, lower development costs, and the flexibility to refine over time. This will also help achieve strong, long-term relationships with suppliers working together towards the same goals.”

Such initiatives are showcased in its Merino Yarn Project, where Arket has designed a unique knitted fabric made from organic merino-wool fibres that runs throughout the collection, and the Cotton GSM programme that has developed four different weights from one fibre to create a core collection of jersey, meaning you can buy the same style in different weights for all-year round wearing.

The thing you notice most about H&M Group’s new brand is that it is very well-considered, from the design and layout of the store to the website and its ability to search by department, colour or even pattern, as well as material and where the piece was made, and the clothes itself, its pieces have literally been designed to be “widely accessible, well-made, and durable” for longevity.

Arket is being positioned as H&M Group’s most premium brand, trying to target a gap in the market between mid-priced and luxury, with fashion prices starting at 3 pounds for a pair of socks to around 300 pounds for a coat. It will sit alongside H&M Group’s other brands, which also happen to be its neighbours on Regent Street including fast-fashion brand H&M, & Other Stories, Cos, and Weekday, which recently opened, as well as Cheap Monday and Monki, both close by on Carnaby Street.

Coinciding with the Arket opening in London on August 25, the brand will also launch its e-commerce, shipping to 18 European markets including the UK, France, Germany, Italy, the Netherlands, Poland, Spain and Sweden. Consumers who signed up to the brand’s website before August 23 were sent out preview access to the website, along with a 20 percent discount code.

Commenting on the opening, managing director Lars Axelsson, said: “We’re very excited to reveal Arket to the public. We’ve been working towards this day for over two years, and look forward to finally meeting our first customers in London as well as throughout Europe online.”

The Regent Street Arket flagship will be followed up by a further London store in Covent Garden on Long Acre by the end of the year, which will house a bigger cafe, as well as openings in Copenhagen in September, and Munich, Brussels, and Stockholm planned for 2018.

Images: Danielle Wightman-Stone

Sir Philip Green’s retail empire agrees to pay £30m to BHS creditors

Arcadia, which owned BHS until it was sold to Dominic Chappell-led consortium, reaches deal with store’s liquidators

Sir Philip Green’s Arcadia retail empire has agreed to pay £30m to unsecured creditors of BHS following the collapse of the department store chain with the loss of 11,000 jobs.

Arcadia, which owned BHS until it was sold to a consortium led by Dominic Chappell for £1 in 2015, on Friday agreed the deal with BHS’s liquidators, FRP Advisory, which will drop legal action filed against Green’s company.

A spokesman for FRP said: “The liquidators of SHB Realisations, formerly BHS, reached an agreement with Arcadia Group in relation to a number of matters, including Arcadia’s floating charge dated 14 April 2015.

“We can confirm that as part of the agreement, over £30m was released from reserves held in relation to Arcadia’s secured claim into the monies available for BHS unsecured creditors and the floating charge is to be released.”

The settlement avoids the prospect of the retail billionaire fighting a lengthy legal battle over the demise of BHS.

Green avoided another legal battle with the pension regulator by agreeing to pay £363m to rescue the BHS pension scheme.

Chappell is to be prosecuted by the pensions watchdog for failing to provide information for an investigation into its sale.

Chappell headed Retail Acquisitions, the company that acquired BHS. A year later, it collapsed with the loss of 11,000 jobs and a pension deficit of £571m.

The Pensions Regulator is prosecuting Chappell for failing to comply with three notices for information issued under section 72 of the Pensions Act 2004. Failure to provide such information without a reasonable excuse is a criminal offence that can result in a fine.

Green, who was pictured on Instagram spraying bottles of champagne among women in bikinis, also on Friday announced a deal to buy four franchise-run Topshop stores in Australia which collapsed into administration in May.

Emaar announces plans for new Dubai Hills Mall

Emaar Properties has unveiled plans to build a new mall in the Dubai Hills Estate, one of the largest master-planned communities being developed in Dubai, UAE, in joint venture with Meraas.

Scheduled to open in late 2019, Dubai Hills Mall will feature 2 million sq ft of leasable space spread out over ground and first floor levels, more than 750 retail and food and beverage outlets, family entertainment.

The mall will also feature a cineplex, a 65,000-sq-ft hypermarket, seven anchor retail experience stores, and dedicated parking spaces for over 7,000 vehicles.

Located on the corner for Al Khail Road and Umm Suqeim street, the mall can be seamlessly accessed from Downtown Dubai, Emirates Hills, Dubai Marina, Arabian Ranches and other nearby communities.

The architecture and interiors take inspiration from the concept of a central courtyard with a series of interconnected streetscapes. The angular layout provides easy orientation and a clear focus on the central space for events and special features. The exterior boulevards and concert spaces offer more leisure options, making the mall a perfect escape for all types of visitors, Emaar said.

Abdulla Al Habbai, group chairman of Meraas, said: “As the centrepiece of Dubai Hills Estate, a Smart city of the future, the Dubai Hills Mall will bring incredible value to the mega-development and further energise Dubai’s retail sector.”

Mohamed Alabbar, chairman of Emaar Properties, said: “Integrating advanced technology features with the principles of a regional mall, it will be a socially and culturally inspiring space for people, young and old, residents and visitors, to meet, connect and relax.”

The mall complements the destination’s high-end residential, commercial and office spaces, chic hospitality offerings, enriching leisure facilities and its prestigious golf fairways.

Dubai Hills Estate includes a championship golf course and a central park surrounded by 4,400 villas and townhouses, and 22,000 apartments. – TradeArabia News Service

Shoprite African retail giant eyes Poland, Europe

Shoprite, Africa’s largest food retailer, wants to expand to new continents and is eyeing Poland as its gateway to Europe, the Puls Biznesu daily has said, adding its scepticism.

Photo: Lars Frantzen/Wikimedia Commons (CC BY-SA 4.0)

Shoprite CEO Pieter Engelbrecht, who visited Poland last week and is in talks with two developers, said entering Eastern Europe would be easy because the African retail giant already has partners in the region, the Puls Biznesu daily said.

South African-based Steinhoff International, owner of the Abra furniture retailer which has 100 locations in Poland, is looking at a controlling stake in Shoprite, which has a market value of some PLN 35 billion (EUR 8 billion), the paper said.

The paper added that Steinhoff is controlled by South African businessman Christoffel Wiese, who is already Shoprite’s main shareholder.

Engelbrecht said Shoprite could use Steinhoff’s synergy in Poland, according to Puls Biznesu, but declined to give the paper details about its plans for expansion in Poland or how partnering with a furniture chain would benefit the food retailer.

Puls Biznesu said that the Polish market was saturated with well-established fast moving consumer goods (FMCG) companies and while a South African takeover of an existing chain would be a feasible way of entering Poland, building its brand from scratch in Europe would “not be easy”. (vb)

Tiffany & Co first half 2017 sales increased 2%

Tiffany reported its financial results for the three months (“second quarter”) and six months (“first half”) ended July 31, 2017. In both periods, modest net sales increases and improved operating margins contributed to growth in diluted earnings per share.

In the second quarter: Worldwide net sales increased 3% to $960 million, while comparable store sales declined 2%. Management noted an increase in wholesale sales of diamonds, increased wholesale sales in the AsiaPacific region and strong e-commerce sales growth. Overall, growth in fashion and designer jewelry sales contrasted with softness in other jewelry categories. Net earnings rose 9% to $115 million, or $0.92 per diluted share, from $106 million, or $0.84 per diluted share in the prior year.

In the first half: Worldwide net sales of $1.9 billion were 2% higher than the prior year, while comparable store sales were 2% below the prior year, due to similar trends as noted above. Net earnings rose 8% to $208 million, or $1.66 per diluted share, from $193 million, or $1.53 per diluted share, a year ago.

Gant’s UK retail boss exits

The head of retail for Gant’s UK and Irish arm has resigned after almost five years in the position.

Darren Whelpton-Smith has moved on to rugby leisurewear brand Raging Bull as its head of retail, wholesale and ecommerce.

Whelpton-Smith is a former area manager for fashion chains Levi’s and Republic, and his last role before Gant was working as Fat Face’s area manager for nothern England for four years.

He joined Gant in 2012, and under his leadership he oversaw the opening of the brand’s new global flagship on Regent Street in London less than 12 months ago.

Meanwhile, Raging Bull was founded by former England rugby union player Phil Vickery and its collections are primarily sold through department stores and via its own website.

Emaar Launches New Retail Haven In Dubai Hills

In collaboration with Meraas, Emaar Properties has unveiled Dubai Hills Mall project, a family retail district within master development Dubai Hills Estate, slated to elevate the emirate’s retail offering upon completion in 2019.

The highly-anticipated destination will boast over 18.75ha of gross leasable area accommodating some 750 fashion and dining outlets.

Complementing the lifestyle landmarks of the location, the venue will also attract visitors with four major family entertainment and leisure centres, including a cineplex, outdoor concert area, hypermarket and seven anchor retail experience stores, among others.

Mohamed Alabbar, chairman, Emaar Properties, said, “Dubai Hills Mall will stand out in the retail sector, and support the tourism and hospitality sectors through highly engaging leisure and entertainment attractions.”

Former BHS owner Dominic Chappell to be prosecuted by pensions regulator

Dominic Chappell

Dominic Chappell, the former BHS owner, is to be prosecuted by The Pensions Regulator for failing to provide information to an investigation into the sale of the collapsed retailer.

Mr Chappell headed up Retail Acquisitions, the company that acquired BHS for £1 from billionaire Sir Philip Green in 2015.

The TPR said it is prosecuting Mr Chappell for failing to comply with three notices issued under Section 72 of the Pensions Act 2004.

Sir Philip Green sold BHS to Chappell in 2015 for just £1 (PA)

The notices were issued to Mr Chappell on April 26 2016, May 13 2016 and February 20 2017, it added.

Mr Chappell has been summonsed to appear at Brighton Magistrates’ Court on September 20 2017 to face three charges of neglecting or refusing to provide information and documents without a reasonable excuse.

BHS plunged into administration last year, impacting 11,000 jobs and around 19,000 pension holders, leaving a £571 million pension deficit.

BHS went into administration last year (Lauren Hurley/PA)

The Pensions Regulator has pledged to flex its muscles recently, saying in July that it “will not hesitate” to prosecute companies or individuals if they refuse to hand over information.

After a drawn-out saga that included a parliamentary inquiry and public outcry over both Mr Chappell’s and Sir Philip’s conduct, the Topshop tycoon agreed to pay £363 million to settle the BHS pension scheme in February.

Under Mr Chappell’s tenure as owner of BHS, £8.4 million was taken out of the chain by Retail Acquisitions, with £6 million still owed when it collapsed last year.

Retail Acquisitions was put into liquidation in May although Mr Chappell, a former bankrupt, said at the time he would challenge the court ruling.

Shoprite Profit Rises as South Africa Stores Prove Resilient

Earnings in line with estimates; Sales growth to continue

First financial statement after Steinhoff move to buy stake

An employee inspects a community notice board inside a Shoprite Holdings Ltd. supermarket in Johannesburg.

Photographer: Waldo Swiegers /Bloomberg

Shoprite Holdings Ltd. reported full-year earnings in line with analyst estimates as Africa’s largest food retailer boosted market share in South Africa ahead of a partial tie-up with clothing and furniture specialist Steinhoff International Holdings NV.

Headline earnings per share, which exclude one-time items, rose 12 percent to 10.07 rand in the 12 months through June, the Cape Town-based company said in a statement on Tuesday. The board declared a full-year dividend of 5.04 rand a share, an increase of 12 percent. Shoprite expects “positive sales momentum to continue,” the retailer said, after revenue advanced 8.4 percent.

Pieter Engelbrecht on Aug. 22.

Photographer: Halden Krog/Bloomberg

The shares rose 2.5 percent to 206.08 rand as of 9:23 a.m. in Johannesburg, extending the year’s gain to 20 percent and valuing the company at 123 billion rand ($9.4 billion).

“We believe there is room for further growth as we continue to improve efficiencies and profitability both in South Africa and beyond the country’s borders,” Chief Executive Officer Pieter Engelbrecht said. While the South African economy is in a recession, “the group remained resilient with growth in sales and market share.”

The earnings are the first to be reported by Shoprite since fellow retailer Steinhoff agreed to buy a 22.7 percent stake as part of the planned listing of its African assets including clothing chain Pep. This will be the first step taken by South African billionaire Christo Wiese, who chairs and is the largest shareholder in both companies, in combining his interests in the retail giants. A previous plan was called off in February.

What Benefits?

“We don’t really see the synergies between food and furniture and more information is needed on how these benefits are found,” Damon Buss, an analyst at Electus Fund Managers Ltd. in Cape Town, said by phone. “We also have questions about the difference in strategy between the two companies with Shoprite having been more organic growth traditionally and Steinhoff more acquisitive growth.”

The shares fell the most in almost four months on July 18 after Shoprite reported weaker second-half sales growth partly due to a slowdown in stores beyond its home market. Retailers including Shoprite have been relying on growth across sub-Saharan Africa to help offset sluggish trading in South Africa, where consumer confidence has deteriorated.

The company has been focused on capturing market share in three different tiers of customers, Charles Allen, a London-based analyst at Bloomberg Intelligence, said by phone. Growth in Nigeria and Angola has been “very impressive” while South African chain Checkers has also performed well, he said.

COMMENT: Why has Aldi overtaken Waitrose and M&S?

Our most recent UK Customer Satisfaction Index (UKCSI) reveals striking evidence that customers hold the power when it comes to business performance.

The index reveals Aldi as the highest performing supermarket for customer satisfaction, overtaking heritage brands M&S and Waitrose, while also making the largest gains in sales and market share.

The three supermarkets with the lowest customer service levels – Tesco, Asda and Co-Op Food – all saw small drops in market share. Our analysis finds food retailers with satisfied customers saw a sales growth of 10.7 per cent, compared to only 1.8 per cent for those with satisfaction falling below average. Indeed, in each of the last 11 UKCSI reports, we have consistently seen that, on average, supermarkets with the highest customer satisfaction outperform the sector for sales and market share. Customer service is a clear driving force behind those who reaped the benefits of this sector growth – and a clear issue for those who were left behind.

Retailers would do well to take note. Indeed, wider analysis from the Institute of Customer Service presents a clear correlation between customer satisfaction and business performance. It shows, for example, that in 60 per cent of cases, when customer satisfaction increases or decreases, share price follows suit. Ignoring this places organisations at risk of huge potential loss.

The UKCSI suggests that not only is Aldi satisfying its current customers and securing the repeat custom which comes with this success, but the retailer is also increasing market share through customer recommendation. In addition, the effort customers are having to make to get what they want is lower for customers of Aldi than both heritage brands – meaning that their customers are experiencing a more seamless customer experience.

The prospect of inflation rising faster than incomes may well lead to more exacting demands over both price and service, so it is also interesting to note that Aldi significantly outperforms the sector as a whole in two key areas: satisfaction with price and complaint handling. It does seem that if food prices continue to rise, Aldi appears well placed to satisfy the needs of price-conscious customers whilst widening its appeal to broader segments for whom service and the overall experience is a key concern. I hope other retailers recognise this – customer satisfaction is a crucial differentiator and the realigned expectations of consumers must be met, particularly in an environment where competition is so fierce.

For those supermarkets who recognise that there needs to be a step change in their approach and a commitment to the customer service agenda, our recommendations are as follows:

• Get it “right first time”

Making the customer journey even easier, straightforward and intuitive and maintaining a high focus on getting it “right first time” is essential to convert customer satisfaction to stronger loyalty and recommendation.

• Prevent problems

Organisations must focus on preventing problems at their source in key areas such as the availability, quality and reliability of goods and services, which account for the largest proportion of problems.

• Maintain relentless focus on complaint handling

Dealing with complaints quickly and effectively is crucial. Key expectations of staff include listening carefully, showing understanding of the problem, taking responsibility and following up complaints.

• Develop engaged, competent people

Employees’ attitudes and competence are amongst the most important attributes of the retail customer experience. Investing in employees’ knowledge, emotional intelligence and problem-solving skills is therefore central to improving customer service. Organisations should commit to employee engagement, training and development as proactive, ongoing business strategies.

It may seem obvious that customers are key to business performance, but service too often falls by the wayside in boardroom conversations. Our research offers a clear imperative: retailers should place the customer at the centre of their business strategy, or risk losing out to those who do.

Athleisure craze set to peak at £2.5bn in 2017

The athleisure trend sweeping the UK is predicted to drive the sportswear market’s value to £2.5 billion in 2017.

According to a new report from GlobalData, sports clothing has jumped eight per cent year-on-year as retailers rush to cash in on the trend and release their own athleisure ranges.

This is nearly four times the growth of the total UK clothing market, which rose 2.1 per cent.

The trend has seen a resurgence in brands like Kappa and Ellesse, while more contemporary retail giants like Boohoo, Topshop, New Look and H&M have released their own ranges in an effort to establish a foothold against sportswear specialists.

The popularity of athleisure fashion has been largely driven by the wellness trend, according to GlobalData’s retail analysts Fiona Paton.

“The health & wellbeing trend, influence of high profile fitness bloggers and continued investment from the government in initiatives such as improving cycle routes will increase consumer participation in sport and exercise – providing retailers with a larger, more varied activewear customer base,” she said.

“Sales growth in athleisure is set to peak in 2017 but it will remain a very popular category over the next five years, outperforming total clothing.

“As fashion retailers such as New Look, Primark and ASOS invest in affordable, trend-led own brand sportswear ranges, female shoppers have access to more choice, will spend more on impulse and will purchase athleisure pieces in replacement of core casualwear items.

“GlobalData believes non-sports specialists can lean on their fashion credentials and skills in interpreting seasonal trends quickly to ensure regular newness and that collections remain relevant, thereby forcing sports players such as Sports Direct to up their fashion game.”

30 Things You Didn’t Know About John Lewis

“Westfield Stratford City – John Lewis” by EG Focus is licensed under CC BY 2.0

Despite being a 150-year-old department store, the UK’s John Lewis brand has been quick to evolve with the times and set its own standards in retailing.

The retailer is famed for its ‘fair’ approach to business from its ‘partnership’ status to its ‘Never Knowingly Undersold’ promise to consumers.

Winning repeated accolades for its customer service, and consistent ‘quality’ product in the eyes of its consumers, John Lewis has openly adopted new technologies, new ranges, new services to its customers and new partnerships with industry-shapers to stay on top.

Find out more about its retail approach and tactics in our 30 facts below:

What are 5 Things Every Retail Strategy Needs?

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Image credit: John Lewis

1. John Lewis is a British department store and heritage retailer that opened its first store on Oxford Street, London in 1864.

2. The original Oxford Street store remains the flagship branch, and was refurbished in late 2007 at a cost of £60 million.

3. The Oxford Street store has its own roof garden and pub which reportedly had 171,000 visitors last year (2016).

4. John Lewis is owned by its permanent staff who are called ‘partners’ and the profits are shared amongst them every year.

5. There are 86,700 partners who collectively own 48 John Lewis shops, 354 Waitrose supermarkets, an online business, a catalogue business, a production unit – and a farm!

6. The business has reported annual gross sales of over £11bn.

7. The retailer is known for its ‘Never Knowingly Undersold’ promise to customers which pledges to stock the ‘best quality products, responsibly sourced’. If a national high street competitor is offering a better price for the same product – John Lewis will lower the price on that product in all of their shops – even if it’s a ‘sale’ price.

8. John Lewis partners reportedly stay with the company twice as long as the industry average.

Image credit: John Lewis

9. John Lewis has acquired other stores throughout the years which continued to operate under their original names until 2002. The two exceptions are Peter Jones in Chelsea and Knight & Lee in Southsea.

10. The John Lewis Partnership was the first department store group in the UK to adopt central buying, launching the ‘Jonell(e)’ name for its own brand merchandise in 1937. Since 2001 own brand merchandise has been known as ‘John Lewis’ merchandise. Additional own brands include Collection by John Lewis, as well as John Lewis & Co. and Collection Weekend by John Lewis.

11. In March 2017, John Lewis announced the launch of its own denim brand AND/OR in 15 stores.

12. In 2009, John Lewis launched the first of 12 John Lewis at Home stores in pre-existing shopping regions focusing on Electrical, Home and Technology products.

13. John Lewis will hire its first ever manager of brand experience for its new Oxford store, which is due to open in October 2017.

14. The new Oxford store will dedicate 20% of retail space to services and will have a concierge to greet customers and help them book appointments.

15. John Lewis permanently added a visual search tool to its website after 90% of users reported it to be a helpful function, leading to higher sales. The retailer was trialling FindSimilar – an app which lets shoppers upload a picture to search products.

16. Online retail accounted for 36% of the business last year (2016) and is expected to rise to 50% by 2020.

17. Inspired by the success of a “click and collect” offering, John Lewis has announced an £8 million programme to equip staff with iPhones – boosting them with technology to better assist customers on the spot.

Image credit: John Lewis

18. For a competitive edge, John Lewis is aiming to boost its range of exclusive products from 30% to 50% (time frame undisclosed).

19. John Lewis’ Christmas TV advert has become ‘event TV’. Its 2016 Christmas advert was named the world’s biggest, attracting 21 million global views on YouTube. The campaign cost £7 million.

20. 40% of John Lewis’ profits are reportedly made during the five weeks before Christmas.

21. In December 2016, the retailer reported a 31% year-on-year sales increase in the run-up to Christmas compared to 2015. This is accredited to two extra days of trading afforded by the additional bank holiday and the fact the sales started at 5pm on Christmas Eve.

22. John Lewis has recently topped a UK ranking of consumer perceptions of quality and reputation, conducted by YouGov.

23. John Lewis was amongst the top 5 brands named as offering the best customer service in the UK alongside Amazon, ASOS, M&S Food and Waitrose. The survey was conducted by the UK Customer Satisfaction Index (UKCSI) from The Institute of Customer Service.

24. In May 2017, John Lewis joined the Timewise Scheme, designed to help part-time employees, particularly in senior roles, progress their career and combat the challenges of flexible working.

25. In 2014, John Lewis set up JLAB, a global start-up accelerator programme run in association with innovation specialists L Marks. Waitrose joined the programme in 2017 creating the UK’s largest retail technology accelerator.

26. The 12 week programme offers 5-10 successful recipients access to John Lewis’s resources, industry-leading insight, free workspace, senior mentors and the opportunity to apply for funding in exchange for equity.

“Bristol – Cribbs Causeway … retail outlet” by bazzadarambler is licensed under CC BY 2.0

27. The themes for this year’s JLAB applicants included: Amazing Food Experiences, Amazing Store Experiences, Effortless Shopping; Help Me Live a Healthier Life; Smarter Supply Chain and Surprise Us – for miscellaneous innovations.

28. The retailer is currently exploring the possibility of renting out empty floor space as co-working offices for freelancers. A decision will be made in early 2018.

29. John Lewis was recently awarded ‘Best In Store Experience’, ‘Best Furniture Retailer’ and ‘Best Homewares Retailer’ at the 2017 Verdict Customer Satisfaction Awards and ‘Retailer of the Year’ at the 2017 Sunday Times Style Beauty Awards.

30. John Lewis has a written constitution that sets out its principles, governance system and rules. The ‘happiness of its members’ is cited as the partnership’s ultimate purpose.

As you can see with John Lewis it always comes back to the customer. But in order to offer such dedicated service the company also focuses on empowering and rewarding its staff. If retailers are going to remain competitive in the future both of these things will be vitally important.  

UK luxury retailer Fortnum & Mason closes its Dubai store

The multi-level store in Downtown Dubai was opened in 2014

British luxury retailer Fortnum & Mason has closed down its store in Dubai, it confirmed on Thursday.

Located in Downtown Dubai, the multi-level store was opened in 2014 as Fortnum & Mason’s first location outside London.

However, the brand said in a brief statement that the slowdown in the economy had led to the outlet’s closure last month.

“Due to the well-documented ongoing challenges with market conditions in Dubai, we have made the considered decision with our partner Al Khayyat Investments (AKI) that we will cease trading on the 9th of July,” it said.

“Fortnum’s will continue to be an English brand with a global palate. Our products are available to our customers in Dubai and around the world as part of our offer on fortnumandmason.com,” it added.

The British brand started in London in the early 1700s, and is most famous for its tea, confectionery and hampers.

In a statement, AKI also confirmed the news but added that it will continue to be a “key market leader for our other international brands”.

According to its website, the other food and beverage brands in the company’s retail portfolio include Il Caffe di Roma, Espressions – that also features Lavazza products and Burger Fuel.

Despite the softening in regional economic conditions, consumer spending in the UAE is growing strongly, according to recent research released by the Dubai Chamber of Commerce and Industry.

Spending is expected to exceed $261bn in 2021, compared to nearly $183bn in 2016, the report found.

The research, based on recent data from Euromonitor International, revealed that consumer expenditure per household during 2016 in the UAE (around $103,000) was the highest when compared to other GCC countries.

Looking at consumer spending in the UAE in 2016, while housing was identified as the top category with $75.7bn, food and non-alcoholic beverages came second with $24.8bn worth of spending during the year.

Argos among firms named and shamed for underpaying workers

Argos has been named and shamed by the government as one of more than 200 employers to underpay their workers.

The Department for Business, Energy and Industrial Strategy (BEIS) has highlighted 233 firms which failed to pay their employees the minimum wage and national living wage.

More than 13,000 members of staff were underpaid by these firms and each will receive back pay from their employer.

A total of £2 million is due to be paid to workers and the government has also issued additional fines totalling £1.9 million to these businesses. Employees will be contacted by their employer regarding the underpayment.

The government says retail, hairdressing, and hospitality businesses were some of the most prolific offenders. A list of all 233 employers is available to {view online}.

Argos was by far the biggest firm named on the list of 233 companies. The retailer failed to pay £1,461,881.78 to 12,176 of its workers, according to the government.

Moneywise reported in February that 37,000 current and former Argos staff had been underpaid by their employer. That 37,000 figure includes the 12,176 workers announced today, as the government has only counted current employees of

‘The government will come down hard on those who break the law’

Business minister Margot James says: “It is against the law to pay workers less than legal minimum wage rates, short-changing ordinary working people and undercutting honest employers.

“Today’s naming round identifies a record £2 million of back pay for workers and sends the clear message to employers that the government will come down hard on those who break the law.

“Common errors made by employers in this round included deducting money from pay packets to pay for uniforms, failure to account for overtime hours, and wrongly paying apprentice rates to workers.”

John Rogers, chief executive of Argos – which is now owned by Sainsbury’s, adds: “Shortly after we [Sainsbury’s] acquired the Argos business last year it was brought to my attention that, as part of a routine visit, HMRC had uncovered an issue with some Argos store systems and processes, which meant that some colleagues had been paid below the national living wage.

“Sainsbury’s prides itself on being a trusted brand where people love to work and I was, therefore, very disappointed to hear this and launched an immediate investigation. I am pleased to say the issue was resolved quickly and processes have been updated to ensure this cannot happen again.”

Marks & Spencer’s flagship store has re-opened in Dubai

New dining options and food hall at British retailer in Dubai Festival City Mall

Following a major revamp, Marks & Spencer’s flagship store in Dubai Festival City Mall has re-opened. For the first time in the UAE, you can now take a swift break from shopping at M&S and experience what the retailer is calling a premium, table-waited dining experience at the M&S Café.

The new dining experience is offering up a range of mid-retail therapy goodies, including pastries, smoothies, soups, salads, sandwiches, pastas and even British favourites including fish and chips (see Pierchic’s claims to the world’s poshest fish and chips here) and afternoon tea.

But the relaunch hasn’t just focused on the café alone. M&S has also launched its Food Hall, showcasing more than 1,200 premium grocery brands and lines. From fresh fruit and veggies to oven meals and daily staples, M&S is bringing its signature British quality to Dubai Festival City.

There’s also a brand-new M&S Home department, with the widest range of the brand’s homewares in the UAE. Expect new bedding and towel ranges, crockery and crystal glassware, for example. All of which will go alongside the store’s existing range of fashion for men, women and kids.

We’re hoping the M&S Food Hall will be stocking its bottles of Belgian chocolate milkshake – they are unbelievable.

Open Sun-Wed 10am-1pm; Thu-Sat 10am-midnight. Dubai Festival City Mall, www.marksandspencerme.com (04 206 6466).

Subway opens 2,500th UK store in Keynsham

Following the global launch of the new format in Manchester in March, the store near Bristol is the second pilot featuring the design to open in the UK.
The shop will create seven full-time and two part-time local jobs. Earlier this year, the Subway brand announced plans to increase the number of stores in the UK and Ireland to 3,000 by 2020, creating around 5,000 new jobs.

Owned by family franchisees Stephen and Sue Pasco, the Keynsham store is one of 16 Subway stores they operate. The stores employ 145 people across Bristol, Gloucester, Somerset and Wiltshire.
Commenting on the new opening, Sue Pasco explained “We’re hugely proud to be able to open the brand’s 2,500th store and that it is one of the first UK stores featuring the new look design. The modern design will offer customers more of what they love about Subway stores – highlighting our bread baked in store daily, cookies and some of our veggies in modern displays – whilst offering great value and fresh, varied menu options.”
Brought to life with input from franchisees and customers from around the world, the Subway Fresh Forward design is expected to be seen in eight stores in the UK by Christmas, with all existing Subway stores to be refurbished in the new décor style over the next few years.

Weird Fish unveils new store design

The town centre unit, previously occupied by Costa, covers a ground floor sales area of approximately 1,200 square feet and is the brand’s 14th shop.

In keeping with Weird Fish’s coastal-inspired roots, the design of the store features a fun nautical theme and tranquil colours.
John Stockton, managing director at Weird Fish, said: “We have worked hard to bring our new store vision to life, it is a real move on for us and we are delighted to have opened it in the fantastic seaside town of Scarborough.”
Many Weird Fish stores are situated in popular holiday destinations in counties such as Dorset, Devon, Cornwall and Yorkshire. Stockists include Debenhams, Cotswold Outdoor and Blacks. The opening of the Scarborough store coincides with the start of the brand’s busy holiday retail season.
Stockton added: “We are really excited about opening our second store in Yorkshire and feel that Scarborough is a great location for us. We can’t wait to show off our new store.”

Tesco now the largest contactless retailer in Ireland


Geraldine Casey, people & IT director at Tesco Ireland joins Philip Konopik, country manager Ireland, Visa as Tesco is named the largest contactless retailer in Ireland with over 2,200 contactless payment terminals in its stores across the country

With over 2,200 contactless payment terminals across the country, Tesco has become the largest contactless retailer in Ireland. The retailer completed the national roll out of contactless technology to all its 149 stores earlier this year, offering consumers the fastest transaction times.
In fact, the average number of contactless Visa transactions is reaching over 330,000 every week.
“Customers are responding well to this offering,” says Geraldine Casey, people & IT director at Tesco Ireland, “with transactions in our stores now accounting for 10% of all Visa contactless transactions.”
Philip Konopik, country manager, Ireland, Visa, praised Tesco for  “enabling their customers to benefit from a faster and easier checkout experience.
“That Tesco customers have been so quick to adapt to using contactless technology is a testament to the quality of Tesco’s implementation and in-store communication at the point of sale,” Konopik added.
The increasing popularity of contactless technology among Tesco customers is in line with the rest of the Irish retail sector. According to Visa, over three million contactless transactions are made each week across Ireland, growing from a standing start just over two years ago. As a result, contactless now accounts for one in three of all face-to-face Visa payments.
The increase in the contactless payment threshold from €15 to €30 has had a significant impact on the growth in popularity of contactless payments.

Sunglass Hut Opens New Store In Hangzhou

International sunglasses retailer Sunglass Hut opened a new store in Hangzhou's Intime Wulin store, which is the brand's third store in the city following the ones in Hangzhou Kerry Centre and Hangzhou Bailian Outlets.
Sunglass Hut has reached cooperation with many first-tier brands, including Ray-Ban, Prada, Dolce & Gabbana, Burberry, Tiffany & Co., and Coach.
It started as a small independent store in Miami in 1971 and it developed 100 chain stores in Miami by 1986, reaching annual sales of USD24 million. By 1991, Sunglass Hut's annual sales exceeded USD100 million and by 1996, the company seized 30% share of the American sunglasses market.
By the end of 2016, Sunglass Hut already opened 3,269 retail stores in 28 countries and regions around the world, including 3,104 retail stores in North America, Asia Pacific, Europe, South Africa, and Latin America; and 165 authorized retail stores in Middle East and India.
For the Greater China region, Sunglass Hut had nearly 40 retail stores, including 13 in Hong Kong, seven in Shanghai, and three in Beijing.

Wilko warns nearly 4,000 staff could lose jobs

Homeware retailer is third British high street chain after Sainsbury’s and Asda to announce redundancy plans


Wilko has reported an 80% drop in full-year profits. Photograph: Alamy
Wilko, the high street homewares and households goods chain, has warned almost 4,000 of its employees that they could lose their jobs in a shake-up that will strip out a layer of management.
The potential job losses cap a brutal week for British retail workers, with Asda placing 3,257 employees into consultation and Sainsbury’s announcing plans to axe more than 1,000 head office jobs.
Wilko, which recorded an 80% drop in full-year profits last month, said it had placed 3,900 staff working as stock supervisors, till supervisors and assistant managers, into consultation, which could lead to redundancy. However, the family-run business said the changes to its structure would also allow it to create about 1,000 new senior supervisor roles.
The company said its new “simplified retail team structure” would “ensure it is best placed to continue to thrive within an ever-changing retail landscape and to ensure it can operate successfully and competitively”.
The job cuts come soon after the company announced that the government’s “imposition” of a minimum living wage had hit profits. Despite the 80% decline in its pre-tax profits to £5.2m, Wilko’s board still paid the company’s multimillionaire family owners a £3m dividend.
Antony Houghton, the chain’s retail director, said that independent studies had found a “legacy of retail structures” that “created complexity to manage which aren’t simple, fair or transparent for our team members”.
He said the company was “committed to the future growth of the business and reviewing how we stay relevant to our customers. We do this by making sure all retail operations are fit for the future in order to provide customers with the best possible service.
“As a family-run business, we care greatly about team members and know that change is never easy. We are working with our recognised trade union the GMB, listening to team members and offering support at all levels. We are entering into a long period of consultation and wherever possible are aiming to redeploy team members into new roles and offering help and support to those seeking new opportunities.”
The company, founded by James Kemsey Wilkinson – known as JK – in Leicester in 1930 has grown to employ 20,000 people working in 406 stores across the country, but has struggled to compete with the rise of other discount chains such as B&M and Poundland.
Wilko, which recently shortened its name from Wilkinson, is 100% owned by the Wilkinson family and is one of the biggest privately-owned companies in Britain. It describes its mission as “Todobilation” – which it says describes the “jubilation in a to do. Either the excitement and anticipation of starting something or the sense of achievement when it’s done.”
In its annual accounts, the company hit out at George Osborne’s introduction of the national living wage, which starts at £7.50 an hour for over-25s. “Chancellor Osborne’s final austerity budget surprised the industry by its unilateral imposition of a statutory minimum living wage at well above expected levels,” the company said.
Lisa Wilkinson, a lawyer and grandchild of the founder, is chairwoman of the company and bought out the shares of her cousin Karin Swann, who was co-chair, for £63m in 2015.
This week Asda, Britain’s third-largest supermarket, singled out 3,257 employees in 18 underperforming and overstaffed stores, and is also understood to also be looking at staffing levels in a further 59 of its supermarkets.
The 18 stores facing staff cuts include branches in Halifax in West Yorkshire, Broadstairs in Kent and the Basildon Eastgate store in Essex. Staff will face a series of one-to-one meetings over the next three weeks. The eventual job-loss figure is expected to be in the hundreds.
Asda recently posted its worst annual figures since being taken over by Walmart in 1999, as fierce competition in the UK supermarket sector took its toll.
The supermarket industry is going through massive change as Tesco, Asda, Sainsbury’s and Morrisons cut costs to respond to the threat posed by the fast-growing discounters Aldi and Lidl, as well as grocery sales moving online.
Sainsbury’s is cutting more than 1,000 jobs at its head office as part of an efficiency drive designed to save £500m. The UK’s second-largest supermarket chain has drafted in McKinsey, the management consultancy, to draw up a headcount reduction plan. It comes on top of 400 job cuts in March.
Tesco, the country’s biggest supermarket, announced in June that it was cutting 1,200 jobs at its head office and 1,100 at a call centre.

The Fragrance Shop posts bumper trading figures

Operating 183 stores nationwide, the retailer’s online operation also grew with sales rising by 34%.
Meanwhile, EBITDA rose by 7.6% to £15.1 million and net profit increased by 16.3% to £10.2 million year-on-year.

Sanjay Vadera, chief executive of The Fragrance Shop, said: “We have achieved outstanding like for like sales growth for another year as a result of listening to our customers and giving them what they are asking for; an expanding range of accessibly-priced luxury fragrances, being first to market with exclusives, the best possible retail experience and an expanding store portfolio."
The Fragrance Shop is on track to open its 200th store this year as well as a concession store format in partnership with House of Fraser across 28 sites. It also plans to unveil its new ‘Scentaddict’ subscription service, currently in BETA testing, which will allow customers to try luxury scents monthly with no commitment.

New Look sales nosedive in ‘disappointing’ first quarter

• Underlying operating profit slumped 60%
• UK like-for-like sales dropped 7.5%
• Overall revenue down 4.4%
The fashion retailer recorded a 4.4% drop in revenue to £338.7m in the 13 weeks to June 24, exacerbated by a 7.5% plummet in UK like-for-like sales.
The retailer’s underlying operating profit plunged 60% to £12.1m whilst EBITDA fell 37% to £27.2m, which the business attributed to a “challenging UK sales performance and investment in strategic initiatives.”
New Look posted declines in its own-brand like-for-like sales and own-website sales of 8.2% and 0.6% respectively, while its third-party ecommerce sales rose 15.7%.
Chinese expansion
The fast-fashion retailer opened 17 new stores in China during the period, taking its bricks-and-mortar footprint in the country to 127.
The retailer, which posted a slump in full-year profits in June, also trialled a new store concept in the UK during the period.
Chief executive Anders Kristiansen said: “As expected, the UK market has remained difficult, which has resulted in a disappointing quarter of trading. We have managed the business accordingly by controlling costs, tactical investment in our strategic initiatives and enhancing our product proposition.
“We remain committed to our long-term strategy of diversifying the business and reducing our dependence on the UK high street, and are confident that we will see improvements, but expect these to take time.
“Looking ahead, we expect the consumer economy to remain fragile and challenging market conditions to persist into 2018. We will continue to manage our business prudently and focus on providing our customers with exceptional product and real value for money.”
The fashion retailer’s latest results come shortly after a raft of changes to its senior team.
The retailer’s menswear boss Christopher Englinde and footwear director Amanda Wain exited the business in June.
Shortly afterwards, New Look appointed former Zara Basic head of product Paula Dumont Lopez as its new chief creative officer, succeeding Roger Wightman.
Dumont will join the retailer in September.
The fast fashion retailer also poached Mango womenswear director Rosa Gutierrez Sanchez to bolster its buying, merchandising and design departments, although she has joined the business on a contract basis.

Xiaomi opens Mideast’s first store in Dubai

Chinese technology company, Xiaomi, is focusing on offline stores to boost sales after suffering setbacks at the hands of local competitors over the past two years.
The firm was the top seller in China in 2014 and 2015 but lost ground to Huawei, Oppo, Vivo and Apple last year.
This year, the company has moved back into the top five ranking worldwide with a year-on-year growth of 58.9 per cent in the second quarter, according to research firm International Data Corporation’s (IDC) estimates.
“2017 has been a good year for us. We have become number two in India and number four in China. We initially started with an online model but one of the key principles of Xiaomi is selling at near cost. We realised that we could open our own stores and sell the products at an online price, without losing money,” Donovan Sung, director of product management and marketing at Xiaomi Global, told Gulf News on Thursday after opening its first authorised Mi store in the Middle East in partnership with its regional distributor, Task. (Mi is the abbreviation and the logo of Xiaomi Inc.)
The company also unveiled two new smartphones — Mi 6 and Mi Max 2 on Thursday.
The 1,500 square feet Mi store at BurJuman Centre in Dubai is with an initial investment of more than Dh2 million. “We open stores where there is high traffic. If we were selling only mobile phones, then customers would come every two years. Once you have more than 300 products displayed, we find that more customers come often to find out what new products we have,” Sung said.
Ravi Matthew, deputy CEO and General Manager of Task, said that step by step, Xiaomi aims to bring all its ecosystem to this region. While the company is best known for phones, it has invested in 77 start-ups and now offers air purifiers, drones, TVs, speakers, TV set-top boxes, electric cycles, robots and robot vacuum cleaners.
“We are looking for space in other malls in the UAE. We will be opening three more outlets in Dubai by end of this year. We are also planning to have stores in other emirates also,” he said.
Offline sales
He added that offline sales will be quite significant for the company. In India and China, only 30 per cent of the mobile phone sales come from online while the other 70 per cent come from offline. The percentage of online smartphone sales is much lower than that in the Gulf. So, the offline market is “very important for us”.
The Chinese company is planning to open three new offline stores in Egypt in the next two months.
Sung said that it has 140 offline Mi retail stores in China and hopes to have 1,000 shops in China and 1,000 abroad over the next three years.
“Our focus is still on smartphones but IoT [internet of Things] is important because we want to offer a full range of services to our fans. The smartphone will be the centre and everything can be managed through the phone,” Sung said.

J.C. Penney Plummets After Loss Renews Concerns About Retail

J.C. Penney is the bearer of more bad news for department-store investors.
On Friday morning, the company followed Macy’s Inc., Kohl’s Corp. and Dillard’s Inc. in reporting declining sales in the second quarter. J.C. Penney also posted a deeper loss than analysts expected — hurt by clearance sales — sending the shares on their worst decline in more than four years.

The results renewed fears that there’s no end in sight for the department-store industry’s drought. J.C. Penney Chief Executive Officer Marvin Ellison is trying to win back customers by expanding the company’s partnership with cosmetic retailer Sephora and bolstering the assortment of high-price items, like appliances. The company is also pushing services like salons that require shoppers to come into stores. But progress has been slow.
The company also is closing about 140 underperforming stores. And the liquidation of inventory in 127 of those locations hurt profit in the period, Ellison said in a statement.
“These events were isolated to the second quarter,” he said, adding that the company expects to “deliver improved results in the back half of the year.”
But investors saw little reason for optimism. The shares tumbled as much as 18 percent to $3.85 after the report was released, the biggest intraday drop since February 2013. That followed a 43 percent decline this year through Thursday’s close, bringing the stock to a record low.

Photographer: Andrew Harrer/Bloomberg
The rout suggests investors don’t think the weak results can be attributed just to one-time liquidation sales, Citigroup Inc. analyst Paul Lejuez said in a note. J.C. Penney may need to give further assurances to investors, he said.
“They will have to provide more detail for the market to better understand what happened,” Lejuez said.
The selling frenzy weighed on other department-store stocks, including Nordstrom Inc., which had been seen as an outlier in the industry’s gloom. That company posted a surprise quarterly sales gain on Thursday evening, and its shares had gained in late trading. But the rally evaporated on Friday morning after J.C. Penney’s report. The stock fell 2.5 percent to $43.74.
Red Ink
Same-store sales at J.C. Penney fell 1.3 percent in the period, which ended July 29. That compared with the 1.2 percent decline projected by analysts, according to Consensus Metrix. The loss was 9 cents a share in the second quarter, excluding some items. Analysts estimated a 4-cent deficit on average.

Still, overall revenue came in a bit above projections. The company posted $2.96 billion in net sales, compared with an estimate of $2.85 billion.
“While broader retail remains challenged, we are encouraged by the improved performance in our total apparel business, including a significant acceleration in kids’ apparel,” Ellison said.

Aldo to acquire Camuto Group

The Camuto family will continue to own and operate its apparel businesses following the acquisition.
Aldo, which is also a family business, said the purchase will increase both companies' capabilities and reach, and enhance their ability to offer the widest selection of footwear, handbags, and accessories through all channels, including owned stores, franchise, online and wholesale. 

David Bensadoun, Aldo Group's chief executive, said: "We are thrilled to have found a partner that has the skills and infrastructure required to support our vision. Both of our companies are heavily product oriented, and they each evolved in different ways.
"While the Aldo Group comes from retail and has focused on international expansion, Camuto Group is an expert in wholesale and a powerful player in the US market. We are very excited about the ways the two organisations can help each other grow, leveraging each other's strengths."
Based in Connecticut in the US, Camuto was founded by Vince Camuto in 2001. Its products are sold in more than 5.400 outlets worldwide. Alex Del Cielo, Louise Camuto, and the executive team have recently led the company through a period of steady growth.  Del Cielo will remain in his role as chief executive after the acquisition and will report to Bensadoun.  
Meanwhile, Aldo was established in 1972 and has 3,000 points of sales in over 100 countries.
Bensadoun added: "A huge part of our attraction to the Camuto Group is an understanding of their amazing design skills, excellent distribution network, and sourcing capabilities. We also believe the Aldo Group's broad international and cross-channel experience will unlock Camuto Group's global potential. This is the perfect combination to drive long-term, sustainable growth and strengthen our overall platform."

Dixons opens new concept travel store at Heathrow

The 2,196 square foot store in the newly expanded section of the lounge introduces a number of new concepts and digital features for a Dixons Travel store.

These include dedicated departure screens, spaces to demonstrate the latest in home, health and sports SMART technology, and a 50 metre digital signage line along the entire internal store perimeter highlighting tailored offers and explaining the latest tech benefits.
The store also stocks improved ranges.
Ben Crowley, head of retail technology for Heathrow, said; “As part of a wider plan to revitalise the Terminal 3 experience we have worked with Dixons to create a world leading technology store which will surprise and delight our passengers. Every aspect has been meticulous designed, bringing together cutting-edge design and technology under one roof.”

Tesco to replace 5p single-use bags with 10p bags for life

Tesco is to stop selling 5p single-use carrier bags and replace them with 'bags for life' costing 10p each.
Shoppers will now have to remember to bring their own carrier bags to avoid paying double the old price.
The move comes into effect in all UK stores on Monday 28 August and is part of an environmental drive to cut plastic consumption. It follows a trial at three stores in Aberdeen, Dundee and Norwich, which found shoppers bought 25% fewer bags when faced with a higher cost.
Tesco also says it'll be removing single-use wine-bottle carriers and lower the price of its 'carry me bottle bag' from £1 to 40p.
However, online delivery customers can still choose to receive deliveries in single-use carrier bags or opt for bagless delivery, something 57% of Tesco's online customers now do, the store says.
Tesco adds that 1.5 billion fewer single-use bags have been used since a charge for carrier bags was introduced in 2015, although it still sells over 700 million a year.

Wales was the first country in the UK to introduce a charge on carrier bags in 2011 and saw a 79% fall in plastic bags being handed out in the next three years.
Tesco's bags for life are made from 94% recycled plastic and can be replaced for free if damaged. Tesco says the money from selling bags will continue to be used to fund community projects.
Rival supermarket Sainsbury's stopped issuing single-use bags in 2015 and started to offer a 5p bag. It's 100% recycled and can be replaced for free.
We have contacted Asda and Morrisons to find out if they're making any changes to offering single-use bags and will update this story when we hear back.

Good news because Greggs are testing out home deliveries in the UK

They're also creating even more drive-throughs across the UK.
Great news for anyone that loves sausage rolls, steak bakes and every other pasty under the sun because Greggs have announced that they're planning on introducing a nationwide drive-through service.
As you may remember, the Newcastle baker had recently launched their first drive-through service at Irlam, Greater Manchester.
Well, you can thank all those hungry Mancunians for the latest news because the company were so happy with that service that they plan on rolling it out across the UK.

Speaking with The Guardian, Greggs boss Roger Whiteside has said: "It’s all about convenience and the most convenient thing is not having to get out of your car. You can just drive up and order a coffee, sausage roll or doughnut.”
In keeping with the likes of McDonald’s and Costa Coffee, Greggs will now be looking to launch their “food-to-go” service and for any traditionalists out there, it appears that this new business model has proven to be a hit with customers.
In fact, Greggs customers have typically spent more at the drive-through than in a high street store.
Aside from this exciting news, they've also announced that they're interested in studying the customer demand for a home delivery service.

Avon chief executive to step down

The news comes as the beauty products firm reports that sales fell 3% to £1.4 billion in the three months to end June.
Since joining the company in 2012, McCoy has launched a three-year transformation plan in 2016, executed the separation of Avon's North America business, and relocated the company's corporate headquarters to the UK. She has also appointed a new senior team.

McCoy said: "With the successful recruitment of a senior executive team with the skill and experience to implement the next phase of our strategy, the platform is in place for a new CEO to continue accelerating the pace of change and take Avon to sustainable profitable growth. I look forward to continuing to drive the Avon business forward and to working with our leadership team to ensure a smooth transition."
Avon's board has retained Heidrick & Struggles, an executive search firm with expertise in the consumer goods industry, to assist in identifying McCoy's successor.
Chan Galbato, non-executive chairman of Avon Products' board of directors, added: "Sheri has set Avon on a path to improved growth and profitability through the design and execution of the company's strategic plan and the recruitment of a team of executives to carry the plan to the next phase. We thank Sheri for her continued commitment to Avon as the company embarks on its next chapter."

Opinion: There are signs Apple is starting to target mid-market consumers too


If there’s one certainty in life where Apple is concerned, it’s that it targets the premium end of the market. Apple would tell you that it aims to make the best products, and that these cost money to make. A more cynical observer might say that Apple aims to make the highest margins and makes the products (and adds the marketing) it takes to achieve this.
But either way, the company has always targeted those customers willing to pay the big bucks for premium products. That approach has meant that while Samsung sells almost twice as many smartphones as Apple, it’s the Cupertino company that hoovers up almost 80% of the total profits in the industry.
But there are signs that Apple may be broadening its horizons …

In a way, Apple has long aimed to have a range of products to appeal to consumers at different price points. In Macs, for example, we had the Mac Pro versus the iMac for the desktop market, and within the iMac range we have the 27-inch 5K flagship and the 21.5-inch 4K option at the more affordable end. For laptops, there’s the now very expensive MacBook Pro range at the top end while the MacBook Air still hangs in there at $999.
In iPads, the iPad mini has always served a dual purpose: providing a more portable form-factor for those who found larger iPads too unwieldy, but also a more affordable entry point for those who wanted an iPad but whose budget didn’t stretch to the more expensive ones.
In iPhones, Apple typically kept its older models on sale as a somewhat cheaper entry point.
But the company has more recently been more actively targeting mid-market smartphone buyers by specifically designing products for them. There was the failed iPhone 5c initially, and the iPhone SE today. The latter also emulated the iPad mini in targeting both budget-conscious consumers as well as those of us who prefer a more pocketable device.
The iPhone SE has been a big success for Apple. It became the third best-selling smartphone in the U.S. and achieved even higher satisfaction ratings than later and more expensive models. It’s almost certain we’ll see a new model next year.
And just this year Apple launched a low-cost 9.7-inch iPad costing just $329, less than half the cost of the cheapest iPad Pro model, and roughly a quarter of the cost of the most expensive one. The company’s recent earnings reports strongly indicate that this has been a massive hit.

Finally, we come to services revenue. Tim Cook noted in the company’s Q2 earnings call that Apple’s services business was ‘well on the way‘ to the size of a Fortune 100 company in its own right – and confirmed that it hit this milestone in Q3.
Services revenue climbed 22% year-on-year to total $27.8B in the last 12 months. That’s not just a Fortune 100 sized business, but – as the WSJ noted – more than Facebook’s total revenue for 2016. As the above Business Insider chart shows, services are now worth more to Apple than either Mac or iPad.
The WSJ again:
“The business is really impressive when you think about it in terms of scale compared to other publicly traded companies out there,” said Jeff Dillon, chief executive of Jackson, Mich.-based Dillon & Associates, which counts Apple among its largest holdings. “There’s a long runway to go there.”
That ‘long runway’ is another way to say that the more hardware devices you sell, the more money you stand to make from services. Apple’s 30% share of app sales is a big chunk of it, of course, but there’s also its take from other iTunes sales, Apple Pay, iCloud storage, Apple Music and its doubtless profitable AppleCare business.
In fact, if you look at the trends in Apple’s income, growth in iPhone, iPad and Mac sales is all below that seen in 2015. But services revenue is soaring.

That’s not to say that Apple is going to head too far downmarket. The App Store makes twice as much money as Google Play despite a much smaller market, and that’s precisely because Apple targets better-off consumers who are willing to spend more on apps and other services. But targeting the mid-market should significantly increase its market for services income.
And the killer feature of services revenue is that it’s recurring – and even does so reliably in the case of subscription services like iCloud storage, Apple Music and Apple’s cut of in-app subscriptions. That’s particularly important at a time when people are holding onto hardware longer.
And there’s one especially attractive element of the mid-market: students, and those early in their careers. There’s a decent chunk of these people who would like to buy Apple kit but can’t quite manage or justify it at present. If you can bring them into the ecosystem now, they will become premium product customers in the future.
So it makes perfect sense for Apple to broaden its target customer base. It will never go after the budget market – the hardware margins are too slim, and the prospect of significant services sales too poor. But going after the mid-market is a gain in the short-term, and likely a far bigger win in the long-term.

Asda posts worst annual figures since Walmart takeover

Supermarket is worst performer of ‘big four’ grocers as fierce competition pulls underlying sales for the year down 5.7%


Asda has posted its worst annual figures since being taken over by the American grocer Walmart, as fierce competition in the UK supermarket sector took its toll.
Britain’s third biggest supermarket chain admitted performance was “behind expectations” after pre-tax profit for 2016 fell 19% to £791.7m.
Accounts filed at Companies House also showed sales fell to £21.6bn from £22.3bn as shoppers flocked to cheaper rivals.
Asda has trailed behind Tesco, Sainsbury’s and Morrisons, and is the worst performer of the UK’s “big four” grocers. The former chief executive Andy Clarke was replaced by the Walmart veteran Sean Clarke, who has attempted to breathe new life into the business. He took the helm last summer. He has focused on dropping prices, boosting the quality of food ranges and improving customer service.
While underlying sales for the year plunged 5.7%, Asda pointed to a recent improvement in trading. The latest industry figures showed Asda attracted an additional 398,000 shoppers in the 12 weeks to 16 July. The Kantar data showed Asda’s sales for the period grew by 1% compared with the same period last year.
In May, the grocer also reported sales in the first quarter had fallen 2.8% compared with the same period the previous year – an improvement on the 2.9% fall in the fourth quarter. Second-quarter figures are expected this month.
The accounts also showed Andy Clarke and the former chief customer officer Barry Williams, who has also left the business, received a combined £2.5m payoff. The firm did not break down the share of this sum.
Sean Clarke and the former Sainsbury’s executive Roger Burnley, who started as chief operations officer recently, have focused their turnaround efforts on the retail basics.
The finance director, Alex Russo, said: “Our sales performance, relative to the market, was behind our expectations. However, in the last quarter of 2016, we saw an improvement following the changes made to our ranges and investment in price and service.”
Asda also reported an operating cashflow of £1.41bn, an increase of 8%, and said a dividend of £450m was paid to Walmart.
All the “big four” grocers have suffered in recent years from seismic changes to the industry. Consumers have swapped their weekly shop for more frequent visits to smaller convenience stores as they seek to cut down on food waste at home. There has also been a shift away from bricks and mortar stores as some prefer buying online.
While shoppers can buy Asda food over the internet, the supermarket has been hit harder than most because it refuses to join rivals in opening smaller stores.
The “big four” have also come under attack from discounters Aldi and Lidl, which can undercut their bigger rivals by stocking fewer high-quality ranges. They are able to negotiate rock-bottom prices by buying entire crops from farmers while bigger supermarkets buy smaller quantities from a larger number of suppliers so they can offer more choice.
Asda again has been affected more than the others because its biggest point of difference was price, something that has been cannibalised in recent years with the low-cost operators. Asda has been too slow in responding to that competition, at a time when its arch rival Tesco has managed to turn its business around.
Tom Berry, retail analyst at GlobalData, said: “Asda has chosen to focus on price rather than range and in-store experience, which has clearly been the wrong strategy.”
Notes in Asda’s accounts showed it was focusing on cutting costs: “Our commitment to the ASDA ‘low cost operating model’ has resulted in improving operating efficiencies and delivering productivity savings across stores and distribution centres.”

John Lewis sales up 2.5% last week

DEPARTMENT STORES
2 August 2017 | by The Retail Bulletin
Online sales climbed by 7.2%.
Home sales had a strong week with sales up 7.7% on the same week last year. The uplift was partly driven by a 19.2% increase in bed linen sales and a 17.5% rise in the beds and bedroom furniture category as the retailer offered its last week of ‘Special Buy’ sales.

Fashion sales increased by 1.5% with the biggest rise coming from the beauty, wellbeing and leisure category where sales climbed by 5.8%.
Meanwhile, electrical and home technology sales were down 0.5% although sales of DIY home products, such as the Honda Petrol Ride on Lawnmower, were up 67%.

Asda reveals 2016 slump in sales


Sales falls and lower profits at supermarket Asda in 2016 have been revealed in detail in newly-filed accounts.
The figures for the Walmart-owned supermarket, filed at Companies House, confirm a torrid spell for Asda as it faced stiff competition in the grocery sector.
Like-for-like sales were down 5.7% compared with the previous year.
Pre-tax profits dropped almost 19% to £791.7m at the Leeds-based company.
"The grocery market has continued to experience low growth throughout the year and competition in the sector has remained intense. Our sales performance, relative to the market, was behind our expectations," the company said.
Changes
Asda, Tesco, Sainsbury's and Morrisons – the so-called big four UK supermarkets – also face competition from German discounters Aldi and Lidl.
Asda suffered more than most and, unlike others, has struggled to fight back. In May, it reported decreasing sales in the first quarter of 2017 – the 11th consecutive quarter of falls – as it continued to lose ground to its rivals.
However, Asda added that despite the disappointing results, there had been an improvement following "strategic changes" under new boss Sean Clarke.
Mr Clarke, who replaced previous chief executive Andy Clarke a year ago, has slashed the prices of everyday items as he attempts to arrest falling sales.
The chain reported a 2.8% fall in like-for-like sales in its first quarter of this year, a moderate improvement on the previous period, which saw sales fall 2.9%.
'Focus on price'
Analysts have said that a major turnaround is required at Asda.
"Sainsbury's and Tesco have always had more opportunity for differentiation from the discounters, but Asda has chosen to focus on price rather than range and in-store experience, which has clearly been the wrong strategy," said Tom Berry, retail analyst at GlobalData.
"Asda has been flailing without direction for too long, and a comprehensive plan is needed if it is to survive in the highly competitive UK grocery market."
Phil Dorrell, of consultancy Retail Remedy, is a previous marketing chief at Asda. He said that it was a difficult market for Asda and it "had a lot of catching up to do".
"It is not changing significantly or fast enough to pull around the results. It did not get its proposition right," he said.

Lisney retail report q2 2017 ( Download )

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Australian homewares retailer House plots UK launch



Australian homewares specialist House is plotting an assault on the UK market, Retail Week can reveal.
House, which is owned by Global Retail Brands, has thrown down the gauntlet to the likes of Lakeland and John Lewis with plans to open 75 stores within the next three years.
It aims to open its first tranche of shops by April 2018 and will also launch a transactional ecommerce platform after identifying the UK as its preferred market to kick-start an overseas push.
House, which has 104 stores in its native Australia, describes itself as a kitchen, cooking, dining and entertaining specialist.
The retailer’s stores typically carry 4,000 core SKUs including cookware, glassware, small electrical appliances, knives and crockery.

Its Australian website sells an additional 8,000 lines, including products in the bathroom, bedroom, décor and pet categories.
House said its stores aim to “inspire customers to cook and create and entertain at home,” with service and customer interaction forming a key part of its proposition.
It gives all new store managers and assistant store managers AUS$8,000 of products for them to use at home so that they “know the product backwards” and can have “passionate” and personalised discussions with shoppers.

Superdrug owner looks to expand in UK


Image caption
Superdrug will open 30 new stores across the UK and Ireland this year
The owner of high street chains Superdrug, Savers and The Perfume Shop is planning to create more than 1,000 jobs across the UK as its expansion plans gain momentum.
Superdrug is set to open 30 new stores, while its discount stable-mate Savers will open another 45 shops.
The Perfume Shop will grow by 17 stores, its owner A.S. Watson said.
Superdrug will create 650 new jobs as it defies a consumer spending slump.
Savers will make 450 new job roles available while The Perfume Shop will create 78 new positions.
A.S. Watson, ultimately owned by Hong Kong billionaire Li Ka-Shing, said it would continue to expand in the UK, even as devalued sterling puts pressure on high street retailers due to higher import prices.
Dominic Lai, AS Watson's managing director, said: "We are under a lot of pressure, with Brexit uncertainty and sterling going down, but we will continue to invest in the UK."
Superdrug delivered a 41% rise in pre-tax profits to £80.4m in 2016, with sales up 10% to £1.2bn.
The healthy and beauty store has 790 stores in UK and Ireland where it employs 13,500 people. Savers has 380 and The Perfume Shop 250.