The good retailers will prosper.
My time in retail. These are my thoughts on where the UK High Street goes from here. I have worked in retail for many years and I share my thoughts and experiences here.
Tuesday 29 April 2014
Payday weekend is upon us again
A brief reminder that it's coming up to payday weekend for many people again. Ensure your plans are in place - have your best people in, motivate and inform them. Have a great sales weekend. Sales have fallen off towards the end of April, so this is where it starts again.
Friday 25 April 2014
How will Primark fare in the USA?
As Primark gets set to open their first store in America, it begs the question of how it became so successful over here in the UK. The BBC article below looks at how they may fare.
I see Primark's success as down to two main factors - price and speed of getting fashion from the catwalk to the High Street.
If they can replicate these two areas in the USA then they will be some way towards satisfying American customers.
One area they may need to improve on their UK operations is customer service. Surly security guards, head-down ass-up shelf fillers and till operators more interested in each other's night out than the customer in front of them won't wash in the most demanding consumer market in the World. And an improvement in the US may rub off on their UK operation.
Saturday 19 April 2014
BBC highlights 150 years of John Lewis
I know it's Easter weekend, but I found the fact that John Lewis celebrates 150 years of trading very interesting and wholly relevant. Being able to thrive for that long is testament to bring able to adapt to changing trading conditions.
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Their aura of quality and exemplary customer service (if you haven't experienced it, then give it a try) have fuelled a continued trail of loyal customers.
It's niche is quality.
http://m.bbc.co.uk/news/uk-england-london-27033810
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Tuesday 8 April 2014
Asda gets in on the Click & Collect boom
I have long been an advocate of the Click & Collect services offered by High Street stores to access a full range of products in perhaps a smaller outlet. Boots and Next in particular have seen these offerings as successful. Now Asda have announced plans to increase their "Click and Collect points" by 1,000.
http://www.bbc.co.uk/news/business-26918527
This is a huge growth area and will continue to grow both your offering, and the High Street.
I have seen research by an unnamed High Street retailer that the average customer spends approximately a further £8 when they come into store to collect their goods. That's extra income on both counts that can't be sniffed at!
Not everything can be bought on the High Street - Audible by Amazon
http://www.bbc.co.uk/news/business-26918527
This is a huge growth area and will continue to grow both your offering, and the High Street.
I have seen research by an unnamed High Street retailer that the average customer spends approximately a further £8 when they come into store to collect their goods. That's extra income on both counts that can't be sniffed at!
Not everything can be bought on the High Street - Audible by Amazon
Wednesday 2 April 2014
Keeping your team in the dark breeds disruption
If you are a retailer and you keep your team in the dark about future prospects and plans for the company then this will always lead to discontent and disharmony. There are necessary breaks in continuity for any organisation - people leave, people are promoted, end-of-year budgets are announced, etc. When these become a problem is when they are not managed in a positive and open manner.
Team members who are looking for promotion may become unsure of their prospects if they see uncertainty. They may look elsewhere and this creates a vacuum of talent in a company, where they have spent time training and preparing people for future promotion, but don't have or communicate a clear plan as to how and when that promotion will be achieved.
You may have team members who are temporary and looking for a permanent position. If they can't see a clear role for themselves ion the future of the store or organisation, then they will start to look at opportunities elsewhere and "elsewhere" may be able to offer something permanent.
Even some settled team members may begin to question the company's logic, structure and long-term viability, as this whole process creates instability and confusion.
I have experienced this in every retailer, for one reason or another. At higher levels, don't think that your shop floor staff are too unimportant to be kept informed of where the company, region or store is heading. If you keep them in the dark, you may lose them - and you will lose sales while uncertainty surrounds them.
Start your 30 day free trial of Amazon Prime today!
Team members who are looking for promotion may become unsure of their prospects if they see uncertainty. They may look elsewhere and this creates a vacuum of talent in a company, where they have spent time training and preparing people for future promotion, but don't have or communicate a clear plan as to how and when that promotion will be achieved.
You may have team members who are temporary and looking for a permanent position. If they can't see a clear role for themselves ion the future of the store or organisation, then they will start to look at opportunities elsewhere and "elsewhere" may be able to offer something permanent.
Even some settled team members may begin to question the company's logic, structure and long-term viability, as this whole process creates instability and confusion.
I have experienced this in every retailer, for one reason or another. At higher levels, don't think that your shop floor staff are too unimportant to be kept informed of where the company, region or store is heading. If you keep them in the dark, you may lose them - and you will lose sales while uncertainty surrounds them.
Start your 30 day free trial of Amazon Prime today!
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