Category: General

Retail News Asia is committed to providing both local and global retailers with the latest General Retail news throughout the Asian market. This on a daily base.

  • Daniel Wellington launches Moments of Hygge pop up Store

    Daniel Wellington launches Moments of Hygge pop up Store

    Fashion timepiece maker Daniel Wellington has launched a pop-up in Doota Duty Free, downtown Dongdaemun in Seoul.

    The Doota X DW pop-up “DW Moments of Hygge” will be open through to July 31, designed to “celebrate the small moments of happiness in life”. The opening is timed to coincide with the release of a classic watch and bracelet with red accents to reflect the colour that represents happiness in the Chinese culture, and will feature a number of customer exclusive offers at the location.

    The store is inspired by the Scandinavian Hygge philosophy, which espouses seeking happiness and contentment in moments of cosiness and pleasure in simplicity. A press release released by the firm quotes author Meik Wiking’s The Little Book of Hygge with “Hygge … is about being with the people we love. A feeling of home. A feeling that we are safe, that we are shielded from the world and [we] allow ourselves to let our guard down.”

    The pop-up is serving ice-cold cold-brew coffee in artisanal glass flasks, paired with a traditional honey cinnamon “yakgwa” cookie, a Korean treat.

  • India Circus parent eyes 10-fold growth

    India Circus parent eyes 10-fold growth

    India Circus, the design and lifestyle brand owned by Godrej & Boyce home decor,  is anticipating growth by a factor of 10 by next year, according to company management.

    The firm aims to surpass revenues of ₹300 crore (US$43.12 million) within that time.

    “Our current revenue is ₹35 crore ($5.03 million) and we are working towards achieving a ₹300 crore revenue by 2020 and ₹700 crore ($100.62 million) by 2025,” said India Circus founder and executive director Krsnaa Mehta.

    He added that the firm will rapidly grow its online and offline businesses to drive the growth. Sixty percent of the firm’s revenues are from online.

    “Currently we have five stores in total, two in Mumbai, one each in Chennai, Bengaluru and Kolkata,” said Mehta. “We are looking at a company owned, the company operated and franchise model to expand our presence across cities. Our aim is to have 40 stores by 2020, which is almost over one store per month.”

    The firm also has eyes on global expansion and has retailed in Mauritius, Singapore and Qatar as well as in Europe via the West Wing Group. It plans to be globally accessible online within five years.

    “Licensing and royalties are one of the clearest whitespaces for us,” added Mehta. “We want an omnichannel presence. Currently, we are looking at marketplaces and premium partnerships with online players like Amazon, Myntra, Jabong, Pepperfry and other players in the space.”

  • New feature in iOS 13 could save money

    New feature in iOS 13 could save money

    Ever delete an app from your iOS device, not realizing that you’re still paying a monthly fee to use it? It appears that Apple feels your pain. In iOS 13, if you delete an app, you will see a pop-up reminder if you have an active subscription to that app. A screenshot taken from an iPad running the second beta preview of iOS 13; the pop-up reminder can be seen on the screen asking, “Do you want to keep your subscription for this app?”

    The reason why this feature comes in handy is because you might delete an app and forget that you re paying a monthly subscription fee to use it. If you don’t cancel the subscription, you’ll continue paying monthly for a service that you no longer want. And to make sure that you don’t get charged for another month, the pop-up message tells you the next date when your credit card will be automatically used to renew the subscription. Of course, you can cancel your subscription no later than the day before your renewal date. The reminder also notes that if you delete the app but keep the subscription, the service can still be used on other devices.

    So let’s say that you subscribe to Hulu, paying $5.99 a month. You’re going through your iOS device and decide to delete the app, forgetting that you’re making that monthly payment automatically. If Apple keeps this new feature, before you tap that button to uninstall the app, you will see the pop-up reminding you that if you’re really cutting ties with the service, you might want to cancel your subscription. And the reminder also includes a link that takes you to your iOS subscriptions.

    Even though the iPad will have its own OS later this year, we would imagine that this feature will most likely be available for both iOS and iPadOS.

  • Pokemon GO drops support for older Android smartphones

    Pokemon GO drops support for older Android smartphones

    Niantic, developer of Pokemon GO smash hit, has just announced it will discontinue support for older Android smartphones after July 1, 2019. There’s no reasoning behind the decision, so we can only guess that the numerous updates the team plans to deliver in the coming months will probably make the game unplayable on older smartphones.

    The bottom line is Pokemon GO may stop working on smartphones running Android 4.4 KitKat after July 1, or those using these devices won’t be able to download any new updates for the game going forward.
    We can’t see people upgrading their phones just to be able to play Pokemon GO, but we also have no idea how many players will be affected by Niantic’s decision to discontinue support for Android 4.4 KitKat smartphones.

    Pokemon GO is not the only game developed by Niantic that will be discontinued on the older smartphones. The company announced that the same applies to their other AR game, Ingress. The only recommendation coming from Niantic is to update the operating systems to Android 5 or above for uninterrupted access these two game, and that’s what we’re recommending as well if you still want to play Pokemon GO or Ingress.

  • Line Friends Enters Hollywood

    Line Friends Enters Hollywood

    Global character brand Line Friends opened its second and largest official US store last Saturday.

    The new Los Angeles store on Hollywood Blvd, which offers interactive photo zones and signature character merchandise, attracted more than 18,000 visitors on opening weekend. It features a large-scale retail space with a wide array of photo zones and Instagram-ready displays.

    “As we continue to win the hearts of millennials all over the world, we are excited to have successfully opened our second and biggest Line Friends store in Hollywood, the intersection of pop culture and tourist attractions,” read a statement issued by the company.

    “As part of Line Friends’ growing global presence, the Hollywood store is a key milestone for the company in diversifying its business, aiming to be a global creative studio and continuing to expand into the US market.”

    Line Friends features characters which were originally created for use as stickers for the mobile messenger application Line, by Naver, and its 200 million active users worldwide. With Brown & Friends at its heart represented by Brown Choco, Cony and Sally as signature characters, the company is continuously creating and introducing new Intellectual Properties like BT21 and Roy6, in addition to Running Man and Usamaru.

    The Los Angeles store comes after the successful 2017 opening of the Line Friends flagship store in Times Square – which more than 300,000 locals and tourists visited during opening week – and the Line Friends pop-up store in Hollywood last year, which drew more than 15,000 visitors.

  • Costco China to launch in August

    Costco China to launch in August

    US-headquartered warehouse-club retailer Costco Wholesale will open its first physical store in Mainland China in August.

    Costco China’s first location will be in Shanghai’s Minhang district, offering memberships to family and corporate consumers at RMB299 (US$43). The firm’s membership strategy has been largely successful in most markets, with an 88-per-cent renewal rate globally.

    “Costco is good at building a loyal shopper base through its paid membership program with low prices and a select number of stock-keeping units,” said Kantar Worldpanel China GM Jason Yu on Costco China’s debut. “The question is whether they can replicate this in China easily.”

    The group will prove strong competition for Walmart China’s Sam’s Club, a premium goods retailer targeting high-end buyers and which has been accelerating store expansion for the past two years, with a target of reaching 40 locations in the territory by next year.

    Costco now has 773 warehouses worldwide and operates e-commerce sites in several international markets.

    Costco has also announced plans to launch in New Zealand, with the first store scheduled to open in 2021.

  • Global personal luxury goods market growth endures

    Global personal luxury goods market growth endures

    Global personal luxury goods market growth has reached a “new normal” pattern, following back-to-back years of strong performance in 2017 and 2018, according to the luxury goods industry advisory service Bain & Company.

    Last year, 6 per cent global growth* led to €260 billion (US$292 billion) in sales, which is expected to balloon to €271–276 billion ($304.3–310 billion) this year, registering an expected 4-per-cent to 6-per-cent growth at constant exchange rates.

    According to Bain, the growth has been driven primarily by the acceleration in domestic spending of mainland Chinese consumers and an increase in European tourism, which, despite socio-political turmoil in countries like the UK and France, fuelled positive growth in the region through last year’s holiday season.

    Meanwhile a temporary weakening of consumer confidence in North America, as well as a decrease in traffic to malls and department stores, negatively impacted personal luxury spending during last year’s holidays stateside.

    The findings were part of the Bain Luxury Goods Worldwide Market Study, Spring 2019 presented this week in collaboration with Fondazione Altagamma, the Italian luxury goods manufacturers’ industry foundation.

    “This year looks to be on par with our new normal of growth in the market,” said Bain & Company partner and lead author of the study Claudia D’Arpizio. “China continues to dominate the luxury scene. Elsewhere we are continuing to see geopolitical uncertainty shape and reshape tourism spending patterns, with Chinese consumers choosing to spend domestically with more frequency. Overall we are seeing moderate growth in most markets.”

    The report showed that mainland Chinese consumers are demonstrating a strong preference for purchasing luxury goods at home thanks to price harmonisation, consumer-centered strategies, and governmental initiatives. Solid consumer confidence and willingness to buy, especially among young generations, are expected to drive year-over-year growth of 18–20 per cent* in the region.

    Japan remains an exclusive and attractive market for luxury brands, with forecasted growth of 2–4 percent* in 2019. Tourist spending is expected to rise ahead of the Tokyo Olympics in 2020, with Chinese consumers already confirming their interest in the area.

    Across the rest of Asia the outlook is positive, apart from Hong Kong and Macau, which continue to lose out to Mainland China. Bain & Company asserts that the luxury market in the region is set to grow by 10–12 percent*. An expanding middle class with increasing disposable income is fueling growth in Indonesia, Philippines and Vietnam, while sustained growth in South Korea is the result of local consumers and a mild rebound of tourism.

    The rest of the world is expected to be flat or see a slight decrease of 2 per cent*, with the Middle East remaining stagnant as domestic consumer spending begins to flow outside of the region.

    “We expect stable growth in 2019,” said D’Arpizio.  “But under the surface of this new normal, the future of luxury is taking shape with a number of key characteristics, including Chinese Generation Z, access, ownership, sustainability and social responsibility, the impact of digital across the entire value chain, preference for luxury experiences over products, and consumer networks as a new measure of value.”

  • China to become world’s largest grocery market by 2023

    China to become world’s largest grocery market by 2023

    China is set to overtake the US to become the world’s largest grocery market by 2023 in value terms, according to new forecasts.

    Studies from international researcher IGD Asia have shown the country’s total market size will reach RMB11.0 trillion (US$1.8 trillion), more than Asia’s next four largest grocery markets (India, Japan, Indonesia and South Korea) combined.

    “China will not only retain its position as Asia’s largest grocery market by 2023, it will also overtake the US to become the world’s largest,” said IGD head of Asia Pacific Nick Miles. “The market is expected to have a CAGR of 5.5 per cent, on par with Sri Lanka and Thailand, but slower than markets such as India, Vietnam, Indonesia and the Philippines, where the economy is growing faster.

    “Less than half of grocery sales in China currently go through traditional trade and as the market continues to mature, we expect traditional trade to continue losing share to modern trade. As the total market size expands, traditional trade will still grow, but at a much slower pace over the next five years (forecast CAGR of 0.8 per cent), compared with the growth rate of modern trade (forecast CAGR of 8.5 per cent).”

    Development of modern trade in China over the next few years will be largely driven by ongoing store expansion, according to IGD’s research, as well as strong performances from the online and convenience channels.

    “Convenience will be the fastest-growing physical store channel, driven by Alibaba and JD transforming traditional mom-and-pop stores, retailers opening smaller format stores and both local and overseas players expanding their networks through partnerships,” said Miles. “Online and offline integration will drive online growth. As the fastest-growing channel, we forecast online to contribute up to 11 per cent of sales in 2023.”

    Hypermarket share will decline

    Meanwhile, IGD forecasts that hypermarkets will see their share of China’s total grocery retail market reduce from 22 per cent last year to 18 per cent in 2023, while the market share of supermarkets will remain steady, close to 20 per cent.

    IGD research has also found that China’s leading grocery retailers will grow at varying rates to 2023. E-commerce giants such as JD and Alibaba are set to see significant growth from both online and offline channels and become the second- and third-largest grocery retailers in China respectively. Meanwhile, retailers with nationwide networks such as Sun Art, Yonghui, Walmart, CRV and Carrefour will benefit from ongoing expansion, partnerships with e-commerce and tech companies, improved efficiencies, and investment in small formats. Regional players such as NGS and Wumart will continue to focus on profitability.

    “With such strong market growth to 2023, trading in China has vast potential, whether supplying directly to physical stores or via online marketplaces,” concluded Miles. “However, there are huge changes taking place that suppliers need to consider. Online giants are reshaping China’s retail landscape with their strong logistical and technical capabilities, so suppliers should understand this new path of purchase and design meaningful ways to reach their shoppers. Expansion through local partners will also remain a key route to market in China, so customer strategies must take into account the strong alliances forming between e-commerce players and bricks and mortar retailers.

    “There’s also a huge RMB1.7 trillion ($245.57 trillion) growth opportunity in convenience and online in the next five years, which can be captured by understanding trends and retailer strategies and allocating resources accordingly. But we would also urge suppliers not to neglect traditional trade, which will still account for about one-third of FMCG sales in 2023. As the channel modernises, it will provide new ways to reach new shoppers.”

  • China sales Profit Down for Lululemon Athletica

    China sales Profit Down for Lululemon Athletica

    Lululemon Athletica has reported a massive 70 per cent growth in first-quarter China sales, part contributing to a stellar performance globally.

    Both sales and profit exceeded the company’s forecast and analysts expectations. Sales of its relatively new men’s range grew 26 per cent proved another highlight.

    “Our guests responded well to both our men’s and women’s assortments,” CEO Calvin McDonald told analysts on a conference call after the results were released.

    “They engage with us across channels as our store and digital businesses were both strong and our brand continues to resonate well in our core North American market, as well as in Europe and Asia Pacfiic.”

    Earnings surged 28.5 per cent in the quarter to May 5, reaching to US$75.2 million, on sales up 20.4 per cent to $782.3 million. However those figures were boosted a little by a shift in the calendar. Taking that into effect, and on a same-store basis, sales rose 14 per cent.

    Sales in Asia rose 40 per cent, led by China’s 70 per cent gain. The Canadain company opened its first stores in three new Chinese cities during the quarter: Shaanxi, Xi’an and Chongqing. It plans to add as many as 12 more to its network this year.

    Lululemon also relaunched its Chinese website to complement its presence on Tmall and WeChat and websites in Japan and Korea were also launched.

  • Rimowa unveils an Alex Israel pop-up at Lane Crawford

    Rimowa unveils an Alex Israel pop-up at Lane Crawford

    Premium luggage retailer Rimowa will showcase its newest special edition collection – created in tandem with LA-based contemporary artist Alex Israel – at a temporary pop-up store at Lane Crawford in Hong Kong.

    The Rimowa x Alex Israel pop up will be open until tomorrow, marking Rimowa’s first-ever collection of colour-graded suitcases produced with an anodisation process that characterises the signature look of the collection.

    Inspired by the designs, the pop-up features vibrant colours, a photo-op mirror room, sticker walls, and a colourful handmade ice pop bar designed to exude a “quintessentially Los Angeles vibe”.

    For the Rimowa x Alex Israel collaboration, Israel has reimagined the suitcases in colours based on the LA sunset, drawing directly from the palettes of his “Sky Backdrop” and “Untitled (Flat)” paintings, while using new printing techniques to transfer his signature hues onto aluminum.

    Based on the brand’s Rimowa Original Cabin Plus, the collection features two versions of the signature Rimowa x Alex Israel luggage in two distinct colour gradient palettes. The designs feature vibrant, colour-matching wheels and details, custom luggage lining, and a set of luggage tags featuring the artist’s multi-coloured profile. It also includes a special edition luggage sticker set featuring graphic illustrations of iconic LA landmarks and Israel’s artworks.

  • Singapore Airlines and the art of airline management

    Singapore Airlines and the art of airline management

    Airlines compete to provide the best flying experience to passengers, in terms of safety, comfort, punctuality, hospitality and meals provided on-board. If you are a business or first-class traveller, you get that extra care and attention from the cabin crew. But behind those services are various training programmes, joint ventures with multiple organisations and immense planning.

    A look at what happens behind the scenes of one of Asia’s best airlines, Singapore Airlines.

    As safety of passengers hinges on the expertise of pilots, most pilots undergo recurrent/refresher training programmes at least twice a year.

    All the pilots from Singapore Airlines, who operate Airbus fleet, are trained in the Airbus Asia Training Centre (AATC) — a joint venture between Singapore Airlines (45 per cent) and Airbus (55 per cent). AATC, located in Singapore, trains about 6,000 pilots every year from 60 different airlines.

    Depending on the qualifications and experience of the pilot, the training programme at AATC spans between three days and one month. The three training technologies used in AATC include interactive training applications such as Airbus Cockpit Experience (ACE), Airbus Pilot Transition (APT) and Full Flight Simulators (FFS).

    ACE replicates the airplane’s cockpit either on a laptop or a tablet from which the pilot learns about aircraft systems and procedures, digitally. The APT is a fixed cockpit set-up that gives an idea about the position and functioning of an Airbus cockpit.

    And FFS simulates the aircraft and the environment in which it flies. It allow pilots to be trained in scenarios, such as take-off, landing, emergency landing and water landing; it may not be possible for pilots to undergo training in a few of these on a real aircraft.

    Behind Singapore Airlines’ in-flight meal, there’s enormous planning on the quantity and quality of meals, menus and meal specification for each class, raw material requirements, introduction or inventory of kitchen equipment, timely delivery and managing food waste.

    To meet the meal requirements for flights departing from Singapore, the Airlines has outsourced these catering services to SATS — the chief ground-handling and in-flight catering service provider at Singapore Changi Airport. SATS, in Singapore, prepares 120,000 meals per day.

    SATS operates with a team of food technologists, dietitians and culinary chefs who work together to develop various menus. Singapore Airlines, on its part,develops meals for the premium cabin classes, in association with celebrity chefs, including Alfred Portale from New York and Sanjeev Kapoor from India.

    Then, the ‘Think Lab’at SATS conducts various tests essential to the product’s development process. Further, the new items are tested in a simulated cabin, that recreates in-flight conditions when it is cruising at 30,000 ft. This is to assess the actual in-flight experience of the food, as our taste buds work differently at different altitudes. To prepare and process the meal, SATS uses new technologies such as omelette vending machine and a rice line that is capable of cooking varieties of rice — Jasmine rice, Japanese rice, Indian basmati rice and flavoured chicken rice.

    Recently, SATS also invested in a pasteurisation and sterilisation technology that can supposedly extend the shelf life of freshly cooked food from two to 90 days.

    Apart from food technologies, SATS is also making use of other scientific advancements, robots within its premises to carry food from one destination to another.

    At Singapore Airlines Training Centre, one can see well-groomed girls and boys training for cabin services, security and emergency evacuation drills at various aircrafts’ cabin mock-ups for first, business, premium economy and economy classes.

    The cabin crew are given training in activities that are construed as trivial, such as arranging news-papers, selecting appropriate glasses for each variant of beverage and serving meals of various cuisines — Indian, Chinese and Japanese. For instance, placing chop-sticks appropriately in Chinese and Japanese meal trays.

    One facility that catches everybody’s attention during a visit to this training centre is the wide swimming pool forsimulating water conditions, should the aircraft have an emergency landing on water. Training for newly-inducted Singapore Airlines’ cabin crew takes over 15 weeks.

  • AirAsia Philippines delivers world-class flying at low fares

    AirAsia Philippines delivers world-class flying at low fares

    Challenging the common impression that customers get what they pay for in patronizing low-cost carriers (LCC), AirAsia Philippines redefines the flying experience with an uncompromising commitment to world-class safety standards and passion in delivering top-notch service without the hefty price tag.

    AirAsia Philippines is part of the AirAsia Group, which includes AirAsia Malaysia, Thailand, Indonesia, India and Japan. AirAsia Philippines operates a fleet of 23 aircraft out of four hubs servicing seven domestic destinations and 18 international destinations, in line with the group’s vision to be the “wings” that enable people to reach their dream destinations.

    “Having established ourselves as an LCC when we introduced all-in fares, we now want to be known for having the best service,” says Captain Dexter Comendador, AirAsia Philippines CEO.

    AirAsia Philippines commenced operations locally in 2012 with two new planes. With the acquisition of local airline Zest Airways the following year, AirAsia Philippines’ fleet became 13. Backed by its parent company, which boasts a total fleet of 252 aircraft and more than 140 destinations in 25 markets, AirAsia Philippines is set to raise the benchmark in the aviation industry, particularly the LCC segment.

    The company constantly pursues initiatives to provide customers a hassle-free experience. For example, AirAsia Philippines relinquished the use of jet bridges and instead uses steps for boarding and disembarking passengers. By doing this, the airline has been able to keep turnaround time to 25 minutes – one of the quickest in Asia. Foregoing the use of expensive jet bridges also allows AirAsia Philippines to pass on cost savings to customers, resulting in more economical fares.

    Tapping technology to offer a seamless customer experience, AirAsia has overhauled its website and mobile app and even launched a chatbot named AVA (AirAsia Virtual Allstar). Powered by artificial intelligence, the chatbot is well-versed in English, Thai, Malay, Indonesian, Vietnamese, Korean and Chinese, and responds to queries instantly. As part of the AirAsia network, AirAsia Philippines has allowed customers to use AVA to manage their flight needs since March this year.

    AirAsia Philippines also takes a proactive role in creating hubs in the Philippines, connecting them to the whole AirAsia network. The airline now has hubs in Manila, Cebu and Kalibo. Outside Manila, AirAsia Philippines is launching new flights, and will soon fly directly to Macau, Kunming, Chengdu, Hangzhou and Taipei from its Kalibo hub.

    As it seeks to relocate its headquarters to Clark, Pampanga, AirAsia Philippines hopes to develop the former airbase as its next hub. It also aims to establish hubs in popular tourist destinations such as Bohol and Palawan.

    “Our vision is to be the No 1 LCC in the Philippines. We also want to be the employer of choice for aviation industry professionals,” Comendador says.

  • Target sales sagging further for Wesfarmers

    Target sales sagging further for Wesfarmers

    Wesfarmers says full-year earnings from its department stores could fall by as much as $103 million after sales at the struggling Target chain fell by 2.3 per cent so far in the second half.

    The Perth-based conglomerate, which reports its full-year results on August 27, says Target’s comparable sales for the five months to May fell 2.3 per cent on the prior corresponding period and by 0.7 per cent over the year so far.

    Although sales at stablemate Kmart have stabilised in the second half, Target dragged down the unit as a whole and Wesfarmers says the latter’s “current offer requires ongoing repositioning” despite continued efforts to turn around the chain.

    Combined full-year earnings from two stores’ continuing operations are now expected to be between $515 million and $565 million, as much as 17 per cent down on last year’s $618 million.

    Wesfarmers managing director Rob Scott says the Kmart Group’s second-half performance had been disappointing, but that it would benefit from increased investment in online and digital initiatives.

    The company said on Thursday it was feeling the pressure from increased pricing competition and cautious consumer sentiment, and admitted various changes at Kmart had also resulted in a temporary shortage of goods on shelves.

    Mr Scott told investors in a separate briefing there had been no notable lift in consumer sentiment after the May federal election, though the onset of colder weather had been welcome boost for sales.

    “The seasonal changeover is a key driver of sales… (so) the cold weather has been helpful (even if) some of the cold weather took a while to arrive,” Mr Scott said.

    Wesfarmers announced in June last year it was scaling back its Target business, cutting the size or number of stores in the chain to achieve a 20 per cent overall reduction in footprint by 2023.

    Mr Scott said on Thursday the repositioning of the department store network, which will include the introduction of more Kmart stores, had allowed its chains to compliment each other instead of competing for space and customers

    Mr Scott told investors he expected further improvement after Kmart finishes cycling out DVD sales.

    Wesfarmers’ first-half profit soared to $4.5 billion from $212 million in the prior corresponding period due to $3 billion in one-off items following the demerger of supermarket Coles, and the sale of Bengalla, Kmart Tyre and Auto Service, and Quadrant Energy.

    The conglomerate has since embarked on a number of acquisitions, including a $776 move for lithium developer Kidman Resources, and a so-far unsuccessful approach for rare earths miner Lynas.

    This week it continued its spending spree this week with the $230 million acquisition of online retailer Catch Group, which will be rolled into the Kmart Group.

    Mr Scott told analysts the company felt “the time was right” to act on opportunities.

    “On the acquisition side, I know we’ve announced a few things in recent months, but I think it’s important not to get too carried away by that activity,” he said.

    “We’re talking a very very small proportion of out market capitalisation, and indeed capex.”

    Mr Scott said the proposed investment in Kidman was grounded in long-term advantages.

    “We don’t know what the long-term price of lithium is going to be …what we do know is that … (the proposed acquisition) is going to be one of the lowest-cost providers globally of lithium hydroxide,” Mr Scott said.

    Shares in Wesfarmers were worth $38.25 before trade on Thursday and have climbed by 18.72 per cent, or $6.03, so far in 2019.

  • Apple’s Shazam app updated with new Pop Up functionality

    Apple’s Shazam app updated with new Pop Up functionality

    Recently acquired by Apple, Shazam is bringing new features to its users, although this time only Android users will benefit from the changes. A new Pop Up functionality has just been added to Shazam for Android, which will allow users to identify songs playing in third-party apps without having to leave the app.

    In order to benefit from the new feature, you’ll have to enable a new floating button that is overlaid on the screen. When the new button is enabled, you will see a persistent notification in the notification drawer, which can be used to trigger it. Whenever you wish to use Shazam to identify a song, simply tap on the Pop Up floating button.

    Of course, you will be able to dismiss both the button and the persistent notification by simply dragging the button at the lower part of the screen to make it disappear. If you want to make the persistent notification go away, you will have to switch off feature from the Shazam settings menu or by swiping down the notification and tap on Turn Off.

    The new Pop Up functionality is available in the latest version of Shazam for Android, which has already been uploaded in the Google Play Store. If you have the app installed, a new update should be available for download.

  • Topshop parent wins lifeline in crucial vote

    Topshop parent wins lifeline in crucial vote

    Topshop parent Arcadia Group has been given a lifeline by its creditors and landlords after a Company Voluntary Arrangement (CVA) was approved yesterday.

    The vote was delayed last week after it became clear it would not gain the 75 per cent approval needed to proceed. However it appears a change of heart by the pension regulatory body secured the arrangement.

    Arcadia Group is now free to close a further 23 stores and will receive reduced rent on nearly 200 others.

    CEO Ian Grabiner said he is confident about the group’s future now the deal has been accepted, promising to provide customers “with the very best multi-channel experience, deliver the fashion trends that they demand, and ultimately inspire a renewed loyalty to our brands that will support the long-term growth of our business”.

    “After many months of engaging with all our key stakeholders, taking on board their feedback, and sharing our turnaround plans, the future of Arcadia, our thousands of colleagues, and our extensive supplier base is now on a much firmer footing,” he said.

    “From today, with the right structure in place to reduce our cost base and create a stable financial platform for the group, we can execute our business turnaround plan to drive growth through our digital and wholesale channels, while ensuring our store portfolio remains at the heart of our customer offer.”

    However Chloe Collins, senior retail analyst at GlobalData, said that although Arcadia’s CVA has been approved, it is not surprising it faced backlash from some landlords who have doubts about the retailer’s future.

    “Arcadia’s leading brands – Topshop and Topman – still have a strong following among millennials, however many of the other, such as Miss Selfridge and Dorothy Perkins, are now irrelevant in a highly saturated market and chances of revival are slim, leading landlords to question whether other retailers could offer their spaces more longevity,” she said.

    “The decision to add Topshop and Topman to Asos’ branded offer as part of Arcadia’s turnaround plan is wise to increase the brand’s reach, especially internationally. However it is crucial that the £60 million invested into advancing Arcadia’s digital platforms includes competitive and convenient delivery methods to rival Asos and maintain traction on the brand’s individual sites.”

    Collins said the £75 million invested by Green into its physical stores will be too thinly spread as even after the planned closures Arcadia will have around 500 stores left.

    “These stores have been neglected for far too long and are now unable to match competition which moves in favour of experience-led shopping.”