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Tag: Fashion

  • Helena Rubinstein ‘is back’ in travel retail channel

    Helena Rubinstein ‘is back’ in travel retail channel

    Uber-premium cosmetics brand Helena Rubinstein “is back” in travel retail, launching this week the first of a series of initiatives tapping into the Chinese market in particular.

    The L’Oreal-owned brand, founded by Rubinstein herself in 1902, launched a three-day experiential pop-up at The Shilla Hotel in Seoul, a stone’s-throw from the giant Shilla Duty Free department store which draws thousands of predominantly Chinese shoppers every day. More than 30 KoLs from China and South Korea were there, on hand to watch one of the brand’s ambassadors, retired Hong Kong actress Cherie Chung open the event.

    It marked the first travel retail Asia pop-up for the brand, which would not have been possible without the support of The Shilla, said Petrina Kho, GM of Helena Rubinstein at L’Oreal Travel Retail Asia Pacific.

    Kho admits Helen Rubinstein has been “pretty quiet” in the marketplace for the past few years,  “but I think that L’Oreal was waiting for us to have all the right products in place first”.

    Kho says Chinese consumers are a big part of the global cosmetics market now and driving strong growth in the premium cosmetics market in travel retail across Asia.

    A spokesman from The Shilla said Helena Rubinstein sales this year are double those of last year, largely driven by the flagship product the Powercell Skinmunity serum which Chinese have embraced despite its premium price point.

    Kho says the premiumisation trend is leading the skincare market growth. “Helena Rubinstein is at the forefront of that because it is the most luxurious skincare brand and obviously the premium-skincare wave is benefiting us.

    “We felt this was the right place to get Helena Rubinstein out, and to partner with The Shilla this year. We want people to know that Helena Rubinstein is back and we want to start engaging with new consumers and our existing consumers.”

    Next year, the brand will be ramping up its activities in travel retail, she says.

    “I can tell you I am extremely excited for 2020. We are just getting started.”

    This week’s pop-up execution included a series of QR code-driven installations describing the history of the brand and sharing the philosophies of its founder, who died in 1965. It also gave visitors an experiential skin test and treatment experience.

    Kho says Chung, and another brand ambassador, fellow famous Chinese actress Faye Wong, are cutting through for Helena Rubinstein because they are well known among more mature consumers. And that demographic is now passing the baton to younger ones.

    “I’ll tell you an experience I had in a home where we were in a store and I saw a mom and daughter shopping. Mom was introducing her daughter to the brand and I thought that was such an amazing moment, because, you know that the brand has crossed the generation and when your mom is introducing something to your daughter, it’s almost like your personal KoL because she’s talking about the efficacy of the brand.”

    Kho describes Faye and Cherie as superstars. “They continue to be extremely healthy. Today the MC asked [Cherie] ‘What are your secrets for beauty?’ She said ‘It’s all about prevention. It’s all about protection, but also make sure that you exercise’.

    “I love that it is such down-to-earth advice. These are strong women and they are extremely empowering. And I think they have that credibility, to tell about their experience about beauty and about empowering themselves.”

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  • JAB Holding owners commit to Holocaust survivor program

    JAB Holding owners commit to Holocaust survivor program

    The owners of JAB Holding, the parent company of Pret-A-Manger and other retail brands, have announced a contribution to a foundation benefiting Holocaust survivors as the family takes steps to compensate for their ancestors’ treatment of Jews.

    JAB Holding also owns Green Mountain Coffee, Panera bread, Mighty Leaf Tea, Caribou Coffee, Jacobs Douwe Egberts, Einstein Bros Bagels and a 38-per-cent stake in cosmetics giant Coty, among other investments.

    In March, German newspaper Bild uncovered a significant historical connection between the wealthy Reimann family and the Nazis. The Reimann forebears were ardent anti-semites and strong supporters of Hitler, and used both Russian and French slaves in their factories.

    “It is all correct,” family spokesman Peter Harf, who is one of two managing partners of JAB Holdings, told Bild. “Reimann Senior and Reimann Junior were guilty. The two men have passed away, but they actually belonged in prison.”

    Julius Berman, president of the Conference on Jewish Material Claims Against Germany (Claims Conference), has announced a new emergency assistance fund for Holocaust survivors provided by the Reimann family and administered through their new humanitarian arm, the Alfred Landecker Foundation.

    The Reimann family established the foundation in honour of Alfred Landecker, who died at the hands of Germans when he was deported in 1942. Alfred Landecker’s fate is inextricably linked to the Reimann family: he was the father of Emilie Landecker, who had three children by Albert Reimann Jr.

    When the Reimann family appointed independent historian Dr Paul Erker, of the Ludwig Maximilian University of Munich, to research their political history and that of the Benckiser company, it was established that Albert Reimann Sr and his son Albert Reimann Jr, who ran Benckiser, the precursor company to JAB Holding Company, were outspoken in their anti-Semitism and ardent supporters of Adolf Hitler and the Nazi regime. It was also discovered that Benckiser factories used forced labor; by the spring of 1942, the Benckiser Ludwigshafen plant used around 200 civilians as forced laborers.

    “The funds being provided through the Alfred Landecker Foundation will make a significant difference in the lives of so many who deserve so much,” said Berman of the new partnership between the foundation and the Claims Conference. “Elderly, poor Holocaust survivors need food, medicine and heat in the winter. These funds will enable thousands of survivors to live in dignity.”

    Using existing infrastructure, the Claims Conference will absorb 100 percent of the administrative costs associated with management and distribution of the 5 million euros to ensure that the full amount of funding goes to Holocaust survivors. Funds will be disseminated to the Claims Conference over three years, starting next year with US$2.2 million (€2 million), another $2.2 million in 2021, and the final installment of $1.1 million (€1 million) in 2022.

    “We are delighted to partner with the world-respected Claims Conference to help realise our much-needed financial commitment to survivors of the Holocaust,” said Alfred Landecker Foundation chair David Kamenetzky.

    “This also marks a significant step for the Alfred Landecker Foundation and our ambition of researching and remembering the atrocities of the Holocaust, as well as providing humanitarian assistance for survivors of the Holocaust and former forced labor in World War II.”

    The Claims Conference will allocate nearly $610 million for social welfare next year, prioritizing the majority for homecare, and approximately $10.2 million for emergency assistance; a 25 percent increase over the prior year.

    This additional $2.2 million in financial resources will have a profound impact on programs and services in 34 countries. The money will help support programs across the Claims Conference’s existing global network of social welfare agencies, supporting items like food packages, medicine, transportation to doctor appointments and programs to alleviate social isolation for Holocaust survivors.

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  • Hamleys brand set for shakeup under new owner

    Hamleys brand set for shakeup under new owner

    New Hamleys toy store owner Reliance Industries plans to revamp the brand, according to a report in The Guardian.

    The article reveals that the new owners “have ambitious plans for the toy store” which has been passed “from one absentee foreign owner to another over the past 16 years”. Reliance is currently turning to the US market in the wake of the Toys R Us collapse, having already firmly established the brand in India with more than 100 stores.

    The firm is also planning to revamp its London flagship.

    “We’re not going to put Swarovski chandeliers in, which can cost a lot of money, because that’s not required,” Reliance CEO Darshan Mehta told The Guardian. “You have to be careful not to create something that is intimidating because one of the Hamleys’ secret ingredients has been that it welcomes all and sundry, from the super-rich – someone recently bought a £5000 reindeer – to someone buying a £5 soft toy.”

    “If your proposition is price as the only lever then you will lose the game,” said Mehta. “We are not selling the cheapest toy from a box.”

    Mehta also added that the store revamp has to focus on providing a better experience than online shopping.

    “As a brick-and-mortar retailer I have to stand up to that onslaught,” he said. “People will not remain closeted in their homes. They go out for experiences. A visit to a Hamleys store is an experience.”

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  • Surge in fashion industry transparency

    Surge in fashion industry transparency

    Retailers in the apparel industry have been disclosing their supply chain information more transparently over the past three years, according to a new report.

    Released by a group of unions, human rights groups, and labor-rights advocates who have jointly advocated for transparency since 2016, the report reveals greater public disclosure within the fashion industry about supplier factories, a move expected to help address labor abuses in garment supply chains.

    “All brands should adopt supply chain transparency, but ultimately laws are needed that require transparency and enforce critical human rights practices,” said Human Rights Watch senior women’s rights counsel Aruna Kashyap.

    The group believes supplier transparency promotes corporate accountability for garment workers’ rights in global supply chains, as constitutes proof that a company knows where its products are made, while allowing human rights advocates to fulldumps.com identify abuses in supplier factories.

    The group is also advocating for the passage of national laws requiring companies to conduct human rights due diligence in their supply chains.

    “Responsible Business Initiatives should stop making excuses for companies that want to continue to keep their supply chains opaque,” said Clean Clothes Campaign campaigns coordinator Christie Miedema.

    “They should instead follow the lead of the front runners among their members and make transparency a membership requirement to give workers and activists access to the information they need to help address workplace abuses.”

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  • VF Corporation unveils sustainability commitments for 2020

    VF Corporation unveils sustainability commitments for 2020

    Global apparel, footwear and accessories company VF Corporation has revealed sustainability commitments dubbed as its “Science-Based Targets (SBTs)” for the year ahead.

    VF’s new science-based targets (SBTs) are among the most ambitious in the industry and are aligned with the ideology of using its global scale for good. SBTs are greenhouse-gas emission-reduction targets that are in line with meeting the goals of the Paris Agreement.

    The company underwent a two-year-long collaborative process to develop its new SBTs, partnering with global consultancy, the Carbon Trust. The consultants used data from across its owned-and-operated facilities and its product life cycle from farm to retail store, engaging deeply with its entire value chain.

    As outlined in the report, the company has made measurable progress against its targets. Currently, half of VF’s distribution centers around the world are zero-waste facilities and 16 of VF’s owned buildings are LEED certified.  VF has also improved its workers’ conditions and wellbeing under its “Worker and Community Development (WCD) Program” such as empowering female workers on menstruation in India and providing workplace health-and-nutrition benefits in Cambodia.

    Aside from meeting the UN Sustainable Development Goals, VF will be focusing on three pillars across its business and supply chain: the company aims to seek strength in the commercialization of circular business models to reduce VF’s environmental impact while creating new growth opportunities. Additionally, building on VF’s global scale and influence, the company will drive impact reduction across the broader industry by enabling VF and its brands to serve as a catalyst for powering movements of sustainable and active lifestyles.

    Steve Rendie, VF’s Chairman, president and CEO shares: “Our Made for Change strategy outlines our forward-looking priorities and provides us with a renewed focus to push ourselves harder and farther as we address some of our industry’s most challenging issues.”

    The company is confident that by 2030, all of its top nine materials (which comprise 90 percent of its material-related carbon emissions) will originate from responsible or regenerative sources.

  • Slimmed-down Le Saunda shows signs of improvement

    Slimmed-down Le Saunda shows signs of improvement

    Slimmed-down Hong Kong shoe retailer Le Saunda is showing early signs of improvement despite the recent decline in the territory’s retail sector.

    Figures for the November quarter show same-store sales growth of 7.7 percent in its self-owned network when compared with the same period last year. Total sales, however, were down 11.1 percent, reflecting a rationalization of the store network. The group ended the quarter with 447 stores in Mainland China, Hong Kong and Macau, a net decrease of 118.

    As earlier reported, sales for the first half of this year fell by 18.2 percent

    At the time, Chairman James Ngai said that given the current “gloomy economic conditions” Le Saunda would continue to optimize its distribution network, close down low-profit stores and take “a cautious and prudent approach in business expansion”.

    The picture was not so bright in the online business in the three months to November 30, however, where sales fell 20.7 percent year on year.

  • Cantabil plans 100 new outlets within a year

    Cantabil plans 100 new outlets within a year

    Indian clothing label Cantabil is making plans to extend its reach across the country by opening more than 100 new outlets within one year.

    The firm currently operates 290 outlets in 16 states within the territory, mostly in tier I and II cities. It plans to invest US$3.5 million to expand its number of locations to 400.

    “This year has been a positive one and we are hopeful to continue with the same growth momentum in the coming year,” said Cantabil director Deepak Bansal.

    “There is a significant increase in awareness about the fashion trend among the people in smaller towns and cities. We see immense potential in tier II and III markets for expansion.”

    “Our target states are Maharashtra, Gujarat, Rajasthan, UP, Madhya Pradesh, Bihar, Jharkhand, West Bengal and part of Northeast,” read a statement from the firm.

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  • Love, Bonito confirms data breach affecting its e-commerce customers

    Love, Bonito confirms data breach affecting its e-commerce customers

    Online-to-offline fashion label Love, Bonito has confirmed a data breach affected its e-commerce website briefly – but only a tiny fraction of customers were affected.

    Company co-founder Rachel Lim admitted that malicious code had been incorporated into its site, which has since been removed.

    An estimated 3 percent of Love, Bonito’s customers may have had personal information exposed during the hack, with a small number have had their financial data accessed.

    “We have always been committed to providing our community with a safe shopping environment and sincerely apologize for this incident,” said Lim.

    “It is therefore regrettable to discover a security incident involving our website,” read a statement on the firm’s Facebook page. “This incident was discovered 72 hours ago, which we immediately took steps to contain.

    “Some of our customers’ personal information may have been unfortunately exposed … For those affected by this incident, an email has been sent to you informing you on next steps.”

    Singapore police will be making investigations into the incident with the assistance of the firm.

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  • Kiko Milano expanding store network in India

    Kiko Milano expanding store network in India

    Italian cosmetic brand, Kiko Milano, is to expand its retail network in India next year.

    Kiko Milano India plans to open six stores across the country, including two new stores in the national capital Delhi.

    “We will focus on having more points of sale, whether exclusive outlets, online or shops-in-shops,” said Abhishek Bhattacharya, country director at Kiko Milano.

    He said the company aims to launch two more outlets in Delhi, and one each in Lucknow, Mumbai, Guwahati (the first in northeast India), and Kolkata.

    “Initially we thought of opening just the retail stores, but we have understood that in Indian market, it has to be a mix of retail and other modes of expansion. We have our shop-in-shop concept, and we are also going to tie with more departmental stores, in addition to exclusive brand outlets,” he added.

    Founded in 1997, Kiko Milano has put Italy on the beauty map with more than 900 stores in 18 countries and the online capability to deliver to 36 countries.

  • Adidas Malaysia opens first-ever Brand Centre

    Adidas Malaysia opens first-ever Brand Centre

    Adidas Malaysia has launched a new Brand Centre at Kuala Lumpur’s Sunway Pyramid as it expands in the Southeast Asian market.

    The new 1328sqm “stadium-style” outlet stocks the full Adidas range from performance to fashion items. Its retail concept design is inspired by iconic city landmarks and cultural hues. The store facade features two large floor-to-ceiling LED screens.

    “The all-new brand center is Adidas Malaysia’s largest store to date, showcasing the latest retail concept and innovations from Adidas as well as our commitment as the No 1 global sports brand,” said Adidas Malaysia country manager Philip Ho. “[We want to be] the best sports company in the world to provide Malaysian consumers with the best products, best experiences and best services, and we intend to inspire the city further with our brand’s unique strength and creativity.”

    Features inside the store include a jersey customization hub, a footwear testing treadmill, and an area for original collections. Space will also serve as a consumer activation and engagement hub.

  • Inditex profit growing faster than sales

    Inditex profit growing faster than sales

    Zara parent Inditex profit grew by 12 percent in the first nine months of this year, a rate significantly ahead of sales growth.

    Sales across its brands, which also include Massimo Dutti, Stradavarius, Bershka and Zara Home, rose 7.5 percent to €19.8 billion. The company says it expects its full-year like-for-like sales to increase by between 4 percent and 6 percent.

    The Spanish-headquartered company said its success is due to a focus on “enriching its customers’ unique experience” with inventory management and “tight coordination of every step in the value chain: design, production, logistics, and distribution”.

    During the first half of this year, sales reached €12.8 billion, the highest level to date, and net profit set a new record of €1.6 billion, up 10 percent year on year.

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  • Lululemon bucks trend thanks to ‘strong brand, great products’

    Lululemon bucks trend thanks to ‘strong brand, great products’

    While some retailers lost momentum in the third quarter, Lululemon firmly bucked the trend and continued its run of strong growth unabated.

    On the top line, total sales grew by a robust 22.5 percent, supported by a strong underlying comparable uplift of 16 percent. Both physical stores and the digital channel contributed to growth.

    On the bottom line, operating income rose by 29.3 percent driven by higher sales and improved margins. Net income was up by 33.4 percent.

    Lululemon remains a great example of what can be accomplished by the development of a strong brand alongside offering great products. Not only does this produce a loyal following of engaged customers, it also means that price integrity can be maintained ensuring that excessive discounting is not needed to sell through merchandise. This latter factor is one of the reasons why Lululemon has been able to improve margins against the backdrop of a more promotional environment.

    Part of Lululemon’s success comes from it leaning more heavily into areas where it is less developed. One aspect of this comes from the menswear business where it is succeeding in capturing more interest and spending. The technical detailing of Lulu’s products resonant with many of its male shoppers as does the uncomplicated styling.

    Despite a run of growth, we believe the company is nowhere near the finish line in menswear and it has a lot of potentials to attract more customers and secure a greater proportion of their spending.

    Another area of success has been geographical expansion where Lululemon continues to make inroads to areas like Europe. Here there is scope to strengthen the profile of the brand through the continued hosting of events such as the Sweatlife Festival in Berlin and London, which will provide buoyancy to future growth.

    Brand and range innovation

    As much as successfully seizing new opportunities has aided Lululemon’s growth story, the company also deserves credit for the work it has done to improve sales to existing customers through brand and range innovation. These things have supported the strong uplift in comparable sales across North America and other regions.

    On the range side, the push into non-traditional fitness categories, such as personal care, has paid dividends. This is mostly because Lululemon has added products mindfully and ensured that they stick to its principles of functionality and technicality – such as body lotion that cools you down after a workout – rather than just expanding the assortment in a random way. A lot of core consumers are now adding self-care products to their baskets which is helping Lululemon increase the size of an average transaction. We expect the personal care lines to be very popular over the holiday period.

    The continued enhancement of stores, and the recent opening of new concepts such as the Lincoln Park shop, have also helped Lululemon to outperform. These locations allow the company to better showcase its products, connect with consumers in a more meaningful way, and generate incremental revenue streams from classes and foodservice. While Lululemon cannot open such high-profile outlets in every location, it has enormous scope to open more in big cities and to develop a diluted form of the concept in smaller regional locations.

    As much as Lululemon succeeds because of the strength of its offer, we are most excited about the company’s pivot to creating a community with membership programs and classes. Not only does this lock in loyalty, it also provides significant scope for future revenue development and ensures physical shops will remain a destination.

  • Adidas LDN – our store of the year

    Adidas LDN – our store of the year

    Retailers regularly spruik the line of ‘reimagining retail’ when launching a new concept store – but the new Adidas LDN flagship genuinely delivers on that promise.

    The four-story Adidas LDN (London) store features a myriad of unique shopper activations and experiences which make it stand out from rivals like Nike’s Houses of Innovation in Shanghai and New York, and Puma’s own flagship alongside on Fifth Avenue. The Adidas LDN store may be a latecomer to the party, but it outperforms its rivals by truly embracing customer engagement.

    Adidas has created a space to cultivate London’s creative scene, with the store housing installations and artworks from local artists and featuring products designed exclusively for the store. Keeping the theme localized, the German brand has a team of staff that collectively speaks 31 different languages to cater to the 20 million tourists of London.

    There are many interactive action points across each floor with the MakersLab being one of the focal points of the store. The customization section not only allows consumers to personalize football jerseys but opens up the creativity to people of all ages with its workshop area. Apart from artist-led group classes, customers can choose from the pick-and-mix of patches to add to their newly purchased garments on the spot.

    Shoppers can also immerse themselves in the in-store experience by testing their new kicks on a treadmill run, signing up for a fitting appointment with an expert, or attending regular community events.

    Magical experiences

    The Adidas LDN store did not win this store race without help from a team of retail-tech experts. One of its foremost innovations is its smart fitting rooms with interactive mirrors, powered by RFID through Avery Dennison’s intelligent labels, Detego software, Pyramid Computer and Nordic ID.

    When a customer walks in, the mirrors detect the item via its RFID tagging and display product information subtly but resourcefully on the mirror – providing an instant magical experience. The customer can call for assistance from staff, requesting sizes and colors without leaving the room. Personal services such as fitting appointment with experts and tailors are also available in-house – highly unusual for a sportswear brand.

    Additional fitting rooms with LED screens provide a vibrant and dynamic Instagrammable backdrop for the Gen Zs looking to show off their new Adidas gear.

    The digital innovation continues through Adidas’ omnichannel app. Apart from being able to shop within and book sneaker-cleaning services, the app enables geo-tracking for staff in-house to locate the consumer in-store for additional assistance. The “Bring It To Me” feature allows shoppers to scan products, request size and purchase on the spot without queuing – removing the need for designated cashier spaces.

    Realistic augmented reality features are also available within the app’s product pages for their signature shoe collections such as the Alphaedge, Gazelle, Superstar or Stan Smiths. Provided by Vyking, the AR technology allows the user to try on shoes virtually atop the consumer’s feet and project the shoe realistically in 3D, complete with its detailed textures.

    Sneakerheads can also book reminders for upcoming sneaker drops through the app or by interacting with the digital “Hype Wall” to preview pending collections.

    Adidas has always been a leader in sustainability efforts. Aside from its long-term partnership with Stella McCartney, an advocate and environmental enthusiast alongside its successful recycled ocean plastic Parley line, the brand has just launched the second generation of its first 100-per-cent recycled performance running shoe that once again, can also be recycled. Adidas has also pledged to eliminate virgin polyester in its products and to use only recycled plastic by 2024.

    In-store, more than 100 of its digital touchpoints are fully powered by green energy. Prompted by the London mayor’s water-fountain initiative to cut down on plastic waste in the city, shoppers can refill their water bottles through fountains scattered around the store.

    The new Adidas LDN store did not make my Store of the Year just for building a large-scale flagship. Unlike many flagships more often than not designed for marketing purposes, this store was truly designed with the consumer in mind.

    The entire store concept – from interactive workshops and events to the technologies embedded – fully elevate and improve the customer journey. It is a must-see store

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  • H&M’s Cos China to launch clothing rentals with YCloset

    H&M’s Cos China to launch clothing rentals with YCloset

    H&M Group’s higher-end clothing brand Cos is to trial renting out its clothes in China through rental platform YCloset.

    Swedish retail company H&M Group said it has partnered with YCloset to run a three-month trial to explore the circular business model.

    “The rental subscription has an additional sustainable aspect to it, as customers will be able to buy the product for a reduced price when the rental period is over, giving them another chance to enjoy the garments,” said the company.

    Cos MD Marie Honda said that the brand’s quality will lend itself well to the rental system. The brand is described by the group as one that merges high fashion attributes with ground-level pricing.

    “Cos collections are designed and made to last; longevity has been an integral part of the Cos design ethos since the brand began 12 years ago,” she said.

    H&M Group said YCloset’s 15 million registered users will enable the group to learn more about Chinese customers and their demographics.

    In November, H&M launched a rental service through its Stockholm flagship store, which also offers repair services with an atelier where customers can get their fashion favorites mended or upgraded.

    The clothing rental service market was estimated at US$1 billion last year.

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  • Ted Baker CEO and chairman quit as sales plunge

    Ted Baker CEO and chairman quit as sales plunge

    The CEO and executive chairman of UK fashion retailer Ted Baker have quit in the wake of falling sales and a controversy over the valuation of inventory.

    The company yesterday reduced its profit forecast for the current year to a minimum pre-tax profit of £5 million, 90 percent less than the £50.9 million it achieved in the year to March.

    That prompted a 15-per-cent drop in its already decimated share price. The company blamed a lack of consumer demand for its products, despite heavy discounting.

    The fashion company’s woes began a year ago when its founder Ray Kelvin was forced to resign after denying allegations he harassed staff and forced them to hug him, prompting an 80-per-cent plunge in the company’s share price.

    CEO Lindsay Page, a 21-year veteran at Ted Baker assumed leadership after Kelvin’s departure, lasting just nine months at the helm before yesterday’s resignation. Chairman David Bernstein followed suit.

    Last month, Ted Baker appointed external consultants to assess its inventory value after an apparent overstatement of stock in the company’s books in the range of £20 to £25 million.

    Some commentators in the UK say the company may be forced to take Kelvin back to restore the company’s fortunes. He still owns 35 percent of the business.

    Emily Salter, retail analyst at GlobalData, said the departure of the key executives and the profit warning “demonstrate the severity of its poor trading performance and how the retailer is grappling to remain popular”.

    “After an already turbulent year for its leadership team, the acting CEO and acting chair of the board must ensure that stability is maintained in the crucial Christmas trading period, as well as dealing with the impact of the overstatement of stock,” she said.

    “Trading over November and Black Friday was below expectations with lower-than-anticipated margins as consumers were still not persuaded to purchase despite the brand offering a blanket 30 percent off all items. Ted Baker must address its waning popularity, by attracting back its loyal shoppers and innovating instore and online to make the shopping experience more exciting.”

    Salter said while Ted Baker had previously been able to rely upon its online channel to drive group revenue growth with a robust multichannel proposition, its online sales fell by 0.7 percent.

    “Although its digital channels still outperformed retail revenue, declining sales while the online clothing-and-footwear market continues to grow proves just how strong the effects of weakened consumer confidence and demand for the brand have been, as well as the fallout from negative press coverage surrounding Ray Kelvin.

    “It will be a long road to recovery for Ted Baker, and it must focus on reviving previous demand for the brand and reducing its reliance on discounting to boost sales,” Salter concluded.’

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