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  • Global Retail Giants Redefine Strategy Amid Booming Asian Market

    Global Retail Giants Redefine Strategy Amid Booming Asian Market

    Amid ongoing challenges in the global retail landscape, several industry giants are adapting their strategies to capture the unique opportunities presented by the Asian market. The latest results from major players like Uniqlo, Zara, and H&M underscore a notable shift toward localized approaches that blend global best practices with regional insights.

    Retail Behemoths Adapt to Local Markets

    In a vibrant display of resilience, Uniqlo, part of SoftBank Group Corp., reported robust sales growth in its Asian segments, buoyed by a renewed focus on in-store experiences and digital integration. With consumers seeking both convenience and connection, the brand has revamped its store layouts to reflect local tastes while maintaining its commitment to quality and affordability. In just one of several delightful turns, their new store design in Singapore now features interactive zones where shoppers can test the innovative fabric technology firsthand. Who wouldn’t want a sneak peek at the future of fashion while browsing through their favorite essentials?

    Zara and H&M: The Fast Fashion Frontier

    Zara’s parent company, Inditex, has also made waves by enhancing its customer engagement strategies. Recently, the brand launched its “Zara Everywhere” initiative in Southeast Asia, optimizing mobile shopping experiences and expanding its online presence. This agile response comes as retailers race to stay relevant in a fast-changing retail environment. Meanwhile, H&M is championing sustainability through its Conscious Collection, carefully produced with eco-friendly materials, making it a hit among increasingly conscientious consumers. A single glance at their collection may leave you questioning—can fashion really save the planet?

    The Online Shopping Boom

    The pandemic may have pushed many retail operations online, but in Asia, the ascent of e-commerce has been dramatic. Brands are doubling down on digital platforms, innovating payment options, and enhancing logistics to ensure a seamless consumer journey. The convenience of mobile shopping, particularly in countries like China and India, is reshaping the retail environment, making it essential for brands to adapt quickly. As savvy shoppers continue to embrace the convenience of buying online, retailers are finding that capturing their attention requires more than just a website—it demands creativity and excitement.

    Amid these changes, consumer expectations are ever-evolving, driven by a blend of local culture and international influence. Retailers are realizing that traditional marketing tactics won’t cut it anymore; they need to engage, entertain, and inspire.

    The Asian retail scene is not just a marketplace; it’s a dynamic stage where innovation meets tradition, and brands that can dance to this rhythm are likely to thrive.

    Questions & Answers

    How are Uniqlo and other retailers enhancing their store experiences in Asia?
    Uniqlo is implementing redesigned store layouts that reflect local tastes, incorporating interactive zones for consumers to engage with products, while emphasizing digital integration.

    What strategies are Zara and H&M employing to remain competitive in the Asian market?
    Zara is launching its “Zara Everywhere” initiative to optimize mobile engagement, while H&M is focusing on sustainability with its Conscious Collection, targeting eco-conscious consumers.

    Why is the e-commerce boom significant in Asia for retail brands?
    The rapid growth of e-commerce is transforming retail, as consumers in Asia increasingly prefer the convenience of mobile shopping, prompting brands to innovate their online presence and logistics capabilities.

  • Chanel profit tumbles as global sales slow down

    Chanel profit tumbles as global sales slow down

    Despite witnessing a 4.3% slide in sales last year, French luxury conglomerate Chanel has committed to maintaining its heightened capital expenditure this year. The persistence of market instability, especially in Asia and the U.S., has not deterred the company from supporting its worldwide expansion plans.

    Investments and Expansions

    Chanel announced that it would continue its capital investment at the $1.8 billion mark, representing a 43% increase from the previous year, to facilitate global growth. The expansion includes 48 new store launches scheduled for this year. About half of these planned openings will occur in China and the U.S., while additional locations are set for India, Mexico, and Canada. Out of these new stores, only six will be dedicated to fashion. The remaining stores will focus on beauty, jewelry, and other categories.

    Financial Performance

    The fiscal year ending in December saw Chanel reporting revenues of $18.7 billion. However, there was a 30% decrease in operating profit. The Asia-Pacific region was notably impacted, registering a 9.3% drop in sales. North and South America also experienced a decline of 4.3%, while Europe had a modest increase of 1.2%.

    The group’s net profit decreased by 28.2% to $3.4 billion last year. This decline was attributed to difficult market conditions in certain regions.

    Market Uncertainties

    Philippe Blondiaux, the group’s Chief Financial Officer, recognized uncertainties in the market outlook, particularly concerning China and U.S. tariff policies. He noted that while there were “positive signs of stabilization” in China and Hong Kong, it was premature to determine whether these regions were on the road to recovery. He further described the ongoing tariff discussions in the U.S. as “extremely volatile”.

    Chanel increased its prices by approximately 3% last year to counter inflation. Blondiaux stated that further adjustments might be required, especially in the jewelry sector where gold prices continue to escalate.

    Looking Forward

    Despite the challenging macroeconomic and geopolitical climate, Chanel’s global CEO Leena Nair remains optimistic. She stated that while these conditions have impacted sales in some markets, the company continues to focus on long-term investments.

    Last year, Chanel appointed Matthieu Blazy as its creative director. Although there have been rumors regarding an expansion into menswear, the company clarified that there are presently no plans to venture into that category.

    Questions & Answers

    What is Chanel’s strategy in terms of capital investment?
    Chanel plans to maintain its $1.8 billion capital investment to support its global expansion.

    How did Chanel’s financial performance fare in the previous fiscal year?
    For the fiscal year ending in December, Chanel reported a revenue of $18.7 billion. However, both operating profit and net profit saw significant declines, by 30% and 28.2% respectively.

    What are Chanel’s expansion plans for the current year?
    Chanel intends to open 48 new stores across various countries, including China, the U.S., India, Mexico, and Canada. The majority of these stores will be dedicated to beauty, jewelry, and other categories.

  • Automation in Retail: A New Era of Continuous Improvement

    Automation in Retail: A New Era of Continuous Improvement

    In the ever-evolving landscape of the retail industry, one constant remains: the relentless pursuit of continuous improvement to exceed customer demands. This journey, which aims to enhance operational efficiency, reduce waste, and elevate customer satisfaction, has historically been fraught with challenges. However, an impactful collaboration, stemming from automation, is positioned to transform the continuous improvement narrative, introducing a new era of efficiency and optimisation in the retail sector.

    The concept of continuous improvement is what guides retailers toward achieving operational excellence. It hinges on the belief that processes can always be refined, and that even the most efficient systems can be further evolved.

    Beneath the surface of seemingly well-oiled processes, inefficiencies often lurk, casting shadows over operational intelligence. These inefficiencies have the potential to manifest as bottlenecks, excessive handoffs, or redundant steps. The challenge, however, lies in uncovering these hidden obstacles. Traditionally, this task has been a difficult undertaking, reliant on manual observations, interviews, and painstaking data collection – all of which requiring additional time that retailers don’t have. Despite even the best efforts, critical insights can remain obscured, and process enhancement opportunities may go unnoticed.

    A Paradigm Shift

    Enter process mining – a paradigm-shifting technique that sheds light on inefficiency. This innovative approach harnesses the power of data analytics to unveil the complexities of processes. By analysing event logs and transaction data, process mining constructs visual representations of processes in action. These process models vividly depict the journey from start to finish, enabling retailers to visualise and optimise the throughput time, cancellations, and return rates in real time, while also providing a holistic view to identify drawbacks and potential problems.

    Process mining offers a holistic view of operational reality, enabling retailers to see the ‘as-is’ state of their processes. It surpasses the limitations of traditional methods, delivering insights that are not skewed by human perception or biases, laying the foundation for effective continuous improvement.

    From Data to Insight: The Role of Automation

    That said, the raw data extracted through process mining barely scratches the surface. This is when automation steps in, assuming the role of the facilitator in the process of optimisation. Automation acts as the bridge between data and actionable insights, translating analytical findings into tangible process enhancements.

    In this coordination, automation is not confined to mundane tasks. It serves as the catalyst for change, driving improvements in processes with precision and speed. It identifies bottlenecks, suggests alternative workflows, and ensures that processes remain aligned with business goals.

    As an example, consider a customer-centric scenario. A retail organisation utilises process mining to analyse their order fulfillment process. The analysis uncovers a recurrent delay at a specific stage of the process, leading to prolonged delivery times. Automation takes the reins, triggering real-time notifications to relevant stakeholders whenever delays occur. This proactive intervention prevents bottlenecks from snowballing, resulting in improved delivery times and enhanced customer experiences.

    With the integration of process mining and automation a retailer’s decision-making evolves into a data-driven process. Traditionally, decisions were often influenced by subjective opinions or intuition. However, the combination of process mining and automation emphasises the importance of objective insights based on data, resulting in decisions that are now supported by factual evidence, reshaping the decision-making landscape. For example, with the integration of process mining and automation, a retailer can modernise its inventory management, relying on data-driven insights to optimise stock levels, streamline restocking processes, and enhance operational efficiency.

    This shift is pivotal, as it fosters a culture of continuous learning and adaptation. Rather than relying on conjecture, retailers can rely on data-backed decisions, enhancing the precision and impact of their improvements.

    A Future of Autonomy

    As technology progresses, the mutually beneficial partnership between process mining and automation creates the foundation for a transformative future. We stand on the verge of entering an era where processes can not only be optimised but can also adapt and evolve autonomously. The concept of self-learning processes, capable of analysing their own inefficiencies and iteratively enhancing themselves are becoming a reality.

    This trajectory promises an operational excellence, where retailers possess not only the tools to identify issues but also the capacity to proactively address them. The synergy of process mining and automation lays the groundwork for a self-optimising ecosystem, one where efficiency is a continuous cycle, not a sporadic event.

    Embracing the Journey: The Human Element

    Amid this technological shift, the human element remains essential, especially within the context of the rapidly changing retail industry. While process mining and automation provide the framework, it’s human expertise that guides the execution, ensuring that adaptability and foresight are woven into every decision. The qualities of human intuition, creativity, and expertise in the retail sector enrich the process with the level of skill required to make meaningful change.

    The combination of process mining and automation is driving a significant transformation in continuous improvement, particularly in a landscape as dynamic as retail. From uncovering hidden inefficiencies through process mining to translating insights into tangible enhancements using automation, this collaboration fosters a new period of operational excellence that is acutely attuned to market shifts and customer preferences. As technology advances towards self-enhancing processes, the human factor guarantees that these improvements are not just functional, but also transformative, as human insights refine automated actions and strategies. Throughout this journey, the integration of data-driven insights and human ingenuity remains the key driver of continuous improvement, allowing retailers to anticipate and respond to foreseeable changes with agility and innovation.

    For more information, please visit: https://appian.com/

    Author: Gordon Maddock, Regional Vice President, Broad Markets, Appian APAC

  • Vietnamese unscathed by U.S. tech meltdown

    Vietnamese unscathed by U.S. tech meltdown

    The recent layoffs by tech firms in the U.S.’s Silicon Valley have not significantly affected Vietnamese there, and things will return to normal soon, Le Chan, chief engineer at AI startup TruEra, tells VnExpress.

    Layoffs.fyi, the layoff statistics site, shows that more than 100,000 technology employees have been laid off in Silicon Valley this year, including by giants like Meta, Twitter and Amazon. As chief engineer at TruEra, a startup in the field of artificial intelligence in the U.S., and founder of the Viet Tech community, what do you think about this?

    Actually, I’m not too surprised because I think the number should have been much higher. If the economic situation does not improve next year, other problems will arise. The next layoff will be worse than the first one.

    I think the number released by Layoffs.fyi is quite accurate because each of the big companies such as Amazon and Meta contributed tens of thousands. I even think the actual number could be 150,000.

    My own company is a much smaller startup, so we don’t have layoffs. Normally, we face an employee shortage. During the recent Covid outbreak, big tech firms hired on a large scale because they thought after the pandemic there would be an economic boom with everything going up and never down.

    But in reality there isn’t. They’re public companies with shares issued and listed, so they face pressure to sack people to improve their financial situation. Normally, it is difficult for common startups to recruit staff. Now, when large companies lay off employees, smaller firms can recruit them. For small companies, it is actually a good time to hire people now.

    In your opinion, which group is most affected by the tech layoffs?

    The group most affected and I feel the most sorry for is probably young people who have just graduated or are about to graduate. When companies don’t recruit staff, they don’t hire anyone. First of all, they don’t recruit new graduates. Most startups just want to hire people with work experience who can do the job right away. Big companies, too. If a big company stops hiring, it often prioritizes stopping recruitment of new graduates first. New graduates need to be trained; it will take time for them to start working effectively.

    The second group most affected is those who work here on H-1B visas. Most tech people working here are on that kind of visa. Once the visa holders are laid off, they have only 60 days to find a new job. Failing this, they are required to leave the U.S. for their home countries. After returning to Vietnam, it is very difficult to return, right? Normally it takes about 1-2 months to prepare for interviews, and then it takes the same period of time to go for an interview.

    The founder of the Vietnam Tech Society estimated that some 1,000 Vietnamese engineers were affected by this layoff. What do you think about the figure? How have Vietnamese been affected?

    I see many Vietnamese in this tech industry being affected, but I don’t know the exact number because there are no precise numbers. The founder estimated that 1,000 people were affected, but I think it must be much higher.

    There are many Vietnamese people in the U.S., and many Vietnamese work in the tech industry. But I think this layoff is just in line with the economic cycle. When the economy goes down, these things will inevitably happen, not because you are bad or anything but just because the economy is bad and companies have to make difficult decisions.

    Vietnamese engineers are the same as engineers in other countries. In fact, whoever can do the job is recruited and respected. I don’t see much difference between Vietnamese and foreign engineers. Laid off engineers in fields other than technology will find it much harder to get a new job. So, in fact, tech workers still have a huge advantage compared to those in other fields. Now the tech industry is facing a little difficulty because it went up strongly in the past. Now it is going down.

    I found that Asian engineers in general are very hardworking and work quite well. I think it’s going to be okay. There will be layoffs; there will be ups and downs; and there will be times when companies have to decide to lay off. But eventually everything will be back to normal, especially when most people are working pretty well. I don’t think it’s a big deal.

    Many experts believe that famous foreign tech talent in Silicon Valley have houses and cars but their cash is limited. When there are no jobs, they still have to make ends meet. So what’s the situation like?

    This is not correct. In Silicon Valley, a fresh graduate can easily get a job with an income of more than $100,000 per year. It is not too difficult to get $200,000 a year from big tech companies like Google, Facebook and Amazon.

    With such a salary, minus taxes of 30%, they still have some $70,000, completely enough to live on. Anyone who says that laid off tech people have no money or have to live from hand to mouth has never worked as a tech person or has stood outside looking in. I don’t see any tech guys complaining about not having money to live by.

    Fresh graduates can earn $100,000-200,000 a year, or maybe less if they work for smaller companies. After about two years of experience, their income is around $300,000, and with two more years of experience, it is $400,000-450,000. With more years of experience, it is up to $600,000-700,000. With such an amount of money, it is very hard for them to have any problem unless they have done something very, very wrong.

    But it is obvious that, if you are earning some $600,000 and your firm suddenly fires you, it will be hard for you for a while, but not to the extent and not as miserable as some people in Vietnam think.

    Being fired is a bad thing, right? But actually, the compensation you get when you get fired in the first layoff is usually better than later ones.

    Some companies like Meta offer four months’ salary. I know that some other companies like Snapchat offer two or four months’ salary. So that’s a really good deal for sacked people.

    Engineers in tech companies not only get salaries, but also bonuses. And what is more important is the shares the companies give them like in Vietnam. I used to work in Vietnam where employees are paid a 13th month’s salary and Tet bonus.

    But it is a little different here. In the tech industry, in addition to monthly salary, you have the company’s stock. Usually its market value is equal to the salary, so the sum of money is good.

    Obviously, it is very difficult to find a new job. People have to prepare for job interviews, but I think they will find a new job, because the market is not short of jobs. It is just difficult for people who do not want to prepare for interviews or want to work only for certain companies. There is no shortage of jobs in general.

    It is not easy to find a new job within 60 days, but if you have experience, it is completely doable. If you have no experience, it will be fairly easy during this period of time.

    I think there are always ways to overcome all difficulties in life. Always.

    Tech companies in Silicon Valley mostly recruit foreign talent through the H-1B visa policy. The visa was once considered Silicon Valley’s tech talent reserve. Do you think that this round of layoffs poses a risk of drowning tech talent?

    Small groups will be affected, right? As I said earlier, undergraduates and new graduates are affected for a short period of time. In reality, they have their own directions. For H-1B visa holders, they will have other ways to continue to stay in the U.S., or continue to get the visa. There will always be a way out. It may be much more difficult than in the previous period, but there will always be a road to keep walking if you want to stay in the U.S. and to continue to work. They include accepting new jobs with lower pay and going back to school.

    I don’t think tech talent will get drowned. It is not so bad.

    What consequences will the layoffs have for Silicon Valley and the U.S.?

    Every year the U.S. issues 65,000 H-1B visas. The latest layoff affected about 150,000 people, but not all of them have H1-B visas. So that number is not big enough to affect the future of Silicon Valley. There are a lot of tech people in Silicon Valley in particular and many more in the U.S. in general. America has always been a very big tech hub of the world. Silicon Valley has always been a hub that attracts tech talent.

    With the 150,000 laid-off people, assuming that some 10% of them, or 15,000-20,000, have to go back to their native countries, it will not have a big impact.

    Labor shortages have happened in the past, are happening now, and will possibly happen in future, but 20,000 people is just a drop in the bucket. A company like Meta last year seemingly hired such a number of people. So if they have to return to their home countries, it does not matter too much.

    There are some other contributing factors, like venture capital funds. I see that some big venture capital funds pumped less money into startups over the past six months, but then started pumping again when there was a wave of generative artificial intelligence. Silicon Valley will have new technologies. Then there will also be new inventions, then everything will return to the old trajectory, money will still be pumped in, people will be recruited, assets of companies in Silicon Valley will increase as before…

    I do not know about the distant future, but I think in the near future, after this period when the economy bounces back, the stock market goes up again, and companies no longer face the pressure to lay off, the tech industry will be back to normal.

    I strongly believe that in the next 2-5 years, everything will return to the way it was, everything will go up again.

    Given the current situation, what will you advise new graduates or those who are applying for tech firms?

    This is the worst time for them to graduate now, so options are very simple. You do not have to graduate, right? You can continue to study for a master’s degree, or a PhD degree. Obviously, if you have a job, just go to work, do not wait. Take many interviews at many companies. You should accept many different offers. Do not just take one offer and then stop. Nowadays, many companies make an offer and then withdraw it.

    I think you should choose a company with good financial potential, which is performing well, making a lot of money, having no pressure from shareholders to sack people or cut costs.

    The second direction is choosing startups that have full funding. The simplest option is choosing startups which have just raised funds. Such companies will not have much pressure to lay off employees.

    There are a lot of ways. You have to open your mind a bit more. Do not think the U.S. is the only destination. Do not think it is obligatory to work in Silicon Valley. It is a very good place to work, and to develop your tech career. But if that option is not good right now, there are other options that are ok. They are not so bad.

    Singapore, Canada and Europe are all very good options for career development, personal development, family and other issues. Then you can go back to the U.S. later. It is not a big deal. It will be much more difficult but not impossible to achieve.

  • South Korea’s retail sales rebounded in February

    South Korea’s retail sales rebounded in February

    Sales at South Korea’s top department stores rebounded sharply in February from the previous month, government estimates showed on Tuesday, reflecting this year’s change of timing for the Lunar New Year holiday.

    Combined sales last month at department stores run by Hyundai Department Store, Lotte Shopping and Shinsegae Co rose 7.1 percent from a year ago, the finance ministry said.

    This was the fastest gain for department store sales since a 10.5 percent rise seen in August last year and compared to a 11.0 percent drop in January, which was the steepest contraction on record.

    Retail numbers are usually distorted at the beginning of the year as the Lunar New Year holiday, when consumers tend to splurge, can fall either in January or February. This year the holiday was in February while it was in January last year.

    Sales at the country’s top discount stores also showed a sharp gain in February, jumping 30.5 percent on-year and bouncing back from a 18.3 percent drop in January.

    The January decline was the sharpest fall seen since February 2014.

    Meanwhile, the same data showed annual sales of locally produced automobiles last month slipped 3.8 percent, undermining a 3.9 percent gain in January.

    Gasoline sales by volume last month rose 12.5 percent in annual terms, rising for a third straight month and picking up the pace from a 5.3 percent rise in January the finance ministry data showed.

  • Razer Fintech Partners Singapore-Based Rely

    Razer Fintech Partners Singapore-Based Rely

    The two sides will collaborate to enable a Buy-Now-Pay-Later solution for merchants in Southeast Asia.

    Razer Fintech, the financial technology arm of Singapore gaming and technology brand Razer, is expanding its fintech offerings and its payments ecosystem for customers with access to a buy-now-pay-later (BNPL) solution provided by Rely, it announced in a statement.

    The service will be offered in Southeast Asia to merchants registered under Razer Merchant Services (RMS), its B2B (business-to-business) solution. RMS includes online payments and a card processing gateway, and the region’s largest offline payment network of over 1 million physical acceptance points.

    This collaboration is also aligned to our longstanding commitment to continue using our know-how in fintech to build new and innovative ways to meet the needs of a burgeoning and digital-savvy youth and millennial segment in Southeast Asia,» Lee Li Meng, CEO, Razer Fintech, said in the announcement.

    The announcement noted the growing popularity of BNPL, citing a Finder survey from October 2020 that said almost 1.1 million Singaporeans have used a BNPL service.

    Founded in 2017, Singapore-based Rely works with brands and enterprise clients such as Qoo10 Singapore, to offer deferred and installment payments for online and offline purchases.

    Rely’s strategic partnership with Razer follows the company’s recent announcement to expand its services in Singapore, Malaysia and South Korea after securing capital from Goldbell Financial Services to process up to S$100 million in buy-now-pay-later transactions.

  • Malaysian retail sales plunge 32.5 percent in April

    Malaysian retail sales plunge 32.5 percent in April

    Malaysian retail trade sales plunged 32.5 percent year on year in April, according to the Department of Statistics Malaysia (DoSM).

    The significant decline occurred as many retailers were heavily affected by the imposition of the Movement Control Order.

    Retail sectors contributing to the negative growth included consumer goods in specialist stores, cultural & recreational goods, and household equipment.

    Sales of food and beverage rose by a modest 1.9 percent, which is less than in some other Southeast Asian markets during the Covid-19-related lockdowns and temporary store closures

    Despite the dramatic fall, Malaysian retail sales online in April saw 28.9-per-cent growth year on year, as consumers moved online unable to visit physical stores.

  • Vietnam retail sales bounce back after virus outbreak shutdown ends

    Vietnam retail sales bounce back after virus outbreak shutdown ends

    Vietnam retail sales have dropped just 4 percent over the first five months of this year, despite a four-week shut down due to the Covid-19 crisis.

    According to the General Statistics Office (GSO), the retail revenue reached more than US$82.36 billion from January to May.

    ‘Non-essential’ stores across the country were closed from the end of March through most of April, with only supermarkets and pharmacies allowed to continue to trade. However, throughout the closure, all retailers were allowed to sell goods online.

    In May, after restrictions were lifted, Vietnam retail sales surged 27 percent from April’s figures.

    Sales of consumer goods accounted for 80.6 percent of retail revenue, increasing by 1.2 percent year on year.

    Growth sectors included fresh-food products and home appliances while educational products and apparel sales fell by 8.2 percent and 3 percent respectively

    Although restaurants and other catering businesses have resumed their operations, the F&B sales fell 26 percent year on year across the first five months of this year.

  • Covid-19 cuts US$420 billion from China’s retail market

    Covid-19 cuts US$420 billion from China’s retail market

    The Covid-19 pandemic has erased US$420 billion from China’s retail market this year – but an analyst predicts a rebound in the second half.

    Vijay Bhupathiraju, a retail analyst at GlobalData says before the coronavirus came along, Mainland China was on track to achieve 7.7 percent retail growth this year. But the resulting lockdowns from the pandemic wiped RMB3 trillion (US$420 billion) off total retail sales.

    The lockdown was eased progressively from March 18 and in the epicenter, Wuhan city, was completely lifted on April 8, at which point malls, restaurants and retail stores rushed to reopen and recover some of their losses. By April 3, according to Chinese government data, some 80 percent of restaurants and 90 percent of commercial facilities had resumed operations.

    But cautious consumers have remained confined to their homes, worried about the potential to be infected, meaning footfall at stores and restaurants reopened has been insufficient to ensure profitability for many companies in China’s retail market.

    “Despite easing lockdowns, immediate increase in consumer sentiment is unlikely in the second quarter of this year, particularly for discretionary goods, as consumers remain cautious about visiting busy locations such as shopping malls,” said Bhupathiraju.

    “A rebound in consumer sentiment can be expected from the second half, which will be translated into a faster sales pick up in the country. In fact, the rebound will be more positive than those we forecast for mature western countries such as Italy, Spain, the UK and the US, where consumer willingness to spend and financial stability will be weaker.”

    By year-end, GlobalData projects China’s retail sales will be down by 1.8 percent – a far cry from the 7.7 percent growth expected, but if the estimate proves correct, it should be significantly better than many western retail markets can expect.

    Next year, GlobalData predicts China’s retail market will bounce back, with sales growth of 8.3 percent against this year.

    Examples of the weak footfall in the post-lockdown era include Walmart in Shanghai, which reported less than half the usual levels on March 28, and H&M, which recorded a 23-per-cent sales decline for the week commencing March 26 against the same week a year ago, despite 99 percent of its stores reopened. And customer footfall at Suning’s physical stores was running at less than half normal.

    Meanwhile, a senior executive of e-commerce giant JD is predicting “unprecedented challenges” to the supply chain in the wake of the Covid-19 crisis as consumer behavior reshapes China’s retail market.

    Bing Fu, logistics head of strategy says new consumption demands are constantly emerging, and product life cycles are shortening.

    “Increased uncertainties caused by emergencies like natural disasters and pandemics lead to supply chain disruptions.”

    During the coronavirus, customers bought products in any way available, turning to online solutions immediately if they could not get what they wanted offline.

    “While Covid-19 is not welcomed, it promotes digitization of consumption, which concurrently drives supply-chain upgrade,” he said. “Only by shortening and digitizing the fulfillment process can we increase efficiency and access customers faster with increased precision.”

    In recent years, he argues, the line between online and offline has become increasingly blurred. “In fact, many new channels such as WeChat’s mini-programs can’t be considered exclusively online or offline; omnichannel is the future trend.”

    Fu says to adapt to the new environment, companies must take an integrated inventory approach to manage all sales channels, integrate supply-chain planning and optimization, use consumption data to design a more efficient supply chain to deliver goods to consumers more quickly, use big data and algorithms to optimize supply-chain performance and use a transparent parcel-tracking system.

  • Nike culls Indian retail partner network

    Nike culls Indian retail partner network

    Sneaker giant Nike India has more than halved the number of its retail partners, from around 350 to just 150.

    The cull is part of a global strategy to reduce the number of physical sales points to focus online and on its own flagship stores. Nike has singled out 12 major cities internationally where it will focus on building brand awareness and market share, including Tokyo and Shanghai, in Asia.

    Moving forward, Nike India will work with just a single reseller partner which will operate the brand’s offline stores. Nike will run its own online store.

    The consolidation of the Nike India network began in 2016 but has gathered pace in recent months as the international initiative gained a higher profile.

  • Singapore retail store rents ease in second quarter

    Singapore retail store rents ease in second quarter

    Central Singapore retail rents eased by 1.5 percent in the second quarter of this year, according to data from the Urban Redevelopment Authority.

    That followed a smaller quarter-on-quarter decline of 0.2 percent in the three months to March 31.

    At the end of the June quarter, there were 320,000sqm of space in the pipeline, down from 364,000sqm three months earlier.

    Singapore retail space occupied by tenants rose by 74,000sqm in the quarter, more than reversing a 14,000sqm decline in the prior period.

    That contributed to a fall in the vacancy rate across the city from 8.7 percent to 7.7 percent.

    Singapore retail rents ease in second quarter

  • HKairportshop.com offers ‘world’s fastest airport pickup’ for Ecommerce Shoppers

    HKairportshop.com offers ‘world’s fastest airport pickup’ for Ecommerce Shoppers

    Hong Kong International Airport’s one-stop online-shopping platform HKairportshop.com is making orders purchased via the platform ready for pickup at the airport 90 minutes after the purchase is made – including duty-free hard liquor.

    The e-commerce platform brings together more than 3000 products including popular makeup and fragrances, travel exclusive collections, wines, electronic goods, souvenirs and HKIA’s exclusive smart luggage tag MyTag – which alerts passengers of their arriving bags when paired with the HKG My Flight app.

    The site is now offering travellers who spend more than HKD1000 (US$127.40) on the platform a saving of HKD200 ($25.48) when they use the promo code “UP200” from now till June 30.

  • Long wait times driving bad CX experiences

    Long wait times driving bad CX experiences

    Nine out of 10 customers say a bad experience with a company impacts their future buying decisions, with 42 percent saying it stops them buying from a brand altogether, according to new research by customer service software company Zendesk.

    The firm’s Quantifying the Business Impact of Customer Service in Australia Report found that companies that fail to deliver quality customer service experiences may be losing loyal customers, as well as sales.

    “Businesses are always competing to offer the latest and greatest products or services,” said Zendesk ANZ managing director Amy Foo. “But what is often overlooked is how quality customer service remains to be a cornerstone of business success.”

    “What this data suggests is that businesses can no longer afford to overlook the importance of delivering consistent excellence in customer service.”

    The research also found that customers are four times as likely to remember an unfavorable experience compared to a positive one for as long as two years, dramatically impacting a customer’s desire to return to a store.

    Some customer service lowlights include being expected to wait too long or failing to have an issue resolved at all. Highlights, on the other hand, include fast service and not having to explain an issue multiple times.

    “Providing positive experiences can mean the difference between poor, short-term and positive, long-standing customer relationships,” Foo said.

    “This inevitably has a significant impact on sales and revenue in the long-term.”

  • Suning.com’s Online Sales Soars

    Suning.com’s Online Sales Soars

    Suning.com’s first-quarter online sales soared 40.87 per cent as the company’s smart-retail strategy continues to drive the rapid growth.

    Operating income of RMB 62.2 billion (US$9.2 billion), represented a 25.44 per cent increase on the same period last year. First-quarter net profit was RMB 136 million.

    In a statement, Suning.com said during the first quarter of this year, the overall domestic consumer market in Mainland China still exhibited potential for growth.

    “Despite the softer market environment, Suning’s online and offline businesses maintained relatively rapid growth.”

    Off-line, Suning continued its large-scale expansion, its network comprising 9758 self-owned stores and 2571 franchise stores as at March 31. A standout was the Redbaby store, whose sales increased by 15.7 per cent year on year.

    “In the online market, with the enhanced industrial synergy and the improved efficiency brought by resource integration, the growth rate of Suning’s sales clearly outpaced the industry average,” the company said.

    During the quarter, the company set up five major product groups including household appliances, consumer electronics, FMCG, clothes and accessories, and international items to streamline product management.

    In the FMCG sector, Suning strengthened its brand and achieved dual online-offline growth through centralised procurement, purchasing directly from the manufacturer and strategic cooperation, which helped grow its network of offline stores.

    “In the same period, Suning has further optimised the supply chain management of online and offline stores through the acquisition of 37 Wanda stores, marking a significant success for Suning’s all-categories product portfolio operational strategy.”