Tag: Retailer

  • Retailers, mall operators embrace high technology

    Retailers, mall operators embrace high technology

    Malaysian retailers and mall operators are jumping on the technology bandwagon, adopting technologies such as shopper tracking systems and facial recognition cameras, using data analytics to capture important shopper information. Sunway Velocity Mall general manager centre management Danny Lee said the mall completed the installation of its shopper tracking system in early December that identifies a unique ID of each mobile phone carried by shoppers, and is testing the system now.

    “It enables us to know how many times a person comes to the mall and where they go. At the same time it tells us the number of shoppers at the mall and is able to give us an accurate count of how many people visit the mall every week or month. This is phase one.

    “This will then later link into us getting data of who they are so that we can use that as an intelligence system to know our customers and to push promotion to them. For example, we’d be able to detect automatically if it’s your birthday today when you visit the mall, and if there’s a special promotion in certain outlets during your birthday, you’d get certain discounts. We’ll be working on that in phase two,” Lee said recently.

    “How the system works is that it will detect shoppers who carry smartphones. The shoppers’ travel history, traffic pattern will be recorded. Insights of shopper traffic flow in the mall, visit frequency (new traffic or returning traffic) and dwell time can be viewed on the online portal. There is also provision for integration with mobile application (to identify shopper profile to offer more personalised engagement), as well as additional reports based on user requirement.”

    Adding that it has a formula to include children and discount double counting, Lee said Sunway Pyramid had rolled out the shopper tracking system first, followed by Sunway Velocity.

    “It lets us know whether our campaign for a period of time is effective or not compared to other campaigns. In this mall (Sunway Velocity), we have 55-56 sensors throughout the mall. So it covers different zones and it can track where a person goes to, from one zone to another, and capture how many people are there. At what time, how many people are there in this atrium… we’re able to generate reports on that,” explained Lee.

    He revealed that the set-up costs for this system range from RM120,000 to RM150,000, with recurring costs of RM10,000 every month per mall.

    “Some malls have (this system) but not many have this in the Klang Valley, compared with malls in Singapore that have a lot more.”

    Meanwhile, MRCA Academy, the training arm of the Malaysia Retail Chain Association (MRCA), is promoting awareness on technology adoption, especially in the areas of facial recognition and data analytics, to help MRCA members be more efficient in running their retail businesses.

    MRCA Academy deputy chancellor Stan Singh-Jit, who is also National ICT Association of Malaysia councillor, said technology will be a catalyst that will help retailers grow their business and that it is a tool that retailers should take advantage of.

    Stan is the founder and principal consultant of Ironhorse Asia Sdn Bhd, which provides solutions for in-store point-of-sale requirement, head office merchandising needs, warehousing, supply chain management, web-store, internet business, social media consultation, maximising return on investment via customer analytics, harnessing on merchandising analytics, among others.

    He said while the recording of images is illegal due to the Personal Data Protection Act, there is another facial recognition technology that captures the identity of shoppers in a different way.

    “It tails the person… it tells you whether the shopper is a male or a female and gives you the person’s age group. If I have data today that tells me the people that come to my store, their age and gender groups, I’m able to do more of what I’m selling. This is an important factor that is missing in the retail scene.

    “Facial recognition can tell whether the person is a staff or supplier. If a customer walks past your store but doesn’t walk in, it can also tell you how many people didn’t come into your store. It’s a way to find out why people don’t come in. And if my store is here but you spend more time looking at the merchandise there, that tells me a story,” explained Stan.

    He said this method differs from a footfall counter machine, which counts every walk-in, walk-out and hence the latter may not produce accurate numbers.

    He disclosed that since this facial recognition technology is new, there are five proofs of concept for such technology in the Klang Valley at the moment, of which one is for a department store. He said that a camera may cost some RM130. A department store may have three to four floors and many cameras on each floor.

    “All good things about buying begins at the store and there are many touchpoints in the store. As a customer walks into the store, how do you capture those points… how do you prioritise the value…. we’re helping MRCA members to understand the technology and how they can use it,” he said.

  • Vietnam’s PVOIL seeks multiple partners

    Vietnam’s PVOIL seeks multiple partners

    Vietnam’s second-largest oil retailer, PV Oil, is seeking multiple buyers, instead of a single strategic investor, for a 44.72 percent stake. Although many investors expressed interest in becoming strategic partners with PetroVietnam Oil (PV Oil), including British-Dutch oil company Shell, South Korea’s SK Energy, and Idemitsu, a Japanese petroleum company, complicated administrative procedures have discouraged them, analysts say.

    PV Oil requires a strategic partner to hold the stake for at least 10 years.

    According to a new and revised divestment plan for PV Oil, the company is expected to raise at least $300 million from the divestment, Cao Hoai Duong, CEO of PV Oil, said.

    The bidding is expected to start in 2019.

    Last December, Deputy Prime Minister Vuong Dinh Hue had approved that state-owned PetroVietnam, the parent company of PV Oil, would reduce its ownership in PV Oil to 35.1 percent by selling a 44.72 stake to strategic investors.

    In January this year, VND4.18 trillion ($184 million) was raised through the sale of a 20 percent stake in PV Oil in an initial public offering (IPO).

    Vietnam maintains a 49 percent cap on foreign ownership limit in PV Oil.

    PV Oil runs 540 filling stations on its own and has about 3,000 locations operated by agents, mostly in northern Vietnam, as well as about 120 gas stations in Laos.

    PetroVietnam is one of the three biggest state-owned groups in Vietnam and a major contributor to state coffers.

  • Dickson Concepts unveils HK$1bn new retail format

    Dickson Concepts unveils HK$1bn new retail format

    Dickson Concepts has unveiled a new luxury retail concept merging the cutting-edge technology with a personalised styling service, to be launched under the Harvey Nichols banner. The first flagship store for the new format will be unveiled at Pacific Place in Autumn next year, with plans to expand the concept globally.

    Dickson Concepts says it plans to invest HK$250 million on the Pacific Place store and up to a further HK$1 billion in technology and technology-related companies, together with additional stores abroad.

    The project has evolved from the strategic partnership between Dickson Concepts and its Harvey Nichols Group subsidiary in the UK, announced in March, in which the parent company gained access to the department store’s digital expertise and will use it to create a seamless inventory across the UK and Hong Kong businesses, allowing customers to shop the entire range and even consult with store staff online. The move has trebled the number of products available to shoppers.

    In a statement, Dickson Concepts said it will build on the Harvey Nichols business based on two formats – one being the flagship new format store just announced, the other the traditional flagship store format which Harvey Nichols Landmark operates under.

    “Together, the two formats will allow Dickson Concepts to maximise and fully develop the potential of Harvey Nichols in different parts of the world.”

    Day and night service

    The new concept store will allow Harvey Nichols to offer “day and night service” for the first time, with in-store stylists serving customers during the day and Harvey Nichols’ UK stylist network servicing the e-commerce platform during the night.

    “The service will allow customers to shop live and obtain styling advice from Harvey Nichols’ stylists in Hong Kong and the UK via instant messaging, photo sharing, and live video streaming, even during late evening in Hong Kong. Products selected can then be shipped directly to the customers’ home, office or our Hong Kong store for personal service and immediate alteration by our expert tailors as maybe required, thereby creating a service that is unmatched by pure online operators,” the company said.

    The live online shopping functionality is powered by global retail technology company Hero, with which Harvey Nichols signed a strategic partnership in June.

    “Technology is core to Harvey Nichols’ new store format and is carefully interwoven into the store to drive the most immersive, enjoyable, and personalised shopping experience possible,” the company said.

    “In its new retail format, Harvey Nichols’ online exclusive offering will be interspersed into the presentation of physical products to provide customers with the full view of the most up to date and exciting products available, while allowing even frequent customers to explore and discover new product stories on every visit. Customers will be able to scan any digital products showcased in the store directly onto their own smartphones, or alternatively be served with an expert team of stylists.”

    The Pacific Place store will feature an online style lounge where dedicated stylists will work to provide each customer with product recommendations built around the customer’s personal taste, needs and preferences.

    “This will allow each customer to be presented with a selection of coordinated outfits that are completely tailored to them, without experiencing the frustrations of surfing through thousands of products available online to find the perfect piece.”

    The new store will be located on the second level of the current Harvey Nichols store at Pacific Place, and will showcase three times the offering. The existing store will be reduced in size from 84,000sqft to 42,000sqft,  resulting in a large reduction in fixed costs and substantially increased sales due to the significant increase in products and brands offered. “As such, the new format will allow Dickson Concepts to maximise sales densities and profits, compete against pure online operators, while offering customers the most curated product and service offering possible,” the company said.

  • Chinese e-commerce policy to benefit foreign sellers

    Chinese e-commerce policy to benefit foreign sellers

    The Chinese government last week announced that it will improve its e-commerce retail import policy to boost consumption. “We need to take a holistic approach, exercise prudent yet accommodating regulation to fully unleash the growth potential of cross-border e-commerce,” Li Keqiang, Premier of the State Council of the People’s Republic of China, said at a cabinet meeting on November 21, when the policy was laid out.

    The policy has been cheered by Australian exporters to the market, such as AuMake, the ASX-listed retail company that connects local suppliers with Chinese personal shoppers, daigous, who buy and ship products on behalf of friends, family and customers in China.

    The retailer released a statement on Friday saying the new policy is expected to stimulate daigou activity through 2019.

    The new policy ensures that China’s existing approach to cross-border e-commerce continues, and no new requirements around licensing, registration or record-filing for first-time imports will apply to sales through cross-border e-commerce platforms, as was expected to apply from January 1, 2019. Instead, these goods will continue to receive the more relaxed regulation for personal use imports.Adtech Ad

    The Chinese government is also expanding its preferential import duties to another 63 tax categories of high-demand goods and increasing the quota of goods eligible from 2000 yuan to 5000 yuan per transaction, and from 20,000 yuan to 26,000 yuan per head per year. This quota will be further adjusted in light of an individual’s personal income.

    “AuMake welcomes the latest development to further stimulate the CBEC [cross-border e-commerce] with the continuation of current licensing requirements, extension of tariff/VAT/consumer tax concessions and value per transaction/head limit also being increased,” the retailer said in a statement.

    “These measures are anticipated to increase the total size of the CBEC and it is anticipated that legitimate cross border e-commerce participants, including AuMake and professional daigou, will increase their market share as illegitimate operators are phased out with increased regulation.”

  • Stocking up on Digitalization to Increase Share-of-Basket

    Stocking up on Digitalization to Increase Share-of-Basket

    With the rise of e-Commerce, Asian retailers are under tremendous pressure to continuously push traditional boundaries and embark on digital transformation to engage consumers. Keeping up with the latest trends in providing the best consumer experience have retailers looking to tech innovations, particularly digital technologies, to play a key role in capturing and keeping customers’ attention and loyalty.

    Technologies such as the cloud, Internet of Things (IoT), mobility solutions, and augmented reality (AR) are driving customer-facing innovations such as digital marketing, smart shopping carts, couponing, and mobile apps – that bring people into the store and keep them coming back. Cloud applications also make it easier for store associates and corporate staffers alike to collaborate and take care of back-office needs.

    The reality is that retailers need to embrace digital transformation and use technology in innovative ways to enhance the customer experience if they want to remain competitive.

    Technology Challenges

    However, rapid adoption of digital in retail not only improves outcomes but ignites new challenges for IT administrators in retail organizations. Among the challenges are how to:

    • Support increased customer engagement with in-store technologies that have high-bandwidth demands
    • Support increasing use of applications in the cloud with a resilient and secure network
    • Ensure connectivity and provide secure access for point-of-sale (POS) applications and electronic payment transactions
    • Ensure performance for real-time applications such as voice, video, and unified communications

    Taking on one of these efforts in the past may have required every resource, but now all of these must be accomplished by the same IT staff.  Also, these changes must be deployed across hundreds and even thousands of store locations spanning vast geographical regions.

    Yet the connective element that brings everything together for retailers –  existing networks are now too complex, too expensive, and frankly, too outdated to support the challenges and opportunities that come from digital transformation. A new approach to the retail network is required.

    With a Virtual Cloud Network, retailers can create an end-to-end software-based network architecture that delivers services to applications and data wherever they are located at global scale from edge to edge, with consistent, pervasive connectivity, and security.

    Faster service delivery on the cloud

    Alfamart in Indonesia is an example of a retailer that embarked on digital transformation by adopting cloud and mobility solutions, and reaped the benefits of a modernized, connected business network.

    Faced with a vast network of over 10,300 minimarts spread across the Indonesian archipelago and basic internet infrastructure in many far-flung areas, it was difficult for Alfamart to convey information in a timely manner across its network.

    The slow flow of information impeded the business’ ability to make critical decisions in a timely manner,  resulting in them not being able to react quickly enough to customer feedback or market trends, and affected overall competitiveness.

    Alfamart decided to connect all of its store employees and partners with a bring your own device (BYOD) strategy and an enterprise mobility management platform over the cloud.

    All store employees are now equipped with the most up-to-date product information, prices and stock level at their fingertips, enabling them to act quickly to meet market trends, and manage peaks in demand for the fast-moving perishable goods they provide.

    This has improved their speed-to-market, reduced training costs by 20 per cent, enhanced mobility across device and platforms, and improved internal communications between management and employees. Customer satisfaction levels have also gone up.

    Keeping systems up and goods in stock at all times

    City Mart in Myanmar is another retailer which benefited from modernizing its legacy IT infrastructure by adopting virtualization. Lengthy downtimes were a common occurrence under their old IT system, which affected their supply chain and resulted in unfulfilled customer orders, negatively impacting revenues.

    The supermarket network implemented a software-defined IT infrastructure and automated certain IT processes, which not only eliminated server downtime but also cut operational expenses by half. Predictive analytics and smart alerts also helped improve the system performance.

    With a new inventory management system, City Mart is now able to gain visibility of their stock across their entire network of 180 stores, whether on storeshelves or in the warehouse. This enabled them to better understand changing consumer demand patterns across different stores, ensure that goods are in stock at all times, and build stronger relations with suppliers.

    Ultimately, the virtualized IT infrastructure supports City Mart’s expanding business, enabling the retailer to meet the needs of Myanmar’s growing consumer class.

    Networking for Retail 2020

    The future of networking is software, and the network of the future is the Virtual Cloud Network. Virtual Cloud Networks allow retailers to create a digital business fabric for connecting and securing applications, data, and users across the entire network in a hyper-distributed world. In this way, retailers can simplify networking and wide area network management, optimize cloud access from all locations, assure high performance for even the most demanding applications, and enforce security and compliance across the network in every store location.

  • Global Brands expects massive loss this year

    Global Brands expects massive loss this year

    A big swing to a loss is expected by apparel group Global Brands Group Holding for its latest 12 months, to the end of March.

    A preliminary assessment of its accounts indicates a net loss attributable to shareholders of between US$70 million and $75 million.

    This compares to a net profit attributable to shareholders of about $90 million for the previous 12 months.

    Global Brands says the expected loss is primarily the result of one-off impairment charges from the write-off of a receivable arising from a loan made by the company, as well as impairment charges on various intangible assets. Also, a major licence expired during the year. Exceeding $100 million, the impairment charges and receivable write-off were non-cash adjustments.

    The company expects to release its annual results late next month.

  • New Zealand Consumer spending finished stronger in 2017

    New Zealand Consumer spending finished stronger in 2017

    Consumer spending growth accelerated to five per cent year-on-year in the three months to the end of December last year, with retail trade picking up momentum over the holidays, new National Australia Bank data has revealed.

    Up from three per cent growth y/y in the third quarter, NAB’s latest quarterly customer spending report, which measures around 2.7 million daily transactions through the bank’s facilities, has tracked spending increases across the entirety of metro and regional Australia.

    Retail trade increased 3.4 per cent y/y in Q417, up from 2.4 per cent in the third quarter, while accommodation and food services spending was 10.4 per cent, up 3 per cent.

    The Northern Territory was the strongest growth state for retail trade, up six per cent, offsetting a 0.6 per cent decline in Western Australia.

    Retail trade spending growth was 4.7 per cent in Victoria and 3.3 per cent in NSW. Across the entire economy Victoria was the strongest performer, while NSW and NT lagged.

    Average monthly customer spending during the quarter was up $166 to $2306 in metro areas and up by $104 to $2089 in regional areas.

  • Ho Chi Minh City to crack down on tax-evading Facebook retailers

    Ho Chi Minh City to crack down on tax-evading Facebook retailers

    The tax man is threatening to shut down social media accounts, but savvy retailers know that it’s an empty threat. Ho Chi Minh City sent out tax demands to nearly 13,500 Facebook retailers over a month ago, but a representative from the city’s Tax Department told that so far only around 1,000 of them have responded.

    As a result, the city’s tax authorities have decided to work on tougher solutions to crack down on potential tax-evading online retailers, and have asked the Ministry of Finance to finalize regulations regarding tax declarations and deductions at source, as well as the supervision of online business activities.

    The city’s tax department also said it is considering a name-and-shame approach to individuals and organizations that refuse to pay tax.

    To combat retailers that open multiple Facebook accounts to avoid detection, the department claimed it had come up with multiple solutions, such as closing down accounts or sending officials posing as customers to confront them in person.

    It also said it would ask the State Bank of Vietnam for copies of retailers’ bank statements to determine their incomes, and courier companies would be asked to provide information on the quantity and value of the goods they transport for them.

    However, many online retailers say that the tax man has no authority over Facebook.

    Nguyen Thi Cuc, who chairs the Vietnam Tax Consultants’ Association, also told that Vietnam does not have a comprehensive tax policy for online businesses, and that collecting taxes is difficult because most transactions are conducted in cash.

    Many retailers claim they already have business licenses and have declared tax, and only use Facebook to advertise their products, while others say they earn less than VND100 million ($4,400) annually so they are not required to declare tax by law.

  • Bad news for Japan’s retailers as Chinese tourists cut back on buying

    Bad news for Japan’s retailers as Chinese tourists cut back on buying

    They’re still coming in droves — but no longer buying in spades. After propping up sales for overseas retailers over the past decade with a shopping-driven tourism agenda, Chinese visitors are no longer returning home with suitcases bulging like before.

    A new survey by consultancy Oliver Wyman shows Chinese tourist numbers and holiday expenditure continuing to rise last year, even as shopping during overseas travel dropped 17 percent from a year earlier.

    The average Chinese tourist spent about 6,705 yuan ($986) on shopping when traveling, down from 8,050 yuan in 2015. But overall holiday spending — including on hotels and sightseeing — rose 3.5 percent to 20,317 yuan from 19,635 yuan, according to the survey of 2,000 travelers from the mainland.

    The sea change in spending habits is dealing a blow to retailers from Parisian department stores to Japanese duty-free operators and Hong Kong jewelers, but bigger numbers of wealthier Chinese may create other opportunities for leisure and entertainment operators in popular overseas destinations.

    “Businesses globally have to adjust their strategy to think about how to capture the new Chinese tourist dollar,” said Oliver Wyman’s Shanghai-based partner, Hunter Williams. “It’s less about the outlet mall now and more about the national park.”

    One reason for the change is the easier access to foreign goods in mainland China due to a booming $60 billion cross-border e-commerce market.

    Imported items can now be ordered online and delivered in as quickly as a day, often exempt from taxes levied on goods from store shelves.

    That’s damped the practice of buying overseas for the purpose of reselling locally, and the survey showed such resales falling to 3 percent of shopping expenditures from 8 percent in 2015.

    Chinese outbound spending still ranks highest in the world. In 2016, travelers from the country spent $261 billion, a fifth of the global total, up from $249.8 billion in 2015, according to the World Tourism Organization.

    But the portion contributed by shopping has fallen to 33 percent of overall travel expenditure, from 41 percent in 2015, the Oliver Wyman survey showed.

    Chinese consumers no longer need to travel overseas to stock up on items from Playtex bras to Christian Dior lipsticks and Blue Nile diamond rings, which are now available on online portals run by firms like Alibaba Group Holding Ltd. and JD.com Inc. With foreign brands increasingly using the internet to reach Chinese buyers, foot traffic to malls and outlet stores in popular overseas destinations is slumping.

    Duty-free retailer Laox Co. reported a 33 percent fall in revenue for 2016 as Chinese tourists spent less, while U.S retailer Macy’s Inc. is shutting 14 percent of its stores to stem sales declines.

    Luxury houses like LVMH Moet Hennessy Louis Vuitton SE and Cie Financiere Richemont SA and brewer Kirin Holdings Co. have pointed to sales pressures from fewer Chinese shoppers visiting stores globally, said Bloomberg Intelligence retail analyst Catherine Lim.

    The survey also showed that more Chinese tourists are traveling with children and spouses rather than going alone or with friends. That could benefit destinations that offer unique leisure experiences or entertainment options, said Oliver Wyman’s Williams.

    “The number of Chinese tourists is still rising rapidly and at quicker pace than their overall spending,” he said. “This should give industry players some pause to think about how to make up for the loss of shopping-related spending through volume.”

  • Asian Retailers use mobile engagement to grow sales

    Asian Retailers use mobile engagement to grow sales

    Mobile devices have become an essential tool for retailers across Asia looking for more effective ways to engage their customers. Whether using a smartphone or tablet, and whether comparing products and prices, reading product reviews, or making purchases, consumers’ always-on mobile devices are now a pivotal feature of the retail experience. Mobile is now the logical centrepiece for enhanced customer engagement.

    A recent global study by Nielsen found that Asia Pacific leads the way when it comes to mobile shopping, with use above the global average for every mobile shopping activity.

    Customers are engaging more of the in-store experience on their mobile devices, with Nielsen finding that more than half of shoppers use their mobile device when shopping to compare prices or look up product information.

    Progressive retailers are embracing cross-channel engagement strategies, which extend the physical contact that customers have with the store into all possible digital touch points. 

    Two of the main ways that retailers across Asia are using mobiles to engage their customers are for promotional offers to drive sales, and for after sales support and feedback capture to continuously improve the customer experience.

    Driving sales

    Based on customer preferences and purchase history, retailers may send rich, on-brand offers to customers, refined by attributes like market segment, location or social media interaction. These can include text updates announcing upcoming sales as well as discount codes sent directly to native apps or rich messages within the phone browser. Geolocation allows timely, contextual offers to be sent to customers when they are actually in-store, prompting high, immediate redemption rates.

    Nielsen found that almost half of shoppers use their device to look for coupons or deals (44%), make better shopping decisions (42%) or make shopping trips quicker or more efficient (41%).

    Mobile messaging allows an unprecedented level of real-time contact with customers and it’s vital to maintain trust and add value when communicating this way. Giving customers the ability to opt in and out of contact, as well as setting their personal preferences ensures that contact is both welcome and relevant. 

    Customer satisfaction

    Given the general preference for rapid, easily accessed communication, SMS is a viable initial channel for customer service, lowering costs, and keeping contact concise and focused.

    More complex conversations can readily be facilitated by seamlessly pivoting from SMS into mobile web, app, phone or email, allowing customers to engage further via their preferred contact paths when it suits them. This provides immediate options for customers to feed back negative responses for action, reducing risk of social media venting, and brand impact.

    Best practice mobile engagement insights

    There are a few elements that all retailers should consider when designing effective mobile management to grow sales and improve customer service.

    1. Multi-channel communication – send messages to customers in the way that suits them, whether that’s voice, SMS, push, social media, rich messages or email, to improve the rates of delivery. Knowing that customers will almost always have their mobiles close allows retailers to provide messages on all these channels
    2. Geolocation – GPS-enabled smartphone applications allow users to share real-time location information, with relevant data and offers matching the customer’s location.
    3. Automated and integrated messages – incorporating messaging systems with other customer facing and internal technologies such as CRM, marketing and billing systems reduces the need for manual intervention, providing a range of automated, high value communications options, including: customer surveys for generating instantaneous feedback; voucher and barcode downloads; loyalty program offers; time based offers; multilingual support options; and mobile catalogues. 
    4. Consolidate and simplify communications – combining communications streams into a single platform, provides a single view of the customer engagement, regardless of their preferred medium or location, while vastly reducing cost and complexity of managing diverse communications tools.
  • Toshop creditors are owed at least A$35m after Australian collapse

    Toshop creditors are owed at least A$35m after Australian collapse

    The creditors of Austradia Pty Ltd, which operated Topshop and Topman in Australia before its voluntary administration filing, are owed at least A$35 million following the collapse of the business, it has emerged.

    But Myer, the Australian department stores giant that held a 20% stake and also hosts Topshop and Topman concessions in its stores, is not listed among theAsia  creditors.

    The Australian Financial Review reported that rescue negotiations with the UK brand owner Arcadia Group are dragging on with no resolution yet in sight.

    The first creditors’ meeting saw the Commonwealth Bank of Australia emerging as the biggest creditor on A$12.1 million with Arcadia itself claiming A$8.8m (just over £5 million).

    But while Myer is not on the list, it it believed to be owed several million dollars and had already written down its A$9.2 million equity stake to A$7.2 million, with further losses linked to the failure a possibility.

    Although negotiations have not yet concluded, Arcadia is expected to take over the Australian business and buy back around A$12 million worth of inventory as part of a deal. It is unclear how much creditors would get back.

    The Australian market is as tough as many other global markets at the moment and while Topshop was an early mover in the foreign invasion of its retail sector, the size of its operation was dwarfed by that of global giants H&M and Inditex.

    With estimates that per capita spend on clothing in the country has risen just 0.1% in the past year, and that H&M, Uniqlo and Zara have been behind most of that, it is unsurprising that other retailers have struggled.

  • Avoiding Supplier Sustainability Scandals Through Better SRM

    Avoiding Supplier Sustainability Scandals Through Better SRM

    Corporate ethics are under greater scrutiny than ever before; any failing is rapidly exposed on social media and very soon hits the global headlines. Investigative media – be that online, on television, or on paper – will eagerly expose the latest scandal, whether it’s to do with child labour, slave workers or bribery in high places, while Governments, which must be seen to act, respond with public inquiries, new legislation, or prosecutions. But it’s not just about protecting brand reputation and adhering to regulations, it’s also about being able to reassure and cater for customers.

    Daniel Weston, Chief Operating Officer (Europe), Adjuno, discusses how best to implement effective Supplier Relationship Management (SRM) to help avoid nasty surprises.

    Conscious Consumers
    Many of today’s shoppers want to know exactly where the items they buy come from and that they are sourced sustainably and ethically. Is that garden furniture made from illegally logged rainforest teak rather than the FSC (Forest Stewardship Council) variety from sustainable plantations? Can you trust the supplier to have honestly labelled it as such? As various scandals in recent years have highlighted, what certain suppliers say about their products is not always strictly true, and when the deception hits the headlines then most members of the public will remember the retailer’s name – not the lesser known supplier.

    Our global world is also highly competitive: consumers are increasingly demanding with across to cross-border ecommerce commonplace, while product life cycles grow ever shorter. Add to that concerns over rapidly changing business-to-consumer (B2C) dynamics as well as the total “cost to serve” – as competition and consumer demand increase pressure on high-level services – and the need for good supplier relations becomes ever more significant.

    Implementing Supplier Relationship Management
    Supplier relationship management is all about strategic collaboration with suppliers to add value, minimise risk and ensure consistent and compliant governance. Any SRM implementation should start small with a pilot project involving a handful of key strategic suppliers before embarking on more significant developments.

    Implementing an SRM process is made a lot simpler when following a step structure, such as in the following checklist.

    1. Define objectives and priorities.
    2. Analyse the activities involved, process change needed and the necessary toolkit.
    3. Identify and define the necessary roles and responsibilities.
    4. Assess the maturity of your procurement department and their ability to cope with change.
    5. Establish the internal competences needed and give training where required.
    6. Identify suppliers and their core competencies.
    7. Segment suppliers: identify the strategic with whom to develop SRM.
    8. Examine existing and needed technology.
    9. Establish parameters for measuring and improving supplier performance.
    10. Establish systems to identify and mitigate risk.
    11. Select meaningful KPIs relevant to both you and your strategic supplier.
    12. Ensure both partners in the relationship are committed and all stakeholders throughout the
    13. Don’t expect a one- size-fits all solution: relations with each strategic supplier may take on a organisation aligned unique character.

    Overcoming Obstacles

    Putting a set of standardised, open and transparent SRM tools in place, plus a rigorous and consistent management approach can help improve the chances of SRM success. But there are still several pitfalls to consider and avoid when setting up SRM, three key ones are:

    1. Placing too much focus on costs rather than value
      Effective SRM demands attributes, such as change management, team leadership, and the long-term planning necessary to develop lean and agile supply chains. Too much preoccupation with short-term cost control and it’s back to those old adversarial combats with buyers pushing down the price while disgruntled suppliers watch their profits evaporate.
    2. Lack of specific SRM competencies and skills
      While the right software tools can ease SRM implementation, it is more than just an electronic filing cabinet. The success also depends on the people and processes across both supplier and buyer organisations. For example, this new way of operating may be challenge for those transitioning from traditional procurement departments that have previously been responsible for running sourcing projects and have specialised in taking an adversarial approach to negotiation. Extra training will help to combat any of these sorts of issues.
    1. Non compatible strategic objectives
      SRM also requires that both supplier and buyer adopt a complementary strategy: developing long-term collaborative partnerships will not work if either side is still in combative mood looking for weaknesses to exploit. The decision to introduce and develop SRM needs good executive leadership and agreement from selected strategic suppliers so that they, too, are comfortable with such an approach.

    Conclusion
    There are lots of benefits to supplier relationship management, as well as more sustainable processes and improved customer satisfaction, they generate better access to technological innovations, improved on-time delivery, reduction on inventories, higher responsiveness to customer demand and more product innovation opportunities.

    SRM is not a quick-fix solution, it is a long-term game and involves a strategic approach to business improvement. Success requires commitment and persistence. Especially, in the global economy with ever-increasing competition, where securing a reliable and supportive supplier base is essential: if businesses do not become the “customer of choice” then it is very likely that one of their competitors will. Equally, if procurement departments maintain a traditional adversarial stance, the performance management is poorly monitored or contracts are buried deep in a filing cabinet, then the likelihood of supply chain breakdown increases – and brands will have no excuse when the ethical failings of their suppliers become public knowledge and damage their hard earned reputation.

  • Hong Kong retail market enters post-correction era

    Hong Kong retail market enters post-correction era

    Hong Kong’s retail sector is transitioning into a period of normality. After several years of correction, the retail market is showing genuine signs of stability and renewed tenant activity.

    The driver is, simply, cost. In the first half of 2017, rental costs of core shopping areas have finally come down to a level considered acceptable from a tenant perspective. Significantly, with this normalization, low-to-middle range retailers are now confident and less likely to succumb to outlandish rental costs and fierce competition with luxury jewelry stores for retail space. Higher up the value chain, landlords of shopping malls and street shops have become so nimble with their portfolio strategy that a more diversified market has brought in a new era of retail.

    The change is conspicuous. Major streets in Hong Kong are no longer dominated by jewelry shops, pharmacies or luxury brands.

    Outside forces are increasingly influencing this retail shift; Chinese tourists’ diminishing consumption have changed the consumer profile. And as a result, landlords have to cater to the needs of a more local clientele. To reflect the transition in the market, landlords are actively leasing to more trendy tenants such as affordable luxury brands, diversified fashion concepts, cosmetics stores and food & beverage establishments.

    The change is also occurring away from the street level. Most shopping malls have transformed or are about to transform their tenant mix by adding unique restaurants, niche fashion brands, international lifestyle stores or sports-related gadget shops. In addition to cinemas, landlords are signing boutique-style gyms as alternative tenant anchors. They are successfully attracting footfall, complemented with a sports brand added to the trade-mix.

    But retailers have still not fully regained their confidence and a meaningful recovery in Hong Kong will take time. Signs of a more measured rebound are more obvious with well-established brands who are still regrouping from their extensive expansion across Greater China. As such, newer brands are taking advantage of the situation and are actively acquiring.

    Innovative hybrid concepts, mingling entertainment with dining, have been imported from the overseas market into Hong Kong. As opposed to previous cycles, international operators of these new concepts have found space in revitalized industrial buildings. Some of these family-friendly restaurants, like Mr. Tree and Crazy Car Cafe in Lai Chi Kok, have become so sought-after that customers have to book one month in advance to secure a place for a child’s birthday party.

    Nonetheless, the current retail market is at its healthiest it has been in the last ten years. Hong Kong’s landlords are now adopting proactive and flexible strategies to attract tenants and foot traffic, paving the way for the long term development of the retail industry. Only time will tell.

  • Retail offers banks a lifeline

    Retail offers banks a lifeline

    Retail customers offer a silver lining for banks amid tepid demand in corporate lending and the fragile state of small and medium-sized enterprises (SMEs), says Kasikorn Research Center (KResearch).

    Lending to individual customers in 2017 is expected to continue to outshine overall loan growth and the traditional mainstay of Thai lenders — commercial loans — said the research unit of Kasikornbank (KBank) in a report.

    KResearch forecasts 5.5% growth in retail loans this year, compared with 3% in commercial loans and 4% in overall lending.

    Over the past few years, retail lending also grew at a faster pace than overall and commercial loans. Retail loans rose by 6.2% in 2015 and 4.5% in 2016, well above 2.9% and 1.5%, respectively, for commercial loans those two years and 4.0% and 2.5% for overall lending, according to KResearch data.

    Thai banks’ exposure to retail loans is expected to climb to 35% this year from 34.5% last year, with SME loans steady at 39.7%, said the report. The share of large corporate loans or so-called wholesale banking is projected to fall to 25.3% from 25.8%.

    As Thailand’s economy has struggled with subpar growth since 2013, it is not a surprise banks have pushed into the retail banking business — mortgages, credit cards and personal loans in particular — as companies’ investment projects have stalled. Companies have also turned to debt instruments to raise capital because of low interest rates.

    Retail banking business offers a better profit margin than corporate loans, but carries lower default risks than loans to SMEs struggling with the uneven economic turnaround.

    Moreover, retail borrowers, white-collar workers in particular, on average have seen their income continue to grow slowly, while the unemployment rate remains low at less than 1%.

    “We expect retail lending will deliver the strongest growth in that segment this year as large corporates move toward the capital market for fund mobilisation, while only a handful of banks, especially large lenders, have expertise in SMEs lending,” said Thanyalak Vacharachaisurapol, deputy managing director of KResearch.

    “Even though retail loan growth is expected to increase at a fast clip, overall lending will only record single-digit growth as banks remains cautious amid high household leverage. However, the end of the lock-up period for the first-time car buyer scheme will add to consumer purchasing power this year.”

    The lock-up period is five years for most cars bought under the excise tax rebate scheme. KResearch estimates some 320,000 car owners, representing 30% of those in the first-time car buyer scheme, will have their lock-up period end this year, and some may consider replacing their cars.

    Auto-hire purchase is expected drive retail lending growth this year, said the report.

    KResearch predicts auto loans will expand 3% this year, up from zero last year, while housing loans — accounting for more than half of retail lending — are expected to grow steadily at 7%.

    Although banks will likely focus on retail banking business this year, lenders’ focus areas will be diverse, said the report.

    Krungthai Bank (KTB) and Siam Commercial Bank plan to pay more attention to the wealth customer segment to offset fee-based income expected to be hit by PromptPay, electronic money transfer under the government’s national e-payment scheme.

    KTB, the country’s second-largest lender by total assets, aims to increase assets under management (AUM) for wealthy clients by 25% this year from 600 billion baht. Its provincial customer base is the bank’s strength for expanding both its wealthy client numbers and its AUM.

    KBank, the country’s fourth-largest lender by assets, set a total loan growth target of 4-6% and retail loan growth of 5-7%, with mortgages contributing the highest growth among other retail lending.

    Bank of Ayudhya (BAY) targets double-digit growth for its retail banking business this year compared with total loan growth of 6-8%. The bank recorded the highest loan growth among its industry peers last year at 11.2%, with retail blazing the trail, increasing 15.9%.

  • Luxury Brands Advised to Reassess Physical Store Strategy

    Luxury Brands Advised to Reassess Physical Store Strategy

    Luxury brands looking to assess their global brick-and-mortar strategies would do well to remember it’s not a one-size-fits-all approach.

    A recent study by management consulting firm Boston Consulting Group and Bernstein research advises luxury labels to optimize existing physical locations, determine how best to cater to both tourists and locals, and consider streamlining stores in cases for which ecommerce would suffice.

    Looking at retail geographically, the report says some regions are oversaturated while others are ripe for expansion. For luxury brands with multiple stores in New York, Tokyo, London, Paris, Seoul and Hong Kong, the findings show retail is poised to remain strong, as tourists and locals support flagships and secondary locations, respectively.

    The report cautions against adding new doors in top Asian cities like Tokyo, Seoul, Hong Kong, Shanghai, Beijing, Singapore and Taipei where there are already too many locations and the size of the footprints outstrip demand.

    For brands looking to expand, research shows that the U.S. is still a solid market. While luxury companies may find opportunities for new locations in key hubs, the focus in those cities should be on drawing more shoppers into stores, the report said. Opening new stores could be the best approach in second-tier cities where the local population could offer consistent traffic and sales. But first, it’s up to brands to determine which cities represent their best prospects.

    “Brands must continue to invest in the tools and techniques that help them get better and better at segmenting markets and uncovering pockets of demand,” said Oliver Abran, a partner and managing director at BCG’s Paris office and the global leader of the firm’s luxury, fashion and beauty topic area. “Analytics software can be invaluable but it still needs the talent to make it effective and the processes to properly gauge potential markets.”