Global Retail Network

Discount diva’s and Recessionistas are threatening retailers’ margins and market-share like never before: Thrifty mothers shopping for the family and canny single girls are doing us all a good service. Brand loyalty has been consigned to the past. Buying off-price has become a cause célèbre.

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India is a nation rich in natural resources; a young country, only 62 years since separation from the British Empire, and with a wealth of untapped and low-cost labour. In India, in retail, what was once imagined is quickly forming a strategic economic structure.

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Behind every great international expansion, there is a well-travelled executive, and we tip our hats to four outstanding global retailers: Isak Halfon, Mango; Francis McAuley, Debenhams, Norman Jaskolka, Aldo Group and Joel Teitlebaum of La Senza, who has multiple formats, across multiple markets with multiple partners.

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Store design and the customer shopping experience should drive flow while customer service will drive conversion. Customer service remains the single most important differentiator within the retail marketplace and alwayswill be. When partnered with the customer shopping experience, both elements combine to offer retailers differentiators within the modern global retail marketplace.

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In the 21st Century it's no longer about whom you know, but who they know, and can they connect you? Networking is a currency, and just like money, your network should be saved, invested, audited and, above all, valued. This article addresses professional networking and sets out ten very simple steps to creating a world-class network, which everyone can adopt, today

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For most Americans, the conspicuous consumption of the late 20th century was not just a show of stat us or an assumed birthright in the land of plenty, it was an act of justified (if not inspired) patriotism. Prospering and buying things proved the American system worked.

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Retailers have traditionally pulled and pushed the traditional triumvirate of ‘quality’, ‘price’, and ‘value’; and in the current economic climate, ‘price predominates’. What’s relevant is the competitive nature of retail and the need for retailers, who are regarded for their ‘quality’, to promote solely on ‘price’.

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In the case of all emerging markets, the questions should not be whether India, China, Brazil, or Russia are better prospects than a domestic market, but whether the ultimate return on investment will be better abroad than at home. The question is whether the performance within the domestic market has already been factored in.

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‘A picture speaks a thousand words’ and I learned last week that picture taking is an important, though anecdotal, indicator of how a retailer communicates with their customers; of how close they might actually want to get to their customers, says Brendan Dorrain, CEO of Global Retail Network.

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As a strategic proposition, service is dead, replaced by differential in its many forms.

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The presentation of prepaid cards is causing consumers to categorise them alongside debit and credit cards and is diluting the opportunity for retailers and card programme providers alike to capitalise on the fastest growth opportunity within retailing today.

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For the success of a business abroad, it is important to protect the intellectual property right and exploit it commercially. Equally important is making use of available technology to retain control of the brand’s appearance when granting a franchise.

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