Is retail being drawn to larger cities?

I went on a shopping trip to Leeds at the weekend and I was a little shocked to see how busy and vibrant it was on a week in late January (at the end of the Blue Monday week) when we are told that people have little or no money. It was cold. It was overcast and it looked like it was a typically British winter day. As the day went on the cold was added to by some drizzle yet there were still thousands upon thousands of people going about their shopping, eating in restaurants and sitting in coffee shops.

Contrast this to my local town which is deserted on a Saturday afternoon except a few men in and out of the bookies and the pubs.

So I thought back to other visits to big cities I have made recently and there is a definite trend emerging. The big cities are taking retail away from the small towns. I suppose it is inevitable if you think about it. The fact that a big city has ample parking, good transport routes and a huge choice of shops will always make it more attractive than a local small town. The fact that many cities (Leeds included) have developed the number of indoor shopping areas only adds to the attraction.

An ongoing trend?
There were so few vacant shops and people were out, even in that weather, selling on the streets. There were student demonstrations in different parts oft the city against eating meat and Donald Trump (surely there is a link there?) and this only added to the vibrancy of the city as a destination. Several coffee shops and cafes were full and were turning people away and some of the restaurants had long queues outside as people waited to be seated.

It all lead me to ask two questions-

1. Is this something that will continue to happen?
2. Is it something that we should embrace?

Let's take a look in more detail.

Is this something that will continue to happen

The short answer is - I can'y see why not. Having a local High Street that caters for people Monday to Friday while going to bigger and better shopping destinations on the weekend is something that will keep on rising in my opinion. The fact that retailers are happier to invest in places where they know they will generate a good footfall helps them to feel more secure.

A central location that offers more then just shops is another ideal for the visitor. I would happily spend the night in a hotel and do a weekend break somewhere like Leeds because there are museums, sports venues, concerts and other things going on all the time. It turns shopping into only a part of the reason to visit a city but an important part of it at the same time.

Is it something that we should embrace?

This blog has been set up to champion the High Street, so it may feel as though I am betraying my roots by proposing we abandon our local High Street on the weekend and trot off to our local city. But the High Street needs to evolve to survive. I think that there are destination High Streets and there are more functional High Streets. The first will be somewhere you go at the weekend while the latter is fine to pick up a few bits during the week and will survive well enough on that.

How will the EU referendum affect Britain's High Streets?

There has been much debate about our role in the EU and the upcoming referendum when the country decides whether we stay or leave.

There has been much scaremongering from both sides and it will continue up to and beyond the referendum. The latest has been the Prime Minister with a warning on businesses and jobs-

http://www.bbc.co.uk/news/uk-politics-eu-referendum-35769809

So how does this affect retail? What impact will it have on the High Street? Let's take a look.

EU grants

One of the overlooked areas when it has come to the debate has been the handouts that councils have been able to access for regeneration. Some depressed areas have spent you'd money well and turned terrible High Streets in to great shopping destinations. Leaving the EU would revive direct access to these grants and the U.K. Government would need to provide a replacement. If we are net contributors to the EU as we have been told by the 'Leave' campaign then this money could still be found to continue what has been good work in some areas.

Retail businesses

There has been some depressing statistics about the job situation over the next ten years recently anyway. It remains to be seen what a Brexit would mean to our retail industry and the future of our High Street but it doesn't appear that it will spark a massive change. The country is more than capable of quickly agreeing new trade deals with our current EU trading partners to keep open the lines of business. Therefore any worries about trade becoming more expensive should be allayed quite quickly.

Jobs

There has been longstanding fears for job security in times of large level immigration. These fears are global at the moment with the exodus from Africa and the plight of people in Syria and the surrounding area. Leaving the EU won't diminish our responsibility to take in refugees but will give us control back over the one area of immigration that we can't do anything about as it stands - EU immigration. Because of the free movement of people within the EU we have people from all over the continent working in our country. In terms of culture and diversity it is a great thing. In terms of job security for British nationals it may have held back youth employment. I say may because it is difficult to put exact numbers in it. Only a Brexit will give us the chance to see what this will look like.

I don't have any strong feelings at the moment whether in or out is the right thing for the UK, but as time goes by and I listen to what has to be said then I will definitely be voting. Please make sure that you also take part in this important decision-making process.

Looking back at 100 blog posts - part 2 - your team

I've been looking back and celebrating 100 blog entries on my popular retail blog. In the first of these reviews, I looked at the High Street. My blog is about how to save the UK High Street and I set it up with the intention of looking at the issues that affect the High Street itself. In and around that are the areas that make retailers successful - as a successful set of retailers will mean a successful High Street.

The second review, here, is looking at the management of teams. I find that many of my readers are independent retailers who have a team around them. My other main group of readers is people who work for larger retail organisations and are looking to improve and develop their skills every day. I have looked in a different blog at you should attempt to keep learning and improving all the time-

http://eaboost.blogspot.com/2015/09/do-you-read-do-you-continue-to-learn.html

In this following blog, I look at how you organise your team to cover the weekend, where most retailers are busier-

http://mytimeinretail.blogspot.com/2015/03/staffing-at-weekend-how-do-you-manage.html

It's very important that you as a retailer are ready for your trade and prepared long before they walk through the door. It's only by providing a great service that you turn your customers into brand ambassadors and have them not only returning time and time again, but bringing their friends and family with them.

And in this one, I look at ensuring that you are consistent in your management decisions to ensure that your team are engaged-

http://mytimeinretail.blogspot.com/2015/07/a-lack-of-consistency-frustrates-your.html

And I also take a look at short-staffing and where it can lead you and your team-

http://mytimeinretail.blogspot.com/2015/05/how-to-avoid-being-short-staffed-and.html

It is really important that your team feels on board with the decisions that are made. This involves communicating your ideas and goals with them team. But it also involves ensuring that each and every small decision fits into the big picture. Your team can get really disheartened if they work hard towards a goal and then feel that the rug has been pulled from under them. A very short example-

If all the work that the team had pout in to clinching a particular client was then undermined if the client withdrew their business because of a personal dispute with someone high up in your company.

And finally, I look at how to reward those in your team that exceed or excel. It's important that you reward those in your team that make the business a success. To have people work hard (again) and not reward them is dispiriting. Yo verbally, personally reward someone for a good shift, hard work, a particularly good sale will improve the morale of the whole team-

http://mytimeinretail.blogspot.com/2015/01/how-do-you-reward-your-high-flyers.html

Looking back at 100 blog posts - part 1 - The High Street

As I look back at the blog, and the 100 posts that have come before, I will take the next five blog entries to look at the themes that have emerged during my time writing this.

One of the main motivations for writing this blog was the decline in the UK High Street, and what could be done about it. Although the blog hasn't focused on that completely, I have returned to that subject time and time again. I think that some of my blogs have been about comparisons, some have been moans and some have been looking at ways of stimulating the High Street again - not to it's former glory, but to a modern-day vibrant place to shop, eat, park and spend leisure time.

I looked in an early blog about how to make the most of the customers you have through your door when on the High Street. The key to your customers that are against the clock is speed of service. On the High Street, as a pose to those shoppers at out of town retailers, there is the pressure of time. This typically comes from parking charges and the fact that a lot of your customers will be on their lunch break. The blog below looks at preparing for this and being ready.

http://mytimeinretail.blogspot.com/2014/02/speed-of-service-is-key-for-most-high.html

I have tried to tread a fine line on this blog between protecting the High Street, but not at all costs. I think that retail has to adapt to it's surroundings and move with the times. Modern retailing has embraced the online offering, often matching it with the ability to Click and Collect. In this blog, I looked at the modern High Street embracing the advantages technology could offer.

http://mytimeinretail.blogspot.com/2015/01/you-can-have-online-offering-and-not.html

And I wondered in the blog below if there is a major retailer that would take up the plight of the High Street and become a true champion. I think that a big retailer should look after the smaller independent retailers around it. A vibrant High Street or town centre is a benefit for all who live near, shop there and have an outlet there.

http://mytimeinretail.blogspot.com/2014/05/is-it-time-for-major-retailer-to.html

After a visit to Italy, I briefly looked at the differences between the two shopping cultures and the two shopping areas created and used by us and the Italians-

http://mytimeinretail.blogspot.com/2014/02/comparisons-of-uk-high-street-to-that.html

NOT EVERYTHING CAN BE BOUGHT ON THE HIGH STREET

Conflicting stories emerge about the success of 'Click and Collect'

Some news stories have emerged in recent times about the phenomenon that is 'Click & Collect.'

"A click-and-collect company which announced a major deal with Network Rail is to open fewer parcel collection points at stations than planned.

Doddle now wants to recruit people to use their own homes as pick-up points for internet shopping."

http://www.bbc.co.uk/news/business-33597033

"Click-and-collect is a fairly new battleground for UK retailers, and promises rich rewards for daring firms.

It has been hugely popular over the past five years, as customers embrace the convenience of being able to order goods online and pick them up in store or elsewhere."

http://www.bbc.co.uk/news/business-33371265

Now I don't think that both stories sit happily hand-in-hand and it's another case of the truth being more shades of grey than the black and white reporters make it out to be.

I've blogged loads of times about the advantages of 'Click & Collect' and I feel that these apply whether you are a High Steeet chain or a single independent retailer. It allows you to sell products online that maybe you can't stock in store. It brings people through your door that may not have otherwise visited, customers who collect spend more money whilst in store. There are even companies that allow you to collect things that you've not even bought trough them - Argos have set up collection points for eBay purchases and mdny independent stores have become Collect+ locations, with sellers including Amazon.

So why are John Lewis different?

Obviously they've looked at their business model and they don't think that it works at present. I've heard the head of their organisation talk before about customers needing to change their pricing expectation when ordering online. He believes that customers need to stop expecting a product at the same price and free delivery. I think he's deluded. The fact that they don't have to pay High Street or shopping centre rent, the savings in staffing and the reduced security concerns of having customers walk through their doors should mean a cheaper online product in my eyes. It's why Amazon are so successful - their long-term model to now has been online-only sales.

For independent retailers I'd say that having an online store will bring you extra business, not extra costs. Enabling your local customers to collect directly from you should increase your market, your footfall and your profits. Whether you do this through your existing website, a custom-built sales-only website, eBay or Facebook, one things for sure - you'll bring more people through your door, whether physically or digitally.

And that can only be good.

How do you stop a downward spiral?

I've worked with retailers that have been going through a downward spiral and struggling to address it. By a downward spiral, I mean a drop in sales, that ends up with a cut in staffing, that in itself prompts a drop in sales and so on. There are other symptoms that usually go with the spiral, and they include-

*Low staff morale

*High staff turnover

*Low customer satisfaction

*Uncompleted tasks

*Low personal morale (the business owner)

Obviously this combination of factors can be pretty poisonous for a retail organisation - or any organisation for that matter.

Dealing with it at any given point in the timeline is difficult, but not being there every day with your team in the shop floor may well mean that you miss a lot of the warning signs above and end up dealing with it when it's festered for a while. Having to deal with it at this's the stage is much more difficult as you will now be dealing with some of the after-effects of the problem as well as the problem itself.

So, how do you stop the problems from getting any worse?

I've worked with single independent retailers and in national High Street chains and the first step in any of these organisations is to communicate effectively with your team. Spending time with the team on the shop floor may seem like an obvious solution but it definitely is the start of the process. Talking to your team in their everyday roles and everyday setting is a great place to start. And a large part of your communication technique here needs to be listening. You need to be able to find out the feelings of your team and there's no better place to do it. At the same time you are doing this, it's also the ideal place to communicate the plans for the organisation - to let your team know about the past changes and any changes to come. These open lines of communication change the way that the organisation and you are viewed by the team.

Of course, communication on its own won't be able to turn around morale and solve all the problems. In partnership with this, the team needs the feeling that things are turning around. If the store or company is feeling like it's still spiralling downwards, then even effective, positive communication may struggle to stem the negative feelings. At this point, every small victory needs to be celebrated. A new contract, a big sale, a particularly good piece of customer service - anything that has a positive feel to it. Celebrate these small wins with the person responsible and the whole team. This feeling of small positives will start to chip away at the previous negative vibes and start to get the team feeling better about themselves.

If you find yourself in this situation, either as the owner of a retailer or as part of the store management team of a larger retailer then I feel for you. But I think that by flowing the above steps, you can start to put positives in the eyes of your team and turn things around.

Get totally behind your promotions to make them successful

Retailers of all shapes and sizes run promotions at different stages. For the likes of Tesco and Boots it's a massive part of their to have a 3 for 2 or Half Price promotion. So why, as I make my way around retail outlets, are the so many half-hearted promotions out there? Why do retailers think up what they must believe is a good offer and then not make it look full? Interesting? Appealing? Worthy of a second look?

Customers can spot these half-hearted promotions from a mile off, so why do we do it? What are we trying to achieve by it? Where do we go from here?

Lots of questions asked, so I suppose now it's time to back this up with some answers. There are several trains why retailers have these half-hearted promotions. One is a disjointed structure where, in large retailers, the store staff dong perhaps understand or buy in to what promotion the head office marketing department are trying to push. I've looked at involving each side in decision making in an earlier blog-

http://mytimeinretail.blogspot.com/2015/02/opinion-even-fact-can-be-best-judged-by.html

And the relationship between stores and head office here-

http://mytimeinretail.blogspot.com/2015/01/when-head-office-tail-wags-dog.html

And in addition to this, communication is absolutely key. If a marketing campaign is sent out to stores with a cover sheet explaining what the promotion is about, why it is being run and what is expected from the stores then it will undoubtedly get a better response than the one that doesn't have this. And, if resources permit, a telephone call to discuss this would turn the success level up even further.

Another reason is just laziness. Again, I've experienced this in large national retailers where the team filling a promotional section know that they will also be the team taking it off when it ends. So they don't fill it right up, it doesn't look appealing, it doesn't sell as well as expected and the team feel less inclined to get behind the next promotion. It's down to the team leaders to monitor this and police it. Once you've set the standards with your team then they will follow and get behind these promotions. Being in control of this and enthusing your team will aid the success of all promotions and team spirit.

To add to this, I'd say that if you are a single outlet or other small retailer that your promotions need to be considered. Just putting on a promotion because "we always have one now" or because "it fits into our promotions planner" isn't a very good reason. Having a promotion because "it's launching a great new product" or because "we have a great offer that out customers will buy into" are really good reasons. Thinking about Boots again, their promotions on skincare and shampoos are great but they seem to follow a schedule where they regularly have promotions on their healthcare department. I don't think that offers on eye drops or fungal nail treatments is going to create queues at their front door. The promotion needs to create excitement, even anticipation to get customers through your door and repeatedly coming back.

If you take a of these factors into account and put them together to create promotions that are well-stocked, look great, and well-thought-out and have a buy in from both staff and customers then this will give your business a real boost.

Not everything can be bought on the High Street

You can have an online offering and not damage the High Street

I was reading this article on the BBC website this morning and it seemed to strike at the heart of the online vs High Street battle-

http://m.bbc.co.uk/news/business-30928438

Although it's difficult to fully quantify eBay as a direct competitor to your UK High Street store, there's more than meets the eye in what eBay offers. Established retailers have their own eBay pages where they sell off stock that is discontinued or slow-selling elsewhere. As long as you have a fix on the costs then there is nothing stopping you using the eBay marketplace for any if your products.

I have spoken many times on this blog about the advantages of having an online offering, especially when you offer Click & Collect as the main way of delivery. This gives your customers access to a range that you may not be able to carry in your shop every day of the week. eBay could be an extension to this - carry your full range, offer larger items as collection only and smaller items for postage. Amazon marketplace is another option for sellers of some products.

As well as individual retailers making use of the technological marketplaces offered by these American retailing giants, there is the question brought up about how this competition affects the future if the UK High Street. My blog is based around how I see the future of the High Street. I can see a massive challenge from online, I can see a massive challenge from overseas companies, such as eBay and Amazon, but I can see a bright future if retailers differentiate and if they can make the most out of online.

It's not a direct choice between online or offline, but the two markets will change. The main man at John Lewis has recently said that customers can't go on expecting to have items delivered and pay the same price that they pay in physical shops. This to me seems contradictory, even taking into account delivery costs online must have much less in the way of overheads.

Overall, I think that if you are an individual High Street retailer you can still stand out and be successful. If you differentiate on quality and service and use online to supplement your offering then this will keep your business vibrant and Click & Collect will help keep people coming to the High Street and keep that vibrant as well.

Are Tesco set for more pain?

Tesco have issued a second profit warning, the share price has taken a hit and the new chide executive has cancelled his holiday to start a month early.

Are we seeing the fall if the retail giant?

I have made my feelings clear in this blog about Tesco's major failings in respect if their customers. They try to be all things to all men and end up doing none if it well. In the case of the profit warnings, I think that we are seeing stock market tactics and a chief executive that wants to lay a lot if the blame at his predecessors - "look at the mess I inherited" - before a turnaround that looks oh so much better when/if it happens.

We are still seeing it with the banks, where they report trading figures that don't add up to the performance. There are always hundred of millions of pounds put aside for potential future bad debts and misselling claims. For me, this is double accounting, as the bad debts and claims are accounted for in the present but don't happen until the future. At a certan point, the banks won't have these future potential losses to put in their balance sheet and presumably some of the money they have put aside will have to reappear for losses and claims that didn't materialise.

Things aren't always as accounts make then seem

Tesco's next step is to look at their operation and decide where they want to be experts, and where they want to step back from. Offering opticians, pharmacy, tech experts, cafés, mobile phones, etc on top of their wide-ranging food offering is diluting the quality of service and advice they can offer their customers.

Online and 'Click & Collect' can provide answers

Some services Tesco will want to be able to offer in every store, but some have a better foothold online, where the expertise can be pooled and not spread so thinly. Tesco had a functioning website and a reasonably good Click & Collect offering, so these can take the strain of the expertise, whilst try get back to basics in the areas they can lead on in store. Great customer service will never go out if fashion.

20% off Autumn fashion at Amazon

What is the right mix of retailers on the High Street?

I'm sitting on a High Street, looking at the range of shops and wondering if the mix of shops makes the difference in the vibrancy of any High Street or town centre.

Just in my line of vision, I see a food shop, shoe shop, pet shop, pound store, pharmacy, clothes shop and a variety store. Over the street is a coffee shop, an optician, a card shop, 2 fast food shops, a bookmakers and a charity shop. It's a good mix and with ample parking and safe places to cross the road, it's a vibrant area with places to spend, eat and just stop and watch the world go by. Slightly further in the same street are 2 supermarkets, another fast food shop, a car wash, a chain pub and a DIY store.

When High Streets and town centres grow up organically to have a collection of shops that attract a range of customers, then it just works.  It's when the free market doesn't provide this vibrancy that local planners and councils need to get involved.

So how does this happen?

When there is a high demand for commercial property, then planners can look at accepting or rejecting certain uses based on the mix they already have. Landlords can look at choosing a tenant based on the longevity if their tenure as a viable business and a degree of survival of the fittest occurs to ensure the very best retailers are present.

When it doesn't happen

But we haven't been in a situation as competitive as this for several years now, so landlords will be far less choosy in their tenants. At the start of the financial meltdown, commercial landlords would probably have taken anyone who could pay the rent.

So planners have to take the lead and provide planning rules that allow diverse retailers to a High Street without penalising the landlords. This is a fine line, and planning officers have generally been quite lenient in their criteria over the last 6 years or so.

I would strongly suggest that the criteria be clearly laid out and stuck to rigidly for every application. Filling a High Street with charity shops or discounters in a downturn isn't the only way out of the downturn.

People look for bargains, look for value but the days of buying things just because they are cheap has disappeared. Customers are savvier and want something that will do the job they've bought it for.

The new smartphone from Amazon - fire phone

Have the High Street banks changed since the meltdown?

Lord Adair Turner tells policymakers to be radical in their thinking, as he analyses the current financial climate and the danger of returning to the dark days of the economic meltdown. Although a little short on detail, his speech hits the right notes in terms of discussing what exactly has happened and where we have ended up with regards the financial crisis that hit at the end of the last decade.  I would ask 2 main questions with regards this-

1. Has anything actually changed?
2. Did anything actually need to change?

I say the answers are -

1. Not really
2. Definitely

So, where do we go from here?

I think that the banking system has come full circle from fear, through self-pity and survival mode to business as usual.  The wider economy doesn't need business as usual, as small business and consumers struggle to get finance for house purchases and find they are further disenfranchised by a system that they didn't help to create, didn't ask for and now feel disengaged from.  This has gone along with repossessions, liquidations and the rapid growth of the payday loan sector.

How can this happen after the major shocks of 2008 and the fact that governments own large stakes in banks?

We are on a course for a similar shockwave of financial crashes if there isn't a change in the structure of the banks, the way they interact with customers and an acknowledgement of the errors of the past.  A whole industry has popped up to make the most out of banks errors - mortgage exit fees, bank charges, PPI miss-selling, etc and this is before the exposure of self-certification mortgages, interest-only mortgages, fasttracking of mortgage clients and others.  Banks have been subsidising high spending on cars, holidays and home improvements by the £10+ billion payouts for PPI misselling alone.

There needs to be a line in the sand drawn by the banks to gain public trust again - or maybe this has gone on too long and can never be repaired.  The public appetitie for payday loans seems to never be satisfied, so why not a Wonga Bank on the High Street?  A series of new entrants to the market that aren't tainted by the scandals of the past may be the only way forward.  Metro Bank is making progress in London, while Virgin Money seems to have escaped the association with Northern Rock.  Nationwide came out of the scandals with an enhanced reputation, as did First Direct.  M&S and Tesco are starting to offer a serious proposition in terms of everyday banking.

Is this the way forward?

The new smartphone from Amazon - fire phone

Shop Local is more than just a slogan

Why don't customers in all walks of life choose smaller, independently-owned local businesses to interact with?

Why would you get your coffee fix from a national homogenised chain when there's a local alternative available?

Local companies employ local people, are run by local people who then spend their income locally.  International companies funnel income away from your local area (often in tax avoidance schemes that deprive the UK Treasury of much-needed tax income.). The ethics of major banks, retailers and hospitality companies is regularly brought into question by their mis-selling, corporate governance and tax affairs - so why go global when you can go local?

I would urge all local independent retailers to push this fact in your marketing.

If you are local, live local, send your kids to a local school, spend locally, pay local council tax then you already have an emotional link to the area you are selling your products in and have an empathic link to your local buyers.  You must use this link to forge links with other local businesses and the larger local community.

I would suggest that you source your products from local suppliers wherever possible. If you can supply from your local community then the connection you have with your local community will be much stronger.

We're a fashion retailer - we just don't sell clothes

Paperchase chief executive Tim Meglund was quoted yesterday as saying the above quote - "we're a fashion retailer, we just don't sell clothes" about the company as they posted their annual results.

I have long believed something similar of every company - that they are all marketing companies, that market different products or services.

• An estate agent is a company that markets properties
• A retailer is a company that markets their own or someone else's products
• A manufacturer is a company that markets it's products to retailers and consumers

For me, that is the raisin d'être of every company - to raise demand for their product or service by marketing.

What does this mean for me

You have a couple of options, depending on the type of products you sell.

If they are made by you, then you need a marketing campaign to raise awareness and demand. You can use a local marketing consultancy, usually at a reasonable cost, or go it alone. Social media, word of mouth, offering incentives, local radio or newspaper advertising, handing out leaflets - the list goes on and on. You will know what us a good fit for your business.

If the products are made by a larger manufacturer (and I'm talking the real big boys) then you have a reliance in the fact that these big boys will be spending money on advertising already. You can mirror their advertising with your promotions. For example, if Plenty kitchen towels are putting out TV adverts, newspaper adverts and a social media campaign (as they are now) then this is a good time for Plenty to be highly visible to your customers, and perhaps offered on a promotion. Again, you will know how best to make this work for your customers, from a choice of the options above.

So, don't just think of yourself as a retailer - there's a little fashion retailer and a little marketer in all of us.

Not everything can be bought on the High Street - MP3 version of NOW That's What I Call 21st Century

Is it time for a major retailer to champion the High Street?

He question us rhetorical, but needs to be asked anyway.

In the light of Marks & Spencer's disappointing results today, does someone need to take a stand?

Is there a retailer out there that will say - "Actually we want to do our offline business solely on the High Steet."

Traditionally I would say that Wilkinsons, jewellers, the banks and bookmakers are High Street stalwarts.  Will one of these emerge from the pack and put their wholehearted support behind our town centre High Streets?

Let's have a positive mood to lead the market forward in saying we will protect our traditional High Streets and begin lobbying the government to do more to protect it.

How to increase town centre High Street footfall

Figures released today have shown that retail footfall dropped by 0.1% in April.

However footfall in out of town locations rose by 4% - the 4th month in a row that there had been an increase.

This is more evidence that the government 's town centre first policy is not working.

So what next.  I've looked at certain points in prior blogs relating to how this can be tackled.  Changes to the business rates in vacant shops and incentives from government to help local councils provide free parking are two ways that I think will have a massive impact.

The march of Click & Collect should also see some improvements in town centre footfall and sales figures.

What about YOU as a retailer - what are you doing to keep your High Street vibrant?

Do you have a town centre retail committee?

If so, are you on it?

Are you organising events and incentives to promote your town?

Do you cross-refer to other local retailers?

I think a prime example of the last point is  linked to weddings. A florist should always have a link to a bridal gown shop, a limo hire company, a local wedding cake company - and vice versa.

Local communities of like-minded retailers are stronger together.  Hosting town centre events for Easter, Christmas, Mothers Day, etc will make the whole town sing, encourage people to visit many stores and increase both footfall and sales.

Do this in addition to the moves I have previously outlined and there's a profit to be made!

Poundland's Steve Smith revisits his roots

I worked for Poundland in the days of Steve Smith and his enthusiasm was inspirational.  He had a passion for his business and was always looking for new ways to push things forward.  Without him at the helm, how has Poundland remained so successful for so long?

http://m.bbc.co.uk/news/business-27371167

It is far more than just price.  Low prices without structure, innovation and an innate sense of what your customer wants just wouldn't have worked for that long.

Poundland have had to move with the times and realise that what they were selling for £1 over 20 years ago will have been eroded by inflation and may have gone out of fashion.  In my days there we sold loads if "large plastics" which consisted of washing baskets, buckets an mops but so many if then broke in transit that their export was stopped.

They have done deals with major suppliers to make their products at a size to match the price point rather than the price fitting the product.  This level of innovation has helped the company stay ahead of the competition and has forced suppliers to recognise Poundland as a serious player in the retail world.

I'm sure that there's another 20 years plus in Poundland and that whatever Steve Smith turns his hand to will be driven forward by his energy.

Football Fever at Amazon - get ready for the World Cup!

Councils 'ignoring town centre policy'

The Association of Convenience Stores have said that since the "town centre first" policy was launched, 76% of approved floor space was out if town.  The policy was Government guidance to help keep our Hugh Streets vibrant and to consider the impact of planning decisions on town centres.  The Association claims that local councils are ignoring planning guidance.

The Government needs to go further than this if they want to maintain the vibrancy of town centre High Streets.

They should give cash to councils that make their High Street parking areas free for people that spend on the High Street. The cuts that central Government has made to local councils has forced them to charge for every service and try to make their own money in every way they can.  This affects people's choice of whether they go to the High Street, pay to park and always have an eye in the clock, concerned about a parking ticket. The contrast is out of town, free parking, plenty of time and often more choice.

To compete, High Street have to start with the parking issue.  If you provide free parking for those who spend a certain amount in the town, maybe get your parking attendants to be a little more human and sort out the staff parking situations then it will go a long way to redressing the amount of floor space approved in town centres, as shoppers and retailers will want to return.

How to educate your customers

I often wonder how run of the mill, High Street retailers can educate their customers in their ways.  By this I mean how to interact with the company and what "buy in" the company needs from their customers to make a successful relationship/partnership.

Some newer entrants to the market are able to have this relationship/partnership and have complete customer but in, as the retailer and customer have grown together.  For me, a prime example is Ikea.  You select your own products, you get them home yourself, you clear your own tables in the cafe - in return they keep the prices to a minimum.

Another such example is Build A Bear - you pay a bit more for the bear, but you have the experience of choosing the design if your bear and being a large part of the production of the best.  It's not just a purchase - it's an experience.

How do you relate the things you need your customers to know?

In the examples above, Ikea has store notices and both retailers have a great "word of mouth" network of avid fans.  Social media has increased this many times over.

Social media is one way to to this, but you need to educate some valued, regular customers in the first place for word to spread.  So, the best way to initiate this is to get your team to have great conversations with your customers.  The effects of this may not happen overnight, but consistently great interactions with your customers will consistently lead to these values customers being your best advocates.

One message I'd like to see all retailers get over to their customers is that their mistreatment of stock, fixtures and fittings will always come back to them as higher prices.  A packaging that a customer splits and renders unsaleable will mean an extra cost to them and all other customers in future years.

Can the Government be radical on landlords with vacant shops?

It seems such a shame when there are rows of empty shops in certain Town Centres.  In my local Town Centre there is a shopping precinct and there is a string of shops with no tenants.  There is a relief on paying rates for the first 3 months - and I agree with this, as it can take a little time to find tenants and find the right tenants.

Where I propose that the Government push a little harder is after the 3 months have passed.  I suggest that business rates in empty shops go to 150% of what they are when occupied - what greater incentive would there be to ensure landlords find a tenant and keep our High Streets vibrant and full if choice.

Morrisons slashes prices, but fails to find its niche

Morrisons had an awful year, last year and they've decided to fight the discounter with discounts.  Unless they can undercut retailers like Aldi and Lidl that spend far less on their shop fits and staffing their stores, then they may struggle with this strategy.

It's the 2nd from last sentence that highlights a real need for expenditure-

"A lack of online and convenience store presence has also left the business exposed"

There's plenty of vacant High Street property out there for Morrisons to kill both birds with one stone.  Open convenience stores with online terminals for Click & Collect customers.  It will get them back on a par with the big boys, rather than trying to fend off the discounters snapping at their heels.

Not everything can be bought on the High Street - 100 Kindle books to read in a lifetime