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WELCOME TO INTERNATIONAL RETAIL
Table of Contents
COVER STORY StephanieAlexandra Chartier
Pete Gombocz and Andrew Grovestine
Kasey Swithenbank
2
Letter from our publisher, Linda Johansen-James
3
Welcome Letter from editor Shannon Quilty
5
ONE Question? Beyond Shoplifting What are we going to do about the current wave of massive theft?
11
Want To Start Your Own Retail Business?
13
Retail Landscape Through French Eyes
17
From Finance to Flip Flops
21
LUSH: More Than Soap and Bath Bombs
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COVER STORY: The Next Big Idea In Retail
We present Linda Johansen-James’s interview from Real Vegas magazine
Our Global Voice of Retail, Chris Igwe, gives us the latest in retail innovators from France
Why in the world did Pete Gombocz and Andrew Grovestine ditch their suits to sell beach wear?
Kasey Swithenbank, head of United Kingdom & Ireland’s retail, shares the secret to LUSH’s success
Stephanie-Alexandra Chartier of WAFI Group, Dubai launches the next big retail innovation with LINK
35 37 PIVOT Melissa Moore
1
Power of Pop-Ups Greg Parsons prepares us for Holiday Magic with this years out-of-the-box Pop-Up trends.
Pivot Darling of The United Kingdom, Melissa Moore shifts into consulting and a piping hot podcast: The Retail Tea Break
Creative Direction, Production & Design: Brad Szollose
FOURTH QUARTER 2022
Thank you, Greg Parsons for keeping us updated on all things pop-up. Thank you, Jane, Daymond, Chris, Joe, and Stephanie for gracing the cover of the magazine and sharing your inspirational stories. Thank you, Rob Cordero, Joe & Lisa Goetschuis, Bill Kistler, Rob Anson, Ian Scott, Audra Lamoon, Dion Pouw, Mike Kercheval, Dena Zell, Michelle Sorros, and Max James for sharing your incredible stories. Thank you as well to our advertisers who continue to support us time and again, Beth Azor, FOBI, Karine Augis, Max James, Popable, PREIT, Leeds School of Business, Flip Flop Shops, REMA Report and Unitus Security.
Big Holiday Thank You from the Publisher
I
cannot believe how fast this year has gone by, can you? As we wrap up this year, I could not be more thankful to be in an industry that I love, with people I love. International Retail Magazine was born from a conversation with my friend, Leah Woodford. It was her encouragement that started this journey. From then until now we have grown to over 30,000 subscribers, not including digital downloads. Thank you, Leah, for pushing me and thank you Barbell Apparel for being our first cover story. Where would our magazine be without a great editor? Shannon Quilty took over the job and really leveled up our game. She has been in our industry forever and knows how to get the story. Shannon is not only a fabulous editor and a great Center Manager in Iraq, but a dear friend. Thank you! What about our Creative Director, Brad Szollose? If we look good, it’s because Brad is responsible for the design and layout. Brad is a best-selling author, host of Awakened Nation podcast and runs his own creative design business in Vegas. He is a fabulous designer and a dear friend. I cannot begin to thank all of you that have supported us over the last 3 years. I feel truly blessed to have you in my life and a part of IRG Magazine.
This final issue of the year is unbelievable!!! Stephanie-Alexandria Chartier of Wafi Group unveils their innovative retail concept, Link. My clients and friends, Pete and Andrew, tell us why they exchanged their thriving careers in finance to become Flip Flop Shops Master Franchisor’s in Canada. Melissa Moore makes a pivot to consulting and hosting The Retail Tea Break podcast and while customer service is a challenge today, it isn’t for LUSH. Kasey Swithenbank tells how it is in their DNA. A special thank you to my friend Chris Igwe of Chris Igwe International. He graced our cover in 2022 and now holds the record for the number of publications in which he has contributed - I think this is Number 4! Chris has a lot to say, and it is all well worth the read. He will now be a regular in IRG Magazine reporting on the retail climate in Europe. Chris is not only my partner in hosting the Future of Retail with UrbanOvation but has become a dear friend. So, as we approach the busiest time of year and look forward to turning that red bottom line to black, take a minute to be thankful for everything and everyone in your life. With warm wishes for a happy holiday season. Linda Linda Johansen-James Publisher, International Retail Magazine
Contact us to advertise and/or be featured in future publications: ljohansen-james@irg-retail.com Subscribe at: www.irg-retail.com
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WELCOME TO INTERNATIONAL RETAIL
Shannon and Linda in France.
Welcome Welcome to our 6th issue of International Retail Magazine, our final publication for 2023. In this issue, we’ve gathered industry professionals from around the globe – from US, Dubai, Europe, Canada - to share their stories and insights. It’s hard to believe the year is ending! It’s been a year filled with exciting opportunities and great challenges. One of the biggest challenges facing the retail industry is the escalation of shoplifting and organized retail theft, the cost of which has led numerous retailers to close their doors in certain locations to stem losses and protect staff. This issue’s One Question asks industry professionals how the acceleration of theft has impacted their business and how to protect against it. Their responses provide actionable recommendations retailers can use now to better protect themselves and their businesses. Our Publisher, Linda Johansen-James, stopped in bath and body retailer Lush shops while visiting London earlier this year. While there, she was lucky enough to meet Kasey Swithenbank, Lush’s UK & Ireland Retail Lead. Inside you’ll find their conversation about Lush’s mission to bring more than just great products to market. Their dedication to providing an exceptional customer experience every time, in every place, is inspirational. We are grateful to Real Vegas Magazine for allowing us to reprint Linda’s tips for starting your own retail business. Having launched numerous brands, Linda knows what it takes to be successful in retail and her advice is invaluable. 33
Peter Gombocz and Andrew Grovestine couldn’t agree more! Peter and Andrew traded careers in capital markets to become Flip Flop Shops Master Franchisors in Canada. The story of why and how they decided to make that leap is fascinating and Linda plays an integral part. It’s great when clients become friends! Speaking of friends, I was absolutely delighted when my friend Stephanie-Alexandra Chartier, Wafi Group’s Head of Marketing, agreed to speak with International Retail Magazine about her career and the launch of Link, a truly innovative retail experience coming to Wafi Mall. Of course, it doesn’t hurt that the conversation took place on the beach in Sri Lanka… Chris Igwe, Global Voice of Retail, is back to report on the 2023 French Retail Real Estate conference. We are excited to add Chris to our list of regular contributors. His deep knowledge of the European market is sure to be insightful. Greg Parsons, our Power of Pop-Up columnist, also returns to tell us about new and interesting concepts from both new and legacy retailers eager to test ideas and spread awareness. Finally, this issue’s Pivot profile is Melissa Moore, founder of The Retail Advisor and host of the Retail Tea Break podcast. Her journey is a testament to what can happen when you step outside your comfort zone and believe in yourself. I hope you find this final issue of 2023 to be fun, interesting, and valuable. I wish all our readers, contributors, advertisers and the IRG team great things in the remaining days of 2023 and look forward to the great challenges and opportunities that await us all in 2024. As always, if you’d like to be featured and/or advertise your business to our 30,000+ subscribers, drop us a note at marketing@irg-retail.com. All the best…SQ.
Shannon Quilty Editor, International Retail Magazine
W HYGO I TALONE?
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ONE QUESTION?:
Beyond Shoplifting The Rising Threat of Organized Retail Theft
5
?
ONE Question There has been a shocking acceleration of retail theft in the US over the last several years. Per the National Retail Federation’s (NRF), latest research on retail crime, that shrink is nearly a $100 billion problem which is up from $94 billion in 2021 and $91 billion in 2020. While U.S. Senators Catherine Cortez Masto (D-Nev.) and Chuck Grassley (R-Iowa) have introduced The Combating Organized Retail Crime Act to provide law enforcement with resources to crack down on organized retail crime like flash mob robberies and cargo theft, retail theft remains arguably the largest challenge facing retailers today. In this issue of IRG Magazine's One Question we ask industry professionals,…
WHAT ARE YOU DOING ABOUT IN-STORE THEFT?
"How has this practice impacted your business and what you are doing to protect against it?" Every day, news headlines are flooded with videos of mobs looting stores, painting a grim picture of the current retail landscape. But is this just a passing phase, or a sign of a deeper, more pervasive threat to the retail industry?
The True Cost of Theft While consumers have long born the cost of theft through higher prices and anti-theft devices, the recent surge in Organized Retail Theft poses a new challenge. Unlike casual shoplifters, these organized groups are systematic, efficient, and devastatingly effective. The result? Thousands of stores, from retail giants to small boutiques, are closing their doors. Can this model continue to work if the burden exceeds the shopper’s threshold for pain? If Organized Retail Theft continues to grow unchecked, it could diminish the already challenging market for brickand-mortar stores. While shoplifting may seem like a minor irritant, organized retail theft is a force to be reckoned with. By understanding the threat and implementing proactive measures, retailers can ensure a safer, more profitable environment for their businesses. 10 6
ONE QUESTION?:
Turning the Tide: Strategies for Retailers
Optimizing Store Layout and Inventory Management:
How can retailers combat this growing menace? Rob Cordero, president of Unitus Security, offers some insights:
The Unitus Security team not only provides the best security guard services to their Atlanta, GA clients, they also provide security consulting services to investors, developers, and property management companies across North America. Engaging with a security consultant to evaluate how the retail space is designed and mitigating the vulnerabilities created by the balance of security vs. convenience is crucial. Unfettered access and bulk item placement are two of the biggest issues that make a retail space vulnerable to high-loss events. Security planning doesn’t have to infringe on the guest experience.
Forge Partnerships with Law Enforcement: Collaborating with local police isn't just about post-theft action. A visible law enforcement presence can deter potential offenders, boost public trust, and enhance the safety perception of your store. There is a host of data that supports the relationship between high crime and low enforcement, but at a personal level we all can appreciate that criminals don’t like to get arrested. Law enforcement partnerships shouldn’t start with a 911 call. Before the incident occurs, a relationship needs to be in place with all levels of law enforcement through organized community meetings with stakeholders and decision makers. When you build a relationship with your community that includes all the partners in your challenge, you get a higher level of commitment from each of those partners. Having a police officer drive or walk through your property as a part of their daily patrols can be an effective way to curb overall crime, reduce calls for law enforcement service and it doesn’t have an impact on your budget.
Post-theft actions, such as identifying and prosecuting thieves, certainly play a crucial role in justice. However, preemptive measures—those steps taken before a theft occurs—are arguably more valuable. A combination of law enforcement presence, vigilant security, attentive sales staff, and strategic store layout can drastically reduce the opportunities for thefts. By limiting these chances, organized retail theft groups find fewer opportunities to strike, safeguarding your brand's assets.
Rob Cordero Co-Founder Unitus Security
7
WHAT ARE YOU DOING ABOUT IN-STORE THEFT?
Leading the Charge Against Retail Theft: Retail theft in the U.S. is not a new challenge. In recent years, the issue of retail theft has become even more prevalent. The National Retail Federation (NRF) reports that shrinkage, including theft, employee fraud, and other factors, has surged to around $100 billion. This marks a substantial increase from $94 billion in 2021 and $91 billion in 2020. Despite legislative efforts to combat organized retail crime, retail theft remains a substantial challenge for retailers.
Understanding the Magnitude of the Problem It’s vital to grasp the magnitude of the retail theft challenge. The numbers paint a vivid picture - close to $100 billion in losses has a dramatic impact on retailers of all sizes. To put this into perspective, consider that this amount is roughly equivalent to the annual sales of thousands of stores. This issue isn't limited to simple shoplifting; it encompasses organized retail crime, such as flash mob robberies and cargo theft, which threaten the livelihoods of hardworking individuals in the industry.
Strategies to Combat Retail Theft Now let’s discuss 5 strategies you can use to proactively and effectively address the challenge of retail theft.
Enhanced Security Measures Leading Strategy: Retail leaders should spearhead the implementation of enhanced security measures. This includes installing high-quality surveillance cameras, implementing access control systems, and hiring trained security personnel. Outcome: With strong security in place, retail leaders can expect a significant reduction in theft incidents, creating a safer shopping environment for customers and employees.
Employee Training and Awareness Leading Strategy: Retail leaders should actively promote and participate in comprehensive employee training programs. By leading by example, they can educate staff on recognizing suspicious behavior and responding appropriately.
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ONE QUESTION?:
Outcome: Well-trained employees are more vigilant, and retail leaders can expect a decrease in both internal and external theft, leading to reduced shrink.
Community Engagement Leading Strategy: Retail leaders should actively engage with their local communities. They can participate in neighborhood watch programs and collaborate with local law enforcement.
The surge in retail theft is a formidable challenge, but it's not insurmountable. By championing enhanced security measures, employee training, advanced technology, community engagement, and data analytics, retailers can protect their businesses and customers while reducing shrink.
Steve Worthy Host of Retail Leadership with Steve Worthy Podcast
Outcome: By fostering positive community relationships, retail leaders can deter theft, improve the store's reputation, and gain the support of local authorities when needed.
Data Analytics and Predictive Analytics Leading Strategy: Retail leaders should lead the charge in harnessing the power of data analytics. By analyzing patterns of theft, they can allocate resources more effectively and prevent future incidents. Retail leaders should champion the adoption of advanced inventory management systems. They should also encourage the use of RFID technology to track items more accurately. Outcome: Through data-driven decision-making, retail leaders can reduce shrink, optimize operations, and enhance profitability. While technology is important, a holistic approach that combines technology with other strategies is more effective in combating retail theft. 9
UK Shoplifting: Trouble In Store UK retailers - particularly convenience stores and corner shops - are being hard hit by increasing levels of shoplifting and even violent theft with many shopkeepers concerned by the lack of UK police interest and court interest in pursuing and prosecuting the criminals. When it comes to shoplifting (wryly labeled ‘shrinkage’ in UK retail-speak as staff theft is also part of the overall problem) and violent crime, many are wondering how best to tackle it. With the UK economy in ‘austerity’ and energy costs creating ‘heat or eat’ decisions, the retail-scape seems particularly ripe for shoplifting.
WHAT ARE YOU DOING ABOUT IN-STORE THEFT?
In part, the problem seems a dual one with British police forces too stretched and the prosecution too costly in retailer time/effort. The UK’s Association of Convenience Stores recorded 1.1 million thefts and shoplifting incidents in 2022 (with an estimated 2 million incidents unreported). In England and Wales police recorded 342,343 shoplifting offenses in 2022/23, up from 275,076 in 2021/22. The British Retail Consortium’s Crime Survey has highlighted an “appalling increase” in racial/sexual abuse, physical assault and threats with weapons against staff from a pre-Covid high of over 450 per day in 2019/20, to over 850 per day in 2021/22. Underpinning issues is an only slightly misconstrued belief that shoplifting is consequence-free crime! In actuality, UK law for goods taken under £200 is a maximum 6 months jailing rising to a 7-year maximum for items above £200. Few offenders get a full sentence. Several weeks ago a friend who was in a bar in Plymouth, SW England, was offered a pair of Nike shoes by a stranger. They weren’t his style. “What was?” he was asked. He replied and within 30 minutes she returned with his size and chosen style offered at an obvious ‘five-finger discount’ price!
Sean Kelley Managing Director PR4Property
Las Vegas boutique, other businesses forced to make changes because of record retail crime: Shoplifters are more comfortable because we won’t chase after them. Many retailers train employees to not go after the shoplifter for safety reasons. In order to stay open, we had to make some changes. At Eden Sky Boutique we have hired private security, closed fitting rooms, placed more expensive items on higher shelves, and enhanced employee training. We also put up signs all over the store stating “shoplifters will be prosecuted to the fullest extent of the law”. This seems to deter some of the theft in our store. We have 3 stores; 2 in Las Vegas and another in Los Angeles. In most states, $950 is the minimum amount required to prosecute theft as a felony, so they are not afraid to walk in and just “grab & go.” We have also had to hire additional employees in order to watch for potential theft. It is an expense that is necessary now.
Jeanne Pak Owner Eden Sky Boutique
10 10
TIPS TO START YOUR OWN RETAIL BUSINESS
by Linda Johansen-James, Founder of International Retail Group
T
he job landscape has undergone a seismic shift in the past few years. This shift was partly due to health and safety concerns regarding the COVID-19 pandemic, which forced many individuals to work remotely and others to confront the fragile nature of their job security. The shift was then exacerbated by what many have dubbed the "Great Resignation," where employees voluntarily resigned from their jobs due to various reasons, including, wage stagnation amid rising living costs, limited opportunities for career advancement, unfavorable work environments, lack of benefits, inflexible remote-work policies, and long-lasting job dissatisfaction. The combination of these phenomenons prompted an entrepreneurial spirit to surge, leading many to take their professional destinies into their own hands by starting their own businesses. This transformative crossroad has given way to a new economic landscape, making this an opportune time for those who want to be an entrepreneur to open up a new business. However, launching a new business or brand is a delicate dance of strategy, creativity, and research – leaving many aspiring business owners to ask themselves, “Where do I start?” As a seasoned retail expert, I work to help my clients navigate this delicate dance so that their brand can reach its full potential. Over the years, I've noticed a few pillars that make a business stand out: staffing sales training, experiential design, and the all-important site selection.
01 | Staffing: Building A Dream Team Staff is more than just a team – they are the heartbeat of a business. They're the first point of contact a brand makes with its clientele, which makes them representatives of your brand's values and the driving force behind in-store operations. During the recruitment phase, aim for a mix of experience levels. This helps the business because, although seasoned staff members bring a wealth of knowledge, fresh faces provide new perspectives and an eagerness to learn.
11 Reprinted with permission from Real Vegas Magazine, Copyright 2023
Remember, the staffing journey doesn't end there. Employee retention is crucial to a business. To achieve good employee retention, cultivate a supportive work environment. Recognize and reward efforts, invest in continued learning, and, most importantly, create open communication channels.
WITH LINDA JOHANSEN-JAMES
03 Experiential Design:
Cultivating Memorable Encounters
You could have an impeccable store design and a stellar team, but the chances of your business thriving diminish if the store is tucked away in a scarcely visited alley. For retail companies always consider the foot traffic in the proposed location. Busy streets, near public transport hubs, or adjacent to popular establishments can be goldmines. Another crucial part of retail is understanding the demographics of the area where the retail store is located. Understanding the demographics can help better to tailor the retail experience to the target audience.
02 | Sales Training: Equip Your Front Line Even the most experienced salesperson can benefit from ongoing training. Retail is an evolving industry, so staff needs to stay on top of the latest trends, tools, and techniques to provide the best quality of customer service. Another aspect of sales training is ensuring that all staff has indepth knowledge of the business' products. When the staff believes in a product, it's easier for them to make genuine recommendations. The most important value to instill into employees is relationship building. Retail is not just about selling products but building and fostering relationships. So, training staff in the fine art of listening to customer needs, understanding their pain points, and guiding them to solutions is crucial for the success of a retail business. Proper in-depth training also better equips the staff with strategies to manage and de-escalate difficult situations, be it an unsatisfied customer or an unforeseen store mishap.
Launching a retail business in this economic landscape might seem daunting to most. Especially because as we progress, it's becoming more and more apparent that the essence of retail isn't just in selling products – It's in creating experiences, nurturing relationships, and building a community. However, with the right guidance, any retail dream can thrive. That's why I founded International Retail Group to help individuals with big ideas bring them to life and help established brands restructure. If you've been considering opening a retail location and feel overwhelmed by where to start, we can help! Linda Johansen-James, nicknamed “The Billion Dollar Brand Maker,” is the CEO of International Retail Group, a retail management and consulting company based out of Las Vegas, NV. IRG specializes in brand and new product launches, in-store experiential design, executive and frontline sales training, retail real estate and site selection, pop-ups, kiosks, carts, staffing, franchising, and on-site store management. The multi-faceted retail powerhouse even has a chapter dedicated to her in her close friend, Daymond John, of ABC’s hit TV show, Shark Tank’s, New York Times best-selling book, The Power of Broke. Johansen James’ client list has included Proactiv® Skincare, Barbell Apparel, Revlon, Flip Flop Shops, BPerfect Cosmetics, and many more. For more information on IRG, please visit irg-retail.com or check out their LinkedIn at linkedin.com/company/international-retail-group-llc.
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THE RETAIL LANDSCAPE THROUGH FRENCH EYES
Chris Igwe speaking at MAPIC, in Cannes.
🇫🇷 The Retail Landscape Through French Eyes By The Voice of Global Retail himself, Chris Igwe 13
As if we needed a reminder, the September 2023 French Retail Real Estate conference held in Paris which hosted national and international players, was an acknowledgement that while retail is going through various challenges, there are definite winning strategies. The overarching theme of the conference was “retail is back.” Retailers, owners, investors and advisors, shared insights that could only leave one excited about the future, while maintaining an attitude of cautious optimism. It has to be acknowledged that with the Olympic Games in 2024, the country is gearing up to welcome the international trade, thanks to the expected influx of tourists.
WITH CHRIS IGWE, OUR GLOBAL VOICE OF RETAIL
Globally acclaimed Avenue des Champs Élysées has seen its fair share of new retailers signing flagship stores on this world-renown street, including House of Rituals, JD Sports, Calvin Klein, as well as relocating existing stores, such as Levis or Adidas wanting a stronger presence, not to mention LVMH announcing that they will be renovating a building on the street to house a luxury hotel. These are all symbols of the vibrancy of the market, even though this street is not the sole representation of the city. It is nonetheless very encouraging. There is creativity as we listened to Aéroport de Paris (ADP) who have ambitious plans to transform the Paris airports they manage and operate at Charles de Gaulle and Orly, into an area that supports the traveller to provide an opportunity to relax while being airside while enjoying a renewed offer based around the theme of hospitality. The concept is called Xtime. These areas will comprise retail, food & beverage, and services in an attractive environment designed with all the configurations of a space where the traveller will spend up to 2 hours of their time. There will be different levels of service, right up to one of luxury for the high-net-worth traveller, offering a very high quality personalised and exclusive service in a secluded area. Another company whose commitment to driving innovation and creativity is IKEA. Not only do they strive to improve the experience for the consumer, but they are committed to finding ways to make the customer’s life easier. They are looking at ways to integrate Artificial Intelligence, allowing the customer to experience and create their own spaces. Equally remarkable is how they have become the first retailer in France to make
deliveries via the river Seine in Paris. From there they use an electric vehicle to deliver to its customers in a special container. Thus saving the equivalent of over hundreds of thousands of km per year. This is their way of addressing climate change issues. Not to be outdone, whether they are mass market retailers or luxury brands, the appetite for expansion still exists. From Dutch fitness retailer, Basic Fit, to Danish household goods retailer, Normal, their growth plans are ambitious, as they seek opportunities to expand with hundreds of stores planned to be opened in the next 5 years. Meanwhile, well-known, and well-established French retailers, Monoprix or Fnac-Darty, continue not only to develop their own store portfolio, but also their franchise business. Their experience in identifying and selecting reliable franchise partners is key to having a sustainable business model to help grow their business throughout France. This has allowed both these retailers to have a significant presence not only within large cities and shopping centres, but also in smaller towns and cities, which helps revitalise them. They are both equally committed to ensuring that a digital offer remains a key priority to service the customer on and offline.
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THE RETAIL LANDSCAPE THROUGH FRENCH EYES
This is a strong testament to the reality that existing or legacy retailers can evolve and transform the way they do business, provided that they are willing to put the strategies in place which operate on multiple levels, such as corporate stores, franchise, partner stores; large formats and smaller formats, in proximity to the consumer, all with a strong digital focus and service. France is known for the significant growth in the second-hand market. This continues to be the case, especially among the Gen Z and Millennial population. With this in mind, retailers and brands need to have a strategy that ensures that these consumers are informed of the origins of products and the whole supply chain, for fear of being called out. There was a clear focus during the conference on the city centre and its importance, and what can or should be done to create or maintain an attractive offer. We were reminded that the French do love their city centre and want to see it flourish. As such, there should be a continued effort by public officials, local authorities, local government, trade and retailers’ associations, the police, and residents, as well as investors and retailers themselves. There was a reminder not to create tension between out-of-town retail and inner city, which has become a real challenge in France. However, there was a consensus that the imperative is to focus on all parties working actively towards a city centre that is attractive and safe for both consumers and retailers. We addressed the luxury consumer and the continued need to fully understand their needs. 15
It was noted that the human element and awareness of the client expectations is critical. There is a requirement for brands to train their staff to a whole new level, especially as there are different generations of wealth, from the older customer to the younger, and yet equally wealthy consumer. Both have different expectations on how they should be welcomed and treated. However, each is equally demanding. The key take-aways were the emphasis on a human approach, a high-quality welcome, experiential, highly personalised interaction, along with a need to distinguish between the luxury and the ultra-luxury client, whose expectations are very different. It was noted that the appetite for investors in France is still high, as they look for assets to acquire. Retail continues to be attractive for French and international investors due to a repricing that is taking place across different formats, from Retail Parks to high streets and shopping centres. Overall, volumes of retail transactions are strong which bodes well for 2023. In conclusion, we remain optimistic that France is the country to invest in whether as a retailer, a brand or as an investor. As several landlords put it, there seems to be a common desire to work towards a brighter future with tenants, as seen through the constructive discussions around projects and plans with those tenants, rather than the tense, often destructive negotiations of the past 4 years due to the pandemic.
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FROM FINANCE TO FLIP FLOPS
From Finance to Flip Flops anada
C f o s r o is h c n a r F r e t s a M The
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WITH PETE GOMBOCZ & ANDREW GROVESTINE
Shannon Quilty (SQ): Pete and Andrew, you both come from impressive and often intertwining financial backgrounds. What drew you to each other as friends and business partners?
Pete (PG): We met probably 20 years ago.
L to R: Pete Gombocz and Andrew Grovestine, of Flip Flop Shops.
We kept running into each other as we worked on accounts and with clients. At one point we worked at the same firm. We shared the same values and work ethic. We gravitated towards each other because we operated in the same style.
Andrew (AG): We've had the chance to see
T
he story of 2 professionals from the finance sector who quit it all to launch Flip Flop Shops is a fascinating journey unto itself. Becoming the hottest franchise from one of the coldest countries in the world is a powerful exercise in selling the beachwear lifestyle. Pete Gombocz & Andrew Grovestine built their careers in the Toronto, Canada Capital Markets industry. After 20+ years they were looking for something new. Coming across a piece of art while scrolling on his iPad led Pete, and then Andrew, on a whole new adventure. Grab your beach towel, slip on your flip flops, grab a pair of sunglasses and come along for the ride!
each other on both sides of the table and then on the same side of the table. We understand how our capabilities complement one another. I think I can speak for both of us in saying we were frustrated with how the capital markets business had evolved in the last 20 years. It had gone from being a very customer service business to one focused strictly on transactions.
PG: Agreed. It used to be a relationship business based on good customer service and being able to deliver. Shaking someone's hand - that meant something. The pieces of the business that made it fun had disappeared in the rush.
SQ: Pete, how did you find Flip Flop Shops? Were you looking for a franchise opportunity?
PG: I was looking for a side hustle; something I could do that would produce some income and provide me the ability to do something more creative. I wanted something that would be fun and different from my day job — something to call my own.
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FROM FINANCE TO FLIP FLOPS
I'm a big beach guy - I love that sort of lifestyle. One night I was casually scrolling on my iPad looking at pictures of beaches when I came across this artist called Michael Tilden. I really liked his style. I searched for his name and found Michael Tilden with Flip Flop Shops. Flip Flop Shops? I searched, looked at the website and locations and thought it was cool. I reached out to Devin Knott, their Franchise Development guy. During our initial discussions I explained what I was looking for and the idea of buying the Canadian business was raised. Andrew and I went to Orlando and met with Devin and Tom Romero (Owner). We also met franchise owners and talked about the good things and the bad things. We walked the floor of Surf Expo, and I knew it was exactly where I wanted to be. When I met Linda (founder of International Retail Group and publisher of this magazine), all the dots connected. I will say this, and I mean it one hundred percent, I would not have done this if I did not know Linda. The guidance, the expertise, and the many lengthy conversations about business and life gave me the confidence to enter a new space I hadn't even considered before.
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Linda Johansen-James (LJJ): I told Pete, you're not a client, you're my friend. I will give you feedback as I would a friend who respects you, loves you and wants to see you be successful. We get to do business and be friends together and help each other be successful, which I think is what Pete and Andrew were looking for.
AG: Even my wife commented the other day that she has not seen me hustle this hard but having fun doing it. Not to get too philosophical and off the deep end, but Pete and I looked back at where we’d come from – the relationship business - and we wanted to get back to that place. The entire world has turned transactional. There is a lack of positive customer experience, no fun. With Flip Flop Shops, Pete and I thought we could provide an experience beyond the transactional process. We want to provide an experience that helps people feel good, have fun, and think, oh yeah, I remember Flip Flop Shops I'm going back. Customers will come into our stores and have experiences they’re not going to get anywhere else. We believe we're going to win over and retain customers who will consistently return and refer us to their family and friends.
WITH PETE GOMBOCZ & ANDREW GROVESTINE
And when they look at their shoes, they will remember us. It may sound a little bit hokey, but that is the hope.
It's going to look, sound, smell like a beach. It's experiential. Our sign is a surfboard with flip flops on it. You can see it all the way down the mall.
SQ: Andrew, what were your first thoughts
LJJ: When Andrew, Pete and I went to
on Flip Flop Shops and your reaction when Pete pitched it to you as something you could partner on? What convinced you to go forward?
Vaughan Mills to meet with Mina Cisternino of JLL, we were looking for an inline store. Vaughan Mills is highly successful, and Mina didn’t have an inline for us. As we were standing in the common area, Mina pointed out the L’Occitane unit that was moving out. She suggested we do a pop-up until an inline became available. It’s perfect. Now we can test the mall and do something creative to show potential franchisees.
AG: Honestly, my first thought was he's having a midlife crisis.
PG: I did. Bought the convertible. (laughs) AG: A midlife crisis is a good thing from my perspective. We hit that midlife crisis at the same time. We looked at each other and said, "What the hell are we doing?”
SQ: You’re Master Franchisors for the whole of
So, what was the appeal? My first reaction when Pete showed me the Flip Flop Shops presentation? It was a breath of fresh air. I could really see it. We thought we could take the already successful model to the next level. As a Master Franchisee, there's ownership. We have control over the destiny of this thing. A light came on for me - after I stopped laughing at him, of course.
AG: To do it all, but in a controlled manner. First,
SQ: Andrew, I understand you’ve created a new concept for Vaughan Mills in Toronto, right? AG: That’s right. We’re taking a 22-ft x 36-ft open space in the mall that I’ll make into a Flip Flop Shop. We’re scheduled to open November 6th. It’s a great spot - right smack in the middle of the hallway. We’ve got a 1970 VW Bus being delivered next week and a huge Tiki Hut. This is going to be the coolest pop-up store ever. The flooring looks like sand, and we’ve got palm trees! We'll have a beachy mist going through our evaporators.
Canada. That’s a lot of real estate and very spread out. What is your growth strategy?
we're making sure the existing 7 Flip Flop Shops in Canada are enjoying all the good stuff we have to offer by way of branding, marketing, online and corporate support. We want to be sure the owners are empowered to really succeed. Growth plans are great and essential but first we want to be sure the existing owners feel they’re part of our business. We’re focused on building the culture. There are only so many stores Pete and I can open and own. We have to rely on the owners of the franchises. One of my paramount priorities is to meet with the existing owners and, like I said, empower them to make sure they're able to be successful. We've got to grow the business as well, which we’ll do with brick-and-mortar stores, and then also look at the online presence. We've got a lot of priorities and growing is certainly one of them, but it's not the only priority.
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FROM FINANCE TO FLIP FLOPS
SQ: Pete, I understand you had a significant bump on the road to opening your first Flip Flop Shop in Toronto Premium Outlets. Tell us what happened and how you recovered.
PG: We had negotiated a temporary space at Toronto Premium Outlets. It was certainly bigger than needed but we wanted to be in the Outlets and figured out how to make it work. We had a good rent rate, were doing the fit-out, ordered inventory and fixtures. Boxes were everywhere. One day, I check my email and find a letter from the Landlord telling me I have 2 weeks to move out. They’ve leased it to a permanent tenant. I'm literally sitting in a unit that was no longer going to be mine with boxes and boxes and boxes of shoes and all the time and work I’ve put into it. It was certainly a stunner when I got that email but at the same time, we knew that Scotch & Soda, which is where I am now, had filed for bankruptcy. They were going to be shutting down, but nobody knew when. I'll be honest, it was frustrating. It was disappointing, but everything worked out. I'm in a better space in a better location. Helene Moniz, General Manager of the Outlets, has been great. It honestly worked out really well because I have a great relationship with the mall management. As horrible as it was, I wouldn't change it because it's brought a lot of positives.
LLJ: We have had great relationships with the mall developers this time. Brad Cole of Simon jumped in with Pete. When we lost that space, Brad assured me he was going to make things right. He wanted Pete to be successful and to grow with them. He found us this other spot and worked us out a great deal. 21
L to R: Andrew, Linda and Pete hangin’ out.
SQ: What is the one thing that you learned that maybe you wish you'd known before you made the jump?
PG: I would certainly give as advice to potential franchisees is make yourself vulnerable. Don't be afraid to ask the question. Like any business, there are a lot of acronyms, a lot of terms. I needed to understand the lingo. Don’t be afraid to be the one in the room that says they need some explanation. I think that goes a long way.
SQ: Andrew, how about you? AG: It's more of an internal question I ask myself which is, how quickly can I de-risk this? I'm learning more and more every day. I want to get to the store open. Let me understand it all – soup to nuts. Then I can go forward with confidence. It's our mission to prove we're going to knock this thing out of the park. We've got amazing partners like Linda, and a whole bunch of other people supporting us. We would never be so naive as to think that we could have done this ourselves and can do this ourselves. The future is so bright we need sunglasses. LOL.
LUSH: MORE THAN SOAP AND BATH BOMBS
More Than Soap and Bath Bombs.
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AN INTERVIEW WITH KASEY SWITHENBANK OF LUSH
Linda Johansen-James (LJJ): I have visited Lush stores in the UK, USA and Canada and I always find the employees to be friendly, engaging and very excited to see me come in the store. Why are LUSH employees so consistently great in every location? How do you interview, hire, and train them to be as caring as they are about the customer experience?
Kasey Swithenbank (KS): When you
Linda Johansen-James recently returned from a visit to London. While there she had the opportunity to visit a LUSH location and was immediately impressed by the stellar customer experience. Having had the pleasure of meeting Kasey Swithenbank, LUSH’s UK & Ireland Lead Retailer during her visit, Linda was keen to better understand their formula for success.
start a job at Lush you quickly learn you’re a part of something much bigger than selling soap and bath bombs. For example, in your first few days of joining Lush, staff are introduced to Charity Pot. Charity Pot is our hand and body lotion made of ethically sourced ingredients including Fair Trade cocoa butter from the Peace Community in Columbia. All the proceeds from the sales of this product go directly to small grassroots organizations around the globe. Over 15 years, Charity Pot has been sold in 42 countries raising more than £65 million in over 13,700 grants. Lush believes in creating genuine interactions with our customers so conversation and communication skills are vital; our staff members will be interacting with members of the public on a daily basis. 22 24
LUSH: MORE THAN SOAP AND BATH BOMBS
These expectations are set out from the beginning. We hire people into our shop teams who love talking to people. Since 66% of our products being sold per year have no packaging, our staff on our shop floors provide our unique, ethically sourced products with a voice. Our staff let our customers know exactly what is in the product, the benefits of using that product and of course, let the customer try it before buying through product demonstrations. Our enthusiastic shop teams do a fantastic job of communicating Lush’s core brand values to our customers. Whether that’s showcasing our fresh cosmetics on our beautiful ice tables, raising funds through Charity Pot or telling customers about how, by buying our rose oil made by a family in Turkey, we’ve been able to support that community in building a school for the local children. Lush does so many incredible things for communities around the world and it’s thanks to our team members that were able to get that message across. One recent example of employee engagement is our ‘Remind’ tour for all members of staff. The tour was held in different destinations across the country to make it more accessible for everyone. During this Lush learning event, all staff met product inventors, our ethical buying team, learned more about ethical campaigns and even got involved in making some products with 25
our compounders from the factory in Poole. For some members of staff this was the first opportunity to learn more about Lush as a brand and the ethics. For others it was a great refresher, an opportunity to speak to experts directly and ask them questions or give feedback.
LJJ: LUSH has been rated in the top 5 for customer satisfaction and experience. How does this consistently happen and what does LUSH know that all other retailers should know about customer satisfaction?
KS: At Lush we have always aimed to put customers at the heart of the business by being a customer-centric brand. One of our aims as a business is to create a product for every need, however, part of that is also about creating a style of service for every need. Every customer is different and so we ask that our staff adapt their service style to suit the individual in front of them.
LJJ: You have such an open return policy, why is this important?
KS: You, the customer, are always right and if you are not happy with a Lush product, let us find a suitable alternative which will knock your socks off. If you would prefer a refund, then no problem; just bring the product and your receipt. It’s really important to us that your Lush products are being enjoyed and you’re benefiting from the beautiful ingredients.
AN INTERVIEW WITH KASEY SWITHENBANK OF LUSH
We also don’t want our products contributing to waste so it’s important that if something isn’t right for you, you return it so we can find your perfect product.
LJJ: By truly understanding customer behaviours and expectations, LUSH employees offer a very tailored and enhanced customer experience. Why is this important to LUSH and what does this say to your customers about LUSH?
KS: I genuinely believe that customers who choose to visit us in physical locations are largely looking for something they can’t buy online. They want to use all their senses to see if what they’re spending their money on is worthwhile. We have an opportunity to elevate customer experiences by ensuring the staff on our shop floors are knowledgeable about the products they’re selling. Our shop displays are a true representation of our brand which excites and delights those visiting us,
and our teams go above and beyond to make people’s day through genuine interactions.
LJJ: When I visited your offices in London, you had a themed pop-up based on the filmmaker Wes Anderson’s upcoming movie Asteroid City. You were serving lemonade with whipped cream which were fabulous! The activation was to run for five weeks promoting the British beauty brand's exclusive Asteroid City bath collection. Will you do more pop-ups in the future?
KS: Lush has been collaborating with new brands in a new way over the last 12 months, launching eight collaborations in quick succession. A USP for Lush of these collaborations has been its immersive retail offerings and pop ups. Recently, Lush has designated the shop space of its Soho premises to be an inperson pop up space specifically for collaborations, most recently putting pink on pink on pink to celebrate Barbie X Lush in partnership with Mattel. 26 22
LUSH: MORE THAN SOAP AND BATH BOMBS
Offering free pink drinks and making customers feel as though they have stepped right into Barbie’s dream house is part of creating the experience.
In the US, Lush dedicated its Miracle Mile shop in Las Vegas to home the “Asteroid City” collection for a limited time only. To celebrate Barbie x Lush collection, we reopened Lush’s Century City location in Los Angeles as a hub for all things pink and powerful. The space was transformed as a must-see destination to embrace the power of pink. Lush’s pop-ups are extending beyond collaborations. On 3rd November, Lush will return to its Covent Garden location, initially opened as an exclusive festive pop-up store with a retail space of 255 sqm.
LJJ: Why was it important to merge your US and global care operations? What does this mean for your customers? Will it make the customer service process easier? How did you choose ZENDESK as your partner?
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KS: Our Customer Care teams grew organically out of the old mail order teams as the digital side of the business grew over the years. It became
apparent that while these teams were very locally focused, our customers viewed Lush as One Lush,one business, so we began to communicate and work together to best serve our customers. We first started to use Zendesk in the CCUK team in 2014, and then rolled this out to the other European teams in 2016, followed by Australia, New Zealand, Japan, and Hong Kong in 2017. As well as sharing a single CRM, we also worked hard to foster a community where our customer care advisors could chat and support each other in real time, whether they are in a local team of 1 person or 50 people. We refer to ourselves as Global Customer Care because no matter where our advisors are sitting, they are part of a team that is available 24/7 to look after our customers and each other.
AN INTERVIEW WITH KASEY SWITHENBANK OF LUSH
There are many instances where a customer has been helped by advisors in two or three countries to get an issue resolved and from the customer’s perspective, they have only had to make one initial contact.
Zendesk provides us with an advisorfacing dashboard where they can handle all incoming conversations and we have been able to build and maintain completely bespoke categorizations so that we can report
For example, a couple of weeks ago a customer in Indonesia bought a product in Malaysia that turned out to be a tester pot. They contacted the UK, who were able to arrange for the customer to collect the correct product from Hong Kong when they travel there in the next few days. A global family helping their customers all over the world. All this was resolved for the customer within a few hours of their request.
to a granular level on what our customers are saying about our products and services. Our customers are a real community and are always very vocal about how they feel about our products and services. There has always been such a rich source of feedback with our CC teams, and we have used Zendesk to collate and share that data.
When North America joined Lush Group, we wanted to bring them into the Global CC family, and it made sense to consolidate their separate instance of
Zendesk into our global one. Practically speaking, we can now offer 24-hour English language chat for our customers. We can handle international customer issues much easier as it's just a matter of transferring to the right person, rather than asking the customer to contact someone else, as used to be the case.
Our CC specialists classify each ticket with the nature of contact, including the type of issue, named product, store, delivery service amongst others. It allows us to provide detailed and up to date reports back to the business so they can make informed decisions. By reporting back to the business on both local and global feedback, we have been able to influence improvements in both products and delivery for the benefit of our customers.
LJJ: Kasey, thank you so much for your time. It is clear Customer Care and Experience is engrained in Lush’s DNA and that makes all the difference! 28 22
THE NEXT BIG THING IN RETAIL IRG EXCLUSIVE COVER STORY | STEPHANIE-ALEXANDRA CHARTIER
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Meeting Stephanie-Alexandra Chartier in the vibrant setting of Sri Lanka felt like stumbling upon a kindred spirit amidst the lush landscapes and rich cultural tapestry.
IRG EXCLUSIVE COVER STORY | STEPHANIE-ALEXANDRA CHARTIER
Wafi City Skyline | Dubai
Amidst the serenity of this tropical paradise, Stephanie's energy and dynamic presence stood out. As we engaged in conversations ranging from marketing strategies to travel tales, it became evident that Stephanie's journey in the marketing world mirrors her passion for exploration – both driven by an insatiable curiosity. Having heard of her pivotal role in shaping the innovative Link concept at Wafi Group in Dubai, where she has led the charge in redefining the retail landscape,
it was clear that Stephanie's pioneering approach and strategic insights were destined to make for an enlightening conversation. From the bustling streets of North Ameri ca to the enchanti ng landscapes of the Middle East, Stephanie's career trajectory has been as diverse and captivating as the destinations she's explored. As we sat down for a candid Q&A session, I knew that delving into Stephanie's experiences would offer valuable insights into both the world of marketing and the transformative power of innovative retail concepts. 30 30
THE NEXT BIG THING IN RETAIL
Shannon Quilty (SQ): Welcome to this special Q&A session with Stephanie-Alexandra Chartier, Group Head of Marketing at Wafi Group. Stephanie, your career has taken you on an incredible journey through various sectors and continents. Could you share some of the pivotal moments that shaped your path in the world of marketing?
Stephanie-Alexandra: Absolutely. My journey has been a whirlwind of wonderful opportunities to innovate. It all began in Montreal, Canada, where I had the privilege of working with innovative real estate developers DevMcGill who embraced early adoption and a unique approach. This experience was truly inspiring and laid the foundation for my career. Later, during my tenure as Marketing Director at real estate giant Ivanhoé Cambridge, I was tasked with reviving a struggling property. Alongside the on-site team, we transformed the landscape by embracing novel concepts like social media marketing for malls, pioneering the use of dedicated applications to gamify the shopping experience, and even experimenting with virtual try-on technology through the "Moodbox" project. Moving to the Middle East provided an immersive learning experience, as I consulted on 31
distressed and new mall projects across the region. This journey culminated in joining the development team of the transformative Reem Mall in Abu Dhabi, where we envisioned the future of malls. In 2021, I had the privilege of joining Wafi Group, an exceptional company with unwavering support for innovative ideas.
Shannon: Your creative approach has been evident throughout your career. Could you elaborate on your role at Wafi Group and the innovative projects you've been a part of?
Stephanie-Alexandra: Joining Wafi Group has been a tremendous honor. Wafi Group, who is celebrating 50 years of existence this year, was founded in Dubai in1973 by His Highness Sheikh Mana bin Khalifa Al Maktoum, is a versatile conglomerate that spans across five subsidiary LLCs. These cover a wide spectrum of industries, from Property and Hotels to Hospitality, Industrial, and Transport sectors. Our flagship development, Wafi City, is a highlight within the Property division. With a presence in 16 countries worldwide, the group has been on a dynamic journey driven by excellence, operational efficiency, and a close-knit team of over 3,500 professionals. Our headquarters in the UAE serves as a hub for innovation and the pursuit of fresh milestones.
IRG EXCLUSIVE COVER STORY | STEPHANIE-ALEXANDRA CHARTIER
Stephanie-Alexandra and Olga Fedorova inside LINK, which is set to be completed mid November 2023.
We truly take pride in our ability to make a meaningful impact across diverse domains, both locally and internationally. As Group Head of Marketing, I lead a versatile team responsible for driving marketing strategies across diverse sectors like Commercial Real Estate, Food & Beverage, Health & Leisure, and more. At Wafi Group, we've been spearheading forward-thinking projects that redefine the retail landscape. Notably, I've been at the forefront of shaping the pioneering Link concept, an omnichannel store that blends the physical and digital realms to reshape the shopping experience. This venture exemplifies Wafi Group's commitment to pushing boundaries and embracing transformation. Our collaboration has resulted in crafting a platform that not only empowers retailers but also enriches consumers' lives through novel shopping paradigms and curated events.
Shannon: Your journey includes pivotal roles at notable companies and projects. Could you share how Wafi Group’s environment has supported your endeavors and allowed for the pursuit of big ideas?
Stephanie-Alexandra: Joining Wafi Group has been a truly remarkable experience. The company's exceptional values and unwavering support for its employees, especially in nurturing big ideas, have been paramount. Wafi Group encourages an environment where innovation flourishes, enabling us to push the envelope and explore uncharted territories. It's this level of backing that has paved the way for the conception and realization of revolutionary concepts like Link. This supportive ecosystem empowers us to think beyond boundaries and transform imaginative visions into tangible realities,
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THE NEXT BIG THING IN RETAIL
ultimately propelling the company and the industries we operate in toward a future defined by creativity and progress.
Shannon: Now I am excited to hear more about Link. Let’s discuss the upcoming launch of this groundbreaking omnichannel store set to transform the retail landscape in Dubai. Can you start by giving us a brief overview of what Link is all about?
Stephanie-Alexandra: Link is a revolutionary retail concept that aims to redefine how people shop and interact with brands. It's not just a store; it's an immersive experience that blends the physical and digital worlds seamlessly. At Link, customers will find a curated selection of products spanning various categories, from fashion to electronics to cosmetics, even sports and homeware. But what truly sets Link apart is its dual nature – it's a place where customers can indulge in in-store experiences while transacting seamlessly on the digital marketplace. We're essentially fusing the best of both worlds to create a new kind of shopping experience.
Shannon: That sounds incredibly innovative. Can you elaborate on the opportunities that Link presents for retailers looking to enter the UAE market?
Stephanie-Alexandra: Absolutely. Link offers a unique opportunity for retailers, especially those looking to establish themselves in the thriving UAE market. 33
What's intriguing is that retailers have the chance to become pioneers within this concept even before Link's official launch. By partnering with Wafi Group and leveraging our marketing expertise, early entrants can position themselves as trendsetters. It's a chance to shape the future of retail in the UAE, not just be a part of it.
Shannon: That's a compelling proposition. Could you share some of the key benefits that retailers can enjoy by joining Link?
Stephanie-Alexandra: O f c o u r s e . One of the most exciting aspects is the low-risk and minimal investment opportunity. Retailers can enter the UAE market without the usual financial burdens associated with setting up a standalone store.
IRG EXCLUSIVE COVER STORY | STEPHANIE-ALEXANDRA CHARTIER
Our marketing investments and reputation also work to their advantage. Additionally, Link provides a fantastic test-market capability, allowing retailers to gauge local consumers' preferences before committing to larger endeavors. Sharing space with renowned brands and influencers creates an environment conducive to growth and innovation. Moreover, our curated events offer a platform for brands to shine, ensuring their visibility and engagement with the audience.
Shannon: It sounds like Link is a space where uniqueness is highly valued. Can you tell us more about the distinctive brands and products that customers can expect to find at Link?
Stephanie-Alexandra: Certainly. Link is all about celebrating uniqueness. We've curated a lineup of brands that defy convention and offer exceptional products. Each item is more than just a product; it's a story waiting to be explored. We want customers to feel that they're embarking on a journey of discovery when they step into Link. This curated selection reflects the innovative spirit of the UAE, where we're bringing together brands that captivate and stand out.
Shannon: Your approach to marketing at Link seems to be quite forwardthinking. Can you give us some insights into the strategies you're employing to engage customers both online and offline?
Stephanie-Alexandra: Absolutely. As we approach the launch date, our marketing strategy revolves around seamlessly integrating the physical and digital realms. We're using cutting-edge digital techniques to draw customers into our world. Our upcoming events, meticulously crafted by our team, will be the highlight of this strategy. Expect category-specific extravaganzas, impactful product launches, and dynamic collaborations with influencers. These efforts are aimed at making Link a hub of retail innovation and engagement.
Shannon: The convenience aspect of Link is intriguing, especially with the adjacent fulfillment center. Could you shed some light on how this enhances the shopping experience?
Stephanie-Alexandra: The adjacent fulfillment center is designed to elevate customer convenience. When customers make purchases on Link's integrated marketplace, they have the option to either collect their items within the physical store or have them delivered to their homes. This flexibility offers an unparalleled level of convenience and personalization, allowing customers to decide how and when they want to receive their purchases. It's an extension of the personalized shopping experience that Link is all about.
Shannon: Link seems to be facilitating the entry of international brands into the UAE market. 30 34
THE NEXT BIG THING IN RETAIL
Could you tell us more about the collaboration with Dubai CommerCity that launched SparkBiz and how this benefits global retailers?
Stephanie-Alexandra: Our collaboration
With our legacy of turning the ordinary into the extraordinary, we're setting the stage for Link's launch – a testament to retail breakthrough that will leave a lasting impact on the UAE's retail panorama.
with Dubai CommerCity SparkBiz is aimed at providing tailor-made packages that streamline market entry for international retailers. We understand that entering a new market can be complex, and our packages are designed to guide overseas retailers through the intricacies of the UAE market. Additionally, Link offers the option for international brands to place their products on consignment, reducing risk and providing a gateway for global retailers to establish their presence in the UAE.
Shannon: Finally, could you give us some insights into the driving force behind Link and the Wafi Group's commitment to innovation?
Stephanie-Alexandra: At the core of Link's vision stands the Wafi Group, an entity deeply rooted in 50 years of innovation. Throughout our history, we've consistently pushed boundaries to redefine the commercial landscape. Our collaborative and forward-thinking approach reflects our commitment to shaping the future. Link isn't just about introducing a new retail concept; it's about unveiling a lifestyle, an experience, and a unique opportunity.
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Shannon: Thank you so much for sharing t hese insight s wit h us, Stephanie-Alexandra. Link certainly sounds like a game-changer, and we can't wait to witness its launch in the fall of 2023.
Stephanie-Alexandra: I t ' s b e e n a pleasure. We're incredibly excited about what Link represents and the impact it's poised to make. Thank you for your interest, and we look forward to welcoming everyone to this new era of retail. Commercial opportunities for brands: marketing@linkstore.ae Follow us on social media: @linkstoreuae
IRG EXCLUSIVE COVER STORY | STEPHANIE-ALEXANDRA CHARTIER
Stephanie-Alexandra and Olga Fedorova inside LINK, prepping for the move-in.
LINK interior rendering.
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GREG PARSONS ON HOW BIG BRANDS TEST WITH POP-UPS
Many legacy brands have tested out new concepts to complement their existing offerings or experiment with different ideas altogether. A few recent installations that stood out to me were:
Banana Republic:
The Power of The Pop-Up
WITH GREG PARSONS The last half of each year is the biggest shopping period for legacy retailers and consumer brands. It’s also the busiest time of year for retailers and brands to open pop-ups and retail experiments. Pop-Ups use this time to capitalize on increased foot traffic, higher sales potential and gift giving opportunities.
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Banana Republic has opened “BR Home Collection.” The one-year pop-up stores are located in Los Angeles and New York City. The temporary furniture is an experiment and expansion of a trend that’s been slipping into existing Banana Republic stores for the last year. They want to expand the brand into the home goods space and offer its customers a new way to experience its products and style. According to a press release the BR Home Collection features 3 key expressions within its design aesthetic: Textured Modern, Classic Chic, and Explore. The pop-up store showcases the BR Home furniture and decor, as well as the Banana Republic apparel, in a curated and cohesive display that reflects the local culture and aesthetic of each city. The store will also offer professional design services with classically trained consultants to help decorate spaces.
THE POWER OF THE POP UP
Next Day Solar: Next Day Solar opened a pop-up in London’s Covent Garden because it hoped to change Londoners thinking about living an eco-conscious life with their solar-powered products and services. The ephemeral store also aimed to test the market, collect feedback, and generate buzz for their new home line, which features furniture and decor items that are powered by or inspired by solar energy. The pop-up shop was open for a month through September 2023, and offered a variety of products. Offerings included solar-powered toys, garden lights, charging power boxes, and portable solar panels, as well as consultations to learn more about how to harness solar energy. The pop-up shop was also designed with an environmental mindset, using recycled materials wherever possible and using 2 solar panels installed outside to provide on-site electricity generation
Rooster: Pop-Up shops need not be stationary. For example, many global brands develop a mobile pop-up strategy to connect with fans and shoppers over a larger market area. British sailing apparel brand, Rooster, created such an event. The 2023 Rooster pop-up tour was a series of events that Rooster organized to support local sailing events and meet their customers face to face. The pop-up shop was set up in a van that traveled to different locations along the south coast of England.
A few tour highlights were: • The tour offered a range of Rooster discounted products, such as wetsuits, jackets, gloves, hats, bags, and accessories. Customers could also order online and collect their items from the van. • The event also featured a prize draw, where customers could enter-to-win Rooster gift cards or gear. The prizes were drawn at the end of each day and announced on Rooster’s social media channels. • The pop-up shop also engaged fans with different events including a sailing simulator, a knot-tying challenge, and a photo booth. Pop-up shops are a creative and effective way for retailers and brands to connect with their customers and showcase their products and services. They can also help them achieve various goals, such as launching new products, testing new markets, collecting feedback, or generating buzz. The examples of Banana Republic, Next Day Solar, and Rooster show how pop-up shops can be adapted to different themes, locations, and audiences, and how they can offer a unique and memorable shopping experience. Pop-up shops are not only a trend, but also a strategy that can help retailers and brands stand out in the competitive and changing retail landscape. 38 33
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MELISSA MOORE PIVOTS INTO PODCASTING
They aren’t all good. The expectations of excessively long hours, poor working conditions and a lack of support led me to the biggest pivot of my career. I loved retail, I knew I was not leaving the industry!
Melissa Moore Pivots My retail career started in the very shop that I remember visiting on numerous occasions as a child. I was wowed by the beautiful dresses, the smell of the candles and dazzled by the chandeliers. It seemed appropriate that my retail journey started at Laura Ashley and that it was grounded in customer service. I learned the importance of everything from add-on sales to stock management. Retail, like many industries, is full of incredible employers who nurture their employees. Over the years, the retailers that helped me shine were the ones I was happiest in.
On the quiet, people had been reaching out and asking for advice for their store. I realised that there was a lack of support for independent retail owners, thus The Retail Advisor was born. I kicked off with a bang and the first few months was full of consulting and delivering training to retail teams.
6 months later, everything changed. The arrival of Covid-19 and lockdown quickly brought retail to its knees. I cried, I ate chocolate biscuits, and I drank copious amounts of tea. I questioned whether leaving my full-time job was the right decision. The moping around didn’t last long because I realised that I needed to grab the opportunity to work ON my business while I couldn’t work in it. I spent lockdown pulling my business model apart, figured out who my ideal customers were and upskilled. 40
The hard work paid off; coming out of Covid I was primed to empower retailers to reach their potential through sales growth and excellence in customer experience. My training services were (and continue to be) in high demand because I understand the needs of the shop floor. I pushed myself outside of my comfort zone yet again when I started The Retail Tea Break podcast. I wanted to be able to share valuable conversations that educate and empower others in our industry. Two years later with almost 60 episodes, broken down into 30-minute conversations, we’ve covered topics including the latest retail trends, e-commerce, loyalty, people, and physical stores. With people listening across podcast platforms and on YouTube, I am blown away by the reaction to the podcast. 41
Looking ahead, I want to utilise my retail knowledge and podcast skills to MC events. I’ve a real knack for bringing the best out of guests and speakers to ensure their passion shines. I’m also looking forward to continuing my work in education, working on retail apprenticeship programmes with the next generation of retailers. Having co-created a final year undergraduate course and micro-cred called “Founder Selling” at the University of Galway, I am looking forward to continuing to deliver both courses. I am also extremely excited to expand on the training workshops I deliver to frontline retail teams to reach more retailers. Retail is everything to me and always will be.
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