Beruflich Dokumente
Kultur Dokumente
OF RETAIL
WELCOME
05
BECOMING
OMNICHANNEL
08
SAFETY IN
NUMBERS
10
GLOBAL
REACH
FOR FURTHER
INFORMATION
PLEASE CONTACT
Hilary Ross
Head of Retail, Food
and Hospitality, DWF
E: hilary.ross@dwf.law
T: +44 (0)3333 20 32 10
Alan Owens
Head of Technology and
Communications, DWF
E: alan.owens@dwf.law
T: +44 (0)20 7645 4139
1. Multichannel
OPEN
4. Big data
5. Warehouse efficiency
3. International expansion
Overseas expansion
continues to drive
opportunities for growth
and increased profits. As
the UK market edges ever
closer to saturation, retailers
are looking to mature in
emerging economies, with
omnichannel and supply
chain technology as their
passport to successful
international expansion.
However, expansion is
not for the faint hearted,
with cultural differences,
mercurial regulatory regimes
TECHNOLOGY
SYSTEMS
51%
51%
17%
PERSONALISATION OF ADVERTISING
17%
15%
SOURCING
15%
FULFILLMENT SOLUTIONS
WAREHOUSE
EFFICIENCY
13%
22%
9%
5%
LOGISTICS
4%
SUNDAY TRADING
3%
INTERNATIONAL
EXPANSION
43%
BIG DATA
35%
2. Technology systems
Traditional bricks-and-mortar
retailers will need to invest to
win against companies for
whom data optimisation, data
02
03
LOCALISATION
FOR FURTHER
INFORMATION
PLEASE CONTACT
Hilary Ross
Head of Retail, Food
and Hospitality, DWF
E: hilary.ross@dwf.law
T: +44 (0)3333 20 32 10
Alan Owens
Head of Technology and
Communications, DWF
E: alan.owens@dwf.law
T: +44 (0)20 7645 4139
1. Multichannel
OPEN
4. Big data
5. Warehouse efficiency
3. International expansion
Overseas expansion
continues to drive
opportunities for growth
and increased profits. As
the UK market edges ever
closer to saturation, retailers
are looking to mature in
emerging economies, with
omnichannel and supply
chain technology as their
passport to successful
international expansion.
However, expansion is
not for the faint hearted,
with cultural differences,
mercurial regulatory regimes
TECHNOLOGY
SYSTEMS
51%
51%
17%
PERSONALISATION OF ADVERTISING
17%
15%
SOURCING
15%
FULFILLMENT SOLUTIONS
WAREHOUSE
EFFICIENCY
13%
22%
9%
5%
LOGISTICS
4%
SUNDAY TRADING
3%
INTERNATIONAL
EXPANSION
43%
BIG DATA
35%
2. Technology systems
Traditional bricks-and-mortar
retailers will need to invest to
win against companies for
whom data optimisation, data
02
03
LOCALISATION
DEMOGRAPHIC
BECOMING OMNICHANNEL
GEOGRAPHICAL COVERAGE
REGIONAL
EUROPEAN
NATIONAL
23%
10%
GLOBAL
8%
59%
RETAIL SECTOR
SIZE
EMPLOYEES
63%
63%
4% 7%
27%
81%
18-34
AB
35-54
C1
10%
1% 55-69
C2
8%
0% 70+
DE
18%
36%
22%
9%
DEPARTMENT STORES
DIY, HOME & GARDEN
ELECTRICALS & TECHNOLOGY
ENTERTAINMENT
FASHION
FOOD & BEVERAGES
GENERAL MERCHANDISE
HEALTH & BEAUTY
LUXURY
PERSONAL FINANCE &
BANKING
SPORTS & LEISURE
TURNOVER
29%
EMPLOYEES
TURNOVER
26%
67%
650-1,500
1,501-25,000
$50-100m
$250m-1bn
1,501-5,000
25,001+
$100-250m
1bn+
1%
AGE
SOCIO-ECONOMIC GROUP
JOB ROLE
5%
UTILITIES
2%
39%
3%
7%
39%
9%
CEO
CFO
CIO
CRO
HEAD OF TREASURY
04
There is no escaping
omnichannel. It is at the
forefront of retailers minds as it
continues to drive the majority
of sales growth. Retailers
are predicting that 42 per
cent of sales will be through
e-commerce in five to ten
years. Critically, however, they
expect m-commerce sales to
grow substantially to 29 per
cent, equalling sales through
physical stores. This shows, for
the first time, a more balanced
omnichannel experience.
A major reason for an
omnichannel future are the
digital natives who have
grown up buying across
channels and will, over the
next five to ten years, move
into the 18 to 34-year-old
grouping when they will
develop greater buying power.
With mobile technology
now augmenting the physical
shopping experience, and
shopping destinations and
stores increasingly offering
complimentary wi-fi, it is
surprising that only 17 per
cent of retailers regard
omnichannel as a key
driver for customers. Most
retailers now believe that
this experience has already
ceased to be a differentiator,
at least as far as product
purchasing decisions are
concerned, as consumers
increasingly expect it as
standard.
By contrast, the proliferation
of price promotions and claims
of everyday low prices
underlines why 61 per cent of
44%
42%
29%
65% of fashion
retailers sales
are already online
56%
29%
2015
ONLINE
M-COMMERCE
2020/25
E-COMMERCE
BRICKS & MORTAR
05
DEMOGRAPHIC
BECOMING OMNICHANNEL
GEOGRAPHICAL COVERAGE
REGIONAL
EUROPEAN
NATIONAL
23%
10%
GLOBAL
8%
59%
RETAIL SECTOR
SIZE
EMPLOYEES
63%
63%
4% 7%
27%
81%
18-34
AB
35-54
C1
10%
1% 55-69
C2
8%
0% 70+
DE
18%
36%
22%
9%
DEPARTMENT STORES
DIY, HOME & GARDEN
ELECTRICALS & TECHNOLOGY
ENTERTAINMENT
FASHION
FOOD & BEVERAGES
GENERAL MERCHANDISE
HEALTH & BEAUTY
LUXURY
PERSONAL FINANCE &
BANKING
SPORTS & LEISURE
TURNOVER
29%
EMPLOYEES
TURNOVER
26%
67%
650-1,500
1,501-25,000
$50-100m
$250m-1bn
1,501-5,000
25,001+
$100-250m
1bn+
1%
AGE
SOCIO-ECONOMIC GROUP
JOB ROLE
5%
UTILITIES
2%
39%
3%
7%
39%
9%
CEO
CFO
CIO
CRO
HEAD OF TREASURY
04
There is no escaping
omnichannel. It is at the
forefront of retailers minds as it
continues to drive the majority
of sales growth. Retailers
are predicting that 42 per
cent of sales will be through
e-commerce in five to ten
years. Critically, however, they
expect m-commerce sales to
grow substantially to 29 per
cent, equalling sales through
physical stores. This shows, for
the first time, a more balanced
omnichannel experience.
A major reason for an
omnichannel future are the
digital natives who have
grown up buying across
channels and will, over the
next five to ten years, move
into the 18 to 34-year-old
grouping when they will
develop greater buying power.
With mobile technology
now augmenting the physical
shopping experience, and
shopping destinations and
stores increasingly offering
complimentary wi-fi, it is
surprising that only 17 per
cent of retailers regard
omnichannel as a key
driver for customers. Most
retailers now believe that
this experience has already
ceased to be a differentiator,
at least as far as product
purchasing decisions are
concerned, as consumers
increasingly expect it as
standard.
By contrast, the proliferation
of price promotions and claims
of everyday low prices
underlines why 61 per cent of
44%
42%
29%
65% of fashion
retailers sales
are already online
56%
29%
2015
ONLINE
M-COMMERCE
2020/25
E-COMMERCE
BRICKS & MORTAR
05
OPPOSED: A decision has been made to pursue a multichannel strategy as opposed to omnichannel
UNDEVELOPED: We are scoping out our omnichannel options but are yet to set our long-term strategy
BASIC: We are defining our strategy and beginning to execute the plan
INTERMEDIATE: We have identified our strategy and are executing on it
ADVANCED: We have made greater progress than most of our peers and have executed most of our strategy
57%
69%
15%
8%
8%
77%
85%
85%
GREATER VALUE/
PRICING
31%
15%
61%
8%
31%
69%
8%
8%
31%
92%
92%
54%
32%
LOYALTY
PROGRAMMES
23%
69%
31%
22%
17%
38%
DEMONSTRABLE
CSR
IMPROVED
IN-STORE
EXPERIENCE
11%
OMNICHANNEL
OFFER
LOCALISED
PRODUCT MIX
17%
MORE
FLEXIBLE
FULFILMENT
9%
PRODUCT
PROVENANCE
38%
43%
31%
31%
23%
23%
15%
8%
8%
8%
UTILITIES
SPORTS &
LEISURE
8%
PERSONAL
FINANCE &
BANKING
LUXURY
HEALTH &
BEAUTY
FOOD &
BEVERAGES
GENERAL
MERCHANDISE
64%
FASHION
ENTERTAINMENT
ELECTRICALS
& TECHNOLOGY
21%
TOTAL
06
DIY, HOME
& GARDEN
DEPARTMENT
STORES
6%
1%
OPPOSED: A decision has been made to pursue a multichannel strategy as opposed to omnichannel
UNDEVELOPED: We are scoping out our omnichannel options but are yet to set our long-term strategy
BASIC: We are defining our strategy and beginning to execute the plan
INTERMEDIATE: We have identified our strategy and are executing on it
ADVANCED: We have made greater progress than most of our peers and have executed most of our strategy
57%
69%
15%
8%
8%
77%
85%
85%
GREATER VALUE/
PRICING
31%
15%
61%
8%
31%
69%
8%
8%
31%
92%
92%
54%
32%
LOYALTY
PROGRAMMES
23%
69%
31%
22%
17%
38%
DEMONSTRABLE
CSR
IMPROVED
IN-STORE
EXPERIENCE
11%
OMNICHANNEL
OFFER
LOCALISED
PRODUCT MIX
17%
MORE
FLEXIBLE
FULFILMENT
9%
PRODUCT
PROVENANCE
38%
43%
31%
31%
23%
23%
15%
8%
8%
8%
UTILITIES
SPORTS &
LEISURE
8%
PERSONAL
FINANCE &
BANKING
LUXURY
HEALTH &
BEAUTY
FOOD &
BEVERAGES
GENERAL
MERCHANDISE
64%
FASHION
ENTERTAINMENT
ELECTRICALS
& TECHNOLOGY
21%
TOTAL
06
DIY, HOME
& GARDEN
DEPARTMENT
STORES
6%
1%
SAFETY IN NUMBERS
The savvy retailer will use customer data to their
advantage, but businesses are increasingly
wary of the dangers of data breaches
99%
of retailers agree
that data security
is imperative to
brand reputation
40%
38%
32%
27%
25%
21%
17%
17%
15%
15%
08
MEDIUM
HIGH
9%
19%
14%
23%
33%
37%
46%
65%
45%
51%
49%
25%
29%
40%
STRATEGIC PLANNING
LOGISTICS
56%
15%
33%
INVENTORY MANAGEMENT
MARKETING/SALES
11%
CUSTOMER EXPERIENCE
09
SAFETY IN NUMBERS
The savvy retailer will use customer data to their
advantage, but businesses are increasingly
wary of the dangers of data breaches
99%
of retailers agree
that data security
is imperative to
brand reputation
40%
38%
32%
27%
25%
21%
17%
17%
15%
15%
08
MEDIUM
HIGH
9%
19%
14%
23%
33%
37%
46%
65%
45%
51%
49%
25%
29%
40%
STRATEGIC PLANNING
LOGISTICS
56%
15%
33%
INVENTORY MANAGEMENT
MARKETING/SALES
11%
CUSTOMER EXPERIENCE
09
GLOBAL REACH
FIGURE 8 WHICH GEOGRAPHICAL AREAS WILL YOUR COMPANY LOOK TO TARGET FOR EXPANSION?
40-50%
30-39%
20-29%
10-19%
0-9%
geographical boundaries
of the internet to test
international strategies in a
quick, cheap and often
lower-risk way.
It is therefore not surprising
that 49 per cent of retailers
say e-commerce is the
format that will receive the
most focus for investment.
While international
expansion offers great
opportunities for growth,
especially online, it is also
where the biggest competition
comes from, with 47 per cent
of retailers saying global online
represents the most significant
threat to their future growth.
It is clear that international,
and in particular the use of
online across borders, are key
battlegrounds.
Expansion plans are
predominantly focused on
the EU and Asia, with 47 per
cent of retailers looking
at Europe, while 32 per cent
are targeting Asia.
Department stores and
general merchandise retailers
have a particularly strong
bias to EU expansion, with
77 per cent of companies
prioritising this region.
In contrast, only 2 per
cent are focusing on North
America, which may explain
why some retailers are less
interested in the potential
impact of the Transatlantic
Trade and Investment
Partnership negotiations. It
17%
2%
7%
5%
7%
4%
9%
E-COMMERCE
FACTORY OUTLETS
FRANCHISE
VENDING
BOUTIQUE
CLICK & COLLECT
CONCESSIONS
DISCOUNTER
0%
POP-UP
CONVENIENCE
49%
10
43%
see
international
expansion as
a top three
factor that
will drive
growth in
the next
three years
5%
21%
M&A
DIRECT
INVESTMENT
8%
JOINT
VENTURES
26%
18%
16%
1%
6%
STRATEGIC
ALLIANCES
FRANCHISE/
LICENCE
DIRECT
EXPORT
INDIRECT
EXPORT
OFFICE
LOCATION
DISCOUNTERS
GLOBAL OFFLINE
GLOBAL ONLINE
UK OFFLINE
43%
UK ONLINE
57%
UTILITIES
SPORTS &
LEISURE
31%
38%
31%
92%
is a similar story with Africa,
where virtually no interest is
being shown in expansion
into the territory.
There are many models
available to launch
internationally, from using
third parties under licence
or as commercial agents
or franchise, through to the
business taking the plunge
itself, or benefiting from the
local experience of a joint
8%
FASHION
ENTERTAINMENT
DEPARTMENT
STORES
TOTAL
11
31%
46%
17% 9%
38%
23%
47%
31%
31%
9% 18%
GLOBAL REACH
FIGURE 8 WHICH GEOGRAPHICAL AREAS WILL YOUR COMPANY LOOK TO TARGET FOR EXPANSION?
40-50%
30-39%
20-29%
10-19%
0-9%
geographical boundaries
of the internet to test
international strategies in a
quick, cheap and often
lower-risk way.
It is therefore not surprising
that 49 per cent of retailers
say e-commerce is the
format that will receive the
most focus for investment.
While international
expansion offers great
opportunities for growth,
especially online, it is also
where the biggest competition
comes from, with 47 per cent
of retailers saying global online
represents the most significant
threat to their future growth.
It is clear that international,
and in particular the use of
online across borders, are key
battlegrounds.
Expansion plans are
predominantly focused on
the EU and Asia, with 47 per
cent of retailers looking
at Europe, while 32 per cent
are targeting Asia.
Department stores and
general merchandise retailers
have a particularly strong
bias to EU expansion, with
77 per cent of companies
prioritising this region.
In contrast, only 2 per
cent are focusing on North
America, which may explain
why some retailers are less
interested in the potential
impact of the Transatlantic
Trade and Investment
Partnership negotiations. It
17%
2%
7%
5%
7%
4%
9%
E-COMMERCE
FACTORY OUTLETS
FRANCHISE
VENDING
BOUTIQUE
CLICK & COLLECT
CONCESSIONS
DISCOUNTER
0%
POP-UP
CONVENIENCE
49%
10
43%
see
international
expansion as
a top three
factor that
will drive
growth in
the next
three years
5%
21%
M&A
DIRECT
INVESTMENT
8%
JOINT
VENTURES
26%
18%
16%
1%
6%
STRATEGIC
ALLIANCES
FRANCHISE/
LICENCE
DIRECT
EXPORT
INDIRECT
EXPORT
OFFICE
LOCATION
DISCOUNTERS
GLOBAL OFFLINE
GLOBAL ONLINE
UK OFFLINE
43%
UK ONLINE
57%
UTILITIES
SPORTS &
LEISURE
31%
38%
31%
92%
is a similar story with Africa,
where virtually no interest is
being shown in expansion
into the territory.
There are many models
available to launch
internationally, from using
third parties under licence
or as commercial agents
or franchise, through to the
business taking the plunge
itself, or benefiting from the
local experience of a joint
8%
FASHION
ENTERTAINMENT
DEPARTMENT
STORES
TOTAL
11
31%
46%
17% 9%
38%
23%
47%
31%
31%
9% 18%
BEACONS
OF HOPE
9%
SAME-DAY
DELIVERY
PRECISE
DELIVERY
TIMES
47%
11%
12%
ON-THE-GO
RETAIL
NON-TRADITIONAL
DELIVERY
MECHANISMS
57%
11%
FREE
DELIVERY
54%
CLICK AND
COLLECT
(IN-STORE)
75%
FREE RETURNS
DROP OFF
7%
65%
53%
PRECISE PICK-UP TIMES
IN-STORE RETURNS
DRONES
0%
12
41%
5% 3%
21%
9%
41%
OF INVESTMENT WILL
BE SPENT ON BRICKSAND-MORTAR
11%
3%
8%
As transformational IT investments
are required to meet customer
demand, retailers need to budget for
building in privacy by design, phasing
projects in manageable portions
and dealing with the inevitability of
change as the project runs.
13
BEACONS
OF HOPE
9%
SAME-DAY
DELIVERY
PRECISE
DELIVERY
TIMES
47%
11%
12%
ON-THE-GO
RETAIL
NON-TRADITIONAL
DELIVERY
MECHANISMS
57%
11%
FREE
DELIVERY
54%
CLICK AND
COLLECT
(IN-STORE)
75%
FREE RETURNS
DROP OFF
7%
65%
53%
PRECISE PICK-UP TIMES
IN-STORE RETURNS
DRONES
0%
12
41%
5% 3%
21%
9%
41%
OF INVESTMENT WILL
BE SPENT ON BRICKSAND-MORTAR
11%
3%
8%
As transformational IT investments
are required to meet customer
demand, retailers need to budget for
building in privacy by design, phasing
projects in manageable portions
and dealing with the inevitability of
change as the project runs.
13
EARNING POTENTIAL
CONCLUSION
FIGURE 13 WHAT WILL BE THE BIGGEST EFFECT OF THE INTRODUCTION OF THE NATIONAL
LIVING WAGE ON YOUR BUSINESS?
Capital structure:
With only 15 per
cent of retailers
looking to deleverage, 85 per
cent of retailers favour private
equity as their main source of
financing. The stock market
is reluctant to invest capital
in retailers, with many leading
names reporting falling sales
and margins. The optimal
business and assets mix
also remains unresolved,
with concerns lingering over
portfolio size, format and
location. This is, in part,
being driven by a challenge
to traditional assumptions
about freeholds underpinning
value and supporting debt.
A further challenge to
existing models is industry
consolidation, exemplified
by the Carphone Warehouse
and Dixons merger, and
prospect of Sainsburys
acquisition of Argos.
Private equity remains
interested in seizing
opportunity, but caution
over leveraging debt and
restricted exit routes are
inhibiting investment.
Ominichannel: This
creates significant
opportunities, but
these can become challenges
if they arent supported by
a strong legal platform. The
need to ensure that data
is managed effectively and
consumer information robustly
protected is paramount to
any retailers reputation. Do
not wait for a crisis to unfold
to test your systems a crisis
simulation event is essential to
understanding what needs to
be done to protect your brand.
Mobile: Increased
reliance on mobile
marketing means
that logistics agreements
and tie-ups will need to be
regularly reviewed to
ensure they remain fit for
purpose for the flexible
world of mobile.
CSR: This is
firmly on retailers
agendas, not
least as a way to increase
brand development. There
are an increasing number of
CLOSED
DECREASED STAFF NUMBERS
COSTS PASSED DOWN TO SUPPLIERS
LESS INVESTMENT IN NEWS STORES
INCREASED COSTS FOR CONSUMERS
INCREASED RECRUITMENT FROM ABROAD
NO EFFECT
3%
18%
15%
14
23%
4%
36%
15
EARNING POTENTIAL
CONCLUSION
FIGURE 13 WHAT WILL BE THE BIGGEST EFFECT OF THE INTRODUCTION OF THE NATIONAL
LIVING WAGE ON YOUR BUSINESS?
Capital structure:
With only 15 per
cent of retailers
looking to deleverage, 85 per
cent of retailers favour private
equity as their main source of
financing. The stock market
is reluctant to invest capital
in retailers, with many leading
names reporting falling sales
and margins. The optimal
business and assets mix
also remains unresolved,
with concerns lingering over
portfolio size, format and
location. This is, in part,
being driven by a challenge
to traditional assumptions
about freeholds underpinning
value and supporting debt.
A further challenge to
existing models is industry
consolidation, exemplified
by the Carphone Warehouse
and Dixons merger, and
prospect of Sainsburys
acquisition of Argos.
Private equity remains
interested in seizing
opportunity, but caution
over leveraging debt and
restricted exit routes are
inhibiting investment.
Ominichannel: This
creates significant
opportunities, but
these can become challenges
if they arent supported by
a strong legal platform. The
need to ensure that data
is managed effectively and
consumer information robustly
protected is paramount to
any retailers reputation. Do
not wait for a crisis to unfold
to test your systems a crisis
simulation event is essential to
understanding what needs to
be done to protect your brand.
Mobile: Increased
reliance on mobile
marketing means
that logistics agreements
and tie-ups will need to be
regularly reviewed to
ensure they remain fit for
purpose for the flexible
world of mobile.
CSR: This is
firmly on retailers
agendas, not
least as a way to increase
brand development. There
are an increasing number of
CLOSED
DECREASED STAFF NUMBERS
COSTS PASSED DOWN TO SUPPLIERS
LESS INVESTMENT IN NEWS STORES
INCREASED COSTS FOR CONSUMERS
INCREASED RECRUITMENT FROM ABROAD
NO EFFECT
3%
18%
15%
14
23%
4%
36%
15
16