The next time you arrive at your local mainline railway station have a look at the retailers lining the concourse. Where once it was Boots, a few Upper Crusts and a plethora of deep-frying fast food outlets, is, today, being replaced by retailers who previously wouldn’t have been seen dead amongst the pigeon droppings and leaky roofs.
Following the huge success of retail rail developments such as Birmingham’s New Street and London’s Kings Cross/St Pancras, investors, who still want to invest in retail developments, are looking to where the people are and those symbols of the Victorian steam age are ripe for reinvention.
Rail travel is having a renaissance, in the last 20 years the number of people travelling on the UK rail network has doubled, and looks like it will continue to do so with its lower carbon impact and trends such as Sweden’s Flygskam - Read more here - making people think more about their travel decisions and the impact it has on the environment.
Left - Artist's impression of the new Waterloo development of the former Eurostar terminal
According to the Office of Rail and Road, rail passenger journeys in Great Britain in 2018-19 reached a record high of 1.759 billion. It increased by 3.0% compared to the previous year and was driven by a 3.9% increase in the London and South East sector.
London’s Waterloo is the busiest station in Britain for the 15th consecutive year, despite the total number of passenger entries and exits falling by five million to 94.4 million.This fall was in part due to a three-week closure for upgrade work in August 2017, which brought the former Eurostar platforms back into use after they were vacated in November 2007.
In the rest of the UK, Glasgow Central retained its position as the busiest station in Scotland and 11th in the overall list, with passengers using it 32.9million times this year, and Cardiff Central was top in Wales with more than 12.9 million entries and exits, making it 33rd overall.
We’re seeing a new golden age in rail travel and retail and property investors want in. Waterloo has unveiled plans to convert the former Eurostar terminal into a 135,000sq ft shopping mall to open in spring 2021. Called 'Waterloo.London', forty glass-fronted stores and restaurants will form a new “upmarket shopping destination to rival St Pancras International”. The new scheme is being developed by London and Continental Railways (LCR) – the UK government-owned property development firm and the company behind the redevelopment of St Pancras International train station. A mezzanine and public spaces will run along a new pedestrianised street called the 'Waterloo Curve’. Time Out Market will be an anchor tenant, consisting of 17 restaurants and three bars across two floors.
“Waterloo.London will set a new benchmark for progressive retail and transport destinations in the UK,” LCR development director Adrian Lee said. “Brands will have a truly unique opportunity to tap into a market of Waterloo’s 100 million passengers, the 20 million tourists that visit the South Bank every year, and its surrounding vibrant community and growing office population.” he said.
Over in West London, new plans have been unveiled for Victoria station, the UK’s second busiest station with almost 80 million passenger journeys a year, and said to be biggest overhaul in its 168-year history. Developers plan to take off the roof of the station, creating a giant concrete and steel box around the 19 platforms to allow the building of towers above. The Duke of Westminster’s property company, Grosvenor, developer Landsec and Victoria’s Business Improvement District, have held secret discussions over the past 18 months on developing London’s second busiest station. Details are still vague at this stage, but no doubt retail will feature heavily on the lower floors of the station. The current dated looking shopping centre at the back looks tired and isn’t integrated into the station design well enough.
Right - Waterloo.London will feature a TimeOut Market with 17 restaurants and 3 bars
Much needed modernisation of infrastructure has been a catalyst for cities to develop and reinvigorate themselves. Birmingham’s New Street station went from voted one of the worst buildings in the UK to a modern shopping centre with trains attached when it reopened in 2015. A huge John Lewis department crowned the mirrored steel exterior and has become a symbol of the regeneration of Britain’s second largest city.
These redeveloped train stations have quickly become favourites places where people choose their leisure time rather than simply travelling through. The top four UK stations for customer satisfaction according to Transport Focus data were London King’s Cross (96%), London St Pancras (95%), Birmingham New Street (92%) and Reading (92%), all having undergone major refurbishments in recent years.
The most successful rail retail development has to be St Pancras International, the glamourous home to the international Eurostar service. The station’s arcade area was built primarily as a beer store and 150 years later, and £800 million spent, it has, since its 2007 opening, continued to add premium retailers such as Fortnum and Mason, John Lewis, Godiva, Benugo, Nespresso, Fratelli, Chanel, GANT and Hamleys..
Today, it attracts approximately 50million visitors a year and 1 in 6 of those who visit the station do not catch a train. Total retail sales at St Pancras International during the Christmas trading period (22nd October to 31st December 2018) grew 6.3% year on year.
St Pancras International saw strong growth across all retail categories, including a 4.1% year-on-year growth in food sales, and an 8.7% growth in non-food categories. The station’s 6.3% like-for-like growth over the festive trading period, significantly outperformed the wider UK retail sales results, which were flat year-on-year and -0.7% on a like-for-like basis from December 2017.
People are time poor and combining a journey with a great shopping experience is one way to entice money out of people’s pockets. Consumers are increasingly lazy and no longer want to travel just to go shopping - Read more here - they want shopping integrated with the rest of their lives and their increasing desire to travel. Airports hold too many restrictions, so train stations are becoming an increasing focus. You rarely see empty retail units at stations. Developers need footfall and when yours in the tens of millions, it's difficult to see it not working. City centres will shift towards these rail hubs and they will no longer be the entry point but the destination.
At the end of a tumultuous year for traditional retail, and at the start of another, which doesn’t appear to offer much respite, there’s been a distinct trend in rebranding for both luxury and high-street brands. While you’d expect them to want to stand out, it seems as though they all want to blend into one another. This homogenisation is a case of an expensive “reblanding” exercise. Rebranding means creating a different identity for a brand, from its competitors, in the market, which, in fashion, is even more important especially when you're trying to flog luxury goods and the idea of difference and individuality. This feels like the opposite.
The recent rebland list is long: Belstaff, Celine, Calvin Klein, John Lewis, Burberry, Berluti and Balmain have all gone for simple and bolded logos without any of the details and distinct serifs. Playing it safe, what these new logos and fonts say is a lack of confidence and often change for change’s sake.
Left - The recent logo "reblands"
In August, Burberry unveiled its new logo. Replacing the Burberry Equestrian Knight logo with its bespoke Bodoni font, which had been used by the clothing company since 1901, the new logo is the work of celebrated British graphic designer, Peter Saville. It’s also worth noting he rebranded Calvin Klein with a similar font when Raf Simons took over and wanted to refresh.
"The new logotype is a complete step-change, an identity that taps into the heritage of the company in a way that suggests the twenty-first-century cultural coordinates of what Burberry could be," Saville exclusively told Dezeen. Somewhat cryptic and full of marketing speak, he describes what he and Riccardo Tisci, the new Burberry Creative Director, settled on as “modern utility,” adding, “It looks like it’s been there forever, but it’s still contemporary.”
Right - Hedi's masterstroke?!
Tisci said on Instagram ‘Peter is one of our generation’s greatest design geniuses. I’m so happy to have collaborated together to reimagine the new visual language for the house.’
Burberry are in the throes of changing everything way before the new Creative Director’s impact has been proven. As his first collection hits stores to a rather muted response by the fashion press, it’ll be interesting to see how it sells, especially the items with this new logo on.
Seb Law, Fashion Copywriter & Journalist, says, “I really hate that they’ve added’ ENGLAND’ to the Burberry logo after London. As if it’s London, Texas or something.”
It “Seems like an attempt to look ‘international’ and more premium, but also it’s now becoming an established way of a new designer starting at a different house to mark the start of their chapter. Does the general consumer care about this, or is it dive behaviour? Also rebrands cause plenty of chatter in fashion circles and build publicity – see Hedi’s previous rebrand of SLP. All press is good press, apparently.” says Law.
Hedi Slimane is a designer who likes to put his mark onto a brand and in September it was announced that the French house, Celine would be, controversially, losing its accent. Law and others have been defacing the brand’s posters by returning the accent to the first e.
“For me, it’s a matter of good use of language. As a copywriter and journalist (with a degree in French), diacritics aren’t just a pretty typographic tool to be played around with at the will of a designer, they’re an integral part of the word.” says Law. “‘Celine’ and ‘Céline’ are different words, pronounced differently (‘sell-een’ and ‘say-lean’, respectively). he says.
“It’s a continuation of the cult of personality over brand, in both cases. Causing a splash, in whatever way possible, seems to be the aim of the game. With Burberry, I’m disappointed that the logo doesn’t have a more uniquely British feeling, which the old one did IMO – I do love the interlocking TB print though.” says Law. “With Céline, it’s a classic case of Hedi doing whatever he wants. Brands should be aiming to exercise their unique personalities; this uniqueness is what attracts customers and maintains a brand’s personality. Homogenisation might attract sales, at least initially, and while change is obviously necessary, and often good, these two rebrand exercises feel like they’re a bit half-arsed. They’ve succeeded at building publicity, but is that what a logo redesign should do?” he says.
Left - The new logos are all very similar
On the high-street, John Lewis, in September, rebranded as John Lewis & Partners at a reported cost of £10m. Its first rebrand in 18 years and inspired by the company's 1960s "diamond pattern" motif, John Lewis managed to not only complicate its name but also lose its trademark dark green. Opting for safe black, it was yet another example of this reblanding trend.
In an age when these brands should really be trying to expressive confidence in themselves, these boring logos show a striving for safety and an anti-criticism blandness. It’s hard to be critical and negative about something so simple, yet they aren’t memorable or standing out. These aren't utility companies. Fashion’s current love of the sans-serif is definitely missing something.
Mid-market department stores have become the punch bag for the state of modern retail. Often the largest, most visible and expensive stores to run, they are the cumbersome dinosaurs of the British high-street and, much like those, talk is about them dying out.
Two of Britain’s biggest department store chains, John Lewis and Debenhams, unveiled their rebrands on the same day, this week. Much like a first day at school, and a fresh seasonal start, this is their equivalent of a fresh text book and pencil case. But, will it be enough?
Left - John Lewis & Waitrose adds its Partners to their new logos
John Lewis is ramming home the fact it’s a big, fat cooperative by adding ‘Partners’ to everything. For the first time in the company’s history the names of both John Lewis and Waitrose have added ‘& Partners’.
At the same time, they also unveiled the largest own brand womenswear collection of 300 designs, which was created entirely in-house and carries the new name ‘John Lewis & Partners’. Plus its first own-brand gifting collection called ‘Find Keep Give’. The range is comprised of unique pieces, the majority of which were designed in-house by Partners.
This is John Lewis really putting its stake in the ground for point of difference. The future, they think, is something desirable you can’t get anywhere else. Never knowingly sold elsewhere!
Rob Collins, Waitrose & Partners Managing Director said: “This moment is far more significant than simply adding words and changing the design. It symbolises something bigger, expressing what’s different about our business and signalling our intent to make that difference count for even more: committed, knowledgeable Partners who care about the business they own, sharing their love of food and offering great customer service.”
Right - All about the D at Debenhams
John Lewis Partnership said in June that it would continue to invest in both businesses at a rate of £400m-£500m per year, to enable the two retail businesses to differentiate themselves from other retailers by innovating in products, customer service and services with the creation of ‘Customer Service Ambassadors’ who provide warm and personalised customer service front of store. As well as healthy eating specialists, they are training Partners to offer a concierge style service and equipping ‘Personal Stylists’ with the skills to deliver daily fashion talks; as well as investing in technology to improve customer service. This will be hard for other retailers to match.
But, John Lewis is feeling the pain too. They just announced the loss of back office jobs in IT, finance and store security from its 50 departments stores with 250 roles affected. This reflects the recent plunge in profits, and the announcement in June that profits in the first half of the year will be "close to zero”.
On the other hand, Debenhams was definitely due a refresh. Devised by new creative partner, Mother, Debenhams has unveiled a “modern, friendlier logo”. A new media tag line “do a bit of Debenhams” invites customers to “celebrate their discovery of the brands and products they love”.
Debenhams chief executive, Sergio Bucher, said, “Whilst we have made real improvements to our stores and continue to improve our product offering we also want to signify overtly to customers that Debenhams is changing and give them more reasons to come in store – our new brand identity is a way of signalling the change.”
As part of the ‘Debenhams Redesigned’ overhaul, the online shopper journeys have been reduced by half and conversion rate improved by 20%. The first new logo in 20 years, Debenhams’ new look reflects the investment and changes that Bucher, who was previously at Amazon, has made.
In June, Debenhams said full-year profits will be lower than expected - the third time it has issued a profit warning this year. The department store blamed "increased competitor discounting and weakness in key markets" for the profit shortfall. It said annual pre-tax profits would come in between £35m and £40m, below previous estimates of £50.3m.
Left - Debenhams new logo 2018
“Perhaps the rebrand for both these important retailers could be have been actioned earlier, but I am pleased to see that both Debenhams and John Lewis have now grasped the opportunity and wish them both well with the next steps. I am also encouraged to see that both businesses see the initiative as much more than signage and are taking the opportunity to look at every aspect of their businesses in terms of both the relevance and the importance of excellence in delivering goods and services to their customers.” says Michael Sheridan, CEO and founder of retail and brand design agency Sheridan&Co.
One department store chain that could possibly do with a makeover is the privately held Fenwick. The Newcastle-based department store chain is to shed 421 jobs as part of a cost-cutting plan following a slump in profits. The retailer reported, yesterday, it had not been immune from the struggles facing its competitors. It said management, support and shop floor staff would be affected by the job cuts - the result of a restructuring - taking its total workforce to 2,879 people.
Fenwick posted a 93% fall in pre-tax profits to £2m in the year to 26 January. They said a 3.6% fall in sales over the 12 months was a resilient result.
A spokesperson said: "Our annual results reflect the challenging market conditions all department store groups are facing, including increased competition from online retail, declining footfall on the high street, and increasingly competitive price discounting - factors that have been exacerbated by a rise in the cost of living that has led to a fall in consumers' disposable income.”
Fenwick is a small chain, with 9 branches, mostly in wealthy market towns. They have no e-commerce ATM, and, while they plan to, I think it could be too little, too late and they would be better off investing in their stores and “owning” the towns they are in. They need to remind us why we need to go to a Fenwick’s store. They should follow John Lewis’ lead and offer good customer service and product points of difference. It doesn’t have shareholders pushing for short-termism profits so should look longer term.
We’re still waiting to see what is happening with House of Fraser, but I’m sure we’ll see a new logo and branding there within the next 18 months.
These department stores are using new logos to draw a designed line under the past with the aim to looking forward. They’ve been surrounded by negativity for so long and this must be hitting the morale of the staff and this is a way of saying “new start” and they are investing.
There’s a lot of play for, but everybody needs to become leaner and faster, and many chains have no more meat left to cut. They, now, need shoppers returning and buying more. Only exclusive products or services they can’t get anywhere else will draw them back.
John Lewis has deep pockets and Debenhams’ survival could be at the expense of another chain. John Lewis’ classic branding didn’t feel tired, but maybe they thought it was important to change before it does, but I would have kept the original dark green colour. Debenhams’ new look looks fresh without trying too hard. It looks reliable and welcoming and does reflect the changes that have been going on in-store. Debenhams has come on massively over the last couple of years and it was a good idea to have a clear out of its “designers” - read more here. Now, it needs enticing, contemporary product to replace it.
The mid-market department store, as a concept, isn’t dead, but for the bad ones it’s the beginning of the end and no fancy new logo or slogan will fix that.
Read more expert ChicGeek Comments - here
They say the Chinese only buy the cheapest or the best. It’s simplistic, but it is the direction all retail markets seem to be headed in. The British market has been evolving into this for a while, now, and those stuck or stranded in the middle are suffering or dying.
The middle has been squeezed or forced to choose their direction of travel as we all race to the bottom or top.
The cheapest often requires huge volumes and multinationals and the best requires a perception of quality, luxury and good service.
As a brand or retailer, you have two questions to ask yourself, today: are we the cheapest? This can be split into different categories depending on where the brand sits and, are we the best? This is more complex and can mean many different things and is subjective. If you can’t say yes to both or either, they you need to start making some serious changes.
Imagine a Venn diagram: two circles, one the cheapest, one the best and price running up and the down the side axis. Any brand coming into the area where the two circles overlap is in a safer and strong position. Those within one of the circles has a focus, while those floating somewhere out of either need to work out which one they want to be in, and fast.
Let’s look at the cheapest option. This is why Sainsbury’s is getting into bed with Asda. The larger scale promises savings of around 10% to the consumer, and will help them compete with Booker/Tesco and the German food retailers, Aldi and Lidl. It’s an example of mid-market retailers needing to pair up or die.
In fashion, New Look revenue to the year 24th March 2018 was down -7.3% to £1,347.8m. New Look has not only announced store closures, but it’s also just said in its recent financial report and turnaround plan, that ‘Pricing (will be) lowered to offer significantly better value with 80% of product to retail under £20’.
Eighty percent of product under £20 will really put the brand toe-to-toe with Primark and, I think, it’s the right move for them. You have to go down fighting, but they’ll going to have to shift more product at these cheaper prices. Before, New Look wasn’t the cheapest, and it wasn’t the best in terms of being the most fashionable or desirable fast-fashion retailer. It used to be one of the cheapest, but then Primark came along.
It tried to be more fashionable, but at a time Boohoo, ASOS were growing and offering high fashionability at ridiculously low prices.
New Look says it wants to 'return to (a) value-led fast fashion and wardrobe basics offer with full price focus’. The margins will be so small they’ll need all the full price they can get.
H&M, long one of the darlings of fast retail, has seen its shares down nearly 20% this year and the company has said it will need to slash prices to reduce inventories, damaging profit margins. It has an $4.3 Billion in unsold stock and needs to be careful that its size won’t be its downfall.
It also explains its focus on different, ‘best’ sister brands like Arket and COS. H&M isn’t in the same position as New Look, yet, but they need to make sure it’s still seen as one of the best in terms of affordable fashionability and also offering value.
Marks & Spencer is another one trying this new best and cheapest approach. The clothes have arguably got much cheaper and the food is still perceived as the best, but it’s this balance that is hard to achieve within the same brand, especially knowing what consumers come to you for.
House of Fraser’s recent announcement to close 31 stores is a reflection of the growth of John Lewis both offline and online. John Lewis has continued to open in towns, in or near those House of Frasers, and House of Fraser isn’t cheaper or better. It probably explains the closure of the huge Birmingham store as John Lewis opened a shiny new shop at the railway station just a couple of years ago.
House of Fraser will need to pair up with somebody (maybe Debenhams?) or disappear altogether. Sports Direct, Mike Ashley, has shares in both and will no doubt be pushing for it and then they really can compete on price and dominate their local markets.
So, who is getting it right? Zara, for the best in fashionability and speed and John Lewis in customer service and being ‘Never Knowingly Undersold’. But, like a game of musical chairs, it’s changing all the time.
As for the ‘best’, this is what many luxury brands rely upon. This could be quality, use of materials, origin etc. Many ‘luxury’ brands have lost control of these in the race for large quantities and bigger margins. They have to be careful because a few poorly made, overpriced products will ruin the perception of any brand.
But, you can also find the cheapest within this market. For example, Johnstons of Elgin, one of the best Scottish producers of scarves and blankets. It makes for everybody from Hermès to Burberry. While a scarf from them is not cheap, say £100, it’s far cheaper than one with a designer name on. They are also the best at what they do and the reason why these brands use them.
Or, a brand like Paul Smith. When looking at a multi brand website like Mr Porter, it feels like one of the most affordable brands on there. I think its recent troubles has seen it get more competitive and tread that fine line between affordable and exclusivity. They are also the best at colour.
Or, you could can look at the total top, at the most expensive and exclusive. This is the pinnacle of the market and to be true to both would only be made in very limited numbers. This is chasing a very small number of big-fish consumers and, as such, it limits the size of the business. But, this can also to used to sell ranges of cheaper products, such as perfume or sunglasses, but even these categories are harder, now that people aren’t so hung up on brands.
This simplistic approach to the market cuts through some of the wood to see the trees in a highly competitive and changing retail landscape. So, the next time you look at your own brand or somebody else’s, you know which two questions to ask.
Grown exclusively for the Zegna family, Zegna bergamot and petitgrain bigarade capture the sundrenched effervescence of the Italian seaside with a refreshing zest of lemon in Zegna’s latest men’s fragrance. Freesia and dewy leaves impart a soft fluidity to the citrus.
A classic aromatic heart of lavendin, cypress and rosemary adds cool woodiness to the invigorating spice of neroli. Violet leaves and watermelon further facet the fragrance with a green crunch and refreshing splash. The confident ease of the scent emanates from earthy woods, cypriol heart and tree moss, while musk and sandalwood offer golden warmth to ocean-sprayed seaweed for a sensation of the glistening and sun-kissed.
TheChicGeek says, “This needs to be a cologne or used like one - which means you continually reapply - as it’s all about the top. Neroli - orange blossom - is one of my favourite ingredients and this couldn’t come at a better time of year when our nostrils are open and this intoxicating blossom chimes with the season.
The bergamot and neroli go together like chicken and egg, while the other ingredients take a supporting role. This doesn’t last long, but, then it’s all about that initial hit."
Left - Ermenegildo Zegna - Acqua Di Neroli - 100ml - £82 Exclusively at John Lewis from 1st June 2018
Starting with sports and diet - which is a good idea, these days - Proverb skincare says it takes the understanding and efficacy of elite sports nutrition and applies it to your skin. Proverb is a “lifefuelled” training program comprising of skincare, supplements, and expert advice.
Founders, Kirstie and Luke Sherriff, met at Oxford University from where Luke signed a professional rugby contract for Harlequins RFC and played in the Premiership and in top flight rugby for 11 years including the England and Great Britain 7s, and Barbarians squads. Understandably he developed a dedication to elite health, diet and wellbeing. In 2009, he joined Kirstie to launch their first natural spa range for women.
With over 20 years' of skin expertise, Kirstie developed organic spa products, beauty schools and trains therapists at spas including Āman Global Resorts, Cowley Manor and at John Lewis’ first concept beauty spas.
Ben Burch, the third founder, is a former Great Britain rower. While, officially, he is the IT expert and completes the Proverb trio of skin, body and mindset.
Left - Proverb - Hydration Pro Moisturiser - £55, Cleanse & Shave Nutrient Mud - £30
TheChicGeek says, “I like the rounded approach to this. Diet, exercise - it even mentions water!!!! - has an effect on your skin. I was sent two products to try: "Hydration Pro Moisturiser" and "Cleanse & Shave Nutrient Mud".
My initial impression was the packaging seemed really cheap: the sort of generic packaging and labelling a product manufacture offers a start up brand, which is surprising considering the experience above.
There are six launch products in total including a “Skin Resistance Training Supplement”.
The moisturiser contains hyaluronic acid, which always keeps your skin nice and plump and moisturised. More interesting is the dual cleanse and shave product. I used it for both.
"Glycoproteins with omega fatty acids from acai and avocado help calm and repair environmental skin damage. Nutrient clay minerals cleanse deeply, while lycoprotenetm complex from tomato and egg white help reduce skin stress, providing powerful anti-oxidants", it says.
I found this almost waxy. It was almost a bit too dry. It worked well as a shave product, but could easily be looser. It washed off okay and I do like the idea of combining products.
It you had asked me to guess the pricing I would have said cheaper than what they are asking, which is probably down to the packaging and labelling. The products are fine, but these prices are premium and they just don’t have the feel and bathroom shelf appeal of others in this category.
Adding supplements to a grooming range is a great idea - £45 - and pushing grooming into overall health and wellbeing is definitely the direction it is going in.”
Ermengildo Zegna’s Acqua Di Iris takes on a splashy transparency from the high-quality, citrus freshness of Zegna Bergamot - they grow their own - and dewy violet leaves. Elements of spice serve to drive the immediacy of the signature and invigorate the top. Sleek woods and cistus labdanum absolute power the signature with strength in order to zero in on the iris’ masculine heart. All are lightly softened by musk.
TheChicGeek says, “When I first saw ‘Iris’ on the label I was pleased as these is one of my favourite ingredients. Often called orris and derived from the root of the iris, it is mega expensive and as such is very much prized in perfumery. It’s also very Italian, which works with a brand like Zegna.
Orris is said to smell like violets and this is where I have the problem. By adding violet leaves they are taking the fragrance in that direction and it’s too dominant. The woods and musk softens it, but ultimately reminds me that Zegna also do a fragrance called ‘Florentine Iris’, in their pricier Essenze Collection, which I prefer”.
Left - Ermenegildo Zegna - Acqua Di Iris - 100ml - £82 Exclusive to John Lewis
Yesterday, The Evening Standard reported the new chief executive of Debenhams, Sergio Bucher, is cutting back on some of the older fashion designers who have been selling ranges at the department store for decades as he tries to freshen up its cool credentials.
About time. They desperately need a clear out. They haven’t named who is going yet, but they’ve already said they want to shift the focus of the stores away from fashion to more experiences like dining and beauty.
Left - Who is for the chop at Debenhams?
When ‘Designers at Debenhams’ started Debenhams was one of the first retailers on the British high-street to acknowledge and react to the growing demand from consumers for a ‘name’ on a product. It was a genius move at the time. After seeing their success, other retailers such as Marks & Spencer copied with Autograph, while, strangely, never put anybody’s name on it?!
That was 23 years ago and Debenhams hasn’t moved it on. They’ve stuck with the same crop of designers and 23 years in fashion is a couple of lifetimes, especially how fast it is today. The menswear, in particular, with the exception of Hammond & Co. hasn’t seen any new life or blood for years.
At past press days, where they preview their new collections, they’ve shown me 4 rails of men's clothes, all different ‘designers’, but all looking the same because they are designed by the same people.
Many of these designers have grown fat and lazy with Debenhams. Making millions while Debenhams has become a sea of grey, black and navy. While the men’s high-street has embraced so much over this time, Debenhams has stuck with an older customer who they disappointly underestimate with their product mix. A 45 year old man today is very different from the 45 year old man in 1993.
It has lost any form of excitement and point of difference. This seems an obvious and much needed step in the right direction. Department stores are looking old-fashioned at the moment: they have to make themselves relevant if they are to survive. You have to create newness all the time with the likes of John Lewis and Amazon biting at your heels.
Bucher will update on his strategic plan for Debenhams in April.
Fashion has been saturated for a while now. The industry has accepted this and is trying to accommodate and change while saving face and putting on a positive new one.
We’ve seen a massive growth in retailers offering people choice, both online and offline, since the beginning of this century. Nearly two decades later, people don't need anymore stuff and the want, that seldom matched with the need, especially in fashion terms, has also waned, especially when you feel like you’re not seeing anything new.
How many things in your wardrobe still have the tags on or are in their boxes? You’re not a shopaholic or a hoarder, you’re an average person who has more than they need and is showing the middle aged spread of affordable clothes and easy availabiity.
We’re facing an obesity crisis in our consumption and it’s starting to make people feel gluttonous and suffocated with stuff: baggage, quite literally.
I think the average person could probably go a whole year (okay, easily 6 months) without buying anything new for their wardrobe and outwardly showing it. A retail detox, if you will, which is a cleanse of overconsumption and quantity over quality.
You’d often see people outside of Primark having their Pretty Woman moment with armfuls of brown paper carrier bags, but even that sight seems to be scarcer.
It’s a great thing that people can buy what they want when they want it. Clothes have never been so cheap, but the novelty is over and people are seeking alternatives.
Next recently revealed bad sales figures, which probably means the same for retailers such as John Lewis, Marks & Spencer and Debenhams. They cited people spending their money on eating out, travel and experiences and not clothes. Debenhams is focussing more of its shop space on food and restaurants and for good reason and I expect other retailers to follow suit.
Over in America large numbers of department stores are being shut and shopping malls are replacing them with a different mix away from retail.
On another note, people’s houses or living accommodation is getting smaller so there is even less space to store even a regular amount of things.
I’m not sure what the solution is to all of this, but I think technology will play a part and make this all look very last century. Maybe it’s a more disposable, but environmentally conscious one? Drones could deliver newly laundered and ironed clothes that we hire rather than own. It seems so Victorian to wash our clothes, dry them, iron them and waste valuable living space storing them. It’s laborious and time hungry and it could easily be replaced with a new service industry along the lines of Uber or Air BnB.
Maybe it’s a brandless future that just focuses on keeping us covered, protected and warm? The majority of people buy clothes and not fashion anyway and many groups aren’t well catered for at the moment.
I think in the new year we’ll see many brands and retailers contracting or going out of business. A survival of the fittest and what capitalism thrives on. The fashion industry that involves us buying more of what we don't need is eating itself and is starting to feel and look stale. Fashion is having an ouroboros moment and it’s turning people off.
Maybe it’s in homage to the latest Oasis documentary, but the roll-with-it thin-knit roll neck is the default easy menswear knitwear trend of the season. (That was quite a mouthful, or in this case, a neck full).
I'm not sure whether Liam or Noel would do a louche jewel-coloured rollneck with contrasting velvet jacket, but I'm sure they'll agree that it looks pretty good. Go for something fine, maybe a Merino wool or cashmere silk mix, if your budget allows for it. Look for golds, reds, pinks or oatmeal and team with a contrasting jacket like in Tom Ford's latest advertising campaign. This is easy, but cool dressing. Trust me, between now and next summer, you'll reach for the reliable rollneck and it'll leave you feeling supersonic!
Left - Tom Ford - Classic Cashmere Turtleneck - $1290
Left - John Smedley - Connell Deep Claret - £145
Below - Hymn - Maximum Roll Neck Burgundy - £50 From John Lewis
Left - Gucci - Cashmere Turtleneck - £485
Left - River Island - Light Brown Ribbed Roll Neck Jumper - £25
Left - Topman Premium - Pink Roll Neck Jumper - £35