Our 6th annual Big Breakfast, on the back of our time spent in NYC, Paris, + London talking to the best of the best retailers like Selfridges, Nordstrom, Neiman Marcus, Saks, Le Bon Marche as well as a summary of our time spent at the National Retail Federation Big Show.

1. Welcome!To The 6th Annual BIG Breakfast
x

2. 2
WELCOME Madeline Kulmar Co-Director, RetailOasis

5. X
TITLE
subtitle

6. Richard Facioni
Executive Director
Anna Samkova
Group GM for Digital
Mark Teperson
Chief Digital Officer
Steve Kulmar
Founder
Pippa Kulmar
Co-Director
Rachel Kelly
Head of Sales
John Mullins
Area Vice President

7. Register your interest for our next world tour
2021

8. 8
THROUGH THE LOOKING GLASS Pippa Kulmar Co-Director, RetailOasis

9. 9
Why, sometimes I've
believed as many as six
impossible things
before breakfast.
TheRedQueen

10. LET’S START WITH TWO IMPOSSIBLE THINGS
10
Pure Plays
Buying
Traditional
Retailers
B&M: a cost
effective
acquisition
tool

11. OVER THE LAST 8+ YEARS TRADITIONAL
RETAILERS HAVE BEEN BUYING UP PURE PLAYS
11

12. 12
ACQUIREDINVESTEDDIVESTED
US $15.86B US $4.9B US $26.5B US $9.38B US $77.69

13. 13
ACQUIREDINVESTEDDIVESTED
US $15.86B US $4.9B US $26.5B US $9.38B US $77.69
US$2.08B
US$44.8M
US$318M
Note: for MessagesYes, BevvyUp, Solesociety + DSCO; As well as Grand Junction, Powered Analytics, Demstore and cook.com assumed amount is based on invested amount listed in Crunchbase. Should be used as an estimate only.
US$162.5M
US$NA
US$NA
US$69M
US$100M
US$757.5M
US$333.7M
US$2.4B US$162.5M+ US$69M+ US$1.1B
US$250M
US$250M

14. THEY HAVE BEEN USING THESE ACQUISITIONS TO CREATE COMPETITIVE ADVANTAGE
14
Lets store associates offer style advice and
personalised product recommendations to consumers
when they’re not in-store
In house stylists at Nordstrom + Nordstrom Local
- using both these locations as Trunk Club
outlets.
Acquired $350M - 2014 Acquired $NA - 2018
Let Nordstrom send personalised text messages and
notifications that consumers can easily make
purchases from.
Acquired $NA - 2018

15. 15
Personalised shopping has long been our
focus, and it’s something that’s been
core to Nordstrom… To continue to be
successful into the future, we need to
invest in technologies that will enable us
to deliver on those qualities and better
serve customers in a digitally-connected
world.
BrianGill,SVPNordstrom

16. THE ULTIMATE EXAMPLE OF WHICH IS WALMART
US $514.5B
ACQUIRED INVESTED DIVESTED
TOTAL NO. 22 11 2
US$20.4B+ US$ NA US$ NA

17. TITLE
subtitle
17
WHO IN TURN ARE ACTING LIKE A VC + A STARTUP

18. WE’RE ENTERING AN ERA WHERE PURE PLAYS
ARE STARTING TO BUY TRADITIONAL RETAILERS
18

19. WE’RE ENTERING AN ERA WHERE PURE PLAYS
ARE STARTING TO BUY TRADITIONAL RETAILERS
19
ARGUABLY THIS STARTED WHEN THIS HAPPENED

20. 20
Amazon Bought Wholefoods for $13.7B

21. NOW WE SEE PURE PLAYS BUYING TRADITIONAL RETAILERS
21
Luxury Fashion Market Place
2015 - $NA 2018 - US$250M 2019 - US$675M
(2020)

22. 22
Browns is Farfetch’s living lab
Then rolled out to third party
brands like Chanel + Thom Browne

23. AND THEN THIS……
23
Luxury Fashion Market Place
2015 - $NA 2018 - US$250M 2019 - US$675M
(2020)
Clothing rental subscription Pure- Play
Department Store (bought from HBC for $100M)

24. 24
We thought about Lord and Taylor for their
retail locations - we planed to do 30-40 retail
locations across the US…We want Le Tote to
be a utility in every customers life and the
way to do that is to interact with those
customers daily - to pick up clothes, drop off,
try something new...and then buy things
around it.
RakeshTondon,FounderLeTote

25. AS PURE PLAYS MATURE THEY’RE LOOKING
FOR STORE NETWORKS TO GROW.
PUSHING US FURTHER INTO THIS ERA OF
CONVERGED COMMERCE
25

26. B&M THE SOCIAL NETWORK AD KILLER
26
Pure Plays
Buying
Traditional
Retailers
B&M: a cost
effective
acquisition
tool

27. 27
many online brands attract their first tranche of
customers relatively inexpensively, through word of
mouth or other low cost strategies. Where things
start to get ugly is when these brands have to get
more aggressive about finding new and somewhat
different customers to scale.
Forbes

28. AS PURE PLAYS LOOK TO SCALE THE COST OF ACQUISITION
THROUGH FACEBOOK + GOOGLE GETS UNMANAGEABLE
28
Source: Techcrunch, https://www.forentrepreneurs.com/ecommerce-cac/
Grew revenue + 18%
Spent +46% in marketing
Spends $305 to acquire a
customer to get a $754 sale
Spends $196 to acquire a
customer to get a $443 sale
Spends $75 to acquire a customer
who takes 6 months to pay back

29. 29
As we’re scaling the business instead of
investing money on Facebook, Instagram and
google...the retail locations operate as a
great interaction point. Seeing the brand day
in and out. Acquisition of the customer can
go down dramatically.
RakeshTondon,FounderLeTote

30. 30
THE DIRECT TO CONSUMER PHENOMENON IS SHIFTING THE STORE TO BE
AN ACQUISITION TOOL
Cezanne GlossierVestiaire Collective The Arrivals
Matches Fabletics Rockets of Awesome

31. THIS IS RESULTING IN A RISE OF RETAIL AS A SERVICE OPERATORS
31
Merchandise the
product
Provide staff
Instore
Analytics + help
building
database
Access to new
customers
TURN KEY RETAIL EXPERIENCE THAT’S A MORE EFFICIENT WAY TO AQUIRE CUSTOMERS

32. TWO IMPOSSIBLE THINGS
32
Pure Plays
Buying
Traditional
Retailers
B&M: a cost
effective
acquisition
tool

33. 33
AN INVESTOR’S PERSPECTIVE Richard Facioni Executive Director, Alceon Group

34. 34
MILLENNIALS & GEN Z
ARE REWRITING THE SPENDING RULES
Rachel Kelly Head of Sales & Retail Partnerships,
Afterpay

35. 35
To view this presentation, please contact
Rachel Kelly
rachel.kelly@afterpay.com

36. 36
THE EXPERIENCE ECONOMY Anna Samkova Group GM for Digital, The PAS Group

37. THANK YOU

39. 1.
RETAIL IS NOT DEAD,
MEDIOCRE RETAIL IS DEAD.
2. NEW RULES.
3. NEW RETAIL.
OVERVIEW

40. “Strategies which primarily focus on reducing costs
will be less effective than those which are based
on offering products and services in more
innovative ways.”
- Klaus Schwab. The Fourth Industrial Revolution

41. Nordstrom
Serving customers
on their terms
• “More than half of Nordstrom sales have an online
component and over a one-third of its online sales
involve a store experience.”
• “I’m yet to meet a customer who uses ‘channel’ with
me but analysts do. The challenge is to define what
success is for us, and what it is for the customer.”
• Is channel agnostic: they decided to focus on
customer, rather than channel.
• It ramps up its focus on digital but hardly scaling
back on its brick-and-mortar strategy.
• “The more we can engage with the customer,
the better our business is.”
• It’s easy to get old with your customer.
A conversation with
Eric Nordstrom,
Co-President
Eric’s advise:
“Be a learner, be curious, be humble”

42. Nordstrom Women’s
Flagship Store
• Signed the lease for the new store in 2012 and it has
taken 8 years to bring to life (last October).
• Sits at the base of the tallest residential building
in the Western Hemisphere.
• Houses the womenswear, children’s collections.
• Provides an array of services:
– A repair shop
– A customisation station
– A stylists’ lounge
– A beauty space

43. • Nordstrom continues to be a place of discovery, whether online or in store.
• With 7 different eateries, a cocktail bar, face gym and innovative
experiences, Nordstrom is raising the stakes for department stores.
The new location is the most
experiential store Nordstrom has.
NORDSTROM
continued…
___
• The seven-level,
320,000-square-foot
flagship on 57th St
is retail heaven for all.
Designed to help
explore new brands,
it features classic and
up-and-coming
designers, as well
as D2C brands.

44. At the centre of the shoe floor is The Shoe Bar
– one of the store’s seven restaurant concepts.
“It helps sell things.
We think a lot about
shoes; I don’t know
why it took us so
long to put
drinking and
shoes together,
but it’s a great
combination.”
NORDSTROM
The Shoe Bar
___

45. “To attract shoppers these days, you have
to do something different and fun.”
It’s the latest attempt by
stores to offer shoppers
an experience they can’t
get online.
Retailers say customers
tend to stay longer and
spend more freely when
they’re drinking.
NORDSTROM
The Shoe Bar continued…
___
Shoe Bar specializes in $17 cocktails with names
like Billionaire and Husband Day care. By 4p.m.
most days, it’s packed.
‘Gimmick’ or ‘genius’
“From a marketing perspective, it’s genius.
It’s a gimmick. Handing someone a cocktail
gets them to spend more, but it’s not a
sustainable way to sell clothes.”

46. Nordstrom is the largest
employer of Tailors across
North America.
NORDSTROM
Personalisation Studio
___

47. NORDSTROM
Personalisation in action
___

48. This merchandise-free store
focuses on services catered
to the NY market:
NORDSTROM
LOCAL
___
• Styling consultations
• Alterations
• Pick up orders
• Easy returns

49. Styling appointments on offer & can book online.
Digital stylist can help to get the looks together
and upload a personalised style board.
NORDSTROM LOCAL
continued…
___
The company measures the success of each location by
the market share it picks up vs. sales by square meter.

50. Living in an Amazon world:
New Rules!
__
• What makes Amazon unique is its obsession
with customers, passion for innovation, and
long-term vision.
• Let’s leverage something that Amazon is doing
because it is touching so many parts
of commerce, business, society and culture.

51. NIKE:
SOHO
APPLE:
Union
Square
NEW
RULES
___
Nike + Basketball Trial Zone: customers are able to shoot
hoops, test basketball shoes and do custom drills with the
guidance of in-store certified athletes.

52. Customers expect more
than just transacting.
• Offers an immersive theatre
experience that bridges art and
retail: you can touch, smell, eat
and test all products and artwork
onsite.
• Celebrates brand individuality by
featuring each brand’s unique story
within the larger store curation.
RULE # 2 – DIVERSITY
SHOWFIELDS:
The most Interesting
Store in the World

53. • The new RH store is 90k
square feet spread across
an impressive six floors.
• Employees are armed with
tablets to offer an in-depth
look at inventory and display
different finishes.
RULE # 2 - DIVERSITY
RESTORATION HARDWARE // not just a furniture store
___
RH: WEST PALM BEACH
Opened a restaurant
inside, that just happened
to be a furniture store?!
How can you re-imagine
your stores?
Should be top of mind.
It doesn’t have to be a
purchase destination but
rather an experience.

54. ‘Create partnerships that make
you uncomfortable’
CRATE & BARREL
The furniture and home goods chain
___
• C&B partnered with Cornerstone Restaurant Group to launch a restaurant inside one of its stores.
• His effort resulted in “double-digit growth” and traffic to the store.

55. GUCCI
The House’s new
concept space in Soho
• A new way to experience
the eclectic and creative
philosophy of the House.
• Theatre in store
(with headphones).
• Curated bookstore.
• Carefully designed interiors.

56. GUCCI
continued…
Comfortable sofas
give a homely feel
A theatre / presentation
space integrated into
the floor area.

57. NEIGHBOURHOOD GOODS
A department store for the modern age
___
• The store places a high value
on storytelling and believes
that the story behind the
brands are
as important as the products.
• NG is a new type of department store, featuring an ever-changing
landscape of thoughtful, exciting, and contemporary brands, stories,
and events.

58. “We strive to be a place for community,
bringing people together to shop, eat,
discover, and learn across our growing
number of stores throughout the country.”
NEIGHBOURHOOD GOODS
continued…
___

59. A ‘magical’ and ‘immersive’ experience, this first-in-the-city
vision of the legendary purveyor of luxury goods anchors
the Mall in the Sky at Hudson Yards.
• 110 years old, 2k square meters.
• Opened in March’15.
• Located in the new Hudson Yards Mall, provides a
competitive edge with new digital and personal customer
experiences.
NEIMAN MARCUS
Our Vision: Ignite the extraordinary in every individual
___

60. NEIMAN MARCUS
continued
___
• Modern, bright,
with a serious
investment in branded
concessions, display
and visual
merchandising.
• Quiet air of service,
good digital integration
and a sense of fun.

61. • Request an associate’s help
• Request sizes & colours
• Change the lighting
• Check out faster
TAP TO GET STARTED
NEIMAN MARCUS
Fitting Room Assistant
___
STEP 1:
Use the scanner below to add
items to your shopping bag.
STEP 2:
Request additional sizes
or colours.
STEP 3:
Send your picks to the register
for a faster checkout.
NEIMAN MARCUS FITTING ROOM ASSISTANT

62. NEIMAN MARCUS
Personalisation
___
Personalisation services:
Partnering with Google and doubling down on personalisation
initiatives targeting those spending under $10k in stores and online

63. NEIMAN MARCUS
___
Have customers that spend
around $1m a year: private
fitting rooms, lunches
provided

64. • It has a strong brand DNA, even though it’s housing multi brands.
Well known for women’s fashion.
• Have around 30% of exclusive brands,
including P.E Nation.
• A business that has chosen to appeal
to their local left bank (an expensive area),
customers and tourists. It has everything
in it.
• The average client is 40-45 years old, local.
Asians, Americans, plus international buyers.
• At the cutting edge of services from musical
classes, graffiti to a mini kindergarten.
PARIS // LE BON MARCHE
___

65. • Balthazar is a private label
that works very well as it’s
less expensive.
• Famous for a personalised
Champaign area.
• Water wall, from everywhere
in the world.
• Most brands will be
successful if they sell there.
LE BON MARCHE
continued…
___

66. • More than double their business in the last 7 years:
from 350m Euros to 760m.
• Only focus on operating profit, not sales.
• 10% comp growth a year.
LE BON MARCHE
continued…
___
• Focused on team and customers.
First, invested in people, then spoke
about the customer.
• What makes a department store
successful: to bring something new
and something emotional.
• Concentrate on the need of a French
customer because even when you
travel, you want to experience what
locals do.
A private room for personal shopping experience.

67. • Reduced the Home department by 30% and profitability went up.
• Created a lot of natural light: the average stay went up by 1 hour.
• Positioned Men’s wear on the ground floor as it’s difficult to drag
men upstairs.
• Created many events: meetings with artists, exhibitions, musical
shows – a reason to visit the store.
• The biggest KPI is a happiness index of the customer and how
to create an emotion, then people will open their wallets.
• Being present makes a difference as the head office is on the
top floor.
• To make it work, you make it an event for the day.
A kindergarten where you can drop
off your kids off for 2 hours whilst
you’re shopping.
LE BON MARCHE
continued…
___

68. “To be a good retailer, it’s not enough to
focus on experience or product, you need
to create the reasons for customers to
come and visit.”
Selfridges
An iconic part
of retail

69. GLOSSIER
Beauty products
inspired by real life
• Glossier is a back-to-back basics, digitally native brand that has built a cult following, mainly millennials.
• Grew out of its millennial founder Emily Weiss’s beauty blog “Into the Gloss” in 2010.
• Narrow product range 40 SKUs focus on skincare.
• Glossier’s success is credited to 5Cs:
1. Consumers
2. Content
3. Conversations
4. Co-Creation
5. Community

70. • Décor is distinctive and on-brand.
• Men can wait in the ‘mobile crèche’
if they’re not trying the makeup themselves…
• There is a mirrored ‘Instagram area’
for the all-important selfies and social
amplification.
GLOSSIER
continued…
“We believe that beauty is about having
fun, wherever you are in your journey.”

71. TARGET
‘Like Me’
51K Likes | 1.6K Comments | 35K Shares
• Gives you chills, no?
• “Today Oliver stopped me dead
in his tracks and turned back
around to see this picture that
he spotted!
He just stared at it in awe!
He recognized another boy like
him, smiling and laughing on a
display at Target. Oliver sees
kids every day, but he never
gets to see kids like him. This
was amazing!”
• It’s a great reminder of how much
reflecting your customers in all
your marketing channels can be.

72. The Rise of
Sustainability
• Online resale site ThredUp is partnering with Macy’s, J.C.
Penney and Madewell to sell second-hand merchandise in
stores.
• Nordstrom began selling second-hand apparel, shoes and
accessories online and in its New York flagship store.
• Nordstrom launches the See You Tomorrow initiative.
A new way to attract customers:
Used clothing

73. The Resale
Business as an
Emerging trend
The $7b resale market is expected to triple in 2023.
• Neiman Marcus collects “preloved” handbags and
jewellery.
• The Kardashians have gotten into the game:
they offload designer apparel on Kardashian Kloset.
• A limited-edition Adidas by Stella McCartney sweatshirt,
the Infinite Hoodie.
• Adidas says in 2020 more than half of the polyester used
in its products will come from recycled waste.
By 2024, it expects to be a 100%.

74. 1.
A shift from selling products to staging
experiences.
2.
Keeping customers engaged
– and coming back.
3.
Provide a solution for consumer’s biggest
concerns.
4.
Malls will become true community centres
with retail playing a less important part.
What would be
the biggest shift
in retail in the
next few years?

75. • What useful / engaging services will encourage customers
to buy more?
• What’s the second business that could help fuel the first?
• How can an adjacent service help solve more customer problems?
NEW RETAIL
You are in
the services
Business:

76. You are in the time & effort-saving business:
• Obsess over hunting out moments of waste
or frustration
• Design innovative solutions to remove
friction and hurdles
• There is no industry you can’t enter
in this pursuit.
NEW RETAIL
Shrinking the
thinking
62%
of shoppers
prefer self-service
& self-checkout
to human
interactions.

77. • Find out what
fascinates customers
about your product.
• Align a learning
experience to your
brand promise.
• Invite the customers
to purposefully slow
down.
“The true
purpose of a
business is to
create and keep
customers.”
NEW RETAIL
You are in
the Education
business

78. CONCLUSION
• The retail space will be less about retail.
• Stores need to be more experiential and not just
about picking up an item.
• It’s agility, not scale, will define a winning retailer
in the future.
• The biggest change will be the switch to AI.
• Price, convenience, speed or try to distinguish
yourself on service and become remarkable.

79. 79
THE CHANGING ROLE OF THE STORE Mark Teperson Chief Digital Officer, Accent Group

80. ODE TO STORE
the Store is the physical manifestation of your brand,
the experience centre for your customers

81. PARADIGM SHIFT
PARALYSIS
the inability to think beyond
the current framework
a fundamental change in
approach or underlying
assumptions

82. STORE AS
ACQUISITION
VEHICLE
STORE AS
LAB MEASUREMENT
FROM
CHANNELS
TO MARKETS
STORE AS
DISTRIBUTION CENTRE

83. STORE AS
ACQUISITION
VEHICLE
The problem (DTC) brands are
trying to solve;
▪ Acquisition costs (CPA’s)
growing faster than sales =
driving up CODB.
▪ Competition intensifies on
google & facebook, channel
efficiency being disrupted.
▪ The hidden cost for DTC brands
is the FREE freight & returns
provided to acquire consumers.

84. STORE AS LAB
INTELLIGENT RETAIL LAB

85. STORE AS DISTRIBUTION CENTRE

86. NORDSTROM LOCAL – WEST VILLAGE

87. MANHATTAN
WOMENS FLAGSHIP
57TH & BROADWAY
30,000 M2
LOCAL - WEST VILLAGE
250 M2
LOCAL - UPPER EAST SIDE
250 M2
MENS FLAGSHIP
COLUMBUS CIRCLE
4,300 M2
RACK – UNION SQUARE
STORE AS DISTRIBUTION CENTRE

88. WOMENS
FLAGSHIP
MENS
FLAGSHIP
WEST VILLAGE
LOCAL
EASTSIDE
LOCAL
MIDTOWN
OUTLET
DIGITAL
MEASUREMENT
FROM CHANNEL
TO MARKET
▪ Sales (Channel to Market)
▪ Gross Margin (Allocation leverage)
▪ Acquisition / Retention & Attribution
▪ Supply Chain / Delivery
▪ Salaries & Training
▪ Investment & Depreciation
MANHATTAN

89. WE MUST CREATE ALIGNMENT
DELIVER EXCELLENCE
FOR CUSTOMERS
DRIVE SUSTAINABLE
PROFITABLE GROWTH

90. ODE TO STORE
the Store is the physical manifestation of your brand, and
experience centre for your customers, the laboratory for
your innovation and distribution centre for your products.
It is the amplifier of digital reach,
measured by impact per mile2, not m2.
Mark Teperson
Chief Digital Officer

91. 91
MAKE 2020 THE YEAR OF RETAIL John Mullins Area Vice President, Salesforce

92. Make 2020 The Year of Retail
John Mullins - Vice President, Commerce Cloud, Asia Pacific.

93. The Taps, Clicks & Preferences of 500M+ Consumers
>500M Shoppers
Global surveys & mystery shoppingAcross channels and devices

94. Sleigh Your Christmas Trade
$10.7B
GMV
22% YoY
120M
Orders
28% YoY
3.86B
Shoppers
29% YoY
162B
Messages
17% YoY*
9.75%
Revenue impact
of AI**
55%
of all orders placed
on mobile
10% YoY
73%
of all site visits
made on mobile
10% YoY
*For customers using Marketing Cloud
**For customers using Commerce Cloud Einstein
Unrivaled scale and growth during November and December 2019
164B
Einstein AI
Predictions
192% YoY
4.6M
peak orders
per day

95. Salesforce 2019 Holiday Insights
November > December?

96. SHOPPING JOURNEYS ARE MORE DISTRIBUTED AND MOBILE
Today’s Retail Reality - Shopping Moves to the Edge
of online purchases are
made on emerging digital purchase
points like voice and social media
* “State of the Connected Customer,” Salesforce Research, June 2019.
of consumers use
multiple channels to complete a
single transaction*
of consumers feel it’s
easy to buy from a mobile site
Gen Zers are more likely than
silents/baby boomers to use emerging
digital purchase points
millennials and Gen Zers
are interested in shopping with
gaming consoles
Consumers have mobile apps,
on average, to shop
9%
67%
2/3 3
1in 4
3.5x

97. All Wrapped Up...
The Store Is Key The Store Is Everywhere AI Is Ready For Prime Time
Deliver a great experience.
Bring the shopping to your
customers.
Right products, right shopper,
right time.
At scale.
Digital has extended bricks &
mortar. Focus on seamless
experience.
Differentiated | Personalised | Nimble

98. Make 2020 Your Year of Retail
Salesforce Holiday Insights>> Connected Shoppers Report>>

100. 100
SURVIVE OR PERISH Steve Kulmar Founder, RetailOasis

101. The world of retail is full of newness

102. EQUINOX HOTEL NYC, HUDSON YARDS

103. THE WELL NYC, FLATIRON DISTRICT

104. NEIGHBORHOOD GOODS NYC, CHELSEA MARKETS

105. X

106. SAKS NYC
BUT THE REAL
LEARNING IS IN THE
EXISTING AND HOW
IT IS EVOLVING…

107. IT IS NOT THE STRONGEST OF
THE SPECIES THAT SURVIVES
NOR THE MOST INTELLIGENT
THAT SURVIVES.
IT IS THE ONE THAT IS MOST
ADAPTABLE TO CHANGE.
CHARLES DARWIN

108. IF IT WERE THE STRONGEST OF THE SPECIES TO SURIVE
THEN MACYS & JOHN LEWIS WOULD BE SURVIVING…

109. YET MACY’S IS FRANTICALLY DOWNSIZING/RESIZING

110. AND JOHN LEWIS STALLED IN THEIR DIGITAL STRATEGY

111. IF IT WAS THE MOST INTELLIGENT THEN J.CREW (MICKEY DREXLER)
& VICTORIA SECRET (LES WEXNER) WOULD SURVIVE!
111

112. WHAT THEIR CUSTOMER REALLY WANTED…
BUT J.CREW MISSED THE SHIFT TO ATHLEISURE/URBAN WEAR
J.CREW OFFER

113. WHAT THEIR CUSTOMER REALLY WANTED…
AND VICTORIA SECRET MISSED THE SHIFT TO EMBRACING ‘ME’
VICTORIA SECRET OFFER

114. IT IS THE MOST ADAPTABLE THAT ARE THRIVING...
114

115. LE BON MARCHE, PARIS

116. WALMART’S INTELLIGENT RETAIL LAB, LEVITTOWN NY

117. NORDSTROM LOCAL NYC, WEST VILLAGE

118. 118
STARBUCKS ROASTERY, NYC

119. SELFRIDGES, UK

120. WHAT DO ALL THESE ADAPTABLE RETAILERS HAVE IN COMMON?
120
They move
quickly and
decisively,
open to
change
They’re
constantly
moving - non
stop shifting
They think
customer first
They think
Omni
channel -
always
They know
how to build
strong brand
ID
CONSUMER-
LED
OMNI EVOLVINGAGILE
BRAND
LOVE
Multiple big
plays running
simultaneously
BET BIG

121. TO ADAPT IN OUR RETAIL WORLD YOU MUST…
BeFlexibleCollaborateExperiment

122. IT IS NOT THE STRONGEST OF
THE SPECIES THAT SURVIVES
NOR THE MOST INTELLIGENT
THAT SURVIVES.
IT IS THE ONE THAT IS MOST
ADAPTABLE TO CHANGE.
CHARLES DARWIN

123. GroupQ&A
x

124. Thankyou!
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