Counter Culture 6

Counter 

Culture 

Inspiring Retail Performance ® 

shoptactics 

Cutting Edge 

Change is happening and retailers 

must deliver it...right now. 

Balancing Act 

Only by getting the basics right 

can retailers truly achieve success. 

Squeeze More 

Why engaging store teams is vital 

if strategy is to result in action. 

The Performance Issue 

Razor Sharp 

visualthinking.co.uk 

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Special Features 

Contents 

4 

Focused Lens 

Redefining change means bringing a sense 

of purpose to your strategy, and taking 

decisive action. 

3 

Foreword 

7 

Balancing Act 

Only by getting the fundamentals right can 

retailers truly deliver commercial success. 

12 

Flag Waiving 

10 

Squeeze More 

Smart leaders know the power of their store 

teams. In challenging times, these are the 

people that will drive performance success. 

16 

17 

Comeback Kids 

New Waves 

23 

Frontline Battle 

As change becomes inevitable for many, 

how can embattled retailers steer a clear 

path to better times? 

18 

21 

Rebuild Fortunes 

Leading Ambitions 

Copywriters 

Marc Baker 

Kay Garrett 

25 

26 

Jet Set, Go! 

Fresh Thinking 

Contributors 

Karl McKeever karl@visualthinking.co.uk 

Kirsty Kean kirsty@visualthinking.co.uk 

Suzanne Tanner suzanne@visualthinking.co.uk 

Helen Bonser helen@visualthinking.co.uk 

Lisa Lawson lisa@visualthinking.co.uk 

Katy Trodd katy.trodd@visualthinking.co.uk 

Tina Emerson mail@visualthinking.co.uk 

Guest contributors 

Barbara Thau (New York) 

Mel Hales (London) 

3D Illustrations 

Paul Harris 

Designers 

Will Mulholland 

Ben Morgan 

Luis Tew 

Counter Culture is published by Visual Thinking Limited, Coach House 2, Lamport 

Manor, Old Road, Lamport, Northamptonshire NN6 9HF. Registered no. 03583878 

England. All rights reserved, reproduction in whole or in part without written 

permission is strictly prohibited. Editorial material and opinions expressed by thirdparty 

contributors do not necessarily reflect the views of Visual Thinking Limited. 

Contact Visual Thinking on +44 (0) 2080 506 028 or mail@visualthinking.co.uk 

27 Keeping Faith 

Get in touch 

Want to transform store 

performance? Send us an 

email (giving us brief details 

of your objectives and current 

challenges) to: 

mail@visualthinking.co.uk 

Call us: +44 (0) 2080 506 028 

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The Performance Issue 3 

Foreword 

This issue, we’re focused on Retail Performance. 

Unequivocally. Definitively. 100%. 

“Relax. Read. 

Then get 

to work.” 

Let’s face facts. Retail is undergoing something akin to a blood 

bath, and the need for retailers to grow sales, reduce costs and 

target their investment is more critical than ever before. In Counter 

Culture 6, we explore what improving performance in physical retail 

stores really means – in its many forms – and identify ways retailers 

can take action to bring about change, and fast. And I hope this 

issue will inspire you to start your own journey to razor-sharp retail 

performance. 

In recent times, we’ve seen too many retailers fall by the wayside, 

while others are showing distinct signs of breakdown. Woeful 

trading performances and profits slumps at Debenhams and 

Marks & Spencer show that even the mighty can fall. Meanwhile, 

Mothercare and House of Fraser are in the throes of major 

restructuring under the terms of their respective CVAs. 

Negative headlines are screaming ‘how can we save our high 

street?’ Even the Daily Mail has taken up arms. Of more concern 

is that few people are offering retailers pragmatic and realistic 

solutions to turn big strategy into game-changing action. Which 

is precisely what’s needed. Changes must be identified and 

implemented, and now. Hesitate too long, and you may not be around 

to live another day. There are many parallels with the ubiquitous 

Brexit. Many retailers have spent months and months talking about 

the ‘plan’ with no substantial action. Smoke-and-mirrors do not drive 

sales. Customers don’t want jam tomorrow, but jam, honey and 

chocolate spread today. 

In short, retailers are in survival mode. Which is precisely why 

we’ve dedicated this entire issue to the power of performance. 

What does success look like? It’s about going back to the basics 

of good retail – a simple concept that has, frankly, been lost. We 

examine how better looking stores can become more productive 

and profitable. How more logical, easier-to-shop instore layouts will 

build footfall, get customers spending more with every visit and give 

you the competitive edge. How more engaging displays and instore 

promotions get shoppers’ hearts racing and their wallets open. And 

how you can make store teams more efficient and motivated to own 

the change most retailers simply have to deliver moving forward. 

What, where and how to invest for success – avoiding the traps. 

Read these pages. Be inspired. Then take action 

Back 

Karl McKeever 

Founder & Managing Director 

@karlmckeever | @shoptactics 

Next


Lens 

Redefining change means 

bringing a sense of 

purpose to your strategy, 

and taking decisive action. 

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Inflation 

Forecasted Retail Price Index (RPI) inflation in the UK from 

1st quarter 2017 to 1st quarter 2023. 


Change is typically considered 

a painful experience. Just ask 

any retailer going through major 

restructuring. 

Data: Statista 2018 

But by underpinning a programme of negative 

change with a sense of purpose, retailers can 

soften the blow, if not remove the pain barrier. 

Whether that’s redefining retail policy, embedding 

new capabilities or taking a fresh approach to 

instore measurement and KPIs, it’s about focused 

intent as opposed to the non-specific rhetoric of 

‘transformation’. 

Having travelled the world to experience retail 

excellence, we’re often asked “what do we 

mean by transformation?” But the question now 

would be “should we be using the word at all?” 

Transformation is seen as long-winded, expansive 

and costly. We all know what we want, but the 

challenge is to explain how you’re actually going 

to deliver it. Actions need to be incisive and 

immediate. Real change. Right now. 

Results focused. 

IMAGE: House of Fraser is one of several retailers to recently announce CVA proposals. 

© House of Fraser 

6,000 

5,500 

5,000 

4,500 

4,000 

UK High Street Closures 

5,855 outlets closed on UK high streets in 2017, 

at a rate of 16 stores a day. 

Closures 

Openings 

2013 2014 2015 2016 2017 

“If this sounds 

disheartening, 

do something 

about it.” 

Plenty of retailers 

currently find themselves 

in a chrysalis-like state: 

no longer what they 

were, but not what they 

will be, either. To avoid 

this becoming a state 

of purgatory, they must 

act. Few have the luxury 

of waiting years, or even months, for their grand 

transformation to manifest itself. 

So how do you make retail excellence a way 

of life in your stores? We are seeing a growing 

divide between those who are enjoying success 

and those struggling to survive. If this sounds 

disheartening, do something about it. Question 

everything about what you’re currently doing 

instore. Tackle the barriers that are preventing great 

performance, take aim and take action. Above all, 

view the world from your customers’ perspectives 

and engage colleagues to challenge the structures, 

habits or inertia that may be holding you back. 

Data: The Local Data Company for PwC 

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You may be one of 

the lucky ones who 

are thriving, but it’s 

more likely that you’re 

another ambition-filled 

retailers 

but confused retailer: 

capable of greatness, 

but currently falling 

short. So take note – 

this strategy makes a lot of sense (and a lot more 

profit). Confronting the truth is never easy. But the 

message is clear: you can’t keep doing more of the 

same – it just isn’t working. 

“To do more 

than survive, 

must act.” 

So, next time someone internally utters the word 

‘transformation’, ask yourself who can help you 

really make better possible? Don’t be surprised 

if the answer comes from within, recognising the 

need to work with others to get it out 

For better performance visit 


IMAGE: New Look has already embarked on delivering positive change instore. 

Moving Forward 

When thinking about achieving 

a step change in store performance, there 

are three common questions to ask: 

importantly, add the ‘why’ and ‘how’. That means taking 

what are often a set of complex challenges and making the 

solution very simple to engage those at store level and add 

meaningfulness. The people at the cutting edge of store 

operations need a clear sense of what they are being asked 

to do, with a sense of ownership, and the skills needed to 

deliver change effectively – in every store, every day. 

Are your current retail and VM execution 

policies working for you? 

Forget lofty transformation strategy. Clear, relevant and 

effective VM policy is what your stores need most. VM policy 

is intended to clarify the ‘what’. But many do not reflect the 

needs of retailers or fail to resonate with both store teams 

and customers. It needs to be deeply anchored in your retail 

operations. Do you have one? Is it right for your brand, and 

your customers? Is it sufficiently defined? And, crucially, is it 

easy to implement instore – quickly and consistently? If you 

can’t answer these questions with confidence, this is the first 

place to start. You won’t get very far without it. 

How can you embed change? 

The truth is, people are naturally resistant to change - unless 

there’s a clear benefit to them. That’s an issue for retailers 

in today’s competitive landscape, where radical change 

is required, where the benefits take longer to emerge. 

Engaging store teams is vital to make your vision for change 

a reality. This should go beyond just defining the ‘what’ and, 

How can you deliver change today? 

The secret to achieving an immediate upturn in 

performance is about knowing where to start. Having 

expert support from those who can identify the issues, 

foresee the pitfalls, and come up with workable solutions 

quickly is key. Costly store refurbishment programmes 

or a rush to technology are not, and should not, be the 

answer. Leaders really do need to go back to basics. A 

focus on retail standards, visual merchandising policy and 

team engagement may not seem earth-shatteringly new. 

Indeed, many consider these ‘gentler’ qualities of store 

performance as not being vital to success. And that’s 

where they go wrong. But it doesn’t end there. The ‘what’ 

needs to be supported by a plan of action that provides a 

roadmap to success, informs capability development, and 

can be measured to prove the results of any changes. 

So, instead of simply talking transformation, ask the 

questions that will quickly deliver change. The results will be 

amazing. Find answers quickly from sources you can trust 

to deliver 

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Act 

Only by getting the 

fundamentals right can 

retailers truly deliver 

commercial success. 

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Improved Retail Standards 

How our work signalled better compliance across all O2 stores. 

Lisa Lawson 

Before 

After 

Senior Retail Specialist 

@shoptactics_ll 

Back to basics. Not a term many 

retailers embrace. Why? Because it’s 

not something shareholders or internal 

teams can get excited by, which is why 

they often pay it little attention. 

But they should. 

69% 

96% 

While visual merchandising has typically been thought 

of in terms of soft, intangible benefits, it’s time to 

think again. Because here is where retail success is 

conceived, born and reborn. 

“...As Nike would say, 

‘Just Do It’ (and as we 

would add, do it now).” 

IMAGE: The NYC store of Mansur Gavriel. It’s not just the Italian made product that demonstrate 

great attention to material, colour and detail. 

We need to revise our language in terms of what 

drives commercial success. Let’s forget the term 

‘experiential’. Similarly ‘ornamental’ design features. 

These won’t get shoppers buying. ‘Back 

to basics’ may not be sexy, but it’s a vital 

concept. Put simply, if a customer enters a 

store and standards are poor, the range is 

uninspiring and they can’t find the item or the 

size they’re looking for, they’ll leave empty 

handed. Essentially, better stores equal 

better performance and increased sales. 

Period. 

Stores need to perform commercially, like never 

before. Talking about transformation is futile unless 

words are backed up by resolute and persistent 

action. Prevarication kills business. Focused and 

determined change resurrects it. 

This is the time for senior leaders to boldly look folly 

in the eye and stand firm. Yes, investing in technology 

is important and has its place. But it won’t be the 

saviour of retail in the here and now. And right now, 

that’s what many retailers should be concerned 

about. They have to start asking ‘what can we do 

today to make a visible difference?’ No more future 

gazing... as Nike would say, ‘Just do it’ (and as we 

would add, do it now, and routinely). 

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IMAGE: Nordstrom Men’s Store, NYC. 

Those brands that have focused efforts on a more 

fundamental approach to solving the essentials of 

store ‘look’, experience and operational standards 

are, unsurprisingly, those who are seeing a gamechanging 

performance. If your stores are struggling 

to perform, it’s time to address their failings with the 

same clarity 

For more information visit 


See It 

Like It 

Try It 

Buy It 

It sounds obvious, but if you 

want to sell more instore, 

customers first have to be 

able to find your products. 

That new must-have item 

being promoted by social 

media influencers and in 

store windows – can you 

see it instore? Both overall 

store layout and individual 

categories also have to 

be logical to shop, and 

products must be easy to 

find. That means placing a 

key focus on replenishment 

too – you won’t sell anything 

if it’s languishing in 

the stockroom. 

Online retailing has 

functionality licked. 

Customers entering 

your store are seeking 

inspiration. So give it to 

them. An understanding of 

the fundamental basics of 

product presentation should 

extend beyond product 

availability and maintaining 

retail standards; it should 

inform purchase behaviour, 

tell compelling product stories 

and push average transaction 

values skyward. Applied 

well, the distinct elements of 

effective visual merchandising 

can serve as the blueprint for 

ongoing sales success. 

Delight the senses and make 

memories. Enjoy a great 

instore experience and you’ll 

want to do it again and again. 

That’s where giving shoppers 

an opportunity to do, taste, 

feel, hear your brand and 

product message can go far 

beyond simply presenting 

‘what good looks like’ instore. 

It’s where actual stores 

beat online shopping hands 

down. A positive experience 

turns browsers into buyers, 

stimulating shopper interest 

into transactions. 

With a clearly defined and 

simple-to-implement VM 

policy in hand, store teams 

will be able to dedicate 

themselves to bringing the 

retail experience to life in 

a way that’s enjoyable and 

easy to shop. But sales 

success can’t be built on 

the efforts of one person 

alone. So make sure every 

member of your store teams 

knows what good looks like. 

Get it right and sales will 

increase. Fact. 

IMAGE: The new John Lewis ‘experiential’ concept in Westfield, London. 

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More 

Smart leaders know the power of their 

store teams. In challenging times, 

these are the people that will drive 

performance success. 

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Alarming statistics from the 

high street are hard to avoid. So 

far, over 20,000 jobs have been 

cut in the retail sector in just the 

first six months of 2018. 

Fewer Jobs 

Kirsty Kean 

Lead Retail Specialist 

@shoptactics_kk 

Employment in the UK retail sector has been 

declining for more than two years. 

Total employed three-month average (YoY change) 

2012 2013 2014 2015 2016 2017 2018 

Data: British Retail Consortium 

10% 

-10% 

With high-profile names crumbling and others 

conducting savage restructuring, it’s clear that 

change is afoot. But how do retailers survive, let 

alone thrive? 

Strategic decisions are made from the top 

down, cascaded to those who have to 

implement changes – the store teams. That’s 

why, when it comes to your new vision, it’s vital 

that store teams ‘get it’. Strong leadership is 

a must. But equally, so is cohesive, seamless 

teamwork, with everyone pulling effortlessly 

together to deliver the common goal. Success 

cannot be built by one person alone. Retailers 

perform best when their people work together, 

each with a clear understanding of how their 

role contributes to overall performance, and 

how they personally can make change happen. 

0 

Conversely, when outcomes are not plainly 

defined, the results can be toxic. Ambiguity of 

change can negatively impact the experience 

for shoppers, store teams and, ultimately, 

retail performance. 

For the past 20 years, I have 

worked with retailers around 

the world to leverage the 

power of their people instore. 

Many elements of my job 

involve improving the ‘visual’ 

retail experience, but that’s 

only half the story. In our 

current straitened times, many 

retailers are forced to make 

tough decisions. Reducing numbers is an 

understandable (and often necessary) first 

step for those seeking to improve fortunes. 

But when you need the energy, commitment 

and hands-on capability to deliver, build and 

win, there is no substitute for engaged and 

motivated store teams. Retailers driven to 

workforce reduction must see their remaining 

store teams as a performance powerhouse, 

the driving force uncompromisingly marching 

to success. Here, they need to squeeze every 

last drop out of what is arguably their most 

important asset – their people. 

Energised and focused store teams digging 

deep behind shared visions and goals deliver 

results that are hard to beat. If more retailers 

can educate their teams in the importance 

of getting it right... they might really have 

something 

Do the math 

“There is no 

substitute for 

engaged and 

motivated 

store teams.” 

From stores transformed to staff engaged and time (often just 

weeks) taken to deliver visible change, the work of Visual Thinking 

in numbers. No wonder so many retailers turn to us. It figures… 

2,904 8,000 15% 

Big W – Number of 

regional managers, 

store managers and 

retail teams trained 

in just eight weeks. 

O2 – Total number 

of store employees 

to successfully 

complete our 

visual excellence 

programme. 

Wilko – Average 

sales uplift as a 

result of House 

Proud retail team 

engagement 

programme. 

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Flag 

Waiving 

In a world where measurable 

performance matters, has the 

traditional flagship store had its day? 

Back 

Next


Helen Bonser 


@shoptactics_hb 

In its heyday it was a spectacular 

status symbol for retailer optimism. But 

the once-mighty flagship store is now 

unquestionably, well, flagging. 

Take Dyson. Opening several flagship Dyson Demo 

stores worldwide in the US, Canada, UK etc, with 

the latest one now in Bangkok, feels like little more 

than grandstanding. With high rents and seemingly 

minimal customer footfall, the stores are almost 

museum-like: empty homages to the brand and its 

engineering excellence. And it begs the question... 

what is the point? 

Perhaps they are trying to demonstrate their prowess 

to customers in markets where they are lesser known. 

But the counter argument is: are high-profile malls 

and 5th Avenue really the best places for this? Or 

is it simply an egodriven 

exercise? Whilst 

I generally like the 

stores and their bold 

execution, I can’t help 

wondering about their 

longevity. 

“Perhaps it’s time 

to re-evaluate 

their role, content 

and format - or even 

their existence.” 

Flagship stores have 

long been accused of 

being vanity projects, 

designed to woo 

would-be investors. But all too often it’s clear these 

projects are white elephants – hugely expensive 

marketing showpieces that may add some value to 

brand equity, but add very little to the bottom line. Put 

simply, many flagship stores are vast money pits. 

For me, focus must surely be diverted from flagwaving 

to tangible action and visible transformation, 

at real scale, delivering visible change that makes 

IMAGE: The Hunter store in Toronto continues the brand’s investment in new stores and VM. 

a commercial difference. Delivering measurable 

success is possible, by moving away from 

showboating and back to good old-fashioned 

retailing. Investing in Stores of Learning is a good 

place to start, enabling retailers to learn real lessons 

from proposed changes to instore policies and 

principles, and offering retail teams an opportunity 

to understand the ‘why’ and, crucially, the ‘how’ – to 

do the right thing every day across all your stores. 

By applying these learnings across the 

entire store estates – effectively and at 

pace – retailers can implement genuine 

change. 

Before flying the flagship store, they 

must ask themselves: would they rather 

be vacuous attention seekers or a quietly 

confident, commercially successful 

brand? 

Flagships have long been an essential 

part of a brand’s store format strategy. Originally they 

were there to make the ultimate statement about what 

and who a brand is and have a halo effect on the 

rest of the store estate. But perhaps it’s time to reevaluate 

their role, content and format – or even their 

existence. Surely store format needs to be designed 

around shopper need and the problems that must be 

solved in their customer journey? Starting from here 

will mean that a flagship store may not be the answer 

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Dyson Flagship Store, 

Toronto 

UK brand Dyson has opened a number of its 

flagship Demo stores in high profile global 

cities over recent months. The longevity of such 

hugely expensive marketing showpieces is likely 

to increasingly be called into question, with 

more and more brands needing to focus on the 

commercial realities of delivering success in a 

tough retail climate. 

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Making the 

Cut 

Underperforming stores cost retailers their 

future. Visual Thinking help retailers to 

deliver best practice retail experiences to 

transform sales performance. 

Focused investment. Big results. 

Get in touch 

1993-2018 

Call us +44 (0) 2080 506 028 

New Business Enquiries 

kirsty@visualthinking.co.uk 

Years 


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Comeback 

Kids 

It’s decision time for 

Mothercare as its future 

remains uncertain. 

Suzanne Tanner 


@shoptactics_st 

Once the mother of all 

children’s brands, the fortunes 

of Mothercare are now resting 

in the balance. 

Under its recently announced CVA 

proposal, the retailer plans to close 

59 unprofitable stores and seek rent 

reductions in others. Just how can this 

complex retail story find its conclusion? 

Let’s look at a parallel. Faced with challenges 

of its own, US retailer Crate&Barrel chose 

an innovative response to changes in the 

shopping behaviour of expectant parents, 

closing all stores in its sister division, 

The Land of Nod, and opening dedicated 

Crate&kids departments within their 

own stores. 

This strategic decision makes Crate&Barrel 

perfectly placed to now target the entire 

family of shoppers. A clever move indeed. 

Returning to this side of the pond: what, if 

anything, could Mothercare learn from this? 

It’s decision time. 

PHOTOGRAPH BY: Sharon McCutcheon/Unsplash 

It’s clear that what the retailer needs is 

a prompt and powerful programme of 

transformational activities. While it has 

already taken a tough stance, what can it 

do to reverse its fortunes, rather than simply 

hold its current ground? Does it need its 

own stores, or could its future be in logical 

strategic alliances, moving towards a ‘shopin-shop’ 

approach? 

For me, Mothercare stores are part and 

parcel of the brand, and it is far from 

being a lost cause. But it does need to 

find itself again, and with a more strategic, 

cohesive and radical approach. It’s a brand 

that’s crying out for attention and – with 

focus, expertise and discipline – it could 

potentially find itself back in its trusted role 

as the parent whisperer. Our American 

counterparts are stepping up to the mark. 

It’s now time for Mothercare to do the same 

Physical Retail 

vs Online Sales 

Store Online 

41% 59% 

28% 72% 

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New 

Waves 

With big new developments 

popping up, can Faro 

rediscover its former glories? 

PHOTOGRAPH BY: Rodrigo Kugnharski/Unsplash 

Transformation in retail is one 

thing. But how about regeneration of 

an entire town’s retail fortunes? That’s 

the challenge facing Faro right now. 

The capital of Portugal’s Algarve once boasted a 

charming old town and harbour. But lately, tourists 

are more likely to spot boarded-up buildings, small 

and shabby bars and restaurants, and prolific 

graffiti. The property boom of the 2000s brought in 

a massive tourism influx, ably aided by the then-new 

low-cost airlines opening up the region as the go-to 

destination. Then came the global economic crisis 

that bred severe local debt, and subsequent austerity. 

Fast forward ten years and the town is undergoing 

a mini metamorphosis. The most recent retail 

development has opened within the last 12 months. 

Designed, developed, and managed by IKEA Centres, 

it is a large out-of-town development that includes 

three separate destinations: a full-scale IKEA store, 

Mar Shopping Centre and the Algarve Designer Outlet. 

Faro – Explorer 

To read more visit visualthinking.co.uk 

The good: the IKEA is huge, and likely to serve the local 

community of new villas, apartments and developments 

well. Other notable shops in the development include 

a superb Primark. The bad: it’s somewhat disappointing 

that the biggest new development in the region is so 

corporate, and unlikely to do too much to restore the 

town’s former picturesque glory. And the ugly? Well, 

while the development brings money, the promise of jobs 

and an increase in growth and tourism, it is not going to 

prove a friend to other local commercial centres. One big 

development could mean the demise of other, smaller ones. 

Against such might, and money, and connections.... how 

can the charming old town survive? The challenge to 

Faro, as a town, is to recover prosperity and preserve its 

integrity. The challenge to mega brand players that can 

bring their new money and weighty influence to town is 

to act with responsibility to the whole society, and not 

simply to serve their own corporate interests. Retail is 

more than commercial: it’s societal. If one part of the 

community feels marginalised they’re unlikely to become 

fans. Watch this space... 

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Rebuild 

Fortunes 

When retailers are teetering on the 

edge, it’s tempting to assume they’ll 

fall. But coming back from the brink 

is possible... if retailers seize the day 

and face up to the challenges ahead. 

Barbara Thau 

Guest Contributor 

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Comebacks are hard to come by in 

retail. Few retailers lose their way and 

find their way back. 

The list of casualties is long and varied. Worldwide, 

the last two years alone marked the end of Sears 

Canada, the UK’s BHS, Australia’s Topshop and 

New Zealand’s Kiwi Clothing, along with US clothing 

chains American Apparel and THE LIMITED. 

But there are exceptions to the no-way-back-fromthe-brink 

rule. Retailers such as Best Buy, Starbucks 

and even the seemingly invincible Apple have all 

pulled off bona fide reversals of fortunes. 

Their triumphant revival strategies share some 

common ground, including a laser focus on core 

competency and a ruthless whittling away at 

whatever doesn’t serve. 

When J.C. Penney plucked former Apple merchant 

Ron Johnson to be CEO, Johnson wooed high-end 

shoppers by eliminating sale events and adding fancy 

merchandise from the likes of Sir Terence Conran. 

The result: billions lost in sales. The retailer ousted 

Johnson, then came back from the brink by outright 

apologising to its core base of Middle American 

IMAGE: US clothing retailer American Apparel is one of many to have closed its stores © JPDA. 

shoppers for abandoning them, bringing back bargains 

and coupons, and restocking the beloved store brands 

axed in the upscale makeover. 

Overall, retailers that have managed a turnaround have 

done so by serving unmet needs (Best Buy); uncorking 

new revenue streams by building on existing brand equity 

(Starbucks); pivoting to a shifting consumer base; and 

evolving with changing shopper tastes and habits. 

Righting a retail ship also calls for the unglamorous-butcritical 

work of getting one’s operational house in order. 

Merchandise is the lifeblood of every retail organisation. 

And if you can’t get the right inventory to the right 

shopper at the right time because your supply chain is a 

mess, nothing else much matters. 

Best Buy’s revival not only affirms some integral elements 

to successfully delivering real change, but also speaks 

to reinvention in the age of Amazon. The consumer 

electronics chain responded to changing shopping 

triggers, found a way to answer an unmet consumer 

need, and gave shoppers something online retail 

could not. 

IMAGE: Topshop began closing underperforming stores in Australia last year. 

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It was a very different story back in 2012. The 

retailer was battling obsolescence as Amazon 

undercut its prices, and seemed helpless amid 

showrooming, when shoppers browse a store for an 

item, only to later buy the product online for less. 

New CEO Hubert Jolly brought in big changes. 

Best Buy has added services and experiences 

online can’t provide, such as hiring hundreds 

of salespeople to make profitable home visits 

and offering free, personalised electronics 

recommendations. 

IMAGE: The revamp of its apparel collections by J.C. Penney in favour of hip brands, 

like Joe Fresh, proved disastrous. 

The chain also reinvested a portion of these profits 

in technology to boost its supply chain speed and 

efficiency, with the goal of offering US shoppers 

next-day delivery. The results have paid off: Best 

Buy has boosted sales and earnings while gaining 

market share. 

Then there are the revivals shepherded by 

iconoclastic CEOs like Apple’s Steve Jobs and 

Starbucks’ Howard Schultz, who are etched into 

the DNA of the company. Their turnarounds have 

sprung largely from an intangible, yet intuitive, feel 

for their businesses. 

Schultz left Starbucks in 2000, returning in 2008 

when the coffee chain was struggling, beset by over 

expansion in the US. He reinvested in service via 

the human touch with baristas, moving away from 

cookie-cutter locations, giving each coffee house a 

flavour that reflected the region it served. 

As buying tangible things has become 

unprecedentedly cheap, easy, and unlimited 

with the endless aisle that is online shopping, 

consumers are looking for retail venues that do 

more than just sell things to get them out the door. 

Retail is both an art and a science. It seems retail 

reinventions must be that, too 

IMAGE: Returning Starbucks executive chairman Howard Schultz spearheaded a marked turnaround 

in fortunes. 

Barbara Thau is a New York-based business journalist 

and contributing retail reporter for Forbes.com, also 

covering consumer news and lifestyle trends for 

publications including CNBC, The New York Daily 

News and Fortune.com. 

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Leading 


Ambitions 

How strong leadership 

can pave the way to a 

better future. 

PHOTOGRAPH BY: Samuel Zellar/Unsplash 

Great leadership is crucial in all 

walks of life. But while leading through 

continued success takes one type 

of person, pulling people up, making 

them believe and giving them hope and 

motivation during bleak times takes 

another altogether. 

Tina Emerson 

Learning & Development 

Manager 

@shoptactics 

If teamwork in retail is important, the right 

leadership is critical. A good example is former 

Burberry boss Christopher Bailey. He deserves to be 

applauded for his revolutionary work with the brand. 

A visionary leader, he turned Burberry’s fortunes 

around, making it Britain’s biggest luxury brand. 

But being the prominent figurehead of a brand is 

not without its challenges. All eyes are now firmly 

fixed on House of Fraser CEO Alex Williamson as 

he leads the beleaguered retailer through its CVA, 

and Debenhams chief Sergio Bucher as he pushes 

forward a series of uncomfortable measures to 

restore growth after a sharp drop in profits. And 

challenges are coming thick and fast for other 

senior retail leaders, who need to draw on all their 

resources to deliver decisive and effective change. 

Transforming a retail giant’s fortunes takes steely 

resolve, unswerving determination and complete, 

unshakeable faith in your decisions. 

For strong leaders, there is no room for sitting on 

the fence, watching and waiting or muddled visions. 

It requires a bold strategy, clear plan and meaningful 

action. And always a little luck. 

As 2018 continues to bring mixed fortunes for many 

retailers, fresh attention is firmly on those at the 

helm. True success can only be driven from the 

top, ably supported by solid teamwork. The broad 

shoulders of a business leader are designed to carry 

a business, and a brand, as they strive relentlessly, 

infinitely, for better. 

The time for mere fighting talk is over. The time for 

dynamic, inspiring leadership that packs a punch 

from all angles is here. And without helpful external 

factors, companies must do whatever they can 

themselves to create their own success by making 

changes in circumstances that will lead to business 

survival and growth. 

This is no time for the faint-hearted. And there is no 

time to waste 

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1993-2018 

Now 

Years 

(and then) 

The choice of leading retailers and brands 

for the last 25 years, a lot has changed 

since Visual Thinking first began its 

journey. Back in 1993, the Ford Mondeo 

was king of the road, Pepsi Max had 

arrived, and Jurassic Park (the original) 

was the big box office smash. Many great 

retailers were also born, but many too 

have disappeared from our high streets 

for good. So, slip off those rose-tinted 

glasses for a timely reminder of what 

success and failure look like. 

Inspiring 

Retail 

Performance ® 

For more information visit 


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Battle 

As change becomes inevitable 

for many, how can embattled 

retailers steer a clear path to 

better times? 

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Next


Mel Hales 

Guest Contributor 

With many retailers facing a serious 

battle to survive, building more resilient 

teams and individuals is increasingly key to 

staying on the offensive. 

While leading store teams through challenging periods of 

change is no easy feat, it is possible to navigate your way 

through and emerge into brighter days. We all have individual 

needs that must be met before we can work at our best. One 

of these is security. In our current climate, many are asking: 

“Will our store be next, and will I lose my job?” Where we 

remove stability in one place, we must replace it in another. 

As a leader you must be the constant in the face of change. 

Facebook’s famous internal slogan: ‘Move fast and break 

things’, is contrary to how we’re often taught to act. But 

this formed the basis of their success. It also embodies 

their attitude to failure. Anecdotally, one contract engineer 

crashed the Facebook site for 30 minutes because he tried 

a new way of fixing a bug. Rather than berating him, they 

offered him a full-time contract. 

Similarly, your 

company’s attitude to 

“It’s about 

failure will dictate how 

willing your people 

normalising 

are to try new things. 

Getting them to think the concept 

differently could 

of change.” 

transform an average 

customer experience 

into a fantastic one. 

It’s about normalising the concept of change, because in 

precarious times, business as usual simply won’t work. But 

the natural reaction to the pressure of proving immediate 

results is to become even more risk averse. So they return to 

business as usual... and the future is predetermined. 

Change isn’t easy, but an empowering and emotionally 

intelligent approach to leadership will make it a lot easier. 

Resilience is not a fixed quality. It is something you can 

build, and helping your people to do so will pay dividends 

Mel Hales is the director of Rush Collective, a training 

consultancy specialising in wellbeing, leadership and 

team development. 

To learn more visit 


The retailers seeing positive 

change in store team performance 

right now all share four common 

themes (each a strong contributor 

to the notion of engagement, 

effectiveness, and productivity): 

Connecting 

Ensuring key people, regardless of their separate 

disciplines, recognise the importance of viewing the 

store experience through the eyes of the shopper (e.g. 

adopting a ‘Thinking Like A Customer’ and ‘Would I 

Buy It?’ mentality). Honesty counts. 

Communicating 

Improving people’s understanding of the ‘what’ and 

the ‘why’ (e.g. sharing the vision, setting expectations 

of standards, and rolling out policy). Don’t sugar coat 

hard truths. Keep it real. Develop a culture of everyday 

excellence, inspiring people to climb higher and to raise 

the bar. Celebrate, and share, the smallest success! 

Coaching 

Helping people to build the skills they need to perform 

tasks quickly, effectively and consistently, so that retail 

best practice becomes a way of life instore. Make it 

easy. Keep it clear. Get it to last. 

Cohesive 

The company plan unites people in a shared sense of 

purpose for working together effectively, recognising 

shared commitment to better results. Leaders inspire 

and make it possible for colleagues to be successful. A 

‘win/win’ culture is expressed and rewarded, benefitting 

everyone: shoppers, employees and shareholders. 

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Next

Jet Set, Go! 


Here’s our pick from the most recent in our 

Explorer travel series. Take a moment and discover 

global retail best practice. Go explore 

Venice 

Italy 

A long-time favourite destination for 

romantics, we paid a visit to see what 

the city has instore for lovers of retail. 

Hong Kong 

China 

As shoppers from the mainland start 

to return, visitors are rarely further 

than a short taxi ride from rich retail 

experiences. 

Split 

Croatia 

In many ways, Croatia is a nation 

at odds with itself. A young but 

conservative nation, its dual personality 

is perfectly encapsulated in the retail 

offering of its second city. 

Washington DC 

USA 

It might have more impact on the political 

rather than retail landscape, but there are 

several stores within the capital’s malls 

(and beyond) that get our vote. 

Let’s Explore 

visit visualthinking.co.uk 

Berlin 

Germany 

While there is plenty on offer for those 

seeking the big and the bold, those 

seeking to explore a new path will find 

a world of much smaller delights at their 

fingertips. 

Faro 

Portugal 

The global economic crisis bred severe 

local austerity. Fast forward ten years and 

Faro is undergoing a mini metamorphosis. 

But are might and money threatening to 

overshadow the old town’s charm? 

Toronto 

Canada 

With its unique blend of cultures, 

heritage and customs, Toronto makes 

for a real retail metropolis. 

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Next


Fresh 

Thinking 

A new approach to front 

of store promotions sees 

Waitrose leading the way 

in innovative thinking. 

Grocery retail is notoriously 

competitive, but especially in the 

current climate. These are times of 

‘generational change’. 

Suzanne Tanner 


@shoptactics_st 

Just being good isn’t good enough. So where does 

this leave powerhouse retailers like Waitrose? Owner 

John Lewis Partnership has reacted swiftly to a profits 

warning by vowing a period of significant investment 

to grow sales, with CEO Rob Collins declaring he will 

make Waitrose more ‘Waitrose’. 

This investment will focus on developing unique 

products and services and placing increased 

emphasis on the brand. According to Sir Charlie 

Mayfield, chairman of the John Lewis Partnership: 

“For us, the relentless pursuit of greater scale is not 

the right course. Our plans put differentiation, innovation 

and partner-led service at the heart of our offer.” 

Part of that change has seen it working closely with Visual 

Thinking over recent months, delivering a fresh approach 

to VM implementation in its front of store campaigns. 

Using the latest digital software, we used 3D modelling 

to bring merchandising planograms to life like never 

before. We combined this with a new approach to partner 

engagement and instore training to help people work 

more efficiently, and deliver outstanding presentation for 

shoppers. Fresh indeed 

It works 

This initiative has clearly delivered improved performance. 

Retail teams used detailed visual guides for all front 

of store fixturing, enabling them to understand and 

implement VM guidelines more efficiently and preserving 

the integrity of campaigns across all stores. The unique 

solution is a masterclass in visual excellence with clear 

commercial results. Smart. 

To view case study visit 


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better. Beginning as one shop, it 

has learned and grown over the 

past decade, now boasting over 80 

boutiques in 23 states. 

PHOTOGRAPH BY: Karl McKeever 

Its strong USP is certainly unique: 

the store is church run, backed, and 

owned, with all profits going back 

to the church. No shareholders. 

No partners. Just a community. 

Enlightened. 

Can faith and 

good business go 

hand in hand? With 

many retailers facing 

considerable 

Faith 

challenges 

right now, 

it’s never 

been more 

important for 

leaders to 

Keeping 

keep the faith. 

In a bid to 

better resonate 

with today’s 

shoppers, 

countless 

retailers have 

launched 

ethical 

initiatives 

to foster a stronger sense of 

community and social purpose. 

“An important 

reminder of 

the values of 

the brand.” 

Putting its money where its mouth 

is, every month stores can find and 

choose a local non-profit charity 

to donate to. The brand taps into 

idealistic motivations and provides 

deeper reasons for its existence 

beyond making money. Prayer 

request books can be found in the 

changing rooms, a subtle touch 

but an important reminder of the 

values of the brand. But that does 

not mean making money is a 

secondary focus. Its Washington 

store demonstrates a clear retail 

know-how, 

competently 

executed and 

delivered. The 

experience 

is on par, if 

not ahead 

of its peers, 

demonstrating 

that a strong 

calling and declared ‘conviction’ 

can also be very good for business. 

For US retailer Altar’d State, 

keeping the faith or taking an 

ethical stance is certainly not 

a problem. Mixing faith and 

fashion, it started with a mission 

to fill a gap in the retail industry 

and change the world for the 

An extreme example, maybe, but 

Altar’d State delivers a tangible 

connection between its brand and 

its customers. And right now, that’s 

something that many struggling 

retailers in the UK are praying they 

can deliver 

PHOTOGRAPHY BY: Grant Whitty 

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Next

Cutting 


Edge 

Putting performance at the heart of 

this issue of Counter Culture has made 

one thing abundantly clear: Judgement 

Day is here and only those 

“Get up. 

Get moving 

who embrace change and 

turbo charge better retail 

execution will survive. 

Year-on-Year Sales Increase (%) 

How focused investment has delivered measurable uplift in retail 

performance with support from Visual Thinking. 

Harley-Davidson 

Sheridan 

24 

and get in touch.” 

Focus is key. Blind pursuit of 

transformation is simply a waste of 

time and energy. Real transformation centres on this 

question: what can you do today to deliver change? 

Much has been said of the role of new technology as 

the ‘saviour’ for retailers. I simply say: beware ‘false 

gods’. The investment and infrastructure requirements 

are unrealistic for businesses already in trouble. 

0 

Rapid change 

The Original Factory Shop – proportion of store estate transformed in 

just eight weeks. 

Completed 

Total 

44 

37 

188 

But, harnessing your greatest asset – your people 

– is what can make the difference. Your plan for 

change needs to engage all levels of employees – 

head office, regional management and store teams 

– giving them clearly defined guidance and new skills 

to drive a higher level of performance that serves your 

customers and, ultimately, makes your stores more 

profitable. Fail to do this and they will not know what 

good looks like and how to deliver it effectively, let 

alone why they’re doing it. A sobering thought. 

What is a plan without people to deliver it? And what 

are people without purpose? Redundant. 

When you have a rock-solid plan of action to deliver 

real, measurable improvements instore, in the here 

and now, there is no limit to what you can achieve. 

Now is the time for real action. Keep it simple. Get up. 

Get moving. And get in touch 

Back 

Karl McKeever 

Founder & Managing Director 

@karlmckeever | @shoptactics 

Next

Calling for 

Change 

Get in touch 

Call us +44 (0) 2080 506 028 

New Business Enquiries 

kirsty@visualthinking.co.uk 

Cull or cure? No retailer can afford to ignore 

poor store performance. Visual Thinking delivers 

1993-2018 

immediate change in every store, every day. Not in 

years or months… but in weeks. 

Years 


Back 

Next

Hi – 

Performance 

Inspiring Retail Performance © 

Say hello to better stores and boost retail 

sales… not in years or months, but weeks. 

For 25 years, Visual Thinking has been helping retailers 

to bring about change instore, and fast. Led by a team of 

experienced and highly talented retail specialists, we deliver 

real, effective and immediate breakthroughs in performance. 

From defining visual policy and transforming store standards, 

to improving team engagement and VM skills 

Get in touch... 

+44 (0) 2080 506 028 

The story continues online... 


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