What: the lease expiring next October will not be renewed

Why is it important: Covid-19 and online surge explain the store termination

Globus department store announces the closure of Marin-Centre store. 35 retail jobs are at stake.

The company will focus on strategic store renovations (Zurich, Geneva and Basel) and e-commerce. Globus is clearly aiming at positioning itself as a luxury destination, and reports an increase of 50% in e-commerce sales, from 10 to 15% of total contribution.

Globus to close a store

Related item:

• Globus will maintain its renovation plan

What: this is the first Korean duty free’s ESG (Environmental, Social and Governance) Value Management Commission.

Why is it important: Lotte Duty Free laid down an action plan for new eco-friendly initiatives, corporate social responsibility and increased corporate management transparency.

Eco-friendly initiatives

The plan includes replacement of plastic product packaging by biodegradable materials. Plastic bags are also to be replaced with eco-friendly paper shopping bags at all Lotte Duty Free branches.

The Lotte Duty Free logistics centre in Incheon will reduce its carbon emissions by decreasing electricity consumption through the introduction of photovoltaic power. In addition, all one-tonne delivery vehicles will be converted to electric vehicles by the end of this year.

The company will also encourage the listing of “eco brands”, with the opening of an eco-friendly brand zone at its World Tower store in Seoul this year.

In all Lotte stores, further digitisation will be encouraged, for example to replace paper receipts with electronic receipts, sent via SMS on mobile devices.

Local communities and small businesses

Lotte’s STARUPS project, which has been running since 2019, will continue. It focuses on fostering young businesses to create local jobs and revitalise tourism. Lotte Duty Free is also introducing its new CHEERUPS project to help small business owners. It will start with 30 restaurants to support them in reducing waste.

On the governance side, Lotte Duty Free has pledged to strengthen its fair trade compliance systems. It is doing this in order to ensure transparency in its transactions with product suppliers.

Putting the planet and society first: Lotte Duty Free establishes ESG Value Management Commission

What: Luxury brands are leaning into traditional analogue marketing as a way to cut through the noise online and connect with consumers at home.

Why is it important: Post-pandemic, retailers will have to find ways to stand out.

Mansur Gavriel is an interesting example. The brand introduced its first direct marketing campaign this month, in the form of a free 32-page book featuring new editorial imagery as well as past campaigns and original artworks. The brand has already seen a clear jump in new customer acquisition and the next edition will be sent to customers in May. In order to track sales, Mansur Gavriel has a promo code embedded in its book.

Luxury brands have long relied on direct advertising and printed marketing materials. As online spaces are now “flooded” with content, it’s tougher to stand out without investing in paid marketing. Direct mail is also becoming an advertising alternative as brands find a way to prepare for Apple and Google’s upcoming privacy changes, which will make it harder for marketers to track consumer data and personalise.

Books, alongside other physical materials like handwritten notes are like keepsakes, rather than disposable catalogues. Furthermore, top spending customers are increasingly expecting brands to come to them. But there are drawbacks: direct mail is expensive to do well, and tracking is more difficult. Experts say it’s still a worthy investment for luxury.

Post-pandemic playbook - The return to physical marketing

What: coming with an extensive experience in the field, Jean-Marc Bellaiche is to focus on digital

Why is it important: the plan includes an omnichannel strategy, a concept store approach for the store, sustainable projects, exclusive products and a wider local customer base

Product range

“The first thing is to develop new categories in addition to the ones we are historically very strong in, like accessories, men’s and women’s fashion, beauty products, home goods, children’s section. I think there are other areas that we can expand in, like art, cultural items, technology, objects linked to sports” he said. Bellaiche is also eager to seek leadership in the realm of exclusive brands. “Printemps needs to work with fashion schools around the world, with little brands, to return to being a kind of incubator and constantly offer surprises to our clients, with unknown brands” he said.

Sustainability

“This year, we plan to open a space dedicated to the circular economy” he said. The retailer has also been working on a project in the northern French city of Lille with a startup called Revive, which customizes unsold, Printemps-branded garments to give them a second life. Printemps is also looking into second-hand market.

Omnichannel retail

Bellaiche has some ideas about leveraging the department store’s key asset: prime, physical space. Bellaiche comes with a background in data, as chief strategy officer at Contentsquare, a French start-up that tracks consumer behaviour online.The retailer launched e-commerce a year ago, and plans to expand the platform to other product categories. The executive is also planning the use of tablets in stores, so clients can order things that the retailer has run out of — the idea is to set up a system with the brands. And, going the other direction, he would like to push in-store sales through online channels with personal shoppers. E-commerce also offers an opportunity to expand abroad and there are plans to roll out printemps.com, which was launched in the U.K. in November, in the U.S., Asia and elsewhere in Europe.

Customer centricity

“My obsession is the client,” he said. Loyalty program Printania will expand abroad. The plan is also to launch recruiting drive to gain new clients, younger ones, families, different nationalities.

Internal transformation plan

Bellaiche wants to rebuild teams with a more entrepreneurial approach and more women in leadership roles. Internally, Sophie Boquet, who formerly headed Citadium, has taken charge of the store network beyond the Haussmann flagship, while Karen Vernet, general director of offer, will take up relations with brands. External recruits include Stéphane Roth, who is directing marketing efforts and comes with experience in Asia and the U.S., and with digital activities, and the head of transformation Maude Funaro, who has a digital transformation background.

Investments

They will be focused on the digital front, and the company has said it plans to invest more than EUR 40 million a year in this area over the next few years. Printemps also intends to open a store in Qatar in 2022, to coincide with the FIFA World Soccer Cup.

Printemps' transformation plan

What: the retailer creates a new Top of the List Unlocked status

Why is it important: Bloomingdale’s focuses on the highest spenders for the first time.

Consumers who spend more than USD 15 000 per year will receive elevated benefits in the retailer’s new Top of the List Unlocked status, its new most rewarded category.

Top of the List Unlocked members have been increasing their luxury spending during the Covid-19 pandemic when discretionary income wasn’t being allocated to travel and entertainment. Rather than apparel, however, consumers bought fine jewelry and shoes, said Frank Berman, executive vice president and chief marketing officer of Bloomingdale’s.

“It’s a really small group,” Berman said of Top of the List Unlocked members, adding that these highly-engaged consumers on average visit stores and shop online 30-plus times per year. “It’s less than 1% of customers, but accounts for a pretty sizable percentage of our luxury customers. This group is in a different stratosphere. They’re a disproportionate part of our business and they’re the apostles who go out and recruit the next new generation of top customers.”

Top of the List Unlocked members are predominantly women and in their Forties – the age is a sweet spot for Bloomingale's. These clients “buy every category of merchandise from us, including luxury fashion and home. She has an active youthful lifestyle and is in touch with what’s happening and what’s new,” Berman said.

Members in the top Loyallist tier can now earn 10 points per dollar, or 5% back, with a Bloomingdale’s credit card, or one point per dollar with any other payment method. This tier will also receive early access to products, get four triple point days per year, an unlimited return window, free local delivery and special offers and promotions.

Bloomingdale’s created a private Instagram account for Top of the List Unlocked members, launching later this month. “These customers will be able to preorder products from top brands before everyone else,” Berman said. “It’s all handled through our 59th street flagship. There will be exclusive Instagram content and access to the Best of Bloomingdale’s cobranded credit card with American Express AXP +0.2% AXP +0.2% AXP +0.2% with all purchases earning 5%.”

Bloomingdale’s Revamps Loyallist Program With New Perks For Top Customers

What: the move is part of the world’s biggest retail strategy shift

Why is it important: Walmart aims to close the e-commerce gap with Amazon and tap into China’s vast network of manufacturers

This month, Walmart began opening up its third-party marketplace to foreign sellers, who no longer need a US address or business tax identification. The vendors will still be carefully vetted, both locally and by Walmart’s global trust and safety team. The new sellers will make up just a fraction of Walmart’s total seller population, which is mainly based in the US.

Walmart is looking to expand its marketplace, where suppliers can offer their products via the company’s website, and the services that branch off of it, like fulfilment and advertising. For retailers, marketplaces are attractive because they provide revenue from fees without the cost of storing inventory. Last year, Walmart began offering fulfilment services for its marketplace sellers, a move that Amazon made 15 years ago.

For Chinese manufacturers, US marketplaces have become a popular way to reach American customers. Nearly 40% of all Amazon marketplace sales to US shoppers come from Chinese merchants, according to researcher Marketplace Pulse, which monitors the site.

“This will get Walmart more selection, more affordable goods that already dominate Amazon best-sellers lists,” said Juozas Kaziukenas, founder and CEO of Marketplace Pulse. “To an investor, that reads as positive news.”

Walmart doesn’t disclose how many marketplace sellers it has, but Marketplace Pulse pegs it at about 80 000. Walmart carries more than 80 million unique items online.

Walmart Opens Marketplace to Non-US Vendors in Strategy Shift

What: The luxury platform should deliver its first annual profit this year

Why it is important: Marketplace model and uplift from Covid-19 have proven to be key to enter Chinese market

Last November, Farfetch got USD 1.1 billion from competitors Alibaba and Richemont (owner of Net-a-Porter) in order to push the luxury ecommerce platform into Chinese market. In addition, further endorsement came from Kering’s billionaire founder, François-Henri Pinault, who invested EUR 50 million via his personal holding company.

The fact that Farfetch founder José Neves had managed to collaborate with rivals was further proof that the pandemic had brought a reckoning in an industry that had once been slow to move online.

After casting doubt on Farfetch’s ability to turn profitable, analysts now estimate that sales should have leapt 60% in 2020 to reach USD 1.65 billion. Moreover, Farfetch has promised that the uplift from Covid-19 will help it deliver its first annual profit (on an adjusted basis) this year.

When the pandemic hit, the nature of Farfetch’s business meant that it could still deliver even when one region was shut down, unlike Net-a-Porter, which was paralysed last spring when its UK warehouse shut down.

Furthermore, Neves’s choice of a business model is key to eventually deliver profit as it differs from other online retailers such as Net-a-Porter or Matches Fashion and it’s crucial: Farfetch would not buy any inventory. Instead, it acted as a marketplace.

In 2015, the company also diversified by creating another business to provide technology, software and services to help department stores such as Harrods to run their e-commerce operations.

How Farfetch prospered in a pandemic year

What: A USD 5.7 billion loss related to the sale of Asda group

Why it is important: Due to the retailer hyperactivity online and ability to upgrade its operations, the financial loss did not affect the share price

Following Walmart’s announcement of selling UK Retailer Asda last October, the end of the fiscal year allowed it to put a price tag on such a divorce: USD 5.7 billion, in non cash loss. Walmart announced that the earnings per share will be reduced by 20 cents in 2021. However, interestingly, this did not impact the value of the share on financial markets.

Walmart Reports $5.7 Billion Non-Cash Loss Related to Asda Sale 

What: digital demand was nearly 60% of owned business during the holiday season

Why it is important: CEO Marc Metrick gives perspectives for 2021

In his quarterly letter sent to vendors, Marc Metrick explains the following about Q4:

• More customers shifted their spending online and responded positively to Saks’ revamped online experience,
• The decision to delay designer sale break was successful in driving more full-price selling,
• Key markets such as Detroit, Atlanta, Boca Raton and Philadelphia were up double digits to 2019,
• Men’s, women’s accessories, kids and fragrances were the top-performing categories across all channels.

In 2021, Saks will:

• Introduce new personalization initiatives including the reveal of an “online preference centre” which will enable shoppers to find and save the newest arrivals of their favourite brands, offering a dedicated landing page with personalized products based on browsing behaviour,
• Amplify clienteling efforts through automation,
• Amplify the recently launched “customer council”, a cross-functional team focused on further improving the customer experience including executives from marketing, digital, finance, store operations, distribution and logistics,
• Redesign SaksFirst loyalty program, starting with the introduction of new rewards and benefits, such as early access to sales and in-home styling sessions,
• Continue with off-hours and virtual styling appointments and same-day delivery.

According to Marc Metrick, business is expected to ramp up over the course of 2021 despite uncertainty due to the pandemic.

Q4 at Saks Stores Down, Digital Up 

What: new giant shopping store in Seoul.

Why it is important: is it really a different concept providing more than shopping, or is it yet another large, albeit spectacular and updated department store?

Korean department store Hyundai is opening a new shopping mall next month on Yeouido in Seoul to test the concept for the future. The new building, called "The Hyundai Seoul," stands eight stories tall and extends another seven levels underground. The flagship store has a floor space of 89,100 sqm and it is the biggest department store in the capital area. It will compete directly with the International Finance Centre mall on the same street.

Hyundai Department Store said the new facility is different from others in that it offers not only shopping but also cultural spaces and areas for relaxation. It is decorated in futuristic and nature-friendly concepts including a 12-metre waterfall, an indoor botanical garden, and robots which give directions and can take visitors’ body temperature.

Hyundai Department Store to test future business model

What: Two key women executives, leaders in digital operations and merchandising, are leaving the company.

Why it is important: Neiman Marcus is entering next phase of its digital efforts.

Katie Mullen, chief digital officer since July 2020 will step down this summer. “Katie has set Neiman Marcus Group on a course for long-term success, and we are well-positioned to move to our next phase of digital capability building,” the company said in an emailed statement.

Melissa Lowenkron, a 24-year veteran who started at the company as an assistant buyer in children’s is leaving the company as senior vice president and general merchandise manager of handbags, ladies shoes, beauty and jewellery. “Her leadership, deep merchandising experience and passion for developing people throughout the organization had a significant impact on our business,” the company said.

Last week, Neiman Marcus said that it had hired Bob Kupbens to be executive vice president and chief product and technology officer to lead the next phase of its digital efforts. He started Monday and takes over from Mullen who is staying for a transition period.

A couple of key executive departures at Neiman Marcus 

What: a series of eco-friendly collections

Why it is important: sustainability has become an essential part in a business’ strategy, especially in retail. The fast-fashion group has been trying to upgrade its image these past years through various sustainable actions and commitments: recycling, organic materials, sustainable line (Conscious). Now the H&M brand is launching a series of eco-friendly collections called Innovation Stories

The brand concept will celebrate sustainability, modern design processes, and a circular fashion system. The first collection Science Story will launch in March and will introduce new materials in its production cycle, such as bio-based yarn derived from castor oil and Desserto, a plant-based alternative to leather produced from cactus plants. The collection will feature jeans, top and tracksuit among others. More collections will drop throughout the year. “Innovation Stories is a platform that pushes our experimentation to the next level. The initiative encourages our work with scientists and developers and puts a spotlight on our progressive ideas. Science Story is a homage to the years of research and experiments behind these incredible materials,” stated Ella Soccorsi, concept designer at H&M.

H&M's Innovation Stories concept drives it deeper into sustainability

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• H&M's Arket launches kidswear rental service
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What: e-tailers using Shopify are now able to create ad campaigns for TikTok

Why is it important: French e-tailers using Shopify now have access to TikTok’s 100 million European users

The addition of the new “TikTok for Business” tool on their Shopify dashboard will allow online retailers to create and control ad campaigns, therefore to reach new customers and boost sales.

Comparing to 2019, Shopify France has seen a 61% growth in 2020. By the end of 2020, Shopify had more than 1.7 million merchants in 175 countries. TikTok and Shopify partnership has previously been launched in the USA, then in Italy, Spain, Germany and the UK.

Le partenariat entre TikTok et Shopify s’étend en France et dans d’autres pays européens

What: Due to Covid-19 restrictions, it is estimated that CNY-related domestic trips will fall from the usual 3 billion people to 1 bn.

Why it is important: Analysts do not see it as a major threat to sales: at worst, Q2 2021 will compensate for the losses incurred during this traditional high season.

New pikes in the virus in China, leading to local lockdown, will impact domestic travels related to CNY by an estimate of -2 billion travellers. This is expected to impact luxury brands which see China as their sole growth reservoir at this stage.

However, this is seen as a temporary and inconsequential blip by duty-free operators, as this will not hamper the long-term perspective of an otherwise more than the healthy market. On top of that, e-commerce and local forms of revenge-spending will probably help to compensate for the lost opportunities very soon in the course of 2021.

Chinese New Year Sales Hang in the Balance 

What: the retailer has no plan to sell its clothes online despite being hit hard by lockdowns

Why is it important: since the pandemic many retailers have enhanced their digital platforms and began to implement online strategies to survive during these difficult times. However, Primark decided to not go online because of the cost of managing the operations and processing high volumes of return, which would mean it could no longer offer low prices. Even customers have said they would like to have the opportunity to buy the clothes online.

If Primark doesn’t start to implement a strategy for today’s customer’s needs it could mean a risk of losing loyal clients since they're discovering new brands and ways to shop. Online players like Asos and Boohoo make it work because they are “geared up for it in terms of logistics” and reported soaring growth in sales this Christmas season, but since Primark value proposition as a fast-fashion retailer is low prices, the cost of going online would mean prices rise.

Primark refuses to go online despite £1bn lockdown loss 

What: Nordstrom celebrates Black History Month

Why is it important: how Nordstrom responds to activists’ push for back-owned brands

Last August and further to the Black Lives Matter movement, Nordstrom committed to:

• increasing Black and Latin representation among its managers by at least 50%,
• delivering USD 500 million in retail sales from brands owned by, operated by or designed by Black and/or Latinx individuals,
• increasing charitable donations to organizations that promote anti-racism to USD 1 million per year for the next five years.

Six months later and in honour of February's Black History Month, Nordstrom is preparing to celebrate Black-owned brands and amplify their voices through various merchandise categories in store and online.

Committed To Community: Nordstrom Celebrates Black History Month [...]

Activists Pushed Retailers to Back Black-Owned Brands. Here’s How Nordstrom Responded.

What: the acquisition of Topshop, Topman, Miss Selfridge & HIIT by British e-commerce giant Asos

Why it is important: following the collapse of UK retail group Arcadia in December 2020, and after many speculations on who would buy the bankrupt group out (Frasers Group, Authentic Brands Group), online player Asos eventually acquired four of the group’s strong fashion brands. With the move the online retailer is expanding its brand portfolio and its reach over UK’s retail landscape.

Nick Beighton, Asos CEO, commented: “The acquisition […] will help accelerate our multi-brand platform strategy [...]” The acquired brands were already sold on Asos.com and will join Asos Venture Brands portfolio alongside others (including Collusion, AsYou and Reclaimed Vintage), retaining their established brand and customer positioning. According to the press release, ASOS has acquired the intellectual property assets of Topshop, Topman, Miss Selfridge and HIIT; but does not mention the physical stores.

Acceleration of ASOS Brands strategy - Acquisition of Topshop, Topman, Miss Selfridge & HIIT

Related items:

• UK Arcadia Group files for bankruptcy
• The rise and fall of Topshop: what went wrong
• Business case: Frasers Group

What: Significant growth of e-commerce leads Walmart to heavily invest on a new class of sales associates

Why it is important: There are some lessons to learn for IADS members in these times of redefinition of stores and roles: how to ‘market’ a new position to potential recruits, but also handle the attached working conditions. Both Amazon and Walmart are starting to face criticism on this topic.

Walmart has increased its number of “personal shoppers'' to 170,000 this year, doubling the number from 2019. However, the title does not relate to the same position than in Europe or other department stores. At Walmart, this relates to the staff in charge of filling in digital and curbside pickup orders (see our former article on the topic here), hired en masse by the retailer who also pays them higher than the minimum wage.

However, given the fast pace of growth of e-commerce and the success of Walmart +, some workers start to complain about working conditions.

This is one of the fastest growing jobs at Walmart 

What: Online customer service during a pandemic-driven lockdown has proved a challenge.

Why is it important: Premium goods need premium service.

Selfridges is curated, luxurious and service-orientated but taking this experience online during a pandemic-driven lockdown has proved a challenge as has been seen from customer grumbles about delivery delays, mishaps, and slow returns

With department stores suffering so much with their traditional bricks and mortar outlets facing the on/off lockdowns - brands like Selfridges needed to pivot and focus on their online offer. But could it be that this highly decorated store is struggling to deliver to its exacting standards in the same way online?

Sales at the business have said to be resilient during the pandemic thanks to what is reported to be an investment in its online capabilities. The Times reported that sales in the year to February 2020 were up 7% to £1.97 billion, but since Covid-19 hit, operating profits had fallen 10% to £88 million. Selfridges has reportedly endured the “most difficult year” in its 113-year history after such a significant drop in profits.

The big draw to Selfridges department stores has been very much around the experience - from the installation of cinemas to more spectacular galleries such as the Wonder (which were opened by the soul and Motown legend - Mr Stevie Wonder – naturally).

Is it simply that the e-commerce is the issue, the operations, the call center, the culture - or all of it? Calling the helpline can be a frustrating experience, as customers are referred back online with their service issues and the wait time to speak to a service team member can be lengthy (up to 30 minutes).

Anne Pitcher is certainly seen as the driving force behind Selfridges success, and also launched the Project Earth initiative in which the group wants to raise the bar on industry standards in sustainability, extraordinary customer experiences and restless innovation. Hopefully an immediate focus for Selfridges is also inclusive of a review of the current experience for their distanced customers, some who clearly feel that very basic customer courtesy is not being met.

Customer Service Shambles At Selfridges And Harvey Nichols

What: the expansion of virtual store technologies

Why it is important: these technologies grew from nice to have to crucial in the customer journey

Machine-A, a concept store in London, has decided to transpose the full store into a virtual experience accessible to anyone, coinciding with the London Fashion Week. The virtual space will allow to discover the new designers, their collections, unfinished pieces and even personal messages. Virtual stores, as explained in our exclusive article and developed also by the likes of Gucci or L’Oréal, are, in addition to being obvious answers when stores are closed, an astute way to make the physical store (and the experience related to it) available 24/7.

Frictionless experience is key, and probably the most difficult to achieve (i.e. allowing the customer to fully stay in the experience even when buying a product, without having to land on another page).

An augmented reality shopping boutique is here 

What: Macy's has launched a series of initiatives to support Black-owned businesses and further inclusivity

Why it is important: how Macy’s responds to activists’ push for back-owned brands

Macy’s Inc. is putting the spotlight on Black-owned brands and Black creatives in its stores and on its website, and encouraging donations to support Black Girls Code and the United Negro College Fund.

“As we honour Black culture and Black brilliance, we are intensifying our commitment to the growth and advancement of Black-owned businesses, creators, changemakers and young talent — who are all woven into the fabric of the Black experience,” said Shawn Outler, Macy’s chief diversity officer.

Throughout February, which is Black History Month, customers can round up their in-store purchases to the nearest dollar amount and donate the change (up to 99 cents) to benefit Black Girls Code, which focuses on technology education for African American girls to join STEM fields, and UNCF (the United Negro College Fund), which focuses on getting African American students ready for college.

In other initiatives, Macy’s, with Cosmetic Executive Women’s Indie 26, is launching 11 Black-owned, award-winning beauty brands in February. Store windows this month will be displaying art by artists coming from pop, hip hop and graffiti culture.

In March, Macy’s will launch “Icons of Style” collaborations with Black creatives and brands found only at the store. The retailer is also continuing its Workshop at Macy’s program this spring, helping diverse and female-owned vendor businesses scale up at retail.

PR: Macy's honors black history

WWD: Macy’s highlighting black brands and creatives

Related items:

• Nordstrom reaffirms commitment to diversity and inclusion
• IADS exclusive: diversity, a strategy of silence

What: another push in digital from a department store operator

Why it is important: online retail is becoming a crowded scene and, like for physical spaces, retailers need to distinguish themselves from the competition to stay relevant

Hudson’s Bay will open a digital marketplace on its existing website thebay.com later this year. The department store is inviting small and large retailers to apply to join the platform. HBC will accept merchandise offers across categories already existing at the store, and new category introduction.

PR: Hudson’s Bay Puts the Call Out to Vendors to Join Its Marketplace

Retail Dive: Hudson's Bay to launch online marketplace

What: Fashion and beauty brands are leaving the mall.

Why it is important: The mall hit hard as it was mainly relying on Asian tourists.

More than a dozen stores closed in Tokyo's high-end Ginza Six mall this week, as the coronavirus pandemic kept big spending foreign tourists and other luxury shoppers away from Tokyo.

The luxury retail complex opened in 2017 with around 240 stores, as a symbol of the Ginza district's revival and as a popular destination for Asian tourists.

Ginza shopping district had struggled with shoppers' shift to other areas such as Omotesando. While Isetan Mitsukoshi sales are -30% in 2020 compared to 2019, Mitsukoshi Ginza store is -50%.

Stores close in Tokyo's high-end mall amid travel bans, Real Estate

What: More than 400 leading figures send a letter to the Prime Minister demanding urgent action.

Why it’s important: British brands might not be able to afford selling in the EU anymore.

The UK’s GBP 35 billion fashion and textile industry is facing “decimation” as a result of red tape and travel restrictions thrown up by the new post-Brexit trade agreement with the EU, Boris Johnson has been warned. In an open letter to the UK’s prime minister, leading fashion industry chief executives and icons said that Brexit was strangling the complex international supply chains and relationships that underpinned their industry.

“With 42% of all export sales coming from the EU, the costs and administrative burdens of trading in continental Europe mean many of our members — not least the SMEs — have concluded they simply can’t afford to continue selling to those countries,” said Helen Brocklebank, the CEO of Walpole.

The Cabinet Office said it was working closely with businesses in the fashion industry to adjust to the new trading environment and was aware that some businesses were facing challenges.

UK fashion industry facing ‘decimation’ over Brexit trade deal 

Brexit & Fashion_ An Open Letter to the UK Government

Related items:

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