In today’s InternetRetailing newsletter, we’re focusing on retail strategies that are working, to a greater or lesser extent, as the shape of shopping changes.
We report on how Quiz is expanding its business via both online and international sales. One interesting comment comes from chairman Peter Cowgill who says that Quiz’s omnichannel model allows it to “focus on the areas where Quiz can generate the highest growth”. At the moment that’s international and online, but that could change. The key here is flexibility. Quiz (whose clothing is pictured) also puts an emphasis on the importance of stores to its model and it plans to double the size of its estate in the medium to long-term. As a relative newcomer, it’s not hampered by an expensive legacy store estate that is so afflicting retailers such as Mothercare and M&S, to name but two that are currently closing stores. In this context, Quiz’s results serve as a timely reminder that the high street is not dying – but changing.
That fact is underlined by British Retail Consortium figures that show retail sales growing both online and offline, the latter thanks to strong food sales. But while the balance is changing as shoppers buy more online and less in stores, successful retailers such as Quiz see the importance of ensuring both work.
AO World has reframed its strategy as it puts the emphasis on pleasing its customers, both consumers and B2B buyers of both goods and recycling and logistics services. This is another retailer that’s growing sales in a competitive market, although investment in European operations means it’s still unprofitable. Also focusing on customer service is John Lewis, as it buys a home improvement project website to take the pain out of having work done on the house.
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