Reconfigure business strategies during crisis

As a retailer, I always find that there is something heartening, a sense of warmth and of absolute appreciation when I see a new concept or idea that breaks the mould of normality, that defies the constraints of an industry and seeks to readdress the issues that so much of the sector generally tries so hard to perform and operate within.

During tough times such as these, the retail markets around the world typically tend to look within themselves to try and salvage not only a certain element of pride, (no one wants to readily admit that times are indeed, very tough) but also operating within the boundaries that we are comfortable with. This comfort zone generally makes us feel that we are protected and averse to the pitfalls and dangers of an industry that will chew us up and spit us out in the blink of an eye. Moreover, this comfort zone is the one we turn to when times then are tough because we know it the best, as it will include our core customers, our repeat buyers and our 'safe' stock that we know sells, come what may.

Consequently when the industry is down, sales are slow and customers are tightening their belts, this is the time that these people produce the goods, if you'll excuse the pun. George Davies is such a person and as the retail sector faces its toughest test in the last 20 years, he has once again reconfigured the boundaries that he thinks his businesses ought to be operating in.

Brains behind revolution

During the 1980s and early '90s George Davies was the brains behind revolutionising the Next brand that adopted a significant draw of shoppers in the UK high streets and burgeoning mall sector. He turned a 'middle of the road' retailer for the masses into a design conscious, fashion orientated brand that catered to the well healed middle income professional and brought fashion and design to the high street, at a time when the country was in and out of recession. He was also instrumental in the development of the non-food fashion side of Asda, as it looked to gain significant market share away from its larger rivals. More recently he has been the chairman of Marks and Spencer's Per Una fashion line.

His most recent venture now comes at the worst of times; however he has a new spin on how retailers will operate. Instead of entering into a costly store country-wide opening programme, he has plans to launch a new mid-market fashion brand to the over 25's in a slightly different way.

Whilst he plans to have flagship stores in larger cities, he will then cascade these stores down into smaller towns and cities not through delivering smaller stores, but by travelling roadshows that will bring the stock to the customers.

Customers will be able to try on and buy the clothes, which will then be delivered to their homes the next day. This is a customer service orientated approach that will cater to local markets and have nation-wide appeal, but only via a few large stores. This is something that could change the way in which we view shopping in a conventional store visiting way and instead be based on the stores visiting us, essentially turning retailing and shopping on its head.

- The writer is Head of Retail, GRMC Advisory Services.