Cover of 'The Retail Doctor's Guide to Growing Your Business'

This post is something of a first for Soult’s Retail View – a proper book review! Before I talk about the book - which is the The Retail Doctor’s Guide to Growing Your Business, by Bob Phibbs – it’s worth just mentioning how I got to hear about this new title in the first place.

After years of LinkedIn feeling like a rather static and worthy business networking environment, the recent growth of its Groups feature has really brought the community to life. I’ve had my LinkedIn account for a while, and now belong to several worthwhile retail-related groups. The largest and busiest of these is the Retail Industry Professionals Group, a community with almost 55,000 members worldwide and many active discussion threads.

Currently, the most popular of these threads – with 100 comments, and rising – is one entitled “Who has a blog re: to retail out there?”, where, as you would expect, I flagged up Soult’s Retail View a few months ago. It was as a result of this post that I got a message from Bob Phibbs himself, suggesting that I review his new book.

Checking out The Retail Doctor’s Guide to Growing Your Business on Amazon, I was able to find out a little more about what I’d be letting myself in for. The book, essentially, is aimed at “the thousands of retailers frustrated by market challenges and looking for ways to take control of your business” – whether they are “a mom-and-pop, chain, franchise, or service business.” In particular, it sets out to help those retailers who are “looking for the advice of an expert consultant, but unable to spend the money” by providing “a step-by-step approach to evaluate your current business practices.”

With a copy of the 246-page book duly having arrived from the United States, I’ve been delving into it over the last couple of weeks. So, what did I make of it?

Well, even before I agreed to review the book, I did query whether it was being actively marketed in the UK – assured that it was, I felt qualified to critique it from a British perspective. Even so, the first thing to say is that the book is *very* American. The anecdotes are American, the style is American, and the language is American – and some of these may jar with UK readers.

The terms ‘clerking’ and ‘merch’, for example, were new to me, alongside the inevitable references to ‘lines’ rather than good old British ‘queues’. More generally, some might find The Retail Doctor’s tone a little preachy – he knows what he’s talking about, and the book makes sure that the reader doesn’t forget it, to the extent of making slightly comical use of a trademark symbol everytime ‘The Retail Doctor®’ is referred to. Coming across rather curiously to British eyes, this risks portraying the author as a corporate entity or brand, rather than as a real person.

So, there are a few negatives to get out of the way to start with – most of them entirely relating to The Retail Doctor’s Guide to Growing Your Business’s American feel and focus. However, as long as you can look beyond these niggles, it’s hard to dispute the book’s value as required reading for small retailers, whichever side of the Atlantic they may be on.

The book as a whole is pretty easy reading. I read it through from start to finish, which is probably the best way of doing it, though the clear division of topic areas between chapters – such as financials, hiring, selling and training – make it straightforward to also dip in and out.

One of the threads running throughout the book is the importance of understanding how personality types affect a business, with Phibbs introducing the four groups of Drivers, Analyticals, Expressives and Amiables.

Drivers and Analyticals are collectively known as ‘Thinkers’, with both displaying qualities of independence and decisiveness. However, while Drivers are confident and extrovert, Analyticals are more likely to be aloof and introvert.

Similarly, Expressives and Amiables, as ‘Feelers’, share the quality of being dependent. However, just as Expressives are talkers, extroverts and ideas driven, Amiables are introverted, indecisive peacemakers. A successful retail business, Bob argues, needs a combination of all four personalities, with the manager needing to make sure that their employees bring in whatever character attributes they themselves lack.

The Retail Doctor's website

Handily, the book gives the URL of The Retail Doctor’s Personality Quiz – part of a more extensive Retail Doctor website – and urges readers to take the test before proceeding any further. Happily, my test results suggest that I have a pretty balanced retail personality – 17% Driver, 29% Analytical, 21% Expressive and 33% Amiable. The website notes that no matter what type you are, you need to fully understand the other three, so that you can “become a chameleon when dealing with them as employees and customers.”

Progressing through the book, much of what The Retail Doctor says is common sense, yet it’s surprising how much of it needs to be restated – often quite forcefully. The book’s cover promises “no-nonsense” advice, and Bob certainly doesn’t mince his words.

It’s hard to argue, however, with the principle that “you have to take responsibility for the things that you can control” – whether that’s improving store performance, finding new customers or clearing unsold stock – or that “the only thing standing in the way of you succeeding is you.”

Similarly, as early as p.3, Bob is making clear that “you have to be profitable”, with profits meaning that “customers are rewarding you for your efforts in excess of what it costs you to run the business.” In contrast, he suggests, “if you are not making a profit, the market is punishing you for poor management, meagre product selection, inadequate location, or rotten employees.” Harsh, perhaps, but surely the essence of why businesses fail.

Much of what Phibbs advocates is about getting the retail basics right, and ensuring attention to detail. In his chapter on “the anatomy of a successful retail store”, he makes a good point about the best stores being like our homes – “neat, clean and well organised.”

In this context, I liked Bob’s statement that “no amount of promotions, events or buzz can change a store’s unwelcoming exterior, shoddy facility or bored employees.” Indeed, his anecdote of a coffee house with dirty counters, broken lighting, and staff who are more interested in talking to themselves than the serving the customer surely strikes a chord with anyone who has had a similarly underwhelming customer experience.

A point in the book about avoiding unwelcoming signs also resonates, with Bob claiming that signs such as ’No food or drink’ or ‘Children must be accompanied by an adult’ are rarely effective, but convey negative messages that “tell people to stay out” of the shop. He argues that retailers should “put out the red carpet” to grow their sales, not “the red flag.”

For similar reasons, Phibbs highlights ‘Do not touch’ signs as one of his top ‘Merchandising Don’ts’, suggesting that “you might as well put up a sign that says DO NOT BUY.” It brought to my mind all those beds that you see in department stores, too often accompanied with the warning ‘do not sit on the bed.’

An important chapter of the book is that which covers online marketing, giving effective advice on developing a website – something, Bob notes, that about 30% of attendees at his keynote speeches still don’t have. I particularly liked the illustration on p.182 of what Bob calls a “rotten title bar”, where instead of the name of the website and appropriate keywords it simply says ‘Home’. How many times have we all seen that, often on sites belonging to businesses that really should know better?

The book’s newness also means that it’s bang up to date in offering tips on how to use social media effectively – including Facebook, YouTube and Twitter, though not, ironically, LinkedIn.

The book ends with another line that really struck a chord, bringing to mind those retailers that grumble in the press every time they face the ‘threat’ of new competition. Bob’s closing gambit to those retailers is “whatever you do, don’t do a story in the local paper about how you can’t compete – because you can.”

Notwithstanding the book’s American focus and tone, this is clearly a lesson that can be applied in the UK as much as the US. Armed with Bob’s book, small retailers should be well equipped to harness the power that they do have over their own businesses – building on their strengths, tackling ther weaknesses, and working to create a customer experience that is distinctive, engaging, and that – above all – sells.

Image from 'Scotland's Shops' book, courtesy of Historic Scotland

One of the nice things about running my own architecture subject gateway, Sapling.info, is that I get the opportunity to read about plenty of interesting buildings and places. 

Earlier this week I paid a visit to the attractive and information-packed website of Historic Scotland, ahead of updating Sapling.info’s review of that site. While there, I was excited to see that the organisation has just published ‘Scotland’s Shops’, a 199-page book that examines the architectural history of shops in Scotland. My enthusiasm will hardly surprise you – regular readers of Soult’s Retail View will know by now that retail history is one of the areas that most interests me, even if my knowledge and coverage of Scotland, E&M aside, has been rather thin to date.

Image from 'Scotland's Shops' book, courtesy of Historic Scotland

‘Scotland’s Shops’ certainly sounds like the kind of book that will be appearing on my bookcase before too long, though I was a little surprised to see that it’s not yet listed on Amazon.co.uk. It seems like I may have to have a go at ordering from Historic Scotland’s own web store instead.

The book itself has quite an interesting story behind it, being written by Dr Lindsay Lennie – an expert on the conservation of historic shops – as part of a three-year Research Fellowship funded by Historic Scotland.

Image from 'Scotland's Shops' book, courtesy of Historic Scotland

The resulting publication apparently “explains the chronological history of the design of shops in Scotland, gives a technical background to the elements and materials used in their construction, as well as advice on their conservation, and also includes a gazetteer of retail buildings around Scotland.” In doing so, it “celebrates the history of Scotland’s retail architecture in a timeline from medieval markets to the post-war period”, featuring shops “from all around Scotland from Lerwick to Stranraer.”

Image from 'Scotland's Shops' book, courtesy of Historic Scotland

Fiona Hyslop, the Scottish Minister for Culture, formally launched the book last week and rightly flagged up the importance of historic shops on various levels – whether for the stories underlying them, for the celebration of craftsmanship, or simply for their architectural delight:

“Traditional shops and shop fronts form the heart of many high streets across Scotland and play an important part in our history.  Many long established family businesses and new owners who have inherited a shop with original tiling, shelving or a cast iron frontage are proud of the significance of these shops and want to ensure their survival for future generations to appreciate.

“Traditional Scottish building materials are also vital to the conservation and maintenance of our built heritage.  Many towns and cities have their own distinctive and recognisable shop front styles. The fact that so many of them have survived across the country is testament to the quality and durability of the materials used to construct them and the skill with which they were used.  

“Our shops  form the economic and social building blocks of our town centres – they are woven into the social fabric of our towns and communities. Their architecture and conservation are of great importance in order to retain town centres that are individual, appealing and meaningful.”

Given the book’s celebration of Scottishness and individuality, there’s both logic and incongruity in it being launched at Jenners department store in Edinburgh’s Princes Street.

Jenners' Grand Hall. Photograph by Steve F

Operating from that site since 1838, it’s true that Jenners remains one of Scotland’s most iconic and well-known shops, with its baronial exterior and celebrated Grand Hall making it a must-see for any visitor to Edinburgh. On the other hand, House of Fraser’s purchase of Jenners in 2005 has meant that the store is no longer particularly individual, nor especially Scottish – House of Fraser may have been founded in Glasgow, but its corporate HQ has long been based in London.

I haven’t visited Jenners in Princes Street since the HoF takeover, though the much smaller branch at Loch Lomond Shores in Balloch, which I visited in 2008, did strike me as a rather odd combination of twee Scottish souvenirs against a backdrop of HoF own-brand and designer labels.

Jenners, Edinburgh. Photograph by Richard Webb

This battle to define what Jenners is and stands for – trying to reconcile its quirky, independent heritage with the shinier (but arguably less interesting) personality of its corporate parent – seems to continually vex retail commentators. Retail Week’s John Ryan, for example, earlier this year described Jenners in Princes Street as “failing to measure up” – “it may have the brands, the point of sale and the aspiration to match its sister store in Glasgow, but… it’s a rabbit warren [and] difficult to find your way around.” Even Mary Portas, the BBC’s Queen of Shops, has previously lamented what she sees as the store’s loss of individuality under HoF’s ownership:

“Jenners’ internal design is absolutely stunning, but it feels like House of Fraser got a hold of it and it’s just ended up with a slightly hybrid shop instead of one that is still ‘Jenners’. Now it doesn’t know what it is – Arthur or Martha.”

Perhaps more critical, however, is if the feelings of the retail gurus are shared by actual shoppers. Judging from the numerous comments on the Mary Portas article – “just another House of Fraser”, according to one reader, or “just Frasers with a higher price tag” by another – you get the impression that they could well be.

Scotland’s shops might indeed, as Fiona Hyslop contends, be “woven into the social fabric of our towns and communities.” However, lose what makes a store cherished in the first place and there’s always a danger that the stitching will start to come undone.

Thank you to Richard Webb and Steve F for the shots of Jenners. The photographs are © Copyright Richard Webb and © Copyright Steve F respectively, and both licensed for re-use under the Creative Commons Licence.

Borders at Retail World, Gateshead. Photograph courtesy of Land Securities

Mixed fortunes in the news today for two specialist retailers that both have a presence at Team Valley Retail World in Gateshead – HobbyCraft and Borders.

Privately-owned HobbyCraft, which describes itself as “the UK’s largest chain of dedicated arts and crafts superstores”, has reported a 67% leap in full year pre-tax profits, with like-for-like sales over the last 35 weeks rising by 9%. Rather than suffering in the downturn, HobbyCraft has capitalised on Britons’ rediscovered enthusiasm for ‘making their own stuff’, firmly establishing itself as the market leader and expert in its field. Furthermore, with a compact estate of only 38 stores, there’s still plenty of scope for it to grow.

Message from the administrators on the Borders UK website tonight

In contrast, today’s announcement that Borders UK has gone into administration comes as little surprise, after months of speculation about the 45-store bookshop chain’s future. Just as Safeway in the UK was latterly an entirely separate business from the (still going) US chain of the same name, Borders UK no longer has any connection with the US Borders Group, having been sold off to private equity investors Risk Capital Partners in September 2007, and then sold on again, to Valco Capital Partners, in June 2009. Just in the last few days, WHSmith is reported to have pulled out of talks to possibly buy the chain. 

I’ve always enjoyed visiting the Team Valley Borders store – it is clean, spacious, and reasonably well-stocked, and I’ve always been impressed by the smartness and friendliness of the staff. As a retail brand, however, I think Borders in the UK has struggled to define a truly distinctive position – what exactly is it, for example, that makes a Borders store different from a branch of Waterstones or WHSmith, or, indeed, that gives it an advantage over Amazon.co.uk? Beyond the delightful aroma of Starbucks coffee, it’s difficult to think of an answer.

For the sake of the 1,100 staff who tonight are fearing for their jobs – including those at the North East stores in Silverlink and Stockton, as well as Gateshead – it would be excellent news if a buyer for Borders could be found. In reality, though, it’s hard to see any other retailer that would want to buy the entire business as a going concern. After all, it’s already been through three owners in as many years, and even in 2007 had found itself in that awful place where journalists prefix any reference to Borders with the adjective “troubled”.

More likely, sadly, is that WHSmith will cherrypick the best retail park sites, with Waterstone’s perhaps picking up one or two city centre stores; however, there are likely to be few such locations where the HMV Group-owned Waterstone’s isn’t represented already.

Interestingly, it’s exactly a year ago today that Woolworths went into administration; since the demise of Zavvi just a month later, HMV has had the high street music and DVD market virtually to itself. Now, with the possible fall of Borders, its sister company Waterstone’s might well find itself in a similar position of dominance.

At a time of recession, HMV’s resilient performance is to be commended; similarly, Waterstone’s continued presence and growth on the high street, in the face of intense competition from online stores, is surely welcome. Our town and city centres will be poorer, however, if Waterstone’s – having already swallowed Dillons and Ottakar’s in its lifetime – is the only choice of bookshop we have left.

Image by Zoran

I was quite chuffed, this morning, to have a short article on web usability published in The Journal. Much of what I wrote is, or at least should be, common sense: essentially, the need to understand what information your customers are looking for, and to give it to them in a way that is clear and engaging. Though the examples I used in the article related to tourism websites, the same principles apply across the board, including to retailers.

To be fair, many of those retailers with ecommerce sites have become increasingly adept at offering an easy and stress-free user experience. On the pure etail side, for example, Play.com’s clean, uncluttered interface makes it a pleasure to use – sometimes, it has to be said, more so than the increasingly complex Amazon.co.uk. Similarly, in more niche markets, many of the sites submitted to my Home Interiors Directory and Garden & Landscape Directory manage to combine a user-friendly online shop with a quirky and distinctive tone of voice.

Among those retailers that straddle both bricks and clicks, JohnLewis.com is particularly effective at conveying those brand values of space, quality and attention to detail that are similarly prominent within its stores. In contrast, I tend to find the Ikea website confusing to use, and normally end up heading to the physical store at MetroCentre instead.

Generally, though, I often find that it’s those retailers with simpler sites – providing basic information about the business, rather than e-commerce functionality – that would benefit most from an online revamp. So, using the example of department stores, how about some candidates for those retailers that I think are most or least effective at managing their basic online presence?

Fenwick website

One retailer whose website has always disappointed me is Newcastle-based chain Fenwick. Though the site’s content has been beefed up of late, and now provides core information about the company and its stores, its imagery and overall appearance is somehow cold and aloof; certainly, there’s no sense of the retail theatre that you get when paying a visit to its Newcastle flagship.

Williams & Griffin website

In contrast, the website for Williams & Griffin – a department store that Fenwick acquired in 2008 - conveys a much warmer and more engaging feel through its purple palette and use of colour photographs. Coverage of individual departments within the store is also more comprehensive than on its parent company’s site. Instead, Willie Gee’s main oversight is failing to tell us, anywhere on its home page or ‘about us’ section, where the store actually is. Thankfully, the ‘contact us’ page reveals that we can find Williams & Griffin in Colchester.

Bentalls website

Over to another Fenwick acquisition – this time Bentalls, in Kingston-upon-Thames and Bracknell – and yet another different set of brand imagery. The layout and content of the site is functional, but the overall look is cheaper and less slick than you might expect for a quality department store brand. Generic smiling women stock photos, an unreadable scrolling ticker, and – worst of all – an @btconnect.com email address (should you fancy the advertised cookery classes) all convey a less than professional image. Equally, the ‘copyright 2006′ tag and lack of any news stories give the impression of a site that is not lovingly maintained.

Beales website

If the Bentalls site conveys an image that seems at odds with its brand, Beales’ problem is that its site struggles to convey much of a personality at all. The home page is dominated – overwhelmed, even – by an enormous offers banner, yet the site gives only a limited feel for what it’s like to shop at a Beales store. Even the ‘about us’ page links to a ‘corporate statement’, its talk about ‘entry price points’, ‘trading policy’ and ‘assortments’ squarely aimed at shareholders rather than customers. Shoppers are unlikely to be wooed by the revelation that “value, at all levels of the market, plays an increasingly important part for our customers [sic] shopping basket”.

Encouragingly, we are promised a ‘new website’, ‘coming soon’ in autumn 2009; there’s even a countdown timer, helpfully informing us that the ’time until launch’ is ’34 days, 2 hours, 10 minutes and 26 seconds’. That’s undoubtedly good news, but it’s always a risky ploy to make such a big deal of an upcoming website revamp – not only are you building customers’ expectations about what they can expect in 34 days’ time (which is fine, assuming that the new site meets or exceeds those expectations), but you’re also effectively saying to shoppers that “we realise our current site isn’t very good”.

Lewis's website

One site that is too new to require a Beales-style makeover is that for the iconic Liverpool-based department store Lewis’s.  The Lewis’s site is largely effective, speaking with a distinctly local voice that successfully conveys the retailer’s independence and uniqueness. The site also celebrates the store’s heritage – with historic photos, and visitors invited to ‘submit their memories’ – at the same time as providing plenty of information about current and planned developments. If you were to pick fault, you might argue that the site sometimes has too much going on – for example, it might benefit from a little more white space, and less content disappearing off ‘below the fold’.

Rutherford & Co website

After so many niggles, we should probably end on a more positive note. One site that I particularly like is that for Rutherford & Co, an independent, family-owned department (or ‘lifestyle’) store based in Morpeth, in Northumberland. Where the Fenwick site fails to do the physical store justice, Rutherford & Co has packed its site with beautiful photographs that effectively convey the rich and quirky instore experience. “Welcome to the sumptuous world of Rutherfords”, the site’s home page declares, and – for once – it really does deliver on its promise.

Thank you to Zoran for making available the image used at the top of this post.