A6040-752 exam Dumps Source : Assessment: Retail Store Solution Sales V4
Test Code : A6040-752
Test designation : Assessment: Retail Store Solution Sales V4
Vendor designation : IBM
: 65 existent Questions
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RedPrairie service provider, a customer driven optimisation company, has efficiently completed validation of its retail and provide chain solutions on IBM shop Integration Framework, IBM’s bendy, scalable Java 2 Platform, enterprise edition (J2EE), working environment and componentized architecture, developed for retail retailers the employ of industry-leading IBM middleware. RedPrairie's shoppers benefit with decreased can impregnate of deployment, simpler integration with other products and a totally supported accustomed implementation platform from IBM.
The capable for IBM Retail shop innovations akin to preserve Integration Framework initiative brings together platform-unbiased software providers that bring options designed and built for the retail industry. through this initiative, IBM labored with RedPrairie to validate options that meet a rigorous evaluation of subsequent-technology, open-specifications-based mostly shop environments.
RedPrairie’s suite of retail functions streamline, synchronise and optimise retail operations from the preserve shelf back during the network of suppliers, developing elevated shop profitability, extra efficient supply networks and improved synchronisation between headquarters, stores and provide chain operations.
The retail sector has been among the slowest industries to adopt recent applied sciences, but with the continued upward thrust of unified commerce -- the seize-all time term for shopping experiences meant to circulate seamlessly from in-keep to online -- sellers are increasingly greater inclined to ramp up their tech transitions and discover the cloud. The problem many agents now physiognomy is an abundance of choice, and finding out precisely the course to navigate their complex cloud journeys.
should examine: accurate cloud suppliers 2019: AWS, Azure, Google Cloud; IBM makes hybrid movement; Salesforce dominates SaaS
Out of the key cloud companies, hybrid shift player IBM -- which has made some huge bets on a hybrid and multi-cloud future, including its $34 billion purple Hat acquisition -- is approaching the retail trade as the administration console for valued clientele in the cloud, managing divide techniques, capabilities and suppliers.
IBM's platforms plug into divide cloud environments, giving agents the flexibility to piece collectively clouds in their own method. For retailers, deciding upon distinctive cloud providers and clouds is uninterested to back divide applications and employ circumstances -- every diminutive thing from managing product inventory across manufacturers to monitoring client loyalty courses.
This strategy is in tremendous section driven with the aid of the consumer. consumers today necessity buying experiences to be personalised, true-time and connected. For agents, this requires marrying advanced, actual infrastructure and digital modernization.
however in accordance with Chris Wong, IBM's VP of approach and industry ecosystem, agents today are nonetheless concentrated basically on relocating their base infrastructure as a fashion to pressure can impregnate efficiencies and enrich elasticity. the bulk of a retailer's services are nonetheless Run on-premises. that is slowly altering, Wong mentioned, as sellers glimpse to build the next wave of applications, features and workflows from the HQ stage down to the store associate.
"while adoption is growing to be abruptly, firms, including agents, are nevertheless very a much deal within the early phases," spoke of Wong. "at first we're working with marketers within the facts center, but we're additionally relocating beyond information facilities and corporate headquarters and into the store. here's a neighborhood where dealers were reluctant, as a result of there is a mission vital, high availability necessity they've for their outlets."
also: Microsoft Azure: everything you should learn about Redmond's cloud carrier | Cloud computing: 5 key enterprise tendencies to seem to be out for | every diminutive thing you necessity to recognize concerning the cloud, explained
Wong spoke of IBM is working on a scope of options to create sure high availability of infrastructure on the store degree, with cloud being utilized for efficiency and adaptability efforts. greater generally, Wong talked about agents are furthermore exploring surrounding capabilities around AI, blockchain and automation.
"The primary challenge is that sellers suffer had the selfsame trade mannequin for a long time," Wong observed. "They now deserve to reclaim money into existential innovations to compete available in the market. this may entire require recent technology."
Wong stated IBM's approach to cloud is concentrated on a yoke of core areas:
"or not it's going to be a multi-cloud world," Wong referred to. "A retailer can furthermore wish to employ blockchain for provide chain, or demand planning and forecasting in one other cloud. they will aid them convey that entire collectively."
looking at the broader cloud supplier market, gamers akin to Google, Microsoft and Amazon were touting the perks of their respective structures and promising to back retailers on their digital transformation journeys. Microsoft currently introduced a retail-as-a-provider (RaaS) partnership with grocery store chain Kroger, which is splitting its cloud buying between Azure and GCP. in the meantime, Walmart is partnering with Microsoft to create employ of its AI, web of things rig and Azure.
IBM matches in as a issuer that can back sellers create the cloud leap devoid of necessitating an incredible infrastructure overhaul or posing a aggressive desultory -- something Wong stated is a factor for some dealers that settle to steer clear of AWS for learning conflicts of activity. however, Wong furthermore credits Amazon with forcing the retail trade to improve and innovate.
"Amazon has tapped into what patrons necessity and need, and everyone else has to up their video game."PRIOR AND linked insurance:
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In order to understand the coming AI adoption problem in retail, you first necessity a diminutive history. A history of charge optimization.
Climbing the Markdown Hill
In the early 2000’s a recent technology hit the retail market, called charge optimization. The first use-case to be adopted focused on markdown optimization, or pricing inventory near the cease of its life to clear out as expeditious as practicable at the greatest margin possible. Coming off of the Internet bubble bursting, retailers had vast problems with too much inventory, and markdown optimization was their savior – helping them clear out overstocked items without taking an entire bath on margin in the process.
Markdown optimization produced some counter-intuitive results, and was initially resisted, but as its value became proven, more and more retailers with short lifecycle products found themselves in a position of a market expectation that they would suffer markdown optimization to protect themselves from putrid product purchase decisions.
The counter-intuitive section came in two ways. One, it turned conventional wisdom about markdown cadence on its head. Retailers historically waited as long as practicable before marking a product down, and then marked it down steeply in a short wave of cuts that came every week or every two weeks at the cease of the product’s life. What markdown optimization did (and still does today) is recommend shallower cuts earlier. If you suffer a 12-week lifecycle for a product, instead of waiting until week 8 to lop prices by 40%, and then 50%, 60%, and 75%, you start cutting prices by 25% in week 6, for example, and then result a shallower set of cuts until the eventual hard heed before pulling whatever product is left from the store.
If, by week 6, inventory just is not moving, there’s no sense in keeping it at regular charge – complete margin on $0 in sales is $0. Making a shallow lop gets product affecting again, and sells more of it at 25% off, avoiding a greater amount of sales at 40% off.
The second thing markdown optimization did was retract the cadence to a more granular level. Instead of affecting entire product at the selfsame cadence across entire stores, retailers could apply different timing to different locations, and even to different SKUs within the selfsame line. There’s no sense marking down bikinis in September in Miami, even when it makes a lot of sense to start doing that in Chicago. But additionally, markdown optimization could recommend marking down specific colors within the selfsame SKU – markdown the white and yellow now, but preserve selling the red and blue at complete price, for example.
Retailers initially resisted this idea, on the grounds that consumers wouldn’t tolerate paying complete charge for the red when the white is sitting on the clearance rack. Turns out, that wasn’t so much of an issue – it’s a pretty facile explanation of “the white and yellow aren’t selling, that’s why they’re marked down but the red is not.” And in the end, allowing a greater granularity in how and when hard marks are taken both captures more margin and is tolerated by consumers pretty well.
Omnichannel fulfillment has created some disruption here since the early days of markdown optimization (why not sell the bikini online in September at complete price, no matter where the customer may be, and just ship it from Chicago?), but other than that, the trade case for markdown optimization is pretty cut-and-dried, and there is diminutive resistance among merchandising organizations about using it to gain themselves out of embarrassing purchases that aren’t affecting according to plan.
If you reason this is the parallel for adoption in AI – after all, anything that contains the word “optimization” is just a machine learning feedback glimpse away from becoming AI – reason again.
Hitting The Wall: base Price
Markdown optimization is not the complete account of charge optimization. Markdown is there to gain rid of putrid buys with the least amount of pain. But it’s only needed if you create putrid buys in the first place. Or, at the very least, it’s only there when sell-through is not matching the plan.
Once most of the retailers who were going to buy markdown optimization had bought it, the vendors had to straggle upstream into other areas of pricing. There are two: promotion optimization, and initial or base charge optimization. In the interest of time, let's glimpse only at base price. And it is here that charge optimization hit a wall - an adoption wall.
Base charge optimization is exactly what it sounds like: what should be the initial charge of a product (when looking at short lifecycle merchandise) or what should the “regular” charge of a product be, for items that are longer lifecycle, with multiple replenishment phases (like grocery)? base charge has had the greatest adoption in grocery, at least in the US, mostly thanks to Walmart – not because Walmart adopted it, but because grocers who were competing with Walmart needed to retract a more nuanced approach to charge in order to survive Walmart’s relentlessly low prices.
It generally worked fancy this. Grocer A competes in a region of the United States, but does not suffer a 100% overlap in locations that directly physiognomy Walmart in an immediate shopping radius. If Grocer A cuts entire prices to match Walmart, they straggle out of trade because they don’t suffer the scale or operating margin be able to match Walmart for long. But if they retract a more granular – localized – approach to pricing, they can differentiate pricing, usually into three tiers: locations that physiognomy no competition (price what the market will bear), locations that physiognomy non-Walmart competition (be aggressive on key items that build a consumer’s charge image of the retailer, and create it up on the repose of the basket), and locations that directly physiognomy Walmart as competition (a more aggressive promotional stance, combined with charge matching for those key items that contribute to charge image). Effectively, the locations that physiognomy no competition become margin subsidizers of the locations that physiognomy inflexible competition.
But even in grocery, which had an easy, compelling trade case for base charge optimization, there was propel back. I vividly bethink attending a charge optimization conference in Fall of 2008 – it was the selfsame week that the stock market crashed, which is why it sticks so permanently in my intelligence – and one of the speakers was from a common merchandise retailer who explained the lengths she had to straggle to in order to gain her company’s stores to implement some of the base charge recommendations that were coming out of the optimization. She was in a bit of a unique position, because stores didn’t suffer to accept charge recommendations, but the case still illustrates the problem.
In her example, she talked about the charge of ice – you know, the vast freezers at the front of the store, which you bust into pretty much only when you’re throwing a party and you necessity 10 lbs of ice chips for the coolers so that you can store drinks there. No one looks at the charge of ice. More often than not, consumers suffer shopped the store, bethink at the eventual minute they necessity ice, and request that the store associate ringing their sale just add a yoke bags, which they’ll pick up on the course out.
For this particular retailer, they had gone through implementing base charge optimization but were getting very tepid results, and they had a hard time figuring out why. Finally, they just sent team members out to stores to physically commemorate what was going on. Turns out, not any of the stores were implementing the recent prices. When they asked store managers why they were ignoring the recent prices, the store managers said that the recent prices were unreasonable and there was no course they were going to implement them. The store managers pointed out that their own bonuses were on the line, and they weren’t going to retract a hit just so someone else’s team could glimpse good.
When the team asked what was so unreasonable about the prices, the store managers pointed to a lot of different products, but one that was 100% common across entire of the store managers interviewed was ice. The retailer generally sold ice for $1.27, and the charge optimization had recommended jacking the charge up to $2.99, course more than double the stale price. “If they reclaim that charge up, we’ll never sell ice again” was the common response. Additionally, the store managers took this one case as proof that the optimization was just wrong, and that it must be wrong across the board. Thus, nearly 0% compliance on the base charge recommendations in stores.
The project manager and event speaker, exasperated, finally arranged for one store manager’s subsidy to be guaranteed, so long as there was 100% compliance on implementing prices coming out of the base charge optimization. At the core of any charge optimization instrument is an assessment of elasticity of demand – reason Economics 101, where the charge of gasoline is very inelastic (you necessity it, pretty much no matter what) while the charge of, say, chocolate cake is very elastic (if the charge goes up, you can easily opt to carry out without cake).
Turns out, the charge of ice is very inelastic. Even at $3 a bag in 2008, it was inexpensive enough that no one blinks at the price. It’s a convenience item, which means you kindhearted of want to buy it at the set where you buy your groceries so that you don’t suffer to create an additional trip just to gain ice. And it’s purchased infrequently enough that people generally don’t suffer an anchor charge or set expectation for how much ice should cost.
The store manager grudgingly raised the charge of ice (along with entire the other charge recommendations), and found… no repercussion on the purchase of ice. demand stayed the same, and the retailer made a much higher margin on ice. And the world didn’t cease with entire the other charge recommendations, either (some increases, some decreases). In fact, the store manager got his 100% guaranteed bonus, but ended up leaving money on the table because the store outperformed even higher-end expectations during the test period.
With that store manager as an ally, the charge optimization project manager was able to convince other store managers to buy in, and eventually got the project rolled out as intended, although more than six months behind schedule because of having to fight a ground war store manager by store manager to convince them to adopt the recent charge recommendations.
Explaining charge elasticity to store managers was not enough to convince them to adopt. It was only after the team convinced one store manager to try it that they had enough leverage to originate to convince other store managers to try it. But even then, it was really the combination of both parts – the evidence that it worked, combined with an explanation of why it worked – that really moved the needle on adoption.
This is the lesson for ersatz intelligence: you suffer to both convince someone to retract a header on a ‘wing and a prayer’ and then clarify to them why it worked differently than expected. And that is exactly the biggest challenge for AI today – most AI solutions carry out a very poverty-stricken job of explaining why it should toil differently than their expectations. reason of it as the Kung Fu Hustle of retail: when faced with people who suffer spent their entire lives being profitable at the thing they base their reputations on (whatever it is that AI optimizes), sometimes you necessity to demonstrate them that there is something recent to learn that they never expected in order to gain them to be your ally instead of your enemy.
The Bottom Line
The inequity between charge optimization and AI, at least around where it can be applied within merchandise planning, is that charge optimization promised to create existing jobs easier – and, in fact, created all recent pricing departments within the merchandising organization. With AI and merchandise planning, the pledge is a threat – no new merchandising jobs (maybe some in IT), and potentially doing away with existing jobs as it automates more and more of the merchandise planning process. If you can’t pledge people some intrinsic benefit out of that, fancy a all recent opening to learn, just convincing some people to be guinea pigs for a recent process isn’t going to be enough.
And the one set where AI is the weakest today, is in teaching people the why behind what an AI recommends. Black box AI should not be trusted – they don’t suffer enough controls in set today to create sure that it doesn’t straggle off the rails in what it learns. But worse, when it doesn’t educate the people using it on what it learns, it keeps a captious benefit off the table – one that would befriend overcome the barrier of user adoption.
In charge optimization, base charge made some traction in grocery, but it took a lot longer outside of that vertical, and it’s only through extensive efforts of companies fancy First Insight, which exposes the “why” behind its charge recommendations, that adoption is coming. Promotion optimization is a all other mess, which lags even base charge – and adoption challenges there are not limited just to fashion. AI needs to learn the lessons of charge optimization, and address them. Retail is an early adopter of AI, but that lonesome does not guarantee success.
Future Market Insights has announced the addition of the “In store signage Market: Global Industry Analysis 2013 - 2017 and opening Assessment; 2018 - 2028" report to their offering
This press release was orginally distributed by SBWire
Valley Cottage, NY -- (SBWIRE) -- 02/19/2019 -- In-Store Signage Market Introduction:
Need for cost efficient in-store marketing solutions for better communications is one of the key concerns for most of the retailers and brand owners across the globe. It enhances the efficiency of in-store marketing and advertising. employ of in-store signage has been growing exponentially during the eventual decade. Increasing penetration of modern retail across the globe paves the course in the sales of in-store signage. They are current instrument for branding and promotion in shopping malls and hypermarkets or to convey some message regarding specific products in the store. In-store signage can be used in portable frames in retail store or vast promotional displays. Furthermore, they are used for various applications such as indoor graphic displays, retail signs, POP displays, and special advertisement regarding any discount offers or sale within a store. Overall, the outlook for the growth of global in-store signage market is expected to be positive during the forecast period.
Need for In-store signage:
In retail industry, in-store signage plays an efficient role in generating sales and in-store advertising. It is used for in-store marketing, which helps in creating brand image among the customers. In-store marketing helps in establishing a wealthy brand identity for excellent customers' experience. It is not only to retain existing customer base, but furthermore to grab the attention of recent buyers. In-store signage inside the retail store furthermore helps customers to locate the merchandise. Nowadays, it has been seen that, it is the signage which actually attracts the customers in the store. In-store signage provides visual interaction between brand and customer which is a best course to connect customer to a brand. Today, there are lots of retail chains available in the market with lucrative offers. engrossing and appealing in-store signage actually distinguishes a retailer to its counterparts. Digital signage are now used in set of conventional signage in stores, and this trend is expected to continue over the next decade. It is due to the intuition that digital in-store signage in retail can retract the upsell a step further by grouping products together to meet current offers. These factors are anticipated to drive the in-store signage market in the near future. These actually behave as a secretive salesman for the store, plus it helps in branding and promotions of respective products.
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Millennials are the target buyers:
It has been observed that, millennials prefer in-store purchasing instead of shopping online. They prefer to straggle to stores to buy products. Below exhibit shows how often millennials straggle for in-store purchasing. It indicates that, more than 50% of millennials prefer in-store purchasing and repose of them straggle for mobile and computers, i.e. online shopping for purchasing goods.
To preserve this ratio up consistently, retailers and store owners necessity to provide attractive offers and in-store perks to the customers. This factor is expected to drive retailers' attention towards attractive in-store signage, which helps in boosting the in-store signage market.
Key players in In-store signage market:
Estimated Tier Structure of Companies:
Tier 1 Companies in In-store signage market:
It includes companies with revenue above US$ 15 Mn: Doyle Signs, Inc.,Walton Signage,North American Signs,Jones mark Company
Tier 2 Companies in In-store signage market:
It includes companies with revenue between US$ 5 Mn to US$ 15 Mn: Ramsay Signs, Inc.,Baron mark Manufacturing,Impact Signs, USA,Global Signs, USA,Joslin & Son Signs,Keith Fabry Reprographic Solutions,Signtech Electrical Advertising, Inc.
Tier 3 Companies in In-store signage market:
It includes companies with revenue below US$ 5 Mn: Sign Pro Inc.,Cummings Signs, Inc.,Priority Sign, Inc.,Anchor Sign, Inc.,American Sign, Inc.,Gordon Sign,Deco-Sign LLC,Casco Signs Incorporated,Back Bay Sign,Comet Signs, Inc.
The report is a compilation of first-hand information, qualitative and quantitative assessment by industry analysts, inputs from industry experts and industry participants across the value chain. The report provides in-depth analysis of parent market trends, macro-economic indicators and governing factors along with market attractiveness as per segments. The report furthermore maps the qualitative repercussion of various market factors on market segments and geographies.
Report Highlights : Detailed overview of parent market,Changing market dynamics in the industry,In-depth market segmentation,Historical, current and projected market size in terms of volume and value,Recent industry trends and developments,Competitive landscape,Strategies of key players and products offered,Potential and niche segments, geographical regions exhibiting promising growth,A neutral perspective on market performance,Must-have information for market players to sustain and enhance their market footprint.
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For more information on this press release visit: http://www.sbwire.com/press-releases/consumption-of-in-store-signage-market-to-remain-high-during-2018-2028-1151061.htm
The UK's retail sector is quaking as inflation and taxes mount and consumer spending slips. Plymouth is not immune. These are the firms that suffer caught a cold, or are beyond life support, so far in 2018:
Toys R Us - The advertising jingle sang of toys in their millions, entire under one roof, but the huge outlet in Western Approach is now vacant as the toy store chain became the first vast casualty of the UK's retail meltdown. entire Toys R Us stores nationwide are now closed or closing.
Bargain Booze - The off-licence chain deal Booze went into administration in April 2018 following a warning that earnings would be £5.2million less than expected. The chain, which has five outlets in Plymouth and another in Saltash, warned earnings for this pecuniary year would be “below current market expectations”. But administrators were able offload the retail division to food wholesaler Bestway in a £7million deal.
Debenhams - Beleaguered Debenhams could shut floors in its Plymouth department store as it looks at solutions to the retail meltdown which has seen its pre-tax profits slump by 84 per cent and insurers lop back on suppliers' credit cover. The chain is understood to be looking to downsize at least 30 stores blaming “profound change” in shopping habits for woes.
House of Fraser - Troubled department store chain House of Fraser announced it will shut storeswhen a Company voluntary Agreement was accepted by creditors on June 22, 2018. It initially said just 18 outlets would still be trading, but it has since "saved" three stores, after being taken over by Sport Direct honcho Mike Ashley, including Plymouth's. The company made a £43.9million loss in 2017 – blaming Brexit, terrorist attacks and increased online competition. Sales fell from £840.9million to £787.8million in 2017 – a drop of 6.3 per cent.
New glimpse - The budget retailer has had to weighs up “options” amid dismal sales figures and in April 2018 announced it could immediate 100 stores putting 1,500 jobs at ris. Private equity-owned Poundworld, which has a huge Plymouth store in recent George Street, said it is considering its future as speculation mounts that it will opt to restructure the business.
Marks & Spencer - Retail bellwether Marks & Spencer, which has a huge store in Plymouth city centre, is closing 100 of its biggest stores, about a third of entire those selling clothes and homeware, by 2022 after it reported a 62.1 per cent Fall in pre-tax profit to £66.8million in the year to March 31, 2018.
Mothercare - The baby and maternity products chain issued a profits warning after like-for-like sales fell by 7.2 per cent during the 12 weeks to December 30, 2017. Mothercare has now decided to straggle out of Drake Circus mall, but will relocate to a unit more than double the size at the under-construction Plymouth Gateway Retail Park at Marsh Mills. The retailer is looking to shut anything up to more than 50 stores and its March 2018 trading update revealed total UK sales were down 5.6 per cent in the 12 weeks to March 24, compared with the selfsame term in 2017.
Carpetright - The troubled retailer has been floored by painful losses and is preparing to immediate even more stores – and said things will gain worse after Brexit. For the 26 weeks to October 27, 2019, the group made a loss before tax of £11.7million. Underlying earnings swung to a loss of £1.7million compared with a profit of £8.6million for the selfsame time in 2017. Carpetright furthermore said it was braced for a damaging dip in consumer spending and self-possession after Brexit. In March 2018 it shut three Devon stores, but kept the two in Plymouth open.
Maplin - Electrical goods retailer Maplin collapsed into administration in February 2018 putting jobs at risk. The company, which employed 2,500 people in the UK and had a large store in Plymouth’s Cornwall Street, said the capital needed to prop up the trade – and shield it against tough trading conditions – had proved “impossible to raise”. The store had a huge closing down sale in April 2018 and finally shut in Plymouth in on June 11. entire stores in the group are expected to be shut by July.
Poundworld - The budget retailer went into administration in June 2018 after revealing dismal sales figures, putting 5,100 jobs at risk. Private equity-owned Poundworld shut its huge Plymouth store in recent George Street in July 2018 after staging a "closing down sale".
Laura Ashley - Womenswear and home furnishings retailer Laura Ashley is to immediate stores after seeing annual profits plummet to just £100,000. The group – which owns 160 stores across the UK including in Plymouth, Exeter, Barnstaple and Truro – saw statutory pre-tax profits Fall from £6.3million a year earlier as retail like-for-like sales slid 0.4 per cent amid “difficult” trading conditions..
H&M - mode giant H&M has said it is braced for further sales falls across its stores in 2018, including its Plymouth outlet in Drake Circus Shopping Centre.
Poundstretcher - Credit insurers aretightening terms for suppliers to Poundstretcher, a straggle which is generally seen as an indicator of concerns a retailer is about to straggle bust. Poundstretcher, which has a huge outlet at Plymouth’s Friary Retail Park, in Exeter Street, saw a £3.4million profit eddy into a £3.5million loss in 2017.
Moss Bros - The men’s outfitters made a £1.7million pre tax loss for first six months of 2018 – and blamed the World Cup
The company – which has stores in Plymouth, Exeter, Falmouth and Truro – has warned over profits after pungent summer weather and the World Cup “distraction” pushed the menswear chain’s profits into the red. Earnings demonstrate the retailer swung to a pre-tax loss of £1.7million for the six months to July 28, having posted a profit of £3.9million in the selfsame term eventual year. The retailer said it was knocked by £1.2million in store impairments, in light of a “small number of underperforming stores“, and took a further £800,000 hit amid “reorganisation and employee-related costs”.
Game Digital - Profits at Game, which has two stores in Plymouth city centre, nosedived by more than a quarter – amid a tough market for consoles – leaving the retailer looking to restore its fortunes through the fast-rising e-sports sector.
Homebase - There are fears Homebase stores throughout the South West could be dragged into a second wave of closures that could remark up to 40 of the DIY outlets shut – putting hundreds of jobs at risk. The DIY chain, which has 21 outles in the West Country including Plymouth, is sounding out advisers for a potential Company voluntary Agreement (CVA), having already closed 17 outlets.
Topshop, Topman, Dorothy Perkins, Burton, Evans and Wallis - In May 2018 Sir Philip Green's Arcadia Group reported profits dipped by 42 per cent from £215.2million to £124.1million and sales fell 5.6 per cent in the year to August 26, 2017, sliding from £2.01billion to £1.91billion.
Sports Direct - deal tracksuit and trainer retailer Sports Direct blamed an £85million hit from its stake in Debenhams for dragging full-year profits down 72.5 per cent. The chain, which has a huge outlet in recent George Street, Plymouth, said pre-tax profits plunged to £77.5million in the year to April 29, 2018 – from £281.6million a year earlier.
McColl's - Convenience store operator McColl’s has seen pre-tax profits nearly halve to £2.3 million in just six months during one of the “most challenging” term in the chain’s history. The firm, which has more than 10 outlets in the Plymouth area, saw its surplus drop from £4.5 million during the selfsame term eventual year. The company blamed the decline, for the 26 weeks to May 27, 2018, in section on the collapse of wholesaler Palmer & Harvey, which disrupted its supply chain. It furthermore impacted McColl’s like-for-like sales which fell 2.7 per cent in the first half of the year.
Saltrock Surfwear - The Plymouth and Exeter branches of the mode chain were among five that closed, with 29 staff losing their jobs, after the firm went into administration and was instantly taken over by the national Crew Clothing Co Group. Saltrock was started in the 1980s but taken over by Plymouth Argyle's departing chairman James Brent's company in 2012.
Footasylum - Streetwear store Footasylum swung to a £2.5million half-year loss bemoaning a challenging trading environment.The premium sports chain, which opened in the mid-tier at Drake Circus Shopping Centre in 2016, has posted a pre-tax loss of £2.5million in the 26 weeks to August 25, 2018, compared with a £1.7million profit in the selfsame term in 2017.
Paperchase - Stationery chain Paperchase suffered a mammoth Fall in profits and had its credit insurance cover slashed in September 2018. The company, which has a flagship store in Plymouth’s Drake Circus Shopping Centre, is coming under mounting pressure after one of its main credit insurers reduced cover following the slump in profits.
Superdry - mode chain Superdry has estimated profits will retract a £10million hit and is blaming the weather – again.
The chain – which has outlets in Exeter, Truro, Newquay, St Ives and Plymouth’s Drake Circus Shopping Centre – issued a profit warning after it said “unseasonably pungent weather” had impacted its autumn and winter sales. Earlier in 2018 it complained the Beast from the East snowstorm had hit sales.
American Golf - The Plymouth and Exeter branches of huge sports retailer American Golf will stay open after a late rescue package saved the company – though the troubled firm is shutting outlets across the country. Customer orders and gift cards are furthermore protected after Europe's largest golf retailer was rescued from collapse in a deal which safeguards 900 jobs and will preserve open the store at Plymouth Golf Centre, Elburton, and Exeter’s at Bishops Court Retail Park in Sidmouth Road.
Bonmarché - The budget women’s mode chain saw profits tank dramatically. The company – which has branches across the South West including Plymouth's recent George Street – watched at profits were nearly lop in half in the first six months of 2018 as frail consumer sentiment and lower footfall stung the struggling retailer.
B&Q - DIY giant B&Q is facing woe after seeing sales tank. The company’s owner, Kingfisher, warned there was "no quick fix" to its problems as it posted a slump in sales at the DIY chain in November 2018, and said it will exit its trade in Russia, Spain and Portugal to focus on its core markets. recent figures demonstrate B&Q in the UK saw a 2.9 per cent Fall in like-for-like sales in the three months to October 31, 2018.
HMV - Music and movies retailer HMV went into administration for the second time in just six years in December 2018 putting 2,200 jobs at risk. Although it was later brought out of administration by Canadian music store mogul Doug Putman, it still shut 27 branches including in Plymouth and Exeter. HMV had blamed a huge slump in the UK’s CD and DVD market for making its situation "unsustainable". It blamed a “tsunami of challenges” facing the UK retail sector, and changing behaviour from customers. Plymouth's store reopened on February 23, 2019.
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