The Essence of Digital

How e-commerce is transforming not only the way we shop but the way we run our lives

Type in a search for ‘e-commerce’ and the definition is fairly universal “e-commerce: commercial transactions conducted electronically on the Internet”. Seems pretty simple and straightforward, yet behind this there is a multitude of implications for retailers and consumers alike which are transforming not only the way that we shop but the very nature of the way we run our lives. The digital revolution is of course well and truly upon us, shaping our lives in ways in which we never dreamt possible (think augmented reality, virtual mirrors, Amazon dash buttons, even Uber) and the exciting part is that this is just the beginning.

So before we consider how e-commerce impacts us today, it is worth a reminder of where it has come from. Take a look at what the Apple website looked like in 1996:


Clearly, in the ensuing 20 years much has changed. Consider the online experience in those days; no tablet, no smartphone, no broadband. Instead a desktop and a dial-up (for those of us old enough to remember that annoying tone) with patchy connectivity and glacial download speed – and of course, most of us had a phone which made calls and sent texts – perhaps typically a Nokia 6000 series. And we thought it was cutting edge – although the battery did last for days and not hours! So, from humble beginnings e-commerce has come a long way; today it proliferates our lives in ways in which we never dreamt possible. And in this context the UK market is often the focus of attention from the rest of the world so what is the significance of the UK?

UK retailing has the highest proportion of online retail sales, primarily driven by 3 factors: 1) smartphone penetration 2) wifi / broadband coverage and 3) geography – making home delivery accessible. Today online accounts for 13.4% of total UK retail spending (as opposed to 12.4% in the same period in 2015*). The Centre for Retail Research paints rather an apocalyptic scenario for the UK High Street where the share of online sales will account for 21.5% of all retail spend by 2018 resulting in:

  • Total store numbers falling by 22%, from 281,930 today to 220,000 in 2018.
  • Job losses could be around 316,000 compared to today
  • There will be a further 164 major or medium-sized companies going into administration, involving the loss of 22,600 stores and 140,000 employees. Many of these companies will survive but at the cost of closing more than half their stores.

That all adds up to a period of dramatic change for UK retail where the flexibility, ease, convenience and options e-commerce provides, is completely reinventing the way in which we shop. According to the IMRG, sales via smartphone and tablets in the year to April 2016 grew by 29.4% meaning that virtually all growth in e-commerce sales is now coming from mobile. A sharp reminder to all those retailers who haven’t yet optimised their sites for mobile that in 2016, this represents our preferred method of shopping. According to some sources, retail sales via mobile devices will reach 50% share by 2020. This might be a little far-fetched however it serves to indicate where retailers should be paying attention and making their investments.

Somewhat perversely, it is those retailers who manage to combine both online and in-store in one seamless experience who will survive as opposed to simply focusing on online alone. And this is the key to succeeding in today’s brutally competitive retail marketplace: understanding how online and stores interact and that each are part of a whole as opposed to representing different channels. John Lewis were one of the first to recognise this and invested heavily in supply chain in order to meet the consumer demand from online. In its 2016 annual report, whilst sales for John Lewis grew +4.4%, sales from online grew by 17%. A trend echoed across the industry.

The growth of e-commerce, particularly mobile, will continue unabated; where it finds its natural level as compared to in-store sales is difficult to predict, if only because as channels become more and more blurred, many retailers are still grappling with how to account for online sales – to the store in the case of click and collect or to the online website. However, one thing is certain; those who manage to deliver one seamless, integrated, convenient, easy to use, engaged and above all inspiring experience will succeed. In today’s retail world, the term ‘digital’ is often used and has become very much a mantra for many, nowhere is it more relevant than e-commerce – the essence of digital.

*source: Office for National Statistics April 2016 Report

Andrew Busby is Retail Business Head at Zensar Technologies

Data Driven Decisions

Data driven decisions

The changing role of the retail CMO

In the past, life was relatively straightforward for an IT vendor – we spoke to the CIO, convinced him or her of the business value of our proposition, they would agree the investment spend with the CFO and we signed a contract. Done. Everyone knew their place.



But as we know, things look very different today; because in addition to the CIO, there is the Chief Digital Officer, the Chief Customer Officer and of course – the Chief Marketing Officer. Each and every one of them has a stake but in the case of the CMO this is an ever expanding, ever more critical role. The omnipresent nature of the internet and the access it affords to consumers means that marketers are now pivotal to the success of the business. And in this context, business = brand. More than ever before it is all about how the brand is perceived (think Tesco vs Aldi / Lidl) as, in this world of the super connected, digital consumer, everything is just a click away. And information and insight about brands and products is constantly at our fingertips.

The consumer journey now involves extensive research, product assessment, consumer reviews, peer recommendations etc etc and in all this the key to unlocking the insight which is so desperately required is: data. Lots of it, mountains of it – and we know this as Big Data. And Big Data and Analytics = Consumer Insight and competitive advantage for our CMO. With this and the ability to turn all this data into actionable insight comes the unlocking of the Holy Grail: Personalisation.

Personalisation has been on the agenda for many years now, however, when we look back in years to come, in this context we will view 2016 as we now view VHS and cassette players of the 1980’s; antiquated, immature and downright clunky. Remember, there are millions of current internet users (and spenders) who have never known a world without digital commerce.

So, to return to our CMO for a moment and to understand how and why they hold the key for many IT vendors in this digital age. According to a recent McKinsey report, “Consumers knowledgeable about and comfortable with online research and sales will make many companies change their business models”. And in this context, as the CMO’s role broadens, so does their sphere of control and influence and, of course, their budget.

In November last year, Gartner reported that 2015 saw marketing budgets increase 10 percent to 11 percent of revenue, and two-thirds of marketers expected their budgets to grow in 2016. Areas of focus being social marketing, analytics, customer experience and digital commerce.

So it is increasingly to the CMO that CEO’s are now turning in order to drive the business forward. The CIO’s role becoming one more of a guardian of the data and the internal supplier to the CMO in as much as providing the means by which they can steer the organisation in the face of the torrent of consumer engagement and knowledge. According to the same Gartner report; “Digital marketing was one of the highest ranked areas of marketing technology investment for 2015 and a full 20 percent of marketers said digital commerce was the highest priority on their list.”

What can we conclude from all this?

In today’s data driven digital retail world, it is imperative that IT vendors understand two things:

  1. Digital – be it commerce, mobile, social etc
  2. The language and agenda of the CMO

In the new normal digital world, just as a retailer must interact with their customers in a way which is engaging, contextual and above all relevant; so too must IT vendors engage with retail businesses in a similar fashion and this means stepping outside the traditional comfort zone of the CIO’s domain. And above all it means having the ability to be able to work with a retailer to unlock the potential of all that data.


Andrew Busby is Retail Business Head at Zensar Technologies

£3bn by 2020

£3bn by 2020

The impact on retail of the National Living Wage

The National Living Wage in the UK came into effect today, Friday 1st April. Much has been said and written about the impact this will have on industries who traditionally employ large numbers of low paid workers. So what is it and what impact is it likely to have on retail?

The National Living Wage or NLW is a new national minimum wage of £7.20 per hour for everyone aged 25 and over. The rate is 50p higher than the previous minimum wage of £6.70 – although that lower rate will still apply for those aged 21 to 25. And between 1st April 2016 and 2020 the rate is set to increase to £9 per hour.

Retail and hospitality account for approximately half the number of workers on the lowest pay, meaning that as of 1st April some 300,000 retail workers received a pay increase. Some estimates put the total cost to retail in the region of £3bn per annum by 2020.

So what can we expect as a result of all this?

Price rises are the first and foremost obvious area however as we know retail is extremely competitive and the reality might be that retailers will only be able to mitigate the impact marginally through price. Added value services such as home delivery and click & collect will be targets for charging where before this may have only existed for certain basket sizes.

The real threat however will be to jobs and stores where the impact of the increase in costs will force retailers to rethink their staffing levels and store estates. This you may think is nothing new however, coupled with the emergence of smartshoppers (mobile, digital, smartphone savvy consumers) retail is set to continue its rapidly ever changing landscape. NLW will only help to accelerate this. So what of new technology and how will retailers use this to help offset this increase in costs?

Consumers can expect more self-service and self-scanning technology to be used as retailers try to reduce staff hours. According to the Centre for Retail Research, a lot of new technology will also be applied to warehouse operations. However, this is also a very good time to be in the business of workforce management. As the full impact begins to bite, retailers will start to take a different approach to their workforce from being the largest (almost) fixed cost to one where they are seen as an asset. Productivity will again be the byword and across store estates, in parallel with the role of the store morphing in response to the rise of (typically) mobile online shopping, staffing levels will come under scrutiny whereby having the right staff, with the right skills, at the right time & in the right place will be of paramount importance.

How much of this change would happen regardless of the introduction of the NLW is open to debate but what is clear is that the NLW will at the very least accelerate it, if not have a strong influence on priorities over the coming years.



Andrew Busby is Retail Business Head at Zensar Technologies

UK Retail

UK Retail

UK Retail is the most vibrant, dynamic, exciting, competitive retail environment globally; in this blog, Zensar Retail Business Head, Andrew Busby, examines what are the trends & driving forces behind this and what this means for the industry.

UK Retail leads the world. That might seem a bold statement on the surface but look just a little closer to realise why this holds true. The combination of many factors and influences all coming together in a heady cornucopia of consumerism has given rise to something I refer to as Absolute Retail. Consider for a moment the iconic shopping malls, High Streets and stores which are found across the UK and you begin to understand the significance of UK Retail.

In 2011 the number of smartphone users in the UK was 21.6m, by 2015 this figure has nearly doubled and by 2017 is likely to hit nearly 44m(1). In 2013 the UK population surpassed 64m for the first time of which the 15-64 age bracket accounted for 42m(2). Compare this to the US market whose total population is 321m of which the 15-64 age bracket account for 66%(3) and the number of smartphone users 184m(4).

From a UK perspective this is significant for retailers when we consider that 73% of UK consumers predict that they will spend more on mobile this year and that 15% now use mobile as their primary shopping device(5). But smartphone penetration is only a part of the picture of why UK Retail is such a dynamic fast paced and rapidly changing environment. Omnichannel / multichannel, whichever we prefer to refer to it, the lines between the online and offline world are converging at a rapid rate to the extent that the terms are becoming redundant. It is one shopping experience except that the journey may begin and end in different places, on different media according to the consumer preference at any given time. Either way, the UK is highly advanced when compared to the US market in its use of online and mobile with nearly double the number of UK consumers buying groceries via mobile than in the US.

Geography has a large influence in this picture, resulting in significant growth in click & collect; OC&C forecasts that in 2015, growth in the volume of units ordered online but collected in store will overtake that for home delivery for the first time, increasing by 53m parcels, year on year, compared with a rise of 38m parcels for home delivery. This trend is also giving rise to innovation in the supply chain, especially fulfillment; for example, Asda aims to have 1,000 remote click and collect locations by 2018, which would include drive-throughs or lockers(6).

Personalised, relevant shopping with ease is now the key to retail success and embracing the use of mobile at every step of the journey. This has led to increasing levels of innovation, removing obstacles and barriers in the shopping journey all aimed at making the shopping experience more enjoyable and pleasurable designed to entice the customer to keep coming back again and again.

And in this way, the UK leads through innovation, whether it be mobile, in store experience or personalisation. This is set to continue as expectations demand ever more relevancy in all interactions with retail brands. And Zensar is at the heart of this working with leading UK retailers to engage their customer engagement and customer experience. By working with those leading retailers Zensar has developed an intimate understanding of what UK retailers need in a partner; and not only that but the pace of change and dynamic nature of the industry means that partners need to be both agile and flexible in their relationships with retailers. Ready and able to deliver innovative solutions wherever and whenever they are required.

1 Statista
2 Office for National Statistics
3 United States Census Bureau
4 comScore
5 Centre for Retail Research

2015: Relentless Pace of Change

Five for Fifteen

It seems hard to imagine that we are already 4 months into the year and the pace of change in retail continues to be relentless; so just how is 2015 shaping up and what are the standout trends we should be watching?

1. The customer relationship

The power shift towards the consumer. Mobile, social, smartphones apps all place more power and influence in the hands of the consumer and this continues to be very evident. Retailers may try to influence and control this but the resistance to this fundamental shift will be fruitless; much like trying to prevent and discourage showrooming. Those who do so will be deemed old school and no longer relevant. Those who actively encourage consumer participation in the brand – typically through product development, merchandising, promotion etc – will outperform the competition.

2. The role of the retail CIO

The role of the CIO undoubtedly continues to evolve, impacted by the increasing power & influence of the CMO and CDO. The retail CIO is at a pivotal point which, given the right strategy could take them to the centre of the retail organisation however there is growing evidence that they are slowly being marginalised by the digital transformation their colleagues, most notably the CMO and CDO, are driving. Should this continue, the role of the CIO will be no more than custodian of the organisation’s data. They will largely be charged with the ‘run’ function and for operationally keeping the lights on but (digital) innovation will be driven from elsewhere within the organisation.

3. Evolving business models

Putting the customer at the centre demands that online & offline converge into one. A customer centric approach will affect all parts of the retail organisation in ways never before conceived. As availability becomes an ever more critical part of the operation, so the supply chain will need to become far more responsive and agile. This is putting huge strains on retail operations to deliver.

4. Customer engagement models

Customer & brand engagement roles will assume greater importance as the customer is put at the centre of the business. The traditional structure and culture of retail organisations where command and control driven by sales figures is viewed as paramount will be eroded. This will be replaced by a much more inclusive, customer driven model where the customer interaction and engagement is at the heart of and drives the rest of the retail business. Retailers will slowly begin to shift from a sales driven culture to one where sales are seen as the desired outcome of great customer engagement and experience.

5. The role of the store

Perhaps the most significant trend which is now dominating is the question: what role do the stores have to play in an omni-channel world? And the different strategies being played out by different retailers; some feeling the strain of too much space and closing unprofitable stores, others seeing expansion of the estate as the way forward. Either way, one thing is for sure, the store will be the pivotal value proposition in promoting the brand. Online – especially mobile – sales continue to grow but still represent a relatively small % of total sales and whilst growth in online will continue for some time to come it will eventually find a point of equilibrium whereby online and offline become one with the online experience more and more found in store.

How these trends emerge and develop during 2015 will in itself be interesting to observe but one thing is certain: the pace of change within retail will continue to accelerate.

Andrew Busby is Retail Business Head at Zensar Technologies

Adapted from original blog published December 2014

Using Twitter to get C-Level Appointments a Case Study #Socialselling

Great blog on using social to sell via @timothy_hughes

Blog by @Timothy_Hughes

Using Social Media to get C-Level Appointments – A Case Study

Loews-Hotels-to-allow-booking-of-rooms-by-TwitterThis blog is about how a sales guy is using LinkedIn and Twitter to get C-Level Appointments.  People often say to me “Social Media is for teenagers, give me an example of where people are using Social Media to create, real, tangible, business.”  Here is that example.

Paul @snapdragon_paul contacted me over @Twitter, he lives close to me, so we agreed to have a coffee.  I was interested in his story on how he had saved £70,000 on recruitment fees by using Cloud and Social Media. We got talking, and Paul talked through his sales career (story was very similar to mine) and then talked about how he was using Social in his current sales role.

What hooked me, was when he told me he had made 10 C-Level appointments in a week!  This blog will now share with…

View original post 821 more words

Internet Retailing Expo

Internet Retailing – From Bricks to Clicks

The Internet Retailing Expo took place at the NEC earlier this week; 2 days packed with insight and content on all aspects of the etail world we now inhabit.

But what does internet retailing actually mean? What was once a completely separate channel, often totally diverse from the main core of the business, is now not only the fastest growing part of any retail business but perhaps the most critical to its future success. Ignore this at your peril was the clear message; don’t be caught in a downward spiral of digital paralysis because your competition is snapping at your heels and the pace of change is relentless.

Digital disruption carries with it a large dose of risk but in order to survive retailers have to embrace the change, ignoring it is not an option. So what were the key themes which emerged?

1. Personalisation

Never has it been more critical to know your customer – intimately. To earn the right to market to them is to win the right to win. That relationship between customer and retailer has never been more dynamic or as volatile as it is today. As consumers, we are more fickle than ever and display ever more promiscuous behaviour. Retailers must be able to stitch together the myriad of touch-points they have with their customers and to be able to not only interpret all the data in a meaningful fashion but be able to be relevant, inspiring and engaging. The single view of the customer remains the holy grail and it is clear that whilst everyone is on the same journey, some are further along that journey than others.

2. Fulfilment

When is there ever an Expo or conference of this nature without click and collect featuring heavily these days? It is only a few years since click and collect became known in the UK but already it is rapidly changing the business model. Where once the supply chain was viewed as a necessary but, let’s face it, dull part of any retail business, consisting of trucks and distribution centres, now it is central and integral to the success of the entire retail business. The supply chain is now in the hands of the consumer and is very visible. Stock inventory, product availability are key and the expectation is of certainty of availability. Always on, always available, anytime, anywhere, anyplace.

3. Customer Experience

“To know the why of your organisation is to enable you to deliver great customer experience” Alison Lancaster advised us during her keynote. And perhaps this is the most dynamic aspect of the most dynamic industry today; how to deliver an inspiring, exciting, engaging, multi-sensory customer experience which will entice your customers to return again and again? This is where clicks meet bricks, this is where the dovetailing and seamless integration of online and offline occurs, this is the new battleground for retailers. ROI now means return on influence. As Selfridges’ Claire Higgins succinctly put it “don’t try and measure the ROI of social, you must simply engage”.

And so we come full circle, in the days when Harry created one of the most iconic department stores in the world, it was critical to know your customer. Today it has never been truer, the secret is to be able to do this at scale.

Andrew Busby is Retail Business Head at Zensar Technologies

Retail Week Live

Retail Week Live

“To know your customer is to know why you are in business”

2 days, over 100 speakers, more than a 1,000 delegates – Retail Week Live was again the highlight in the retail calendar and Zensar was there to witness it all.

Bigger and better than ever, this was a landmark event in retail, never before has the pace of change been so frenetic, never before has the future looked so uncertain. In the words of retail CEO’s the retail climate today is “challenging” and “threatening”. We heard about failing fast, daily release cycles, experimentation, personalisation, working with start-ups; in short this felt like a conference of its time. Very different to previous years, reflecting the huge uncertainty in the industry.

Last year much was discussed about the technology……technology for the sake of it and how it would revolutionise our entire shopping experience. Well, to a large extent that is true and is playing out now but this year it seemed that the focus was more on technology as an enabler. An enabler to driving retail business outcomes; and so the themes revolved more around customer experience, personalisation, being disruptive, being relevant; in short knowing your customer – intimately.

But today many if not most retailers are unable to develop this intimate relationship with their customers; some such as Shop Direct, the winner of the Zensar Retail Technology Initiative Award, are closer than others – 1.2m different homepage personalisations is impressive – but the majority are unable to. Why? In order to become intimate with their customers, a retailer needs to not only know an awful lot about that customer – shopping behaviour, preferences, social influence, where and how they shop, even what mood they are in – but critically, to be able to join up all these different multi-various touchpoints and engagements into one cohesive and coherent dialogue.

Some, especially if not exclusively, such as the newer pure play retailers are better positioned than most due to the fact that they do not have the same legacy complexities and constraints to grapple with. But in the main for most it requires investment in order to liberate the data (by which to be able to make sense of it) the retailer holds and then in turn to convert it into meaningful, relevant customer information across the organisation.

Once this is achieved, personalisation is enabled and ultimately a single view of the customer – the Holy Grail. Only then does the retailer begin to make up ground on the soaring expectations of their customers. Only then can they truly seek to drive loyalty, NPS and conversion rates. 100 years ago a retailer knew their customers intimately because they were on the street corner and their customer base was small and they developed an intimate relationship with that small group of people. The need to do so holds true today as it did then but the challenge now is to do this at scale. As Shop Direct are doing with “experimentation at scale” so others need to follow suit.

Retail is now, more than ever, about the brand. We have an emotional connection with brands; as customers we like to understand and be knowledgeable about brands, about their products. We want to know if they ethically source, how they treat their staff, what part they play in our communities. Nearly half of all store assistants today believe that their customers know more about the product than they do. But we expect retail brands to know about us; our wants, needs, preferences, lifestyles, and yes even what mood we are in.

A personal example of how to get this very wrong which I recently experienced: sadly my mother passed away last year, however this didn’t stop one well known grocer pushing Mother’s Day promotions to me via their app – which is now uninstalled from my phone and I am unlikely to shop at that particular grocer ever again.

Personalisation is all about knowing your customer, intimately, respectfully, subtly. Those who achieve this earn the right, those who don’t will forfeit that right and as in the case above, do so spectacularly.

As the two keynotes from Dixons Carphone CEO Seb James at the opening of the conference and Sainsbury’s CEO Mike Coupe at the close both echoed: “adapt or die”.

Andrew Busby is Retail Business Head at Zensar Technologies

Retail Week Day 1

Retail Week Live Day 1
Day 1 of the greatest retail gathering on the calendar did not disappoint; plenty of insight from the leaders of our industry and thought provoking messages to conjure with.

One thing is clear – none of us really knows what the future holds for retail and more importantly what the connected consumer of the future looks like. This is what makes Retail Week Live so absorbing and fascinating – never has the industry been so dynamic and exciting.

From Seb James to Lord Mandelson to Mike Coupe to Jacqueline Gold, Retail Week served up a veritable cornucopia of distinguished speakers to whet our appetites and fuel our collective thinking. Inspired by all this, what were the main themes emerging from day 1?

We live in an age of the connected consumer but what does this mean? It signals a fundamental shift from traditional thinking and represents, according to Seb James, an asteroid about to hit us. Never before have we been in an age where the power and influence of the consumer has been so great. This is both a threat and an opportunity for retailers. Those who grasp it will reap the rewards whilst those who choose to ignore it will die. It is that simple. This power is challenging the traditional retail business model.

Much is said about digital but few are able to articulate what this means for us as consumers and especially for retail brands. But one thing is clear, a digital future awaits all of us and the opportunity will be how we embrace it in order to better fulfil our lives. Day 1 at the conference demonstrated that retail has a huge part to play in this – just how much only time will tell. If we are to trust retail brands then they must earn the right to connect with us but what they get in return will be invaluable.

Never before has retail been so relevant to all of us; never before has the future been so uncertain.

Andrew Busby is Retail Business Head at Zensar Technologies

Retail Week Live 2015: Sessions You Must Attend

Retail Week Live 2015

The retail event in the calendar is nearly upon us. This year it takes place once again over 2 days in London March 11th and 12th; here Andrew Busby takes his pick of the must attend sessions at Retail Week Live 2015.

  • “The Retail Week Live Opening Speech”


Unlike many of his peers, Sebastian James is both eloquent and entertaining and that’s reason enough to be sure to get your seat at the opening keynote. But more than this, he heads an exciting organisation which through the merging of Dixons and Carphone is creating a business which may become the blueprint for the future of retailing. If you want to know how to create a retail business for the digital age then this is a must attend session.

When: Day 1 Wednesday 11th 09:00 – 09:30 Track: Main

  • “Living in a selfie world: how far will the connected consumer go?”


Social, or more especially the impact and influence of social media on today’s retail landscape is still overlooked to an extent by many. In most retail businesses, social performs as an adjunct to the business, bolted onto the Marketing Department in order to listen out for and respond to customer complaints. This is but scraping the surface of something which will become central to a retailer’s brand engagement with their customers. A connected consumer is one who will exert a power and influence over a brand previously unheard of and in a world where over 75% of all phones sold is now a smartphone and 4G, wi-fi in store become readily available anywhere, the consumer will at all times have the ability to shop, engage, discuss, comment, research wherever and whenever they like. This has far reaching consequences for retail brands which should not be ignored.

When: Day 1 Wednesday 11th 14:14 – 14:45 Track: The Consumer

  • “Delivering exceptional results through exceptional store experiences”


Consumer expectations of the experience they wish to get from retailers and the actual reality are very much far apart; this is a central issue for retail right now: how to engage – and therefore drive loyalty – with our customers? Digital is not just about online and mobile, it should be central to the store experience – kiosks, interactive mirrors, RFID, mobile, iPads – if used in an elegant way it drives conversion, customer individualisation and loyalty. As the new normal shows us, moving from a sales led organisation to one which places customer engagement and experience at the heart of everything they do, involves a leap of faith few retailers seem able to make just yet. Understanding the new emerging role the store places at the heart of customer experience is a key element in driving exceptional sales results.

When: Day 2 Thursday 12th 14:55 – 15:25 Track: Your Customer

  • “Closing Keynote: Transformation in the grocery market – causes & consequences”


The grocery sector never seems to be out of the media spotlight just now; much of the seismic change we are currently witnessing being driven by us, the consumer. We expect cheap food, perfect looking fruit and vegetables, convenience from point of purchase to fulfilment, availability 24×7, greater ranges……the list goes on. Is the current model sustainable? With Ocado posting a profit do we have reason to be more optimistic? Either way there are important lessons to be learnt from the upheaval affecting the grocers, not least of which the impact of price and brand engagement on sales. As Mike Coupe establishes himself in the top job at Sainsbury’s this promises to be a fascinating insight and closing session to the conference.

When: Day 2 Thursday 12th 16:50 – 17:20 Track: Main


Andrew Busby is Retail Business Head at Zensar Retail