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The global retail industry is in the early stages of an era of profound and unprecedented, change. This book is intended to serve as a wide-ranging, robust, and practical guide to leaders of enterprises tasked with both understanding and delivering success in the new landscape of retailing. Part 1 describes the major directions and drivers of change that define the new retail landscape. Accelerating changes in technology, the rise to international prominence of internet enabled shoppers, and the rapid emergence of entirely new retail enterprises and business models are combining to re-shape the very fundamentals of the retail industry. No longer are shops central or even necessary to the business of retailing. No longer is choice for the shopper limited to the neighbourhood, town, or even country in which they live. No longer is the act of retailing solely the preserve of traditional retail enterprises as internet-enabled businesses, technology, logistics, suppliers, and financial services enterprises all seek direct relationships with the shopper. The new landscape of retailing is an unforgiving one. Success can be achieved more quickly than ever before, but failure is equally rapid. New opportunities are profound, but so too are the challenges. Part 2 of this book discusses the structures, skills, and capabilities that retail enterprises and their leaders will need if they are to be successful. This second edition presents more than 25 detailed case studies of innovative and successful enterprises alongside more than one hundred smaller examples to illustrate the themes discussed. A new afterword also presents ten central areas business leaders must focus on in order to build organizational resilienc in the wake of COVID-19 and the profound uncertainties retail enterprises now face. Frameworks and practical guidance are offered to help readers contextualise the nature of change occurring on a global scale, and identify the capabilities, skills, and perspectives that will be needed at both an enterprise and a personal leadership level.
關於作者
Alan Treadgold is an independent consultant and adviser. He advises a wide range of retail and consumer products businesses globally on issues of shopper engagement, go-to-market strategy, and retail industry change. He has spent over 25 years in senior roles with some of the world's leading management consulting, marketing, and communication companies, including PricewaterhouseCoopers, Leo Burnett, and WPP. He has a number of Board advisory roles with enterprises globally and is a member of the Advisory Board of the Oxford Institute of Retail Management at the University of Oxford's Said Business School. Jonathan Reynolds is Academic Director of the Oxford Institute of Retail Management and Deputy Dean at the University of Oxford's Said Business School. He is also an associate director of the Consumer Data Research Centre. His own teaching and research has focused primarily on the retail sector for the past 35 years. He is particularly recognised for his scholarship and expertise in the changing role of place in marketing and retail management, in electronic commerce & omnichannel retailing, innovation & entrepreneurship in retailing, and retail productivity and skills, and has worked with retail businesses, retail industry associations, and governments internationally. While his academic base lies in marketing and geography, Jonathan's research activities have also extended into science and technology studies and strategic management.
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