By Jonathan Reynolds, Associate Professor in Retail Marketing at Saïd Business School, University of Oxford
Future of retail: everything must go
For nearly 150 years, the department store was seen as the apotheosis of the consumerist dream. Vast pleasure palaces offering everything one might need – clocks, cameras, umbrellas, mattresses, trousers, stationery, toys, tearooms, cafes, sewing schools, mini-golf courses and 'girls-only' gun clubs – all under one roof. Since the first one opened – minus the gun club – in London’s Pall Mall in 1796, department stores, with their glossy cosmetics counters and ornate window displays, offered a frisson of luxury. They helped to promote the idea of shopping as leisure.
These seemingly evergreen emporia are now suffering. In the past two years, major US department stores JCPenney, Neiman Marcus Group and Barneys New York have either been sold or filed for bankruptcy. For others, the future seems bleak: today they comprise less than 3% of all retail sales, according to the US Department of Commerce, down from 10% a generation ago.
Nothing, it seems, can save these grand old dames, their business models pulverised by fast-fashion retailers, discount chains and, of course, e-commerce and the inexorable rise of Amazon. Yet, in January Amazon announced the latest plans for growth: to open its own Amazon Style physical fashion store in Los Angeles later this year.
Such is the topsy-turvy nature of retail in 2022. The next 25 years are set to be even more disruptive, with social networks looking to challenge Amazon’s hegemony by embracing retail in a bid to unlock billions of dollars from users. Meta (formerly Facebook) launched its Shops feature last year, and recently integrated its Facebook Pay service with Shopify; embracing commerce is 'the right long-term bet' according to CEO Mark Zuckerberg (despite the impending demise of Meta's cryptocurrency play, Diem).
Instagram redesigned its layout last November to accentuate its shopping features, while YouTube, TikTok and Twitter are all experimenting with similar retail-led services focussing on live streaming. With the market for global social commerce (the use of social media for e-commerce) predicted to hit $604.5 billion (£444bn) by 2027, this is already the primary direct sales channel for many businesses. Its impact could be huge. Until recently, all brands needed to do to sell products online was establish a digital store and add a ‘Buy now’ button. Now it seems they also need to find a way to inveigle their way into people’s news feeds.
‘Social commerce goes back to the nature of us as social animals,’ says Jonathan Reynolds, Associate Professor in Retail Marketing and Deputy Dean. ‘If the lockdowns have taught us anything, it’s that we crave being social and if we’re denied the physical company of our fellow social creatures, we get it digitally.’
These seemingly evergreen emporia are now suffering. In the past two years, major US department stores JCPenney, Neiman Marcus Group and Barneys New York have either been sold or filed for bankruptcy. For others, the future seems bleak: today they comprise less than 3% of all retail sales, according to the US Department of Commerce, down from 10% a generation ago.
Nothing, it seems, can save these grand old dames, their business models pulverised by fast-fashion retailers, discount chains and, of course, e-commerce and the inexorable rise of Amazon. Yet, in January Amazon announced the latest plans for growth: to open its own Amazon Style physical fashion store in Los Angeles later this year.
Such is the topsy-turvy nature of retail in 2022. The next 25 years are set to be even more disruptive, with social networks looking to challenge Amazon’s hegemony by embracing retail in a bid to unlock billions of dollars from users. Meta (formerly Facebook) launched its Shops feature last year, and recently integrated its Facebook Pay service with Shopify; embracing commerce is 'the right long-term bet' according to CEO Mark Zuckerberg (despite the impending demise of Meta's cryptocurrency play, Diem).
Instagram redesigned its layout last November to accentuate its shopping features, while YouTube, TikTok and Twitter are all experimenting with similar retail-led services focussing on live streaming. With the market for global social commerce (the use of social media for e-commerce) predicted to hit $604.5 billion (£444bn) by 2027, this is already the primary direct sales channel for many businesses. Its impact could be huge. Until recently, all brands needed to do to sell products online was establish a digital store and add a ‘Buy now’ button. Now it seems they also need to find a way to inveigle their way into people’s news feeds.
‘Social commerce goes back to the nature of us as social animals,’ says Jonathan Reynolds, Associate Professor in Retail Marketing and Deputy Dean. ‘If the lockdowns have taught us anything, it’s that we crave being social and if we’re denied the physical company of our fellow social creatures, we get it digitally.’
Social Shopping
Covid-19 has made us gravitate even further towards social media, with consumers spending more time researching and making purchases online. A huge number (44.8%) of global internet users used social media to search for brand information in 2020, according to Data Reportal’s Global State of Digital report.
The rise of social commerce seems inevitable, especially because it relies upon – and amplifies – the notion of trust. The deluge of likes, retweets and online reviews give consumers greater assurance of a product’s quality.
‘Thirty years ago, there wasn’t an awful lot of information on products so people trusted brands more,’ says Jonathan. ‘But with peer-to-peer crowdsourced insight into brands appearing on the likes of Tripadvisor and Airbnb, we’re exposed to more information to help us make decisions and now brands have to work harder to earn that trust.’
Online recommendations from those within our social circles are also influential. ‘We’ll trust our friends and families over advertising agencies any day,’ says Jonathan. ‘That’s always been the case.’ Social commerce has another canny tool in its arsenal. ‘Frictionless’ payment options such as one-click, guest checkout, saved shopping cards and auto-filled card details allow us to buy products within seconds. Fintech firms like Sweden's Klarna and Australia's Afterpay take this one step further: allowing shoppers the option to buy now, pay later. Payments are likely to become even more frictionless in coming years: the likes of Amazon employ armies of experience designers who detect pain points in customer buying journeys.
Social commerce sites can also leverage technology in ways other e-commerce sites can’t. Snap has been investing in augmented reality (AR) technology that allows users to try on virtual clothing, watches and jewellery – an experience online retailers struggle with. Snap’s Future of Shopping report forecasts a 37% increase in Gen Z shoppers using AR to purchase a product by 2025.
The rise of social commerce seems inevitable, especially because it relies upon – and amplifies – the notion of trust. The deluge of likes, retweets and online reviews give consumers greater assurance of a product’s quality.
‘Thirty years ago, there wasn’t an awful lot of information on products so people trusted brands more,’ says Jonathan. ‘But with peer-to-peer crowdsourced insight into brands appearing on the likes of Tripadvisor and Airbnb, we’re exposed to more information to help us make decisions and now brands have to work harder to earn that trust.’
Online recommendations from those within our social circles are also influential. ‘We’ll trust our friends and families over advertising agencies any day,’ says Jonathan. ‘That’s always been the case.’ Social commerce has another canny tool in its arsenal. ‘Frictionless’ payment options such as one-click, guest checkout, saved shopping cards and auto-filled card details allow us to buy products within seconds. Fintech firms like Sweden's Klarna and Australia's Afterpay take this one step further: allowing shoppers the option to buy now, pay later. Payments are likely to become even more frictionless in coming years: the likes of Amazon employ armies of experience designers who detect pain points in customer buying journeys.
Social commerce sites can also leverage technology in ways other e-commerce sites can’t. Snap has been investing in augmented reality (AR) technology that allows users to try on virtual clothing, watches and jewellery – an experience online retailers struggle with. Snap’s Future of Shopping report forecasts a 37% increase in Gen Z shoppers using AR to purchase a product by 2025.
The world of digital couture is set to reach its zenith in the metaverse, according to commentators – the virtual world in which Facebook is investing billions. Just as in creative gaming platform Roblox – where virtual Gucci bags sell for more than their real-life equivalents – it’s anticipated metaverse users will buy apparel and other items for their avatars.
Shopping compulsion
There are, of course, inherent dangers should social commerce become highly successful. During the pandemic, our insatiable scrolling led to increasing bouts of oniomania, with people impulse-buying chocolate, pandemic puppies, even goldfish. Research from Barclaycard found that people in the UK spent £40.6 billion ($55bn) online on non-essential items during the first national lockdown – around £770 ($1,050) per person.
The dopamine rush of these spur-of-the-moment sprees could have profound consequences for vulnerable people, particularly those with mental health issues. As such, social commerce sites could face legal restrictions. And even embracing more conventional e-commerce isn’t as straightforward as it seems.
‘Yes, it’s easy for social media firms to have a marketplace model, but it’s much harder for them to have the logistics, delivery models and algorithms that produce efficient delivery… Don’t forget, it’s taken Amazon 25 years to get where it is now – effective operationalisation of commercial enterprises takes time to develop.’
‘Social commerce combines our first favourite activity, socialising, with our second favourite, shopping,’ says Jonathan. ‘It’s a seductive phenomenon that puts the drug straight into the bloodstream.’
The dopamine rush of these spur-of-the-moment sprees could have profound consequences for vulnerable people, particularly those with mental health issues. As such, social commerce sites could face legal restrictions. And even embracing more conventional e-commerce isn’t as straightforward as it seems.
‘As many businesses discovered during the pandemic, increased growth online brings you all kinds of new customers,’ says Jonathan. ‘But these aren’t just enthusiastic early adopters: many e-commerce providers found they’d acquired new customers who were more demanding. Also, such rapid growth in customers can’t always be resourced or accommodated. If you’re an online-only grocer, you can’t build a warehouse overnight to meet increased demand. Instead, you’ll have to constrain delivery slots, perhaps angering your most loyal customers.
‘Yes, it’s easy for social media firms to have a marketplace model, but it’s much harder for them to have the logistics, delivery models and algorithms that produce efficient delivery… Don’t forget, it’s taken Amazon 25 years to get where it is now – effective operationalisation of commercial enterprises takes time to develop.’
Sustainable shopping
Covid-19 may also have forged a more positive trend: according to global 2021 study Who Cares, Who Does? by market research firm Kantar, nearly half of all households (49%) said that the pandemic made sustainability more important to them. The purchasing power of ‘eco-actives’ could be significant, with Kantar estimating this segment, who could form half the global population by 2030, will spend $446 billion on fast-moving consumer goods in 2021, up $70 billion from the year above. By 2026, it forecasts this expenditure will grow to $925 billion.
The trend towards more sustainable shopping appears to be driven, in part, by younger generations. The Kantar study also found 36% of respondents identified ‘family’ (mostly children) as being the most influential factor (over, say, product packaging) in their adopting more eco-friendly shopping habits. This so-called ‘Greta effect’ may yet encourage parents to embrace their offspring’s sustainable fashion trends. The phenomenon is exemplified by the success of peer-to-peer second-hand shopping app Depop. With 90% of its 30m users under 26 years old, Depop was bought by Etsy in June for $1.6 billion (£1.1bn).
Despite the rise in sustainable shopping, the instant gratification of one-click shopping with e-commerce titans may be hard to resist, despite their environmental impact (Amazon’s emissions grew 19% during 2020) and the fear they may put small independent retailers out of business. ‘People might say they are in favour of saving the planet,’ says Jonathan. ‘But if they need that toothpaste now and can have it delivered within an hour many will buy it.’
The trend towards more sustainable shopping appears to be driven, in part, by younger generations. The Kantar study also found 36% of respondents identified ‘family’ (mostly children) as being the most influential factor (over, say, product packaging) in their adopting more eco-friendly shopping habits. This so-called ‘Greta effect’ may yet encourage parents to embrace their offspring’s sustainable fashion trends. The phenomenon is exemplified by the success of peer-to-peer second-hand shopping app Depop. With 90% of its 30m users under 26 years old, Depop was bought by Etsy in June for $1.6 billion (£1.1bn).
Despite the rise in sustainable shopping, the instant gratification of one-click shopping with e-commerce titans may be hard to resist, despite their environmental impact (Amazon’s emissions grew 19% during 2020) and the fear they may put small independent retailers out of business. ‘People might say they are in favour of saving the planet,’ says Jonathan. ‘But if they need that toothpaste now and can have it delivered within an hour many will buy it.’
The next Amazon?
Amazon’s dominance could face a challenger if Alibaba’s plans for expansion into Europe come to fruition. To move its goods to the continent, the Chinese internet giant has built an airport hub in the Belgian city of Liège, where it has also established rail links to the Chinese city of Zhengzhou, 9,000 kilometres (5,590 miles) away.
With 1.25 billion monthly active users, China’s WeChat messaging app is often cited as a model for Facebook’s social commerce ambitions. Its smooth integration with other apps (such as Alibaba and digital wallet service WeChat Pay) partly explains its popularity.
‘One of the reasons why WeChat has become so successful is that it’s an integrating platform with everything on it,’ says Jonathan. ‘It doesn’t get in the way of your social chat – you buy something for a second, then you’re back on your social activity again.’
The success of e-commerce upstart Pinduoduo – whose $120 billion Nasdaq valuation is higher than that of HSBC – may be harder to replicate, probably because of its quixotic business model. The online shopping site, which has nearly 750 million users, offers deep discounts on everything from chairs to Cadillacs (friends and families often club together as a group to buy items, with larger groups receiving higher discounts), making money from advertising and promotions by its five million-plus merchants.
With 1.25 billion monthly active users, China’s WeChat messaging app is often cited as a model for Facebook’s social commerce ambitions. Its smooth integration with other apps (such as Alibaba and digital wallet service WeChat Pay) partly explains its popularity.
‘One of the reasons why WeChat has become so successful is that it’s an integrating platform with everything on it,’ says Jonathan. ‘It doesn’t get in the way of your social chat – you buy something for a second, then you’re back on your social activity again.’
The success of e-commerce upstart Pinduoduo – whose $120 billion Nasdaq valuation is higher than that of HSBC – may be harder to replicate, probably because of its quixotic business model. The online shopping site, which has nearly 750 million users, offers deep discounts on everything from chairs to Cadillacs (friends and families often club together as a group to buy items, with larger groups receiving higher discounts), making money from advertising and promotions by its five million-plus merchants.
Wheel of retailing
They might offer inspiration for US social media giants dabbling in e-commerce, but these Chinese companies are unlikely to threaten Amazon’s ascendancy imminently. Yet, Jeff Bezos’s behemoth may not be as invulnerable as it seems. Jonathan offers a cautionary tale.
In the late 19th century, Montgomery Ward was a Chicago-based company which became one of the largest retailers in the world due to the innovation of mail-order catalogues, which it dispatched to hard-to-reach prairie homesteads. As Jonathan says, ‘Montgomery Ward described itself as the “world’s biggest purveyor of products and services” and also faced criticism from the media and competitors. That’s not so far from Amazon today.’
Like Amazon, it made a foray into bricks-and-mortar retail, opening its first department store in 1926, swiftly followed by hundreds more across the US. But the vaulting ambition soon backfired: due to lack of growth and investment, Montgomery Ward slid into decline, filing for bankruptcy in 1997 before being liquidated in 2001. For Jonathan, this follows the classic boom-and-bust pattern of marketer Malcolm McNair’s ‘Wheel of Retailing’ theory.
‘Every retail business has a life cycle,’ says Jonathan. ‘At some point they ossify and cease to be able to change in the way customers expect. While they’re losing this momentum, there is always somebody snapping at their heels… What goes around, comes around.’
In the late 19th century, Montgomery Ward was a Chicago-based company which became one of the largest retailers in the world due to the innovation of mail-order catalogues, which it dispatched to hard-to-reach prairie homesteads. As Jonathan says, ‘Montgomery Ward described itself as the “world’s biggest purveyor of products and services” and also faced criticism from the media and competitors. That’s not so far from Amazon today.’
Like Amazon, it made a foray into bricks-and-mortar retail, opening its first department store in 1926, swiftly followed by hundreds more across the US. But the vaulting ambition soon backfired: due to lack of growth and investment, Montgomery Ward slid into decline, filing for bankruptcy in 1997 before being liquidated in 2001. For Jonathan, this follows the classic boom-and-bust pattern of marketer Malcolm McNair’s ‘Wheel of Retailing’ theory.
‘Every retail business has a life cycle,’ says Jonathan. ‘At some point they ossify and cease to be able to change in the way customers expect. While they’re losing this momentum, there is always somebody snapping at their heels… What goes around, comes around.’
Jonathan Reynolds is one of the Co-Designers of our flagship programme, the BRC Retail Masters. The future of retail is an aspect of the programme that Jonathan discusses and shares his opinion on. Visit BRC Retail Masters for more information.
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Who should attend the Summer School?
The Summer School is split into two cohorts - Emerging
Leaders and Transforming Leaders. The Emerging Leaders programme is aimed at
those either new to a leadership role or identified as having high potential to
step into a leadership role within the next 12-18 months. In addition, we have
a number of delegates attend who are from support functions as the course helps
to develop self-awareness and understanding of the wider retail industry. The
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and support managers, those already in a leadership role with a proven track
record of experience and influence. We believe
that leadership is something that everyone can do and is not necessarily
limited to those who have people management responsibility. It is also useful
to accept that many may be in differing places on their leadership journey and
will benefit from different development opportunities.
How and when is the programme delivered?
Our 2022 Summer School will be a blended approach, starting
on the 8th June 2022 with a 3-day residential programme followed by
weekly sessions (2-3 hours) which will involve a mix of live virtual plenaries,
group work and specific content release via our learning platform. The School
will culminate in a final 2 day residential from the 27th to 28th
July 2022 where learners will regroup, reflect, and focus on the future.
What is unique or different about this programme?
The Summer School will provide an unrivalled deep dive into the four megatrends of People, Profit, Purpose and Planet through thought leadership, social learning, and self-led modular content. Supported by experts, retailers and organisations that will stretch delegates thinking by looking outside of what they ‘think’ they know, bringing insight and foresight back to the organisation. The blend of residential and virtual over the course of the 8 weeks provides attendees the opportunity to put into practice what they are learning and explore this within the safety of their groups during the programme. Our course will bring to life the lenses, developing truly conscious leaders within retail for now and the future. There is no other programme like the Leaders’ Summer School!
Where is the residential?
We are proud that our residential home for 2022 will be Ashridge House Estate in Berkhamsted, Hertfordshire. With the changes in the School being more future focused and inclusive it is important to us that our residential home reflects similar values.
What is the price of the programme and do you offer any discounts?
Our earlybird offer has now closed. The standard price for BRC Members starts from £3,225 for the Emerging Leaders Programme and £3,350 for the Transforming Leaders Programme. This is variable dependent BRC Membership. Group and individual discounts may be applied by discretion with our Head of Leadership Programmes, please contact vicki.young@brc.org.uk to explore this further.
What
does the cost of the programme include?
The cost includes all accommodation and food for the
duration of the residential elements of the course (8th to 10th
June 2022 and 27th to 28th July 2022). Any additional soft
or alcoholic drinks required during the residential element are to be paid for by
delegates, some will be provided with the evening meals. Please note that
Ashridge is a cashless venue and any purchases outside of the core offering
should be settled immediately with the venue.
Is parking available onsite?
There is plenty of parking available however we are conscious of our own carbon footprint and would encourage delegates to either car share or arrive by train to Berkhamsted station. A free shuttle bus will be available to take delegates to the venue on the day of arrival and departure, timetable is below.
What time do delegates need to be at the residential for?
Arrival
to the first residential will be between 8am – 10am, giving delegates enough
time to check in and familiarise themselves, the School will formally start at
10.30am. Departure will be from 3.00pm on the 10th June. For the second
residential the arrival time will be the same on the 27th July but the
departure time will be from 4.30pm on the 28th July.
What if delegates cannot attend both residentials?
The residential elements are integral to the social learning element of the programme and therefore attendance is required at both. We do however recognise that there may be circumstances that arise which will impact their ability to attend, contingency measures will be put in place in this scenario, and we will record live sessions for delegates to watch. We cannot recreate the atmosphere and additional experience that they would no doubt benefit from being in the face-to-face learning environment.The residential elements are integral to the social learning element of the programme and therefore attendance is required at both. We do however recognise that there may be circumstances that arise which will impact their ability to attend, contingency measures will be put in place in this scenario, and we will record live sessions for delegates to watch. We cannot recreate the atmosphere and additional experience that they would no doubt benefit from being in the face-to-face learning environment.
Is the programme accredited?
You will be awarded a digital badge to recognise your participation in the programme which you can display on your website, CV or social media account. The badge will be available to download upon completion of the programme.
How long will the course take to complete/what is mandatory?
As with any blended learning opportunity commitment and engagement from delegates are what makes the learning happen. All content should be completed within the 8 weeks of the programme. Delegates will be expected to access all live events (or watch recordings) and access on demand content as it is released. There will be a project, or simulator, which will take place alongside the programme for each cohort.
What is a Group Coaching session?
Each delegate will be assigned to a coaching group made up of 8-10 learners and facilitated by a Group Coach, these sessions are essential to benefit from the social learning element of the programme. The relationship of the group with start to form at the residential and this will build as the course progresses, sessions will be arranged around the live virtual elements of the programme providing the groups with the opportunity to reflect on what they have heard, discuss, debate, and explore within a safe environment. The Group Coach is there to support in facilitating, coaching and being an independent confidante to delegates to nurture their learning.
It sounds like a big commitment, how much time will it take each week?
Across the duration of the school, we anticipate that each learner will need to assign 3-4 hours per week to either a live event, group coach sessions, module work and self-reflection which would be on a Wednesday afternoon.
Is there a final assessment?
There is no final assessment and no pass or fail. However, delegates will be expected to commit to a continuing personal development plan at the end of the School. This will include how they will apply learning back into their organisation and a review against their initial learning intentions. As part of the project or simulator delegates will receive final feedback on their submissions and position against other groups at the end of the programme.
How do you measure the results of the learning?
There will be a golden thread of “how can I apply this learning and how will it impact me, my team and my organisation.” This will be supported by a self-assessment tool completed by the learner at the start of the school, the tool has been built specifically for the programme using neuroscience and aims to dig beneath the surface of the conscious leader to bypass their individual bias. The results will continue to grow and evolve as delegates take their learnings back to the workplace and assess these against their original learning intentions.
Will delegates have access to a coach or mentor?
All delegates will be part of a coaching group for the length of the schools where they will be supported by a ‘group coach.’ Delegates and their sending organisations will be encouraged to identify an inhouse sponsor/mentor who can support the application of delegates learning back into their workplace.
Is there any pre-work ahead of the start of the School?
In the weeks leading up to the residential delegates will be sent their joining instructions. This will include a link to the Learning Platform which will be the main source of information for the duration, they will also be sent some pre-recorded videos to help set their mindset for the School - thought provoking views on the future of retail and some insights into what they can expect from the course. They will also be asked to complete a self-diagnostic development tool which will support their learning journey and personal growth in conscious leadership.
How are you ensuring diversity at the School?
One of our primary values is inclusion, by being inclusive and allowing delegates, contributors, and guests to be their authentic selves will help to increase the diversity of all attendees. We encourage all organisations to consider when nominating delegates to ensure that their attendees are a representation of their workforce, and that an open and inclusive approach has been taken to selecting them.
Will you be offering any scholarships?
We are in the process of developing a number of social spaces on the course aimed at independent businesses, not for profit organisations and underrepresented groups to apply for a scholarship space on the school. Our scholarship scheme will cover the costs of learning, but a minimal cost will apply for the residential programme. For further information please contact vicki.young@brc.org.uk.
B Lab
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B Lab is the nonprofit network transforming the global economy to benefit all people, communities, and the planet.
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Come and visit us to find out more about:
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Retail Trust
Come and talk to the experts in wellbeing in retail. Find out what they do to support the sector and find out what you can do to support yourself. Drop in at any time or book a 15 minute slot (on the half hour) for a mini workshop with Andrea and the team. Andrea will be on the first floor in room MB3 of Monks Barn.
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The Centre for Inclusive Leadership
Workplace inclusion practitioners specialising in inclusion dialogues and data.
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Come and visit Paul and the team on the ground floor of Monks Barn.
The Argonauts
Have a conversation with Stefan, Executive Producer of Earth (the most successful ever nature documentary ever produced) about the Argonauts vision for transitioning to a world led by collective wisdom. Stefan will be on the mezzanine level of Monks Barn.
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The Company Shop
Come and be inspired by an organisation who are finding innovative ways to make use of surplus products for the benefit of the planet and communities.
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Maybe they can help you think about how you can do this in your business. Find the team on the ground floor of Monks Barn.
Wickes
Meet some of the Employee Representative Groups from this household Retailer where they will bring to life how they engage with their employees to promote inclusion and in turn diversity. Find them on the ground floor of Monks Barn.
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BCORP
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Interested in making business a force for good? Come and talk BCORP about how leaders build communities not just profit. Megan will share how BCORP have become a motivational organisation bringing positive change across many industries. The team will be on the mezzanine level of Monks Barn.
BRC CLIMATE ROAD MAP
Come and talk to Sophie, our Sustainability Policy Advisor about how the BRC Climate Road Map is supporting the retail sector to become a leading sector in reducing carbon emissions.
Come and talk to Sophie, our Sustainability Policy Advisor about how the BRC Climate Road Map is supporting the retail sector to become a leading sector in reducing carbon emissions.
Hear about the retailers who are championing this innovation. Find the BRC on the ground floor of Monks Barn.
MASTERCARD
Come and meet one of the Summer School sponsors and hear about their work around sustainability-Priceless Causes. The team will be on the ground floor of Monks Barn.
Come and meet one of the Summer School sponsors and hear about their work around sustainability-Priceless Causes. The team will be on the ground floor of Monks Barn.
INTERNAL CONSULTING GROUP (ICG)
Start focusing on personal performance, operational efficiency, and structural organisation. ICG uses a unique internal approach to assess organisations and resolve hidden issues. BRC Learning teams up with ICG to bring you customer needs courses. Learn what the customer really wants, refocus your priorities, and become a customer-needs-driven business today.
Start focusing on personal performance, operational efficiency, and structural organisation. ICG uses a unique internal approach to assess organisations and resolve hidden issues. BRC Learning teams up with ICG to bring you customer needs courses. Learn what the customer really wants, refocus your priorities, and become a customer-needs-driven business today.
KAHVAY
Kahvay is the ideal solution for mastering negotiation skills. Their executive team have decades of experience in human resources, management consulting, human capital, commercial retail, and digital operations. With a wealth of knowledge and a practical hands-on approach, you and your team can develop one of the most essential skills in modern business.
Kahvay is the ideal solution for mastering negotiation skills. Their executive team have decades of experience in human resources, management consulting, human capital, commercial retail, and digital operations. With a wealth of knowledge and a practical hands-on approach, you and your team can develop one of the most essential skills in modern business.
MORE2
A business-to-business (B2B) and business-to-consumer (B2C) customer data analytics consultancy. With More2’s client strategy consultants and strategic insight you can finally optimize your customer-centric marketing campaign. Identify the metrics that drive growth, examine your performance, and understand which investments are needed to grow your customer base.
A business-to-business (B2B) and business-to-consumer (B2C) customer data analytics consultancy. With More2’s client strategy consultants and strategic insight you can finally optimize your customer-centric marketing campaign. Identify the metrics that drive growth, examine your performance, and understand which investments are needed to grow your customer base.
THE CENTRE FOR INCLUSIVE LEADERSHIP (TCFIL)
TCFIL creates unique “inclusion maturity journeys” to match the specific needs of every business they work with. Learn how you can feel included in a safe workplace that values positive relationships and teamwork. You and your team can grow with your organisation by becoming actors of change today.
TCFIL creates unique “inclusion maturity journeys” to match the specific needs of every business they work with. Learn how you can feel included in a safe workplace that values positive relationships and teamwork. You and your team can grow with your organisation by becoming actors of change today.
THE PEOPLE EXPERIENCE HUB
A flexible employee feedback platform that provides everything you need to deliver an outstanding people experience. Learn how to effectively drive engagement, monitor employee wellbeing, and evoke change. A great learning experience for human resources representatives that want to master employee lifecycle and retain talented employees.
A flexible employee feedback platform that provides everything you need to deliver an outstanding people experience. Learn how to effectively drive engagement, monitor employee wellbeing, and evoke change. A great learning experience for human resources representatives that want to master employee lifecycle and retain talented employees.
TRUTHSAYERS
TruthSayers are pioneers in commercialising neuro methods and tools in the workplace, with over 20 years of experience. They are the very first Neurotech® company on the planet. Their unique, ground breaking technology is the only platform that takes advances in neuroscience and makes them applicable and available to your company. We work with TruthSayers on our inclusion programmes.
TruthSayers are pioneers in commercialising neuro methods and tools in the workplace, with over 20 years of experience. They are the very first Neurotech® company on the planet. Their unique, ground breaking technology is the only platform that takes advances in neuroscience and makes them applicable and available to your company. We work with TruthSayers on our inclusion programmes.
CENTRE FOR ALTERNATIVE TECHNOLOGY
The Centre for Alternative Technology is an eco-centre in Montgomeryshire, Powys, Wales dedicated to demonstrating and teaching sustainable development. CAT, despite its name, no longer concentrates its efforts exclusively on alternative technology, but provides information on all aspects of sustainable living.
The Centre for Alternative Technology is an eco-centre in Montgomeryshire, Powys, Wales dedicated to demonstrating and teaching sustainable development. CAT, despite its name, no longer concentrates its efforts exclusively on alternative technology, but provides information on all aspects of sustainable living.
RETAIL TRUST
From 1832 onwards, the Retail Trust has been caring for and protecting the lives of people working in retail. We believe the health of our colleagues is the foundation they need to flourish in both work and life, creating a more sustainable and successful future for retail.
From 1832 onwards, the Retail Trust has been caring for and protecting the lives of people working in retail. We believe the health of our colleagues is the foundation they need to flourish in both work and life, creating a more sustainable and successful future for retail.
ELITE MIND ACADEMY
Elite Mind Academy was founded in response to the mental health crisis escalated by the pandemic, with a mission to provide effective, measurable mental health & wellbeing support without the need for stigmatising diagnostic labels.
Elite Mind Academy was founded in response to the mental health crisis escalated by the pandemic, with a mission to provide effective, measurable mental health & wellbeing support without the need for stigmatising diagnostic labels.