Mary Portas on retail: The future isn't the past

Mary Portas’ 55-page review into the future of Britain’s failing High Streets can be summed up in seven words: The future doesn’t lie in the past.

She begins her lengthy examination of traditional town centre retailing by gently pointing out that a key part of the problem is the failure of planners, retailers, landlords and even the public at large to face up to reality.
That reality is that supermarkets and shopping centres have thrived because they offered something which High Streets shaped by another era were always going to struggle with. The days when shoppers could park on the street and meander from shop-to-shop were dying as long ago as the 1960s and 1970s.
From the 1980s onwards, the writing has been on the wall: people leading increasingly busy lives have been looking for four key criteria from their retail experience – convenience, value, speed and an experience (as opposed to a simple transaction). Supermarkets, shopping centres and websites easily tick those boxes. High Streets don’t
Yet planning policies and councillors on planning committees have persisted in trying to preserve an economic model which fractured long ago. I’ve heard many a councillor say that they don’t want a big supermarket on their doorstep because of the damage it might do to local shops.
They should read this one paragraph from Mary Portas’ report:
“The phenomenal growth of online retailing, the rise of mobile retailing, the speed and sophistication of the major national and international retailers, the epic and immersive experiences offered by today’s new breed of shopping mall, combined with a crippling recession, have all conspired to change today’s retail landscape. New benchmarks have been forged against which our high streets are now being judged. New expectations have been created in terms of value, service, entertainment and experience against which the average high street has in many cases simply failed to deliver. These reasons alone conspire to create a new shopper mindset which cannot and should not be reversed.”
Or to put it more succinctly, shoppers have already left the High Street behind. A policy which seeks to preserve it in its current form is almost certain to prolong its suffering and delay its recovery.
Mary Portas may not be the first person to delve into the future of retailing, but councils would do well to pay particular attention to her investigation because it comes at a critical time – and there is an absolutely crucial difference in her approach.
Where others have carried out academic, economic and planning-based analyses, her report is that of a retailer and consumer. Where others focused on improving process, she started with a simple question: what do shoppers actually want?
They clearly don’t want the High Street to carry on trying to serve up a pale imitation of supermarkets or shopping centres. It therefore has to do something different.
What is that something different? Clues are beginning to emerge. It would be about a mix of uses which may still take in some conventional retail formats, but would also look at services which cannot be delivered online and work better locally, socially useful services (like council departments themselves), residential use, leisure and event-based use.
Councils do need to look long and hard at the continuing relevance some of their policies and consider whether they infact do more harm than good. Refusing a planning application for a particular type of shop because it involves a different use is barking mad if the property stays empty. And surrounding the car-borne consumer with parking restrictions, price rises and traffic wardens is an open invitation to go elsewhere. What value is there in a short-term hike in parking revenues when it contributes to the long-term decline in business rates?
The authorities who impact on the way our High Streets operate have got to take on board the scale of the change that has happened in retail and its whirlwind speed. Decades ago, shoppers used to trawl the shops and the streets physically looking for ‘bargains’. These days they go on discount websites, receive email alerts and, in some cases, wield smartphones capable of what’s known as Near Field Communication – so the store can ‘talk’ to them when they walk past.
Against that background, sitting in a council chamber and voting to block a supermarket development is like facing a tsunami with a bucket. Or telling consumers they should go back to a time when they had to spend more time looking for a limited variety of goods which cost more.
Your average independent small-town retailer cannot hope to compete with a global, technology-driven onslaught. Mary Portas’ point is that they shouldn’t even try – they should do something else.
That’s where the debate about the future of retailing in Nottingham’s town centres and high streets has to go next.

Another country



Henley: good for rowing and shopping



A few weeks back I blogged about the difficulty that lurks behind the theory that our High Streets would be so much better if only they were full of independents rather than the same old chains.

It’s an entirely understandable lament based on concerns that High Streets all over the country are at risk of looking the same wherever you go. Choice without choice, so to speak.

But the idea that you can somehow regulate these Clone Towns out of existence is flawed in my view.

Chains proliferate because people like using them. People prefer the lower prices they tend to offer. And, as I discovered in Alnwick in August, a street full of independent retailers isn’t necessarily an attractive one. It can be utilitarian, drab, even off the pace.

Yet there are places where independents not only thrive but make very good money, and I was in one of them at the weekend.

I knew Henley when I was a lad, having grown up just outside Reading and rowed on the Thames at Henley for the school boat club. It was an affluent enclave even in those days, benefiting from a mix of old money and London commuters.
Multiply that by any factor you care to name now. As you drive through the downland in Berkshire and West Sussex you see carefully managed countryside dotted with paddocks, maneges and gravelled drives leading to characterful piles. It seems like Olde England, but is too carefully cultivated for that.
Put simply, there is not only no recession in this part of the country, it is in fact motoring along as if economic life is perfectly normal and rudely healthy.
Henley town centre, which gravitates gently down towards a river frontage and past the old Brakspears brewery buildings, is dominated by independent shops, restaurants, cafes and galleries. Many are so slick and well-presented that you would easily mistake them for a hip, new chain.
They combine classy fascias with clever window displays showcasing upmarket goods, often without price labels – a sure sign of high-end disposable incomes.

It is also a sign of independent retailers who know how and where to make good money, who understand the power of brand and display, who are good at sourcing fashionable quality, who know their market well, who know how to provide an experience rather than a simple sale.

I suspect Henley is also a well-managed retail centre capable of saying no to things it doesn’t like, with independent retailers making enough money to afford the rents on prime locations. Some national chains were there, but they were having to play by Henley’s rules.

An affluent town in the healthy South East is a total contrast to Alnwick. Places like Henley are microcosms of the now considerable gulf in wealth and economic performance between London and the South East and the rest of Britain. It is, I'm afraid, another country.

But they also tell another tale about independent retail, suggesting that it can thrive in exclusive catchments, but will always struggle elsewhere.

For independents to make a significant comeback in smaller towns and cities – especially as you travel further north – they would need local or national government support of one form or another, through either property-related incentives or help with marketing and training.

But that won’t guarantee success. I go back to what I said about Alnwick: for an independent retailer to genuinely thrive, it has to be extremely hard working, commercially savvy and uncompromisingly committed to succeeding.
People like that are rare. And those that do decide to go down the independent retail route may well be tempted by the internet rather than the High Street because it’s a cheaper way to trade.
Retail is about customer demand, not political ideals. In this climate in particular, it’s also about hard economic facts of life.