Oxford street shops jobs: Retail Jobs in Oxford Street – 2021

Part Time Oxford Street Jobs

Sales Associate, Part Time 16h – New Cathedral Street


APP Officer – Regent Street


Sales Associate – Regent Street (Full Time, Permanent)


Sales Associate – New Cathedral Street (Full Time, Fixed term)


Store Host – Regent Street


Sales Manager – Regent Street


Sales Associate Opportunities – London


Casual Sales Associate – George Street


Store Administrator PT 24h


Graphic Designer, Beauty – FTC until June 2022


Temporary Wholesale Administrator – Product


Supply Chain Coordinator


Coordinator, SC Strategy & Excellence – Downstream


Senior Manager, Project Management (Fixed-Term Contract)


Sales Associate - Part Time (4 Days a week)


Sales Associate


Sales Associate Metzingen Outlet (1-year fixed term contract, part-time 8 hours on Saturdays)


Business Analyst – Analytics

IT London

Inventory Control Specialist


Supply Chain Data Analyst- Mat Cover


Solutions Architect – Digital (Online to Offline)

IT London

Social Media Manager


Tax Accountant – Direct


PA – CFO EMEIA & Vice President, Wholesale EMEIA


Marketing Manager (Americas) – U. S, Canada, Mexico, Brazil


Full Time Brand Specialist, Tommy Hilfiger – John Lewis Oxford Street at PVH

Tommy Hilfiger is one of the world’s leading designer lifestyle brands, internationally recognized for celebrating the essence of “classic American cool” style.

Founded in 1985, Tommy Hilfiger delivers premium styling, quality and value to consumers worldwide with a breadth of collections including Hilfiger Collection, Tommy Hilfiger Tailored, men’s, women’s and kids’ sportswear, Tommy Hilfiger Denim, accessories, and footwear. In addition, the brand is licensed for a range of products, including fragrances, eyewear, watches and home furnishings. Tommy Hilfiger, which was acquired by PVH Corp. in 2010, has more than 17,000 associates worldwide and an extensive distribution network in over 115 countries and 1,600 retail stores. Global retail sales of the Tommy Hilfiger brand were US $6.5 billion in 2015.

When it comes to shopping at Tommy Hilfiger, our customers only deserve the very best in store experience we can offer. You will be working as part of our store team in a luxury retail environment where you will share a passion for our brand and our values with our customers and colleagues.

Leading by example and putting all the PVH Values to practice are also of importance in this role. You will be inspiring your team to generate sales & profit, minimize losses, and create the best possible customer experience whilst ensuring the store is visually distinctive & impeccably maintained.
Responsibilities include:

  • Be able t o demon s tr a t e in-depth p r odu c t kn o wledge and possess successful link selling skills t o dri v e business.
  • Holding the ability t o outfit build f or cu s t omers will be essential, our Sales Associ a t es should also be able t o ma k e fu r ther p r odu c t r ecommend a tions and drive our store KPI’s.
  • Building and main t aining p r o f essional r el a tionships with our cu s t omers, t o secu r e r egular clien t eles is possible.
  • Being a Brand Ambass a dor and main t aining a k een in t e r e s t in cu r r ent f ashion and mar k et t r ends.
  • Ensuring shop and s t ock r oom main t enanc e , p r esen t a tion and or g aniz a tion issues a r e a d d r essed in an appropriate manner.
  • Sh o w flexibility and inn o v a tion when r e a c ting t o the changing business e n vi r onment especially around peak trade.

About YOU

  • Have previous experience within hospitality/retail
  • Be hardworking with great communication skills
  • Have an interest in Fashion/Retail
  • Ability to work in a fast paced environment with ability to multi task in high pressure environments
  • Be passionate to drive sales using our digital platforms!

At PVH, we understand that the success of our organisation is directly related to our hardworking and dedicated associates who contribute their time and talents to help make our Company the success it is. That is why we are committed to providing a competitive and comprehensive benefits program that offers the protection, peace of mind and flexibility designed to support our associates – both at home and at work.

PVH Europe and our brands, TOMMY HILFIGER and CALVIN KLEIN, are committed to fostering an inclusive and diverse community of associates with a strong sense of belonging. We believe we are bettered by all forms of diversity, and take pride in working with top talent from every walk of life and corner of the world. In the spirit of inclusivity, qualified applicants will be considered without regard to age, ethnicity, ability, gender, gender expression, gender identity, nationality, race, religion or sexual orientation.

Retail Advisor, 38hrs, London – 351 Oxford Street (6months FTC)


It matters to us that Team O2 is as diverse as the communities we serve. 

We welcome and encourage people from all backgrounds to apply.   

Whoever you are, O2 has a place for you.  

Come join us.



O2 is the commercial brand of Telefonica UK Limited, a leading digital communications company owned by Telefonica S.A. With over 25 million customers across the UK, O2 is one of the world’s most innovative companies putting our customers at the heart of everything we do.

We’re more than just a network. We open up the endless possibilities of technology, connecting our customers to the things that they love and exploring new ways to open up the world for them. 

We’re always on the lookout for great talent. Just like our customers, we offer our employees more. A choice of benefits. Great rewards. Lots of training. Ongoing career development. Flexible approaches to work and we endeavour to make every role open to part time working.  There are many reasons to join O2. 


Your role

Your role as a Full time/Part time Advisor is to be a high performing, self -motivated and engaged team member who is really clear on what great in-store performance and customer service looks like. And working as part of a team to deliver store targets.

As part of a leading brand we offer a differential customer experience. You can play your part in this by getting to know our customers through having great conversations and understanding their needs and what they want so that you can sell the right product and service to them. Making every day better for our customers through personal experiences that count.


The main responsibilities of the role are:

•    Being passionate about O2s products, services and brand and understanding what we offer as a business

•    Becoming an expert in all things O2

•    Working to and following our LEAP framework to make sure you are delivering a great personalised experience in store

•    Delivering store targets – Building a rapport with every customer to create personalised recommendations that can enhance their digital lives and share our Why O2 message

•    Being aware of your own performance and the team performance and how you can contribute to O2’s success

•    Using in store systems and working compliantly and adhering to O2 policies and processes

•    Taking ownership for your own development with support from your Store Leader, Territory Trainers, colleagues and O2 Campus 

•    Supporting the Store Leadership team to open and close the Store

•    Working with your team to take ownership of the store appearance. Taking pride in where you work

•    Peer to peer coaching to really share best practice to help others

Skills and Experience Needed

What we look for:

•    Someone who enjoys making conversations and loves to leave a lasting impression on our customers, making our customers love O2

•    The ability to build trusting relationships

•    Someone who is excited by working to targets, deadlines and achieving great results

•    Someone with an outgoing personality who gets enjoyment from being part of a dynamic team

•    Someone who has an interest in technology and mobiles and keen to improve that knowledge

•    Somebody who has the ability to adapt easily to change positively

What we will give you:

•    £9.46 per hour

•    Superb accreditation programme with ability to earn over ten pounds per hour

•    Travel allowance £2,800 pro rata

•    Bonus

•    23 days holiday allowance

•    Fantastic induction programme

•    Learning and Development support

•    Flexible benefits to suit you

Additional Information

Hours: 38hrs (Full flexibility required)

Contract: 6 Month

Location: 351 Oxford Street

Within our Stores, flexibility is essential for us to operate our business and meet customer demands and we will at times, have needs where we require our people to work additional hours on top of their standard contract.    

Our Stores Flex contracts are split in to weekly contracted hours plus 25% additional overtime per week (should it be required).  If there is a requirement for you to do this, we will give you 4 weeks’ notice so you can make the necessary arrangements or plans to help you work the hours that we need.  

We offer a competitive salary and some great rewards, including bonus, life cover, health care, good holidays and lots of flexible benefits too.




We’ll be sending you emails about the status of your application. To make sure you receive these, please add @O2.com and @telefonica.com to your Safe Senders list.


We’re looking to pay a great compensation package (depending on experience) for this position. We also offer plenty of extras to sweeten the deal, which could include things like bonuses, life assurance cover, health care and lots of flexible benefits.   


Also, every employee has their personal development supported with a LinkedIn learning account; plus other role specific learning available through our award-winning digital learning platform – O2 Campus.


We also believe a great work-life balance is important, so we’re open to considering part-time and flexible approaches to working. Like to know more, feel free to raise it.  


Join us and we’ll encourage you to be bold every day. So take a deep breath, your career is about to go to exciting new places. 


If you have any questions around the role then please email [email protected] who will be happy to help. 

Adidas London – adidas Jobs

Sales Consultant (18hrs), adidas Originals, Carnaby, London

London, LND, GB

Retail (Store) adidas Oct 18, 2021

Sales Consultant (12hrs, FT – 6 months), adidas Factory Outlet, O2, Greenwich

London, LND, GB

Retail (Store) adidas Oct 20, 2021

Floor Manager, adidas Brand Centre, White City, London

London, LND, GB

Retail (Store) adidas Oct 20, 2021

Sales Consultant (12hrs), adidas Factory Outlet, O2, Greenwich

London, LND, GB

Retail (Store) adidas Oct 19, 2021

Sales Consultant (24hrs), adidas Factory Outlet, O2, Greenwich

London, LND, GB

Retail (Store) adidas Oct 21, 2021

Christmas Temp / Sales Consultant (Part Time), adidas Factory Outlet, O2, Greenwich

London, LND, GB

Retail (Store) adidas Oct 22, 2021

Sales Consultant (Full Time), adidas Factory Outlet, O2, Greenwich

London, LND, GB

Retail (Store) adidas Oct 13, 2021

Sales Consultant – Stockroom (Full Time), adidas Factory Outlet, O2, Greenwich

London, LND, GB

Retail (Store) adidas Oct 15, 2021

Sales Consultant (Part Time), adidas Factory Outlet, Thurrock, Essex

London, LND, GB

Retail (Store) adidas Sep 27, 2021

Christmas Temp / Sales Consultant (Part Time), adidas Factory Outlet, Croydon

London, LND, GB

Retail (Store) adidas Oct 22, 2021

Christmas Temp / Sales Consultant (24hrs), adidas Factory Outlet, Thurrock, Essex

London, LND, GB

Retail (Store) adidas Oct 22, 2021

Senior Social Strategy Manager

London, LND, GB

Marketing & Communications adidas Oct 18, 2021

Senior PR Specialist

Moscow, MOW, RU

Marketing & Communications adidas Sep 30, 2021

Specialist Assortment Planning

Moscow, MOW, RU

Marketing & Communications adidas Sep 30, 2021

Senior Manager Membership Activation

Moscow, MOW, RU

Marketing & Communications adidas Sep 30, 2021

Business analyst

Moscow, MOW, RU

Marketing & Communications adidas Oct 18, 2021

Specialist Peformance Media

Moscow, MOW, RU

Marketing & Communications adidas Oct 18, 2021

Specialist Marketing Partnership

Moscow, MOW, RU

Marketing & Communications adidas Oct 18, 2021

Manager Brand Communication

Moscow, MOW, RU

Marketing & Communications adidas Oct 18, 2021

Manager Brand Communication

Moscow, MOW, RU

Marketing & Communications adidas Oct 18, 2021

Profit Protection Specialist

Moscow, MOW, RU

Accounting & Finance adidas Oct 22, 2021


Tokyo, 13, JP

Human Resources adidas Oct 12, 2021


Tokyo, 13, JP

Human Resources adidas Oct 21, 2021

Social Strategy Manager

London, LND, GB

Marketing & Communications adidas Oct 18, 2021

Assistant Store Manager (3 Months FTC) – adidas adiCentre (Mulgrave)

Adelaide, VIC, AU

Retail (Store) adidas Oct 4, 2021

Christmas Temp / Generalist (24hrs), adidas Factory Outlet, Tottenham

London, LND, GB

Retail (Store) adidas Oct 22, 2021

Flagship Expert, X – Category (Full Time), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 12, 2021

Flagship Expert – Flock Printing (Full Time), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 12, 2021

Flagship Expert – Running (Women’s Floor), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 14, 2021

Retail Professional – adidas Hornby

Christchurch, CAN, NZ

Retail (Store) adidas Sep 28, 2021

Retail Professional – adidas BCS Highpoint

Melbourne, VIC, AU

Retail (Store) adidas Oct 11, 2021

Retail Professional – adidas Birkenhead Point Factory Outlet

Sydney, NSW, AU

Retail (Store) adidas Oct 14, 2021

Retail Professional – adidas Manukau

Auckland, AUK, NZ

Retail (Store) adidas Oct 14, 2021

Store Manager – adidas QLD Factory Outlet, Gold Coast

Gold Coast, QLD, AU

Retail (Store) adidas Oct 11, 2021

Store Manager – adidas Chadstone Originals Concept Store

Melbourne, VIC, AU

Retail (Store) adidas Oct 20, 2021

Assistant Store Manager – adidas Sydney City BCS

Sydney, NSW, AU

Retail (Store) adidas Oct 22, 2021

Flagship Generalist (16hrs), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 14, 2021

Advanced Retail Professional, (Stockroom Specialist) adidas Harbourtown Perth, outlet Store

Perth, WA, AU

Retail (Store) adidas Sep 27, 2021

Retail Professional – adidas FO Canberra

Canberra, ACT, AU

Retail (Store) adidas Oct 3, 2021

Stockroom Specialist (Part-Time), adidas Manukau

Auckland, AUK, NZ

Retail (Store) adidas Oct 11, 2021

Flagship Generalist (Part Time), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 19, 2021

Sales Consultant (12hrs), adidas Originals, Hanbury Street, London

London, LND, GB

Retail (Store) adidas Oct 21, 2021

Christmas Temp / Specialist (Part Time), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 21, 2021

Christmas Temp / Specialist (Full Time), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 21, 2021

Christmas Temp / Specialist – Men’s (Full Time), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 21, 2021

Christmas Temp / Sales Consultant (24hrs), adidas Originals, Hanbury Street, London

London, LND, GB

Retail (Store) adidas Oct 22, 2021

Flagship Specialist – X Category (30hrs), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 14, 2021

Flagship Specialist – X Category (Full Time), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 14, 2021

Stockroom Specialist (Full Time), adidas – Onehunga FO

Auckland, AUK, NZ

Retail (Store) adidas Sep 26, 2021

Flagship Generalist – Originals (Full Time), adidasLDN, Oxford Street, London

London, LND, GB

Retail (Store) adidas Oct 21, 2021

Over 50,000 Oxford Street jobs will disappear post-lockdown

The lack of tourism, hesitant shoppers and absence of nearby office workers has led to a decline in footfall on Oxford Street

// New West End Company warns that London’s Oxford Street will be “boarded up with no hope of recovery”
// Over 50,000 retail and hospitality jobs will be lost when the latest lockdown ends
// The number of gift shops on Oxford Street rose by 71% between 2012 and 2020

New research has shown that at least one-fifth of London’s Oxford Street will be “boarded up with no hope of recovery” as the UK remains in a third lockdown.

The New West End Company, a lobby group that represents 600 firms, warned that over 50,000 retail and hospitality jobs will be lost when the latest lockdown ends.

The number of gift shops on Oxford Street rose by 71 per cent between 2012 and 2020, while fashion and clothing shops recorded the greatest decline.

READ MORE: Shaftesbury swings to £699m full-year loss as Covid-19 pandemic hits valuations

This trend was accelerated in the last two years, mostly due to the forced closures of non-essential retail that has led to many administrations and permanent closures.

Nevertheless, the lack of tourism, hesitant shoppers and absence of nearby office workers has led to a decline in footfall on Oxford Street.

Sir Philip Green’s Arcadia Group fell into administration in November, which puts the future of the Topshop flagship at risk, given that new owner Asos has shifted the brand online and has since said that keeping hold of the store was “not a priority”.

Meanwhile, 243-year old department store chain Debenhams is set to shutter its stores, including its Oxford Street flagship.

Fellow department store group John Lewis is converting 45 per cent of its flagship into offices for use.

Moreover, Microsoft is considering closing its recently opened flagship store on neighbouring Regent Street to save cash.

Selfridges asset management director Tim Reade said that although Oxford Street is seen as “world class” this is not the case at the moment.

Selfridges nevertheless is betting on a recovery of the area after it invested £300 million in its site.

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Retail industry faces 200,000 job cuts this year after 320 shops closed every week in 2020

  • Bonmarché, the value-oriented clothing retailer, went into administration for the second time in a year on 2 December 2020.

There are 226 stores and more than 1200 employees. It is owned as a separate business by Philip Day, whose EWM is also in crisis (see below).

Philip Day put this company into administration a few months ago, and reaquired it via a pre-pack. It is thought unlikely that he will do this again a second time.

  • Age UK, the charity focused on supporting the elderly, closed 133 of its 392 charity outlets in 2020 and made 400 people redundant. During the Lockdown 1 approximately 70% of its staff were on furlough.
  • Debenhams, the oldest retail chain in the UK, announced on 1 December 2020 that it had no alternative except to go into lquidation.

The company has gone into administration twice in the past two years and, with the failure of Arcadia (see next item), whose concessions took up a large proportion of Debenhams’ sales area, the Company’s future looks very bleak. It is expected that all stores will trade until Christmas, after which the contents of every store will all be sold off, its staff made redundant and the premises vacated or transferred to new owners if other companies acquire some or all of the estate.

The Debenhams’ name goes back to 1778, when William Clark established a drapery store at 44 Wigmore Street. It became Clark and Debenham in 1813, when Wm Debenham invested in the firm. The first store outside London was opened in Cheltenham in 1818. It became Debenham & Freebody in 1851.

In 1919 it took over Marshall & Snelgrove, another department store chain, and bought Harvey Nicholas in 1920. In 1985 it was acquired by the Burton Group (later renamed Arcadia), was de-merged in 1998, acquired by private-equity consortium Baroness Retail in 2003 and become a public company again in 2006. Private equity funds in the form of TPG, CVC Capital and Merrill Lynch paid themselves £1.2bn in dividends as a reward for owning the business for only three years and increasing its debt from £100m to £1,000m.

A sale and lease-back of 23 stores raised almost £495m for the temporary owners and saddled the business with long-term leases of up to 35 years.

In the past 35 years it has had a variety of owners none of which was fundamentally committed to the future of Debenhams Group or was able to introduce a coherent long-term strategy. Debenhams has not been the only retail victim this year of this approach.

  • Arcadia, the fashion giant owned by Philip Green’s wife in Monaco, went into adminstration on the last day of November 2020. It consists of the former Burton Group, with major subsidiaries Topshop, Dorothy Perkins, Burtons, Miss Selfridge, Wallis and Evans.

These are all well-known brands. The administrators are allowing the stores and the website to continue to trade while new purchasers for the business(es) are found. There are around 440 stores and perhaps 12,000+ staff.

The heyday of Philip Green’s Arcadia was probably 2004-2007, but it failed to invest sufficiently in shops, IT or modern designs. Its dinner has been eated by upstarts like Primark, BooHoo, Zara, Next and even by grocery clothing lines.

For some years, the company has lacked a clear sense of direction and suffered from low investment and an unwillingness to develop its online sales. It has cut its store numbers by more than half since 2012. Comparatively staid business like John Lewis and Next have heavily invested in their online operations and now produce half their sales online.

So this could have worked for Arcadia, if it had been attempted. Large amounts have been taken out of the business in the form of dividend payments.

More public interest has been generated by the Greens’ luxury cruisers than by any innovation in Arcadia’s shops. There is anxiety about whether the pension assets of the Arcadia Group are sufficient to pay pensions for its past and current employees.

Administration means that debts owed by Arcadia to landlords and suppliers will probably be repaid at perhaps only 1%-2% of what is owed. Apart from the effect of the Arcadia crash on its own shops and employees, its failure will be a hammer blow for many suppliers and property owners.

It has already caused JD Sports to pull of out its acquisition discussions with the Debenhams Department Store chain, because so much of Debenhams’ floor space is given over to Arcadia concessions many of which may not survive after Christmas. An offer by Mike Ashley of a lifeline to keep Arcadia as a going concern was rejected.

Arcadia would probably have been in trouble at some time in 2021-22, but the impact of the coronavirus pandemic and the closure of non-essential stores in Lockdown 1.0 and Lockdown 2.0 have become a death sentence for this group of businesses, giving it no chance to recover or adopt more successful strategies.

  • Peacocks and Jaeger, both clothing businesses owned by EWM, were put into administration in mid-November after negotiations with possible suitors came to nothing.

Discussions on behalf of both companies continue. Jaeger’s business is more formal: it has around 76 stores and concessions employing 347 staff. Peacocks approach is more at the value end of the market: it has 423 stores and more than 4,200 staff. Both companies have gone through administration before.

Both suffer from the decline in spending on clothing, the switch to online purchases by shoppers, the two lockdowns and threatened additional lockdowns in 2021, which make the future of fashion chains hard to gauge.

  • Edinburgh Woollen Mill and Ponden Mill, both part of Edinburgh Woollen Mill Group (EWM Group), have gone into administration on 6 November with the initial closure of 56 EWM stores and 8 Ponden Mill shops.

Eight hundred and sixty-six staff are to be made redundant. EWM Group has been given another fortnight to determine the future of the Group, but it is likely that there will be further store closures and redundancies. Meanwhile the search for buyers for the EWM chains, inlcuding EWM, Peacocks, Ponden Mill, Jaeger and other brands continues.

EWM Group subsidiaries operate more than 1,000 stores and have 21,000 employees. The firm is a (previously) well-established company that bought a number of brands such as Jaeger, Austin Reed and Jane Norman from administrators.

It is owned by Philip Day. He owns Bonmarché separately from EWM Group, although their stores have also put up ‘closing down sale’ notices in store windows.

It was hit very hard by the coronavirus lockdown, needing to pay rent on almost one thousand properties with zero income.

So far the company has only reopened a little more than about one-half of its outlets after Lockdown I and they are all closed again following Lockdown II. Its orientation towards an older market, tourists, and market-town Mill-type general products attractive to people on shopping trips has been severely hit in 2020 (and possiby into 2021 as well). The store numbers figures quoted here are on the high side and rather dated, but EWM Group has 384 Edinburgh Woollen Mill stores and other shops trading as Peacocks (479), Bonmarché (220), Ponden Mill (65), James Pringle (and other names) (88 stores) and 27 stores combining several EWM fascias.

It is almost certain that a proportion will close. Apart from its sheer scale, the importance of Edinburgh Woollen Mill has been that in the last few years Philip Day has been the only entrepreneur actively buying distressed retailers apart from Mike Ashley’s Sports Direct (now Frasers Group).

  • J Crew, American ‘preppy’ clothing retailer, is to close all six of its UK stores making their staff redundant. Its parent company has recently emerged from administration and seems to have decided to liquidate its UK subsidiary.
  • Celine Group Holdings, the parent company of Debenhams, has called in FRP Advisory to prepare for its own administration.

This is understood to have been done to prevent any creditor taking action against them in the period when Debs is up for sale and trying to find a new owner.

It is said that interest is overdue on £200m of loans made to Celine: administration would mean there would be no need to pay it. Any administration of Celine would not affect Debenhams store operation per se.

  • M&Co, the Scots-based value clothing retailer previously called Mackays, has gone into administrators and been bought by its previous owners as part of a pre-pack to save the business. There are 262 stores and 2,700 employees.

The covid-19 lockdown cost the firm more than £50m: in its last financial year profits fell by 40% to £3.6m. Forty-seven stores are to close (380 redundancies) as part of its recovery plan. The company was established in 1961.

  • D W Sports, a sportswear and gym retailer owned by Dave Whelan, went into administration in the first days of August.

The company’s outlets – as non-essential retailers – have been closed since lockdown started: its 73 gyms were about to re-open until the change in government policy that postponed the resumption of trading by gymnasia, bowling alleys etc.

There are 75 DW Sports retail stores: these will all close in four weeks. The Group has a total of 1,700 employees. Twenty-five stores have closed already.

The Fitness First Group which is also owned by Dave Whelan is not to go into administration: its 43 clubs will remain trading.

  • Feather & Black, the award-winning bed specialist rescued in 2017 from administration, has been bought by Dreams.

None of its stores is to reopen after the easing of lockdown. It will become online only, probably with concessions in Dreams.

Outstanding orders will be honoured. The Company was rumoured last February to be up for sale, so these closures are not strictly caused by coronavirus, although being closed for three months would not have helped its chances of survival.

  • Grosvenor Shopping Centre in Chester went into receivership along with its car park earlier in July 2020. It was originally built in the 1960s and refurbished in the 80s. There are 101 retail units, all on one level. The Shopping centre continues trading.
  • Oliver Sweeney Trading, the retail arm of the prestige shoe company Oliver Sweeney Group, was placed in administration in mid-July.

All its seven stores are closed as the company sees its retail future as online only. This administration does not affect the wholesaling and online arms of the business.

  • Muji, the Japanese high-street homewares retailer, has applied for bankruptcy protection in the U.S. It has debts of $64m and the Covi-19 lockdowns in the UK and the U.S. have hit it hard.

It won’t be included in our UK figures, but, under U.S. law the corporation will be required to produce an exit plan to revamp the company. This may well have implications for UK stores. The stores continue to trade.

  • Cardinal, the Yorkshire-based firm of shopfitters (outfitting or remodelling store interiors), went into administration in mid-July.

One hundred and thirty-five staff amongst its 170 employees have already been made redundant. Their business has been hit by the pandemic.

In addition their customers (ie the retailers) were unable to make firm commitments about work they needed in 2020, h3, into 2021.

The impact of covid-19 upon retailers has meant that most companies are now unsure about the number, type and location of stores that they are going to need in 2021-2025. The collapse of work for Cardinal is a symptom of the bloodbath on the high street.

  • Soletrader, a footwear retailer established in 1962, went into a creditors’ voluntary liquidation in mid-July 2020. Its assets including stock and brand names Sole and Soletrader were purchased by its owner, the Twinmar Group, and are now invested in a new subsidiary, Twinmar London.

Most of the company’s stores opened for trading in July, but eight shops have been closed. Soletrader’s website is a separate entity and is unaffected by the liquidation.

  • Peter Jones (China), a 50-year old crockery and gift business based in Wakefield, went into administration in mid-July. It had not opened after the lockdown eased. There were ten stores and 76 staff. The business is expected to be liquidated.
  • Norville Group, a Gloucestershire-based firm of opticians and optical suppliers to the industry, went into administration early in June after selling its nine Norville Opticians’ practices the previous week.

Since then the former Norville laboratories, which were renowned for being able to produce lens to the very highest standard, have been acquired from administration by Inspecs, the new owener of the Norville Group, and continue to trade.

  • Benson Beds, the beds and bedding business owned by Alteri, was put into pre-pack administration at the same time as Harveys (see below).

Alteri bought the business out immediately and put £25m into the company to invest in its development. There are 242 stores and 1,900 staff. Bensons (at present) is seen as a much better business than Harveys, most UK bedding is made in the UK, it faces less competition from overseas operators and Alteri is likely to focus on improving its operations, while keeping Harveys Furniture stable. The company continues to trade and existing orders will be fulfilled.

  • Harveys Furniture, the second largest furniture retailer in the UK, was put into administration by its owners, Alteri Investors on the last day of June.

There are 105 stores, which have been struggling for some years, and 1,575 staff. The company is looking to close 20 stores and make 240 staff redundant. The company continues to trade and existing orders will be satisfied.

  • T M Lewin, retailer of shirts and ties online and in 65 stores, went into administration on the last day of June after failing to find a buyer.

The shops have not re-opened following the relaxation of the lockdown. The busines had been acquired from Bain private equity only last month (May). The new owners, SCP Private Equity, expect to close all the stores, making the company online only. Six hundred employees are likely to lose their jobs.

  • Bertram Books, the Norwich-based book wholesaler, went into administration towards the end of June 2020 with debts now (Aug 2020) known to be £25m.

Most of its 450 workforce has been made redundant. Bertrams was particularly important to smaller publishing companies.

Changes in the book market in the last 20 years including the growth of online sales and dramatic price cutting, highly-promoted ‘blockbusters’, the growth of Amazon and direct-to-customer applications as well as e-books adversely affected Bertram Books’ business model. But that is not all.

Sub-optimal decision-making by a succession of uncommitted owners have brought it down. Bertrams started in 1968 in a chicken shed in Elsie Bertram’s garden as a project for her and her son. By 1999, when it was first sold, Mrs Bertram was 86, Bertrams was the second-largest book wholesaler in the UK, and it employed 700 people.

In 2007, it was bought by the Woolworths Group and went into administration with the rest of the Company before being bought by Smiths News, the magazine/newspaper distributor of W H Smith. In 2018 it was bought by Aurelius, a German private equity group, who later sold Wordery, Bertram’s online operation, to the Waterstone’s book chain and Bertram’s library division to an Italian business.

The coronavirus pandemic, closing both libraries and bookshops, proved to be the final blow for Bertram Books. Was all this inevitable? Probably not.

  • Intu Properties, the major property company that owns and manages some of the largest and best UK retail malls, went into administration on 26 June 2020. Many of its retail clients are not paying their rents and INTU’s creditors are not as forebearing.

It has total debts of £4.5bn, a merger with a European propery company came to nothing and it has failed to raise more capital. Its recent negotations with other parties, where it hoped to arrange a ‘standstill agreement’ with its lenders, led to no useful outcome, so it went into administration.

Major sites include Lakeside, Glasgow’s Braehead, Manchester’s Trafford Centre, Nottingham’s Victoria Centre and Norwich’s Chapelfield. This administration will be a major blow to the UK retail sector, although, coming after many other impossible-to-believe ‘major blows’, its significance may be less apparent.

It may not be possible for the Admiinistrators to run all the shopping centres without outside funding, although so far all sites have been kept open. It is still possible that many of their shopping centres will close unless a new potential buyer acquires some or all of them.

Some observers who have used the lockdown to re-think their personal philosophy may rejoice at the decline of this bastion of consumerism.

But the destruction of asset wealth in terms of commercial property, will adversely affect property prices, the stability of most retailers, pension funds, shares, unit trusts, tax revenue, job opportunities etc etc and bring home to the public the enormity of the slump we have managed to stumble into.

  • Go Outdoors, the outdoor sports, walking, climbing, camping, riding and exercise retailer owned by JD Sports, wwnt into administration towards the end of June.

It was immediately bought out of administration by J D Sports for £56.5m (pre-pack administration), enabling hte company to be reorganised. J D Sports has stated that it wishes needs to re-think the Go Outdoors business but does not expect large-scale redundancies and closures.

There are 2,400 employees and 67 stores. Since the firm was bought by JD Sports it has lost £291m (to August 2019) and the massive losses caused by the coronavirus lockdown have only worsened the situation. In July, the Administrators estimated that unsecured creditors would receive only 1p in the £1.

  • Lee Longlands, the Birmingham-based upmarket furniture retailer, went into administration towards the end of June to enable the company to restructure and improve cash flow. The company continues to trade and outstanding orders will be met.

There are six stores, mostly in the Midlands. Lee Longlands was purchased via a management buy-out in 2015. The company started in Broad Street Bham as an antiques business in 1902.

  • Poundstretcher Properties, a company connected to discount-chain Poundstretcher, is to be placed into administration as part of a CVA programme by 450-store group Poundstretcher to reorganise its store portolio, cut rents and reduce other costs.

The Poundstretcher Group has argued that around 250 stores will close if the CVA is not approved by its creditors. Poundstrecher Properties holds the leases on only 23 stores and this will not affect the legal position or ownership of the group as a whole. Poundstretcher faces the same issues as the rest of the high street, compounded by the lockdown, now in its 85th day (it is really that long?).

  • Oak Furnitureland, the specialist furniture store that started off on eBay, has gone into administration, and was immediately bought out of administration (pre-pack) by hedge-fund Davidson Kempner Capital Management.

There are 105 showrooms and 1,491 empoyees. The business continues still to trade, but the new owner expects to rationalise the business, probably through the closure of some stores and reductions in staff.

  • French-themed retailer, bread/coffee/restaurant chain Le Pain Quotidien went into pre-pack administration in mid-June. It has been bought out of administration by a new vehicle, BrunchCo21, believed to be linked to its former owner, Cobepa. Ten of its 26 outlets have been closed with the loss of around 200 jobs in stores and the closure of its head office.

The new owners expect to negotiate T&C with the landlords of the remaining 16 properties, and the results may lead of course to further closures.

  • Monsoon Accessorize, the womenswear and accessories chain with 181 stores, went into administration early in June. It is a private company owned by its founder, Peter Simon: it started as a market stall.

Monsoon Accessorize was immediately bought out of administration by Peter Simon. Thirty-five stores are to be closed with 545 employees being made redundant.

The business had 181 stores and 2,534 UK staff before administration. It is understood that Monsoon does not expect that every landlord will agree to the new conditions, but hopes to save around 100 stores and 2,300 jobs. The stores are based on careful, edited retailing which only encountered problems in the last decade.

In 2019 the company survived a previous crisis through a large cash injection from its owner, the closure of 40 stores and a CVA that cut rents on three-quarters of its stores.

The group’s survival after the current crisis will also depend upon how readily shoppers will return to physical stores post-coronavirus and by how much their tastes and buyer behaviour will have changed in this new environment. Monsoon’s international business is unaffected, with 49 stores and 966 staff outside the UK.

  • Quiz, the Glasgow-based fashion group, put its physical stores division into administration in early June. Ninety-three head-office and warehouse redundancies have already been declared. The business wants to renegotiate rents for its 82 stores and the eventual size of the group will only be known, when this has been done. KPMG has been appointed to review the firm’s options, which are likely to include store closures. There are 915 staff in the stores division. Quiz’s online business continues unaffected, as are its 300+ concessions.
  • Victoria’s Secret, the UK arm of the U.S.-owned global retailer, went into administration early in June 2020 having made a loss now known (Aug 2020) to be £100m in the last financial year. The UK fashion trade has experienced a torrid three years and the coronavirus lockdown, which prevented ‘non-essential’ stores trading (though not online), has been the final hammer blow. Victoria’s Secret has probably lost its original appeal: the aftermath of the Me-too campaign may have made the chain seem slightly tacky. There are 25 stores and 800 staff. The company sells ladies’ underwear. The company is reported as looking for a light-touch administration, allowing them to restructure the business, reduce costs and possibly find a new owner.
  • Aldo, a Canadian-based international chain of stores, went into administration early in May 2020. Five UK stores were permanently closed, leaving eight surviving while the administrators sought new owners for the UK business. The UK network was acquired by a Birmingham-based investment firm in September of last year, after the administration period saw them open three additional stores. Nine stores will be reopening to welcome shoppers back from 12th April 2021, with a further three to follow. Aldo shoes, handbags and accessories are still available for purchase in the UK both online and in its 28 UK concessions. The Irish arm of Aldo has already gone into administration. The company and its brands (chiefly ‘Aldo’ and ‘Call It Spring’) are major international businesses, operating around 3,000 stores globally served by 20,000 staff. Apart from the UK, Aldo businesses are expected to reopen as each government permits in the post-coronavirus world.
  • DVF Studio, the luxury fashion company owned by Diane von Furstenberg, has gone into administration, citing ‘coronavirus’, and is closing its Mayfair store. The company has an online business as well as concessions in prestigious department stores, including Selfridges and Harvey Nichols. It announced earlier in 2020 that it was starting a subscription luxury service. The e-commerce business and concessions continue to trade.
  • Antler, the luggage retailer which runs 18 stores and a concession, went into administration in mid-May. There are 194 employees: 164 of these have been made redundant. The Administrators announced in mid-July that they had successfully sold the brand name, Online business, stock and assets, but the stores remain closed and there was no news of their future.
  • Johnsons’ Shoes, also trading as Bowleys Fine Shoes, went into administration in mid-May. There are 12 stores, all in the South East of England. The 145 furloughed staff will retain their jobs as the administrators seek to reopen the businesses. The group was later acquired by Newjohn Limited, part of Daniel Footwear. Six stores were closed.
  • Dawson’s Music, one of the oldest stores selling musical instruments (est. 1898), went into administration early in May. There are six stores in Leeds, Manchester, Chester, Liverpool, Reading and Belfast. It is still opan and is hoping to be sold as a going concern. There are 75 staff. The coronavirus lockdown proved to be the last straw for a retail group that was already facing a decline in sales. There is also an Educational Division which supplies schools, colleges and universities. In late May, the chain was purchased by Andrew and Karen Oliver, who took over all the stores and retained the staff.
  • J Crew, the U.S. fashion retailer with six UK stores, sought Chapter 11 bankruptcy protection at the beginning of May. It has 500 stores in the U.S., trades online, and owns the J Crew Factory and Madewell brands. It intends to continue trading online while it gives control of the business to its lenders who will cancel debts of $1.65bn (£1.3bn). It is unclear how this will affect its UK business.
  • L K Bennet, the fashion retailer which went into administration in March 2019, is to extend its administration for another twelve months. The company expects to open seven stores on 15 June 2020 (when non-essential stores are allowed to start trading) with the remaining 10 stores to open at a later date.
  • Oasis and Warehouse, two fashion retailers owned by Icelandic-Bank Kaupthing, went into administration in mid-April 2020, having failed to find a buyer for the group. All its 92 stores were closed, 2,300 staff made redundant and the 437 concessions terminated. The 13 stores and 29 concessions in the Irish Republic had already gone in into administration under Irish law: there were 248 staff in Ireland. The Oasis and Warehouse brands and e-commerce operations were bought by Hilco, which sold them in June to BooHoo, the successful e-commerce apparel business. BooHoo raised £200m in May to help it take advantage of ‘opportuunities’, and now also owns brands such as NastyGal, PrettyLittleThing, Karen Millen, MissPap and Coast. Concessions and stores in other countries will continue to trade. Oasis and Warehouse had been suffering recently from the problems common to most UK mid-range fashion businesses. The coronavirus lockdown – closing all its stores – made it impossible to continue operating and ended any chance of a sale to a business wanting the stores to continue.
  • Debenhams, the UK department store group now owned by its lenders following administration in 2019, has appointed administrators once again to protect itself from its creditors. Creditors were considering using winding-up orders to get paid. Although the company has closed 22 stores this year and expected to close 28 in 2021, the new administration is likely to hasten the demise of many more of its outlets in the longer term. Although its online operations are supplying customers, all its stores are in lockdown. It has heavy debts of around £600m. The comapny is loss-making and without the sales revenue from its exisitng stores it is in deep trouble. Debenhams has closed its Irish division permanently, which has eleven stores, 958 staff and 300 concessions. Debs is also closing its Hong Kong and Bangladeshi subsidiaries.
  • Spicers, the office-supplies wholesaler, employing 1,200 people started by John Spicer in 1796 ceased trading in April. It was originally part of the Spicer paper and stationery company and split in 1985. It built up a European presence, but the UK arm and the European operations were separated in 2011, Spicers being bought by Better Capital, the private equity firm controlled by John Moulton. When it went into administration its administrators were not able to sell it and the business was liquidated.
  • Simply Scuba, an award-winning diving retailer based in Faversham, went into administration in June. Thirty-two jobs are at risk. SimplyScuba has won the Dive Retailer of the Year award for ten years in succession. The Simply Group also runs SimplyHike and SimplySwim. The Simply Scuba website continues to trade, with its new 500M Divers Watch on sale today for £109.
  • Kath Kidston, the vintage-inspired fashion and accessories chain, appointed administrators early in April 2020. It has now announced that it will close its UK branches, concentrating on Asia, the wholesale business and online sales. The company – like many fashion retailers – has had problems in maintaining sales and profitability. Since 2018 it lost £27mn, resulting in its closing stores and cutting head-office staff. There are 200 stores globally. All 60 UK sites are to close, with only 32 of its 941 UK staff being retained. It will now operate in the UK as an online-only retailer. The company’s owners, Barings Private Equity Asia, have bought it out of administration on a pre-pack basis, having previously tried to sell it. Finances were so poor towards the end that initially Kath Kidson announced that they would only be paying part of the wages owed to employees: they have now agreed to make payments in full, but a up to a week late. The company suppliers, including HMRC and clothing manufacturers, are owned £90m by the failed company.
  • Autonomy Clothing, a small fashion chain with three stores, 100 concessions and 44 staff, went into administration towards the end of March 2020. It has been beset by the same problems as the rets of the industry, the lockdown being the last straw. All employees have been made redundant.
  • Lombok, the aspirational furniture and furnishings business, went into administration at the end of March. It operates both online and offline and is best known for its teak products made mostly from reclaimed timber. It has experienced two pre-pack administrations before (2009 and 2011). All 43 staff have been made redundant.
  • Brighthouse, the rent-to-own household goods retailer, appointed administrators at the end of March 2020. There are 240 stores and 2,700 employees. The administration does not affect customers that rent goods, as their obligations will transfer first to the administrators and then to any new owner. This controversial business mainly deals with low-income households and was fined by the financial regulator for mis-selling and ‘unfair’ interest charged as part of consumer transactions. The compensation it must pay to 250,000 customers is understood to cost £1m per month and its most-recent financial report (February 2020) showed showed corporate losses of £16m. The company was originally called Radio Rentals whose business was renting out first radios and later TV equipment: they guaranteed to keep rented electronic goods in good repair at a time when electrical goods would often break down.
  • Laura Ashley, the fashion retailer with 155 stores, went into administration in mid-March 2020. The administrators permanently closed 70 of the company’s outlets: 1,669 staff were furloughed and 677 staff continued working in the business with more redundancies announced in mid-June. Only 18 of its remaining stores have re-opened post lockdown, though this may not be ominous. Gordon Bros have been allowed to purchse the Laura Ashley brand and its archives, leaving the future of the stores, logistics and manufacturing in Britain and Ireland unresolved. The Pension Protection Fund is asking for another administrator to be appointed to ensure the protection of Laura Ashley shareholders. Laura Ashley has had problems for more than 20 years. Administration comes after a long period of poor results from a retailer that had been a star in the 80s and early 90s. The post-2016 deterioration in fashion sales affecting most clothing retailers was certainly a factor, but the failure of the business to match modern consumer requirements meant it was difficult to see the purpose of the company. Latterly it had more success with its furnishing and homeware than fashion. The conoravirus epidemic early in 2020 led to a sudden drop in footfall and store sales, which finally prompted the company’s move into administration. Gordon Brothers. a US-based restructuring corporation, bought Laura Ashley out of administration in late April.
  • Kikki.K, an Australian-based retail group selling Swedish-designed stationery, has gone into voluntary administration as a result of the problems of Australian retailing plus the cost of its global expansion (now including Hong Kong, the UK, Singapore and New Zealand). There are up to five stores in the UK, three shops-within-shops in stores like Fortnum & Mason and Selfridges and an online business which, in Europe, seems now to be switched through to Australia. There are 100 stores globally. The Australian stores remain open, but the UK online business is currently uncontactable due to ‘unprecedented shipping delays’.
  • Homebase, the DIY chain, has returned to profit after its experiences first as Bunnings UK and then a large CVA case. It used its CVA to cut rents and close more than 70 stores. It is therefore quitting its CVA eighteen months early. CVAs have had mixed results when used by retailers, but this is one that seems to have turned up trumps for the business.
  • Soak, a major online bathroom products retailer, went into adminstration at the end of February. The market is intensely competitive and Soak’s revenue fell from £70m (2018) to £43m (2019). Its profit on the 2018 figures was only £2.9m. Price competition between online and bricks-and-mortar retailers has meant that few operators are making much of a profit, hence the decline of Soak and the collapse of other kitchen and bathroom retailers, such as Better Bathrooms. There are 220 employees.
  • Bonmarché, the value-oriented clothing retailer that went into administration in October 2019, has now been purchased by Edinburgh Woollen Mills (its previous owner). It is being placed in the same operating division as Peacocks. So far only 200 stores have been acquired, leaving 70 stores in administration. A number of Bonmarché stores have ‘closing-down’ notices in their front windows and these are expected to disappear. When further information about Bonmarché is available, it will be shared here.
  • T J Hughes Outlet Division has issued a notice of intended administration for its Outlet Division, prior to renegotiating their rents. Lewis’s Home Retail Limited, a subsidiary of LHR Holdings (the master company for T J Hughes), owns eight stores, two of which have already been saved via agreed rent reductions. This does not affect the whole Group, but only outlet stores. More information as it becomes available.
  • HonestJohn.co.uk, the online advice website for car owners, went into adminstration and has been bought by Heycar, an online retailer of used cars. The staff, IP and assets have been transferred.
  • Ashbury Furniture, a large furniture and soft furnishings salesroom, went into administration in February, caused by constant road engineering on the M20 (making it hard to get to the showroom) and the impact of rent and rates.
  • Ena Shaw, a producer and retailer of soft furnishings based in St Helens, went into administration in February 2020, closing its factory and store. There were 167 employees.
  • Oddbins, the wine and drinks off-licence business of European Food Brokers, went into administration at the beginning of February. There are 56 stores, mostly trading as Oddbins or Wine Cellars: two have now closed. Employees number around 567. Less than one year ago 45 EFB off-licence businesses were sold or closed on the basis that they were no longer viable.
  • Hearing and Mobility, a spcialist national chain of hearing and mobility stores, has ceased trading and administrators have been appointed. Hearing and Mobility (HHML) is a Northampton-based company founded in 2002 with 18,000 customers. It established a chain of 27 hearing and mobility stores throughout Britain, later focusing mainly on the Midlands and the South with 15 stores. Starting in 2016, the company closed many of its mobility stores to concentrate on hearing disabilities. The company rarely made a profit and by January 2020 had only four stores. After its stores had ‘temporarily’ ceased trading they were sold to two other companies trading in this vertical market. Amplify Hearing has acquired HHML hearing operations, assets and 76 staff, enabling customers to continue being provided with service.
  • Hawkins Bazaar, a Norwich-based toy/games retailer with a focus on adult merchandise, went into administration in the latter days of January. There are 20 stores and 177 staff. The company went into administration previously in 2011. Weak trading in 2019 and a poor Christmas have led the firm’s current problems. The stores will remain open while a buyer is found, but by mid-February were all to close.
  • Houseology, a Glasgow-based ecommerce furniture business, has gone into administration after a doleful Christmas. Twenty-three staff have been made redundant. Bureau, its office-oriented associate business, contiues to trade and is not affected by Houseology’s failure. Houseology was set up in 2010 and is perhaps best-known for being backed by famous names such as Terry Leahy, Mike Welch and Bill Dobbie. By the end of February Houseology’s assets including IP had been acquired by competitor Olivia, part of the Moot Group. Moot Group started in 2018 and is targeting turnover of £20m by end-2020.
  • Beales, a 22-store department store chain, went into into administration, having failed to find a new owner or additional finance in the latter end of 2019. At first, the company’s stores remained open in the hope that a new owner could be found. They have all now closed. The loss-making stores in the Midlands and the South were closed suddenly when no new owner cold be found, and were followed a fortnight later by the remaining stores, which were mostly in East Anglia. The company had announced in December 2019 that it was in difficulties and needed refinancing. Beales was originally set up in 1881 in Bournemouth as the Fancy Fair and Oriental House, taking advantage of the then-current craze for Chinese-themed merchandise. Originally a strong independent department store, Beales had been buying other department stores for 25 years in order to gain scale. It bought Bentalls in 2002 and in the last eleven years has grown by acquisition through taking over small groups of ex-Co-op and small independent department stores, which were not in great shape when they were acquired. These stores were generally in smaller towns like Bedford, Keighley, Mansfield, Peterborough, Skegness, Yeovil, Spalding, Diss, Beccles and Wisbech . Losses rose from -£1.3m in 2018 to -£3.1m in 2019 and poor trading over Christmas made it essential to secure new funding. Beales employed more than 1,200 staff. Colliers International reported in January 2020 that Beales was paying £2.85m in business rates, £1m more than should have been the case.

Source: Centre for Retail Research 

Sales Associate Job in Oxford Circus

You recognize yourself when you enter one of our stores. You love to talk about athletic sneakers and apparel as much as you love to collect them. You always scope out the latest styles, and enjoy sharing your enthusiasm with Customers. It’s easy for you to start up natural, friendly conversations, adapt to different types of Customers, and resolve issues with a smile. You like to work as part of a team as you improve your individual skills on the sales floor. Your success in this role will be measured through personal and productivity goals plus your ability to provide a great in-store experience to every Customer.

Our global house-of-brands inspires and empowers youth culture. Relentlessly committed to fuel a shared passion for self-expression, we create unrivaled experiences at the heart of the sport and sneaker communities through the power of our people. If you want to be a part of something bigger than you can imagine, you’ve come to the right place. To learn more about the incredible impact we’re making on both our local and global communities, Click Here!

  • 0-3 year of retail experience
  • Confident and comfortable engaging customers to deliver an elevated experience
  • Motivated to achieve great results because of one’s enthusiasm from interacting with customers and athletic products
  • Initiates completion of tasks or activities without necessary supervision
  • Flexible availability – including nights, weekends, and holidays

  • Ensuring high levels of customer satisfaction by being knowledgeable on all products offered, and teaming up with co-workers to provide excellent sales service
  • Delivering sales, outstanding customer experience, and operational expectations
  • Maintaining personal and productivity goals
  • Connects with every customer by asking open-ended questions to assess needs
  • Ability to learn and share expertise of products and trends to fit customer’s needs
  • Maintains an awareness of all product knowledge, and current or upcoming product / trends
  • Contributes to a positive and inclusive work environment

London Lifestyle

Designer Bestia Zareta shares her impressions of her trip to London in autumn 2012.

About two hours by taxi from Gatwick Airport and we enter central London. The taxi driver in between times introduces us to the local sights that we pass, saying: “But the embassy of such and such a country. And here they filmed Harry Potter. And here is the park where young Henry VIII hunted … ”.

Finally, we stop at luxurious Bond Street, the driver unloads our luggage and wishes us a great time in the capital of the United Kingdom.

Bond Street is a good place to start our trip, the main focus of which is fashion and everything related to it. The narrow street, which is a series of boutiques of the most expensive and most famous brands in the world, is hung with British flags. Walking through it in the evening, we not only looked at the window dressing of brands such as Alexander McQueen, Dolce & Gabbana, Louis Vuitton, Mulberry and other big names in the fashion world, but also saw the stunning flagship boutiques of such legendary jewelry houses as Tiffany and Cartier when we saw which every girl’s heart starts to beat faster!
Here on Bond Street, among the luxury shops, we came across a famous monument depicting two former presidents, Churchill and Roosevelt, amiably talking on a bench.

Morning lit up the city with sunbeams, and after drinking coffee with fresh toast and jam, we go to the city, which greets us with bright sun and cold wind. The weather is similar to St. Petersburg. With better scarves wrapped around and jackets buttoned up, we come out onto Oxford Street, one of London’s main shopping arteries.

People are dressed very differently, this concerns not only style, but also color preferences, and the degree of “warmth”. In general, everyone is dressed quite lightly and nicely. It is immediately striking how well-dressed the men are! Many representatives of the stronger sex are in suits and shirts, which gives the city a very special “fit” and elegant look.Someone is on the phone, someone is drinking coffee from Starbucks on the go, someone is taking the kids to school, hurrying on the subway, which the locals call the Tube, or waiting at the stop for a red double-decker bus. By the way, despite the fact that everywhere on the roads it is written: “look right”, the head still habitually turns to the left. And every time you cross the road, you feel a slight disorientation. In general, the roads in England must be crossed carefully.


London is a good place to shop: here you can find clothes for every taste and pocket.From the luxurious Harrods department store, with its pompous spirit and expensive stores, to quite budget brands, which, at democratic prices, offer the buyer the whole range of fashion trends.

The most striking impression was left from the design of the famous department store Selfridges, one of the largest department stores located on Oxford Street. It is impossible to pass by him indifferently. A collection was exhibited in all the windows on the first floor around the department store, the fruit of an unexpected and impressive collaboration between the French house of Louis Vuitton and Japanese artist Yayoi Kusama.

Red and white polka dots are Yayoi Kusama’s business card, and mannequins depicting the artist herself in full growth, and even the Louis Vuitton inscriptions are just an explosion of color and consciousness! All together it looks intriguing, a little crazy, but in general, just enchanting! Here in this pop-up store you can buy ironic pieces from the new collaboration between the artist and Louis Vuitton.

Stores in general, I must say, compete in methods of attracting customers. For example, a car was installed in the central store of the famous brand River Island on Oxford Street.

Finding any store you wanted in London was pretty easy. If among the oncoming passers-by more and more often come across those who carry beige bags with blue letters, then the Primark store is right on the course. This brand offers trends at affordable prices. We headed to the brand’s new store recently opened on Oxford Street in the Tottenham Court Road area.

This is not just a shop, it is a whole city with “streets” and “squares”, with huge TV screens and island displays of mannequins.Here, depending on your shopping ability, you can spend from 2 to 6 hours. (Same goes for Topshop and Miss Selfridge.)

Large multi-storey department stores such as Debenhams and House of Fraser, with a huge selection of various goods, attract customers with special offers and discounts valid for 1-2 days.

Expensive shops on Regent Street such as Karen Millen, French Connection and various boutiques offer excellent service.The sellers-consultants will immediately take the selected things to the fitting rooms, they will also help to choose the size and will periodically inquire about the progress of the case with the words: “How are you, my lady?”.

In large stores and department stores, you have to carry all your purchases with you. In this regard, we were pleased that some of these large stores are equipped with special bags, and sometimes even carts, which make life much easier for avid shoppers. 🙂 It is very convenient, you do not need to carry your favorite things around the store – you can put everything in a cart without denying yourself anything.

One of the more conceptual stores is All Saints, located on Regent Street. Unusual and rather peculiar decor. Minimalism and even asceticism in the interior is contrasted with the good quality of products, emphasizing their sometimes complex design, unusual shapes and cut.


All brands offer Basque garments, fitted sexy dresses; there are a lot of “animal motives” in prints and knitted items.There are also many floral prints based on the D&G collection and decorated items. Special attention to collars. Space prints are popular. Lots of geometry and stripes. As for the color scheme, in general, London shops look rather minor, but at the same time elegant. This effect is achieved with the help of sometimes a fair amount of decoration and a combination of various textures of fabrics.

In addition to traditional jacquards and stripes, openwork knitting, there are a lot of different animals in knitting.You can collect a whole “Zoo in my luggage”: here are dogs, and cats, and owls, and raccoons, and horses, etc.


Even the most exciting shopping will not let you forget about food. At some point, the legs themselves go to the windows, in which there is something edible. In terms of food, London offers a wide variety of options, from small eateries to luxury restaurants.

From the interesting, for example, here you can visit the restaurant of the famous British chef Jamie Oliver Fifteen, which offers guests Italian cuisine.The peculiarity of the institution is that it uses the “magic of food” to give troubled teenagers a chance for a better future. Every year, the restaurant recruits unskilled young people between the ages of 18 and 24 and teaches them all the intricacies of work, helping them eventually become independent professionals.


If you are limited in time and finances, you can always find a fast food restaurant with fresh and healthy Prêt-a-manager food within walking distance.There are sandwiches, pastries, salads, great juices, yoghurts and even soups. You can eat both in the institution itself and buy food to go.



Continuing our journey through the already evening London, we are approaching some kind of pandemonium. Coming closer, we understand that difficulties with entering the metro at rush hour exist not only at the Vasileostrovskaya station. 🙂

Below in the photo you can see the entrance to the Oxford Circus Station at the end of the working day.

We also really liked the English cabs scurrying around the city. It would be more accurate to say that we liked their design. Along with the glorification of Great Britain and the advertising of various establishments, it was extremely pleasant to meet such a car. 🙂

I would like to say a few more words about shops offering fusion of clothes, shoes, souvenirs, books, music and others. The atmosphere in these stores is more informal, with people hanging out more than shopping.In such a place, you can unexpectedly find quite interesting things, although prices can sometimes be overpriced. One such store is Urban Outfitters on Oxford Street.


This is how we saw London in the fall of 2012!

90,000 Boohoo and Debenhams: What Their Deal Means For UK Retail

On January 25, British online retailer Boohoo announced the purchase of Debenhams for $ 55 million.pounds sterling, as a result, the site of the 242-year-old department store and products under its own brand will be transferred to new ownership. The remaining 118 physical Debenhams stores will be closed permanently, resulting in at least 10,000 job losses. So what exactly does this deal mean for UK retailers?

Retail trade in Great Britain is changing, and the speed of these changes does not at all match the measured life of “good old England”, at least the one with which we are familiar from the books.Space speed!

Just ten years ago, no one could have imagined that a reputable department store like Debenhams would be acquired by “some” fast fashion online store; not to mention the fact that trade outlets under the name known to the whole world will completely disappear from the country’s trade map. The daredevils who would make such a forecast would be immediately accused of excessive and unjustified fantasy.

But that is exactly what happened on Monday 25 January. Boohoo Group bought out Debenhams for next to nothing.Initially, the company was valued at 1.7 billion pounds, but Boohoo chose the right moment and made an offer when it was already possible to choose what they needed and what went into the deal and what went into the firebox. As a result, the value of the deal, which does not include physical locations, was £ 55 million. The deal includes only department store brand assets, e-commerce and site operations, and all private label merchandise.

This means that the remaining 118 Debenhams stores that were liquidated less than two months ago and still hoped to resume operations will be closed forever.

The Boohoo Group, which owns PrettyLittleThing, Nasty Gal, MissPap and Boohoo itself, said the deal was a huge step forward in its ambition to create the largest player in the UK fashion market.

Launched in 2006, Boohoo – “the brand of frivolous and fashionable girls” – waited in the wings, which struck a pandemic. They have been looking closely at the market for a long time and bought up “gaping” players who were unable to quickly get on the rails of e-commerce, cheerfully turning them into online parts of one giant.So, in 2019 they bought Karen Millen and Coast, and in 2020 they acquired Oasis and Warehouse. They also sent their proposal to Topshop, the flagship brand of the Arcadia Group. But the offer from ASOS was the last one that seemed more interesting.

Boohoo’s acquisition will result in ownership of Debenhams e-commerce and private label products around the beginning of the next fiscal year, which is March. Thus, in the near future, the Debenhams website will also be rebuilt and relaunched as part of Boohoo.

Jeff Rowley, temporarily appointed as managing director of Debenhams from FRP Advisory, is quite optimistic about the deal. He called it “a new opportunity for the Debenhams brand to launch in a new form.” Let’s add – and with a new owner.

The Retail Trust, a charitable foundation supporting UK retail workers, reported that the flow of calls from prospective unemployed employees has already begun, and the number of website visitors seeking financial support from the foundation has grown by 40%.The fact is that the Retail Trust has supported Debenhams employees for a hundred years, and the news of the closure of the legendary stores caused sincere sadness among the employees of the fund.

“We remain optimistic and sincerely hope that the growth of e-commerce will create new jobs, and Debenhams staff who have lost their jobs will be able to find themselves in new professional roles in the near future,” commented the Retail Trust.

The sale of Boohoo was a relief for Debenhams, as the struggle for survival continued for more than one year, and along with it, rumors of bankruptcy were heard more than once.In May last year, the company announced another store closures, and data on the sale began to actively penetrate the press. In particular, JD Sports and Mike Ashley’s Frasers Group were interested in the purchase of the company.

JD Sports soon took the lead in negotiations when it was granted exclusive negotiations with the owners of Debenhams in November 2020. But when, at the end of November, Philip Green’s Arcadia Group – Debenhams’ largest concession partner – messed things up by joining the governing board.JD Sports was forced to withdraw from such negotiations.

Since there was not a single prospective buyer on the horizon, and time was not good for the size of the deal, the administrators subsequently began liquidating Debenhams in early December. Part of that process was the closure of six stores earlier this month, including the main store on Oxford Street in London.

Oddly enough, Boohoo’s biggest competitor, Asos, literally on the same day – January 25 – confirmed that it was in exclusive negotiations to buy the retail empire Arcadia, which owns clothing brands Topshop, Topman, Dorothy Perkins, Burton, Wallis, Miss Selfridge. Evans and Outfit.As with the Boohoo acquisitions, it is believed that any Asos acquisition of some or all of the retail chains is unlikely to involve the preservation of its vast retail property.

However, there have already been reports that Asos may retain Topshop’s famous Oxford Street flagship if the Arcadia takeover negotiations are successful. This is a noble decision, because an expensive multi-storey physical store in a post-pandemic market cannot be called a profitable asset.

Against the background of drowning offline giants, the situation of large online players looks like a “successful success”. Thus, Boohoo Group reported a 40 percent increase in sales to £ 660.8 million in the four months to December 31. Affected by the sharp increase in online commerce in general, and during Black Friday and the New Year’s sales season in particular.

UK online sales totaled £ 357.2 million, up 40% year over year. In the 10-month period to December 31, revenues reached £ 1.47 billion, up 42 percent from the same period last year.

Boohoo envisions a multitude of third-party brands alongside their own offerings and Debenhams range on the giant new platform, creating a one-stop shop for fashion, beauty, home and sports products.

Experts in the UK market believe that the closure of Debenhams stores could exacerbate the decline of many of the UK’s main streets. The remaining 118 retail outlets occupy extensive locations on central streets, as well as in large and medium-sized shopping centers.Topshop, Topman also played large areas, with both brands often being anchor tenants. Thus, the closure of the stores has complicated the already difficult situation in the retail sector of the country. Fashion retailers, frightened by the pandemic, are unlikely to want to occupy locations of several thousand squares in the near future, which means that British developers and management companies will have to think about new centers of audience attraction to their properties. As a result of the collapse of Debenhams and the Arcadia Group, 14 million square feet of retail space could become vacant.

Read also: 8 British department stores that no longer exist

Empty spaces are not only a source of lost profit, but also a cause of serious losses. The fact is that the UK government has provided an annual tax leave for players in the retail, leisure and hospitality sector. Companies involved in this area have received a tax break of £ 10 billion. The benefit expires on March 31st.

However, the support measure does not apply to properties that remain vacant and are rented out. Thus, according to Altus Group, landlords may soon be forced to pay almost £ 1 billion in taxes on empty stores.

Retail expert Nelson Blackley calls the disappearance of Debenhams stores from the main streets “a watershed moment for British retail.”

“The Boohoo deal shows that a model of many similar physical stores with huge operating costs and underdeveloped modern sales channels is no longer viable.In a world where consumers can now choose where, how and when to spend their money, and do it from the comfort of their homes, the traditional store format cannot be the basis of a successful business, ”says Blakely.

And just the purchase of Boohoo Debenhams, and Asos – the Arcadia Group, was the last warning to retailers who ignore the development of digital sales channels and are not looking for ways to properly interact with a young audience. They just won’t stand the test of time that works against them.

Based on materials
Retail Gazette

New Retail

90,015 90,000 We spoke to the frontline workers of London shopping on Black Friday

This article originally appeared on VICE UK

I recently wandered around the Oxford Street shopping district in London chatting with people ahead of Black Friday. Reinforced security and additional personnel are now considered a necessity in stores – last year we witnessed crowds of rabid shoppers trying to grab, snatch and fight to break through to every item they could get their hands on, and the press happily documented all this.

Due to nervous corporate public relations strategies, only a few people agreed to talk to me, and no one told me their name. But those who happily chatted with me talked about their own preparations, past experiences, and what they expect to see as they break through the doors this time.


VICE: Is this your first Black Friday here or is it your first Black Friday?

Guard: Yes, first Black Friday, yes.

So how did you prepare for tomorrow?

We will come early. Let’s see if there is a rush on the streets. We will definitely check out the John Lewis store. If there is any madness going on across the road, when these people finish there, they will come to us, and [we] will basically just hope for the best!

What do you think it will be like?

Well, I’ll be frank with you, I talked to a few of my colleagues about what to expect and they said the day would be extremely “hot”.Therefore, the main thing will be the safety of buyers, staff and, obviously, the building. This is not to mention the thefts that will be committed; hope we limit them. And everything else is God’s will.

Have you been instructed on how to behave tomorrow?

We were instructed on two issues – the first is, of course, the safety and security of the building, obviously, when the sale has already taken place, make sure that all the tags are correct, the trading floor is in perfect order and provide quality customer service.The second point, of course, was terrorism, given the terrorist attacks that took place in Paris; we were given several brochures on how to behave and what to do if an accident occurs. What to do ourselves – hide, close somewhere, etc.

Who gave you these brochures?

The company gave them out, but we also spoke to the police on the streets, and Oxford Street security is contacting us on a local broadcast [points to walkie talkie] to keep in touch with all the other stores.

So shops, police …

Everything connected with this radio – police, other shops, as well as intercom.

And how do you feel about this?

I love it. Of course, I can’t go to the sales, but my wife will!

Security guard at another store


VICE: How are you preparing for tomorrow?

Salesperson at All Saints: **** Ummm, I honestly don’t even know.I don’t think we are really preparing in any way, we just give a 30% discount, which ensures good traffic for the store. We expect the day to be very hectic. I think our goal is to make a profit of 70 thousand.

How much revenue do you get on a typical day?
30-40 [thousand pounds]. It’s about 50k on Friday, so yes, hopefully 70k.

What will you do to withstand the wave of buyers? Add staff?
Yes, I think everyone will work – well, maybe not everyone; we have 150 people in total.I think that tomorrow there will be about 90 people working … All our temporary workers who work during the Christmas holidays started working earlier. We usually hire temporary workers much closer to Christmas.

What do you think it will be like?

Employee of sales area No. 2: **** The day promises to be “hot”. You see, everyone knows Black Friday, but it usually starts today, so we expect twice as many buyers tomorrow than today.Approximately 1,000-2,000 buyers. It will be an abnormal day. We’ll get free meals tomorrow. Black Friday for people and Black Friday for staff!

Do you think things will be different tomorrow due to the recent terrorist attacks in Paris?

You know, after the London bombs in 2005 and everything, everyone still has memories of buses and stuff, you know what I mean?


How long do you work here as a security guard?

Guard: Six months, not too long.

What do you expect from Black Friday?

I’m looking forward to a busy day. “Hot” day. Waiting for incoming buyers, expecting noise and people eager to buy goods. Yes, a busy day.

Have you been instructed on what to do if things get out of hand?
Yes, I was instructed. Um … just for the safety of customers, to keep the product from being stolen, as we know the day is going to be a very busy one. We also bring in more security.We’re counting on another guard, but he’ll be working undercover. He will be dressed in civilian clothes, walk around the store and make sure that there are no fights and the like.

Will you have a meeting with your managers to advise you on what to do?

Yes. They trust us, but they’ve already instructed us about Black Friday. We started the sale today. We usually open at 9 o’clock, but today opened at 8 o’clock. We also expect that tomorrow will be a crazy day and crazy things will happen.

Did you work as a security guard anywhere else before coming here?
Yes, I was a security guard at Marks and Spencer – I worked with a squad of armed guards.

Were you there on Black Friday last year?
Yes, I worked there last year’s Black Friday. It was in Luishem. But we didn’t have a sale that day or anything like that.


Were you here last year’s Black Friday?

** Store manager * Aldo: *** I was not in this store, I was in another, which is in Covent Garden.

And how did it go?

Ok, everything was fine. Nice and friendly. Nice atmosphere, nothing too aggressive, but that’s how it was in Covent Garden, everything is quieter there. I’m sure things will be very different here [on Oxford Street], it will be, so to speak, a little … noisier.

And how do you prepare?

We are more than staffed by making sure we have enough staff to assign people to specific areas. We are here to calm people down if they become aggressive.And if they do become aggressive, we will be happy to ask them to come to us another time, when they are calmer.

What do you expect tomorrow?
The number of visitors is three times the number of people on Saturdays!

In your opinion, something will change in connection with the terrorist attacks that have recently occurred in Europe?

No, I don’t think so. There will still be a lot of people coming because they want to buy money before Christmas and they want to shop now.I think they will all just forget about it for the day.


Guard: Yes, this is my second Black Friday.

Did you work here?
No, at another retail store.

And how was it?

Crazy. Complete madness. The store specialized in electrical goods, and obviously there are many more buyers in stores that specialize in electrical goods.I must say, people just go crazy with TVs and VCRs or DVD players.

So how are you guys getting ready for tomorrow?

We have hired additional security for the store, and our plan of action is different from usual, as the demand is clearly high and there are many more buyers, and, of course, due to the current situation, we must be on alert. The company has recruited significantly more staff to help with key management and oversight of the work, but … yes, everything is planned, everything is planned.

I spoke with another security guard who was instructed on the threat of terrorism. How do you think this can help make things less crazy?

I think that in the current situation in which we are now, there is some ambiguity about people going out to the city for shopping. Regardless, those who want to go shopping will do it, and I don’t think that will stop them.


Will you be here at Monsoon tomorrow?

Guard at Monsoon: No, I’ll be at Uniqlo, I work there too, on Oxford Street.

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