Tesco Media's Director Strategy, Proposition & Measurement, Florian Clemens, explains how a focus on win-win-win outcomes (value for shopper, advertiser, and retailer) guides the strategy for Tesco's retail media business. The discussion centres on measurement, omnichannel innovation, the legacy of Clubcard data, and Tesco's position as a market maker in UK retail. Practical examples highlight transparent loyalty incentives, creative brand partnerships, and the challenge of delivering differentiation on a large scale. The conversation closes with what's next for Tesco: building truly omnichannel, science-driven media and exploring the real-world impact of AI on habits and shopping behaviour.Points of Note on Tesco Media•Tesco holds 28% of UK supermarket sales, reaches nearly every UK household, and operates at a scale matched by few retailers.•Clubcard's integration with Dunnhumby's data science powers Clubcard Challenges; over 80% of in-store revenue is attributed to identified shoppers.•Tesco Media runs as an internal joint team: Tesco, Dunnhumby, and external talent.•More than 25 ad products: coupons, search, store screens, Clubcard Challenges - designed for relevance, transparency, and incremental value.Key Quotes"This win-win-win needs to be right for the shopper, right for the advertiser, and right for the retailer. That just takes longer to figure out, but it's what we're building" “Clubcard changed the face of British retail… suddenly it was about data-driven engagement.” “It’s only a real win if it’s truly better for people. I don’t think we’ve seen that at scale - yet.” “If I started making a list of all our sources of inventory, turning delivery vans into ad products would have been number 35… but being a UK-focused decision maker lets us try it if it feels right.” “With Clubcard Challenges, customers choose which brands to engage more deeply with, and advertisers only pay if people convert - a transparent, zero-risk proposition.” “Tier-one platforms can build direct relationships. Further down the list, you have to aggregate for economic reasons - otherwise agencies simply don’t have the bandwidth.”   Episode Running Order • 00:00 — Introductions, context, Tesco’s leading market position • 01:00 — Tesco Media’s joint strategy, scale, and data science • 04:00 — Clubcard’s legacy and retail media’s evolution • 07:00 — Team structure: Tesco, Dunnhumby, and new hires • 09:00 — The win-win-win foundation; Clubcard Challenges as example • 12:00 — Differentiating Tesco Media from a decade of programmatic and performance marketing • 17:00 — Brand partnerships: creative campaigns (Christmas grottos, branded vans) • 20:00 — Complexity in omnichannel: 25+ ad products, need for self-optimisation • 23:00 — Future vision: scientific omnichannel planning and implementing AI in commerce • 29:00 — Price sensitivity, habit, and the real test for AI and automation • 34:00 — Closing thoughts, next steps, and invitation for a return discussion on AI   --  Run time: 38 minutes INFORMATION: [ 🖥️ ] Tesco Media - https://www.dunnhumby.com/tesco-media-insight-platform/  [ 👨‍👧 ] Florian Clemens: https://www.linkedin.com/in/florianclemens/  Ian Jindal: www.linkedin.com/in/ianjindal/  [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal  

This episode examines how PerfectTed has introduced ceremonial-grade matcha to the mainstream UK market, covering product origins, retail strategy, lessons from Dragon's Den, and building a challenger brand in the FMCG sector. The conversation touches on the history of matcha, the reality of category management, and making niche products accessible to a wide consumer audience. PerfectTed (www.perfectted.com) Sold in major retailers including Tesco, Sainsbury’s, Holland & Barrett, Planet Organic, and Ocado.​ Stocked nationally in coffee chains: Joe & the Juice, Black Sheep Coffee, and Café Nero.​ Product range covers organic, ceremonial-grade matcha powders and sparkling matcha energy drinks (with three flavours, including Great Taste award winner). Sourced from single-origin growers in Japan, using young, shade-grown leaves. Every batch is handpicked, stone-ground, vegan, gluten-free, organic, and non-GMO, with 68mg caffeine per serving. The brand was featured on Dragon's Den in 2022, receiving investment offers from all five Dragons and accepting Steven Bartlett’s offer. Full episode on YouTube (https://www.youtube.com/watch?v=Wpwc1GqehZU) and Stephen Bartlett's follow up video (https://www.youtube.com/watch?v=DCcDNArBASw). Co-founder Marisa brought her personal focus on ADHD and anxiety to the energy drink formula, aiming for clean energy without jitters or crashes. Episode Topics & Timestamps 00:00—Opening 00:59—Introduction to Shani, her career move, and the PerfectTed mission 02:34—History and basics of matcha; ceremonial vs. lower grades 05:00—PerfectTed’s retail and coffee chain distribution 08:30—Sales career progression and negotiation insight 11:00—Dragon’s Den: pitch day and investment outcome 12:30—Post-Dragon’s Den impact and rapid growth 15:30—Brand identity, consumer niche, and quality promise 16:30—Retail trading, innovation, and working with buyers 18:00—Consumer education, Instagram trends, and matcha recipes 22:00—Product range, taste profiles, and development stories 23:30—Purpose, clean energy, and values-driven marketing 24:30—Closing thoughts Key Quotes "Our mission is spreading positive energy through matcha products." "Ceremonial grade is the first flush—the youngest leaves. You get that vibrant green and a sweet umami flavour rather than a bitter, grassy taste." "You always have to prioritize quality. We focus on 100% pure ceremonial-grade matcha because if you have a bad experience, you won't come back." "Dragon's Den was 90 minutes of filming that became 14 minutes of air time. We received all five investor offers and accepted Steven Bartlett's investment." "You won't be liked by everyone. What makes you special is your niche." "Matcha is like coffee—you can have a bad experience, or you can find a quality source and come back forever."   --  Run time: 39 minutes INFORMATION: [ 🖥️ ] PerfectTed's website - www.perfectted.com  [ 👨‍👧 ] Shani Higgs: https://www.linkedin.com/in/shanihiggs/  Ian Jindal: www.linkedin.com/in/ianjindal/  [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal

In this short, sharp RetailCraft conversation, Ian Jindal chats with Timo Boldt, founder and Chief Executive of recipe-box innovator Gousto, to explore how a self-proclaimed “data company that loves food” is reshaping dinner for millions of UK households. In 20 minutes they unpack Gousto’s 13-year journey from kitchen table idea to profitable £308 million enterprise, its foray into B2B software via the Bento subscription platform, and Boldt’s ambition to raise Gousto’s UK “share of stomach” from 0.2 percent to 1 percent1. Listeners will enjoy candid reflections on everything from Netherlands expansion and AI-driven menu personalisation to the zen of walking factory floors at 5am. Episode Summary Gousto’s path has tracked—with uncanny timing—every macro-cycle in ecommerce food: mobile adoption, pandemic surges, funding booms and busts, quick-commerce exuberance, and the current shift from growth at all costs to durable profitability. Boldt explains why Gousto remains “deeply profitable” while many peers falter, how its eco-design “Eco-Chill” packaging saves 23 percent CO₂ per meal, and why he believes Bento can do for physical-goods subscriptions what Shopify did for storefronts. At the heart of the episode is the tension every modern retailer navigates: providing limitless personalisation while operating a ruthlessly disciplined supply chain. Gousto’s answer is a vertically integrated tech stack, four automated fulfilment centres, and predictive algorithms that cut food waste, hold gross margins above 53 percent, and power a menu now exceeding 200 recipes per week. We also chat about Timo’s personal journey: leaving a hedge-fund VP role at 26, moving into student housing to save cash, running early routes himself, and leaning on “learn-a-holic” instincts to conquer operations, funding, B-Corp certification and, most recently, AI. About the Guest Timo Boldt Founder & CEO, Gousto (2012–present) — certified B Corp meal-kit pioneer valued at over £1 billion in 2020, now refocused on profitability and mainstream mass-market expansion. EY UK Entrepreneur of the Year 2022, World Entrepreneur Class of 2023. Member, Unilever Digital Advisory Board. Executive MBA, Cambridge Judge Business School; undergraduate training in statistics fuels his obsession with data-driven iteration. Key Topics & Timestamps 00:00 – Cold-open & scene-settingRecording in a “glass atrium” at Retail X; quick intro to Gousto and its 13-year trajectory 03:00 – Market purpose & climate mathThe 40 percent food-waste statistic and Gousto’s mission to remove hassle, guilt and CO₂ from dinner 05:00 – Growth vectors & 1 billion-meal TAMBoldt’s “share of stomach” framing; path from 5 recipes a week to 200; next-day delivery at £3.20 per portion 08:00 – Personalisation at scaleCustom menus, 10-minute recipes, Wagamama tie-ins, protein-heavy “XL” range for hungry teens 11:00 – Founder back-storyFrom Rothschild analyst to food-box evangelist; giving up salary for three years; California culinary inspiration 13:00 – Ireland launch & localisation learningsSeven weeks in market; podcast discovery channel; “zero-to-one” done, now “one-to-100” scaling 14:30 – Bento SaaS platformPackaging 13-years of tech for external merchants selling physical-goods subscriptions—beauty, liquor, pet food 16:00 – AI, automation & factory toursFour fulfilment sites, 80 million dinners per site per year; invitation to Ian for a 05:00 walkthrough 17:30 – International optionsCultural hurdles in Germany (“dinner bread”), promise in Scandinavia, Netherlands and Australia 18:45 – Subscription advice for brands“Developer-to-domain ratio” heuristic; outsource generic infrastructure, focus resources on differentiated CX 20:00 – Future vision (next 10 years)Raising share of stomach, household-level nutrition kits, more plant-forward range, and fully recyclable packaging 22:00 – Favourite recipe & wrap-upBoldt’s vegetarian obsess

What happens when one of the Nordics’ largest grocery retailers empowers 1,300 local entrepreneurs under a single national brand? In this episode, Ian Jindal chats with Oskar Jakobsson, Director of Customer Solutions at ICA Gruppen, to explore the unique federated model in Swedish grocery retail. Oskar shares how ICA balances entrepreneurial autonomy with digital innovation, discusses the challenges of unifying customer experience across diverse store formats, and reflects on the accelerating pace of change in retail technology. The conversation ranges from handwritten signs and local flavour to AI-driven personalisation, the future of agentic shopping, and the enduring joy of simply strolling through great stores. About the Guest Oskar Jakobsson is Director of Customer Solutions at ICA Gruppen, where he leads a team of nearly 200 colleagues responsible for all digital customer-facing touchpoints. With over 20 years’ experience in retail, spanning SaaS suppliers, H&M, and Sweden’s alcohol monopoly, Oskar brings deep expertise in digital transformation, customer experience, and the art of retail. Key Topics & Timestamps 00:00 – Welcome & IntroductionOskar’s retail journey, passion for the industry, and why he loves just being in stores. 03:00 – ICA’s Unique Model: 1,300 EntrepreneursHow ICA’s structure empowers local ownership, creates lively, differentiated stores, and fosters community connection. 08:00 – Store Formats & Family BusinessesThe four ICA formats, from small convenience stores to hypermarkets, and the generational, entrepreneurial spirit behind them. 10:00 – Digital Customer Experience at ScaleOskar’s role in orchestrating all digital touchpoints, from apps to in-store tech, and the challenge of aligning with retailer-facing systems. 13:00 – Defining “Best Customer Experience”How ICA uses surveys, A/B testing, and constant feedback to keep the customer at the centre of every digital and in-store decision. 15:00 – The Complexity of Grocery Shopping JourneysWhy food retail is uniquely challenging, and how ICA leverages data for relevance and personalisation. 17:00 – Retail Media, Promotions & DataThe balance between central campaigns and local autonomy, and how ICA navigates data sharing and privacy in a federated model. 20:00 – The Pace of Change & Flexible ArchitectureReflections on the rapid acceleration of retail tech, the need for adaptable IT infrastructure, and lessons from past digital transformations. 25:00 – AI, Agents & The Future of GroceryOskar’s take on the coming wave of agentic shopping, the importance of brand trust, and how AI will reshape both online and in-store experiences. 31:00 – AI in Practice at ICAFrom classic analytics to generative AI and Microsoft Copilot, ICA is using AI for efficiency, decision support, and behind-the-scenes innovation. 34:00 – Advice for Retail TechnologistsOskar’s career lessons: prioritisation, embracing change, and the value of curiosity and continuous learning. 39:00 – Getting Re-energised by Great RetailWhy Oskar strolls malls for inspiration, and the importance of reconnecting with what makes retail exciting. 40:00 – What’s Next: Strategy & DirectionThe excitement of strategic planning, aligning teams, and setting direction for ICA’s future.   Standout Quotes “ICA isn’t a chain. It’s almost 1,300 separate retailers… Each store is genuinely their own store, adapting to their local customer and community.” “You always need to prioritize. You will never be able to do everything. It takes a while before you realize that.” “If you have a monolith you can’t change, you need an integration layer that is flexible. Tech isn’t the problem-it’s prioritizing investment.” “The pace of change will never be as slow as it is today. It will only be quicker.” “Retail is a hobby. I’m fortunate enough to work with my hobby.” --  Run time: 38 minutes   INFORMATION: [ 🖥️ ] ICA Gruppen's website

What does it take to be the number one premium beauty retailer both online and in-store across 22 countries? In this episode, Ian Jindal welcomes Philipp Andree, Chief Commercial Officer at Douglas Group, to explore how the company blends heritage and innovation in the fast-evolving beauty sector. Philipp shares how Douglas is redefining omnichannel retail, leveraging AI to enhance the customer experience, and transforming its supply chain for efficiency and scale. The conversation covers everything from Gen Z beauty trends to warehouse optimisation and the “Let it Bloom” strategy for future growth. Whether you’re fascinated by retail tech, operational excellence, or the art of customer engagement, this episode offers a rare inside look at a European retail powerhouse. About the Guest Philipp Andree is the Chief Commercial Officer at Douglas Group, number one omnichannel premium beauty destination in Europe. With a background in engineering, marketing, and digital transformation, Philipp brings a unique perspective to the intersection of tech, commerce, and customer experience. Key Topics & Timestamps 00:00 – Welcome & IntroductionIan introduces Douglas and guest Philipp Andree, setting the stage for a deep dive into European beauty retail. 02:00 – Douglas’s Unique Market PositionPhilipp explains Douglas’s leadership in premium beauty, its rare dual dominance online and offline, and its focus on experience. 04:00 – Understanding the Douglas CustomerDiscussion of customer segmentation, the rise of Gen Z, and the broad appeal of beauty across ages and genders. 08:00 – Balancing Scale and SpecialismHow Douglas maintains expertise and curation while operating at scale, and the importance of standing for premium beauty. 11:00 – Philipp’s Career JourneyFrom engineering to marketing, consultancy, and digital leadership, Philipp shares his path to CCO. 14:00 – Omnichannel EvolutionThe shift from digital as a silo to a fully integrated, customer-first omnichannel ecosystem. 16:00 – The Role of AI in Beauty RetailWhy AI is a tool, not a goal; how Douglas uses AI for skin analysis and the development of a beauty advisor chatbot. 19:00 – Training AI with Human ExpertisePhilipp describes using in-store beauty advisors to train AI, ensuring recommendations feel authentic and trustworthy. 24:00 – Supply Chain TransformationThe move to “One Warehouse All Channels” (OWAC), reducing inventory and increasing efficiency across 22 countries. 29:00 – The ‘Let it Bloom’ StrategyDouglas’s four-pillar growth plan: brand leadership, best selection, omnichannel excellence, and operational efficiency. 30:00 – Store Expansion and RefurbishmentOpening 200 new stores, refurbishing 400, and the impact on customer experience and loyalty. 32:00 – Standardization and Tech Across BordersThe challenge of unifying systems and processes across a multinational footprint. 33:00 – Closing ReflectionsIan and Philipp reflect on Douglas’s blend of 200 years of heritage with cutting-edge innovation. Standout Quotes “We are number one, both in-store and online, which is pretty rare.”“Our customer base spans from Gen Z to Boomers—beauty is for everyone.”“AI is a tool, not the goal. We always start with the customer.”“Let it Bloom: it’s about being the number one premium brand, the best selection, omnichannel, and efficiency.”   --  Run time: 38 minutes INFORMATION: [ 🖥️ ] Douglas' German e-commerce site - www.douglas.de  Douglas Group's corporate site: https://douglas.group/  The "Let it Bloom" strategy (https://douglas.group/en/about-us/strategy)   [ 👨‍👧 ] Philipp Andree: https://www.linkedin.com/in/philipp-andr%C3%A9e-47b681253/  Ian Jindal: www.linkedin.com/in/ianjindal/    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal  

Clean Lines: Sustainable Innovation and Retail Evolution with Rothy's VP Global Retail In this episode of RetailCraft, Ian Jindal speaks with Giovanni Lepori, Vice President of Global Retail at Rothy’s, from the brand’s flagship store in New York. Giovanni shares how Rothy’s has revolutionized footwear manufacturing with 3D knitting technology, built a sustainable and scalable business model, and expanded into physical retail while staying true to its clean design ethos. The conversation explores themes of circularity, disciplined growth, and the challenges of scaling a direct-to-consumer brand globally. Episode Overview Rothy’s Origins and Revolutionary Manufacturing Giovanni recounts how Rothy’s founders developed their groundbreaking 3D knitting technology to create zero-waste shoes made from recycled materials. He highlights the challenges of scaling production and the importance of owning their factory in China to ensure quality and sustainability. Clean Lines and Circular Design The brand’s aesthetic—distilled simplicity with clean lines—is paired with a commitment to circularity. Giovanni discusses Rothy’s zero-waste factory, pilot programs for recycling worn shoes, and the durability that makes its products “last forever.” Transitioning from Online to Offline Giovanni explains how Rothy’s began as a direct-to-consumer brand before experimenting with physical retail. The first store in Pacific Heights was an instant success, leading to a deliberate rollout of premium stores like the Flatiron flagship in New York. Challenges in Scaling Retail From inventory management to maintaining brand values in wholesale partnerships, Giovanni reflects on the complexities of omnichannel retail. He emphasizes disciplined growth and ensuring profitability in every location. Looking Ahead: Global Expansion Giovanni outlines plans for international growth, including standalone stores in London and beyond. He also highlights product innovation, new categories like menswear and kids’ shoes, and the ongoing evolution of sustainable materials. Chapter Times and Titles [00:00:00] "Welcome to New York"Introduction to Giovanni Lepori and his role at Rothy’s. [00:01:00] "A Revolutionary Idea"How Rothy’s transformed footwear manufacturing with 3D knitting technology. [00:06:00] "We Make Every Shoe We Sell"The importance of owning the production process for quality and sustainability. [00:07:30] "Clean Lines"Rothy’s signature aesthetic paired with circular design principles. [00:14:30] "The Holy Shit Moment"The move from online-only to retail and the power of in-store experiences. [00:18:30] "Expanding Globally"Plans for international growth, including London and beyond. [00:20:15] "Retail Challenges"Overcoming obstacles in omnichannel integration and scaling responsibly. [00:24:30] "Looking Ahead to 2025"Rothy’s focus on disciplined growth, new categories, and global expansion.   --  Run time: 29 minutes INFORMATION: [ 🖥️ ] Rothy's - www.rothys.com [ 👨‍👧 ] Giovanni Lepori: https://www.linkedin.com/in/giovannilepori/  Ian Jindal: www.linkedin.com/in/ianjindal/    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal

You Just Go Faster: Cycling, Community and Commerce with Rapha's CCO This episode of RetailCraft takes us inside premium cycling brand Rapha, our host Ian Jindal chats with Joel Natale, Chief Commercial Officer, at Rapha's London headquarters. Their conversation explores how this 20-year-old brand transformed cycling culture, built a powerful community, and continues to balance premium positioning with growth.   [00:00:00] Introduction to Rapha and Joel's Role [00:01:00] "Changed The Sport": Rapha's Market Impact [00:06:52] "More Than Just Shops": The Clubhouse Concept [00:11:16] "Suffering Together": The Community Philosophy [00:15:50] "The Rapha Cycling Club": 10 Years of RCC Membership [00:18:23] "Product Longevity": Sustainability and Repairs [00:23:57] "I Won't Be A Lifer": Joel's Cycling Industry Journey [00:27:19] "Incredibly Lucky": From Brompton to Rapha [00:30:37] "A Relentless Desire to Understand the Customer": Brand Leadership [00:34:27] "You Just Go Faster": Rapha's Future Direction Rapha's Origins and Market Position Joel introduces Rapha as a 20-year-old cycling brand founded by Simon Mottram in 2004 that "really changed the sport" and how people engage with cycling. Rapha entered a market divided between established performance brands and cheaper, poorly fitting products, with Mottram's vision to create "a more discerning and thoughtful product brand" engaged with cycling culture. Rapha revolutionized the industry with its bold pricing strategy, setting retail prices approximately three times the market average. This approach initially shocked consumers but transformed industry standards, with other brands taking nearly five years to realize they could also aim for premium price points. Though the brand has expanded its range to serve diverse cyclists across price points and terrains, Rapha remains firmly positioned as a premium brand sitting "top halfway to the top" of the market. Clubhouses: More Than Just Shops One of Rapha's most distinctive innovations has been its clubhouses. These aren't simply retail spaces but community hubs where cyclists engage with the brand and each other. When Rapha introduced this concept around 2010-2012, cycling-focused cafés where riders could bring their bikes inside was revolutionary. The clubhouses serve multiple purposes beyond retail. As Joel explains, "On a Sunday afternoon, you give people a space to watch races. On a Wednesday morning, you give them a space to go after they've trained." This community-building approach reflects Rapha's broader mission to grow the sport rather than just sell products. Rapha strategically locates its clubhouses in major global cities and "culturally important cycling locations" such as Mallorca and Boulder, Colorado—choices that might not be obvious from pure data analysis but make sense for a brand deeply connected to cycling culture. The Rapha Cycling Club (RCC) The Rapha Cycling Club celebrates its 10th anniversary in 2024. Unlike conventional loyalty programs focused on discounts, RCC was built around creating an actual cycling club where "people might meet and ride together, race together." RCC offers tangible benefits including half-price coffee at clubhouses, organized rides, bike hire, and access to exclusive club kit at more accessible price points. While Joel acknowledges that the club "peaked in COVID" and needs reinvigoration, he emphasizes that for many members—especially those living near clubhouses—the benefits and community connections remain valuable. Sustainability and Product Longevity Cycling inherently offers sustainability advantages as an environmentally friendly transportation option. Rapha's focus on high-quality products naturally aligns with sustainability principles, with Joel mentioning he still owns and uses a Rapha jersey from 2008—illustrating the brand's commitment to durability. The company maintains repair services in the US, UK, and Europe, reflecting its commitment to product longevity. B

Ian Jindal speaks with Gertin Schraa Head of Sustainable Sales at Dyson, about the company's heritage, innovative approach to sustainability, and the challenges and opportunities in the refurbishment market. Gertin shares insights into consumer behaviour, the importance of quality standards in refurbishment, and the role of sustainability in sales strategy. He also discusses his career journey, Dyson's global operations, and the future growth opportunities within the company. Dyson's philosophy is to rethink, reimagine, and renew. Sustainability can coexist with sales strategies. Focusing on fewer markets can lead to better results. Consumer motivations for refurbished products include sustainability and price. Refurbishment processes require strict quality standards. Different regions have varying maturity levels in sustainability practices. Sales KPIs are closely tied to return rates and refurbishment cycles. A career path can be unpredictable and shaped by opportunities. Continuous improvement is essential for growth in a sustainable business. Chapters 00:00Introduction to Dyson's Heritage and Philosophy 02:51Gertin Schaaf's Role and Sustainable Sales at Dyson 05:56Refurbishment Strategy and Market Focus 08:50Consumer Behavior and Sustainability Trends 12:12Refurbishment Process and Quality Standards 15:00Global Operations and Regional Differences 18:11Key Performance Indicators in Sustainable Sales 20:57Career Journey and Transition to Dyson 24:08Future Opportunities and Growth at Dyson   --  Run time: 38 minutes INFORMATION: [ 🖥️ ] Dyson - https://www.dyson.co.uk/   [ 👨‍👧 ] Gertin Schraa: https://www.linkedin.com/in/gertin-schraa-17b8595/  Ian Jindal: www.linkedin.com/in/ianjindal/ and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal  

In this episode, Ian Jindal speaks with Alec Mills, co-founder of Dame, about the journey of creating sustainable and toxin-free period products. They discuss the challenges faced in the industry, the importance of changing the conversation around menstruation, whether men have a role in women's health discussions. Alec shares insights on product innovation, market positioning, and the impact of collaborations with larger brands. The conversation concludes with reflections on the future of Dame and the ongoing mission to improve menstrual health and sustainability. Takeaways Dame was launched in 2019 to address the issues with traditional period products. The company focuses on creating sustainable and toxin-free products. Changing the conversation around menstruation is crucial for societal progress. Product design must prioritize both functionality and sustainability. Reusable products can save money in the long run. Period poverty is a significant issue that needs addressing. Collaboration with larger brands can amplify impact and reach. Innovations like self-sanitizing menstrual cups can change user habits. The mission to improve menstrual health continues as long as subpar products exist. Sound Bites "We make sustainable and toxin-free period products.""Traditional period products are full of toxins.""Can we change an industry?" Chapters 00:00 Introduction to Sustainable Period Products02:57 The Journey of Dame: From Idea to Impact05:49 Challenges and Insights in the Period Product Industry09:11 The Role of Men in Women's Health Conversations11:59 Innovations in Period Products: Design and Functionality14:51 Market Positioning and Addressing Period Poverty17:48 Collaborations with Big Brands and Their Impact21:08 Future Directions for Dame and the Industry24:00 Conclusion and Reflections on Progress   --  Run time: 45 minutes INFORMATION: [ 🖥️ ] Dame - https://wearedame.co/    [ 👨‍👧 ] Alec Mills: https://www.linkedin.com/in/alec-ph-mills/  Ian Jindal: www.linkedin.com/in/ianjindal/ and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal  

Summary Paul Hornby, Digital Customer Experience Director at The Very Group (owner of very.co.uk and other brands) joins Ian Jindal and Georgia Scott to discuss his role, career and the positioning of Very within the market. We explore the history of the group, which dates back to 1890, and how it has evolved into the UK's largest domestic online-only retailer with an integrated flexible payment platform. We delve into the concept of digital experience and how the Very Group aims to help families get more out of life by offering a wide choice of products and flexible ways to pay. They also touch on the challenges of marketing and personalisation, as well as the ongoing technology transformation at the Very Group. Listen out for the term "technical cholesterol" - both the phrase and the explanation are delightful and we wish that we'd thought of this, but the recording doesn't lie ;)   Takeaways The Very Group is the UK's largest domestic online-only retailer with an integrated flexible payment platform. The company aims to help families get more out of life by offering a wide choice of products and flexible ways to pay. The role of credit is to support families in managing their household income and making purchases more affordable. The Very Group is focused on digital experience and constantly optimizing the customer journey. The company is undergoing a technology transformation to create a composable architecture and enhance the customer experience. Quotes "Our purpose as a business is to help families get more out of life." "Our job was to translate [the heritage] into a digital world, create a compelling digital experience, and then find a way of translating the mechanism of how you could spread the cost online." Chapters 00:00 - Introduction and Lunch 01:17 - Introducing Paul Hornby 02:12 - Paul's Role at the Very Group 03:39 - The Unique Proposition of the Very Group 04:38 - The History of the Very Group 06:35 - The Catalog Business and Credit Offering 09:26 - The Transition to the Digital World 13:12 - The Role of Credit in Supporting Customers 15:08 - The Value Proposition to Customers 16:35 - Market Competitive Pricing and Credit Options 21:06 - Digital Marketing and Personalization 24:48 - Paul's Career Journey 29:34 - Returning to the Very Group 32:31 - The Technology Transformation at the Very Group 38:11 - Creating a Learning Culture 39:09 - The Exciting Future of the Very Group   --  Run time: 48 minutes INFORMATION: [ 🖥️ ] Very - https://www.very.co.uk/ The Very Group - https://www.theverygroup.com/      [ 👨‍👧 ] Paul Hornby: https://www.linkedin.com/in/paulhornby/  Georgia Scott: https://www.linkedin.com/in/georgiajones1/   Ian Jindal: www.linkedin.com/in/ianjindal/ and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal

Welcome to a special episode featuring Mark from Guitar Guitar, who joins us to celebrate the company's 20th anniversary. Hosted by Ian Jindal, Editor-in-Chief of Internet Retailing, and Georgia from Adobe, this episode dives deep into the evolution of Guitar Guitar and its unique approach to music retail. Mark shares the history of Guitar Guitar, from its humble beginnings to becoming a significant player in the music retail industry. He discusses the company's commitment to providing a personalized customer experience, both online and in-store, and the challenges and triumphs they've faced over the years. The conversation touches on the innovative ways Guitar Guitar has integrated technology to enhance customer interaction, the importance of maintaining a physical store presence, and the company's recent transition to an employee-owned business model. Mark also highlights their efforts in music education and community engagement, reflecting on how these initiatives align with their core values. Join us for an insightful discussion about the past, present, and future of Guitar Guitar, and learn how they continue to make music more accessible and enjoyable for everyone.   --  Run time: 33 minutes INFORMATION: [ 🖥️ ] Guitar Guitar - https://www.guitarguitar.co.uk/  and https://www.linkedin.com/company/guitar-guitar-limited/  [ 👨‍👧 ] Mark McKenzie: https://www.linkedin.com/in/mark-mckenzie-uk/  Georgia Scott: https://www.linkedin.com/in/georgiajones1/   Ian Jindal: www.linkedin.com/in/ianjindal/ and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal

Welcome to an illuminating discussion with Rad, VP of Supply Chain at Flaconi, Germany's leading online beauty marketplace. In this episode, we delve into the fascinating supply chain management domain within the beauty sector.  Since its inception in 2011, Flaconi has made gains in the German market, with over 25% share, and continues its successful journey across multiple European countries. Rad, with his extensive experience handling supply chains for luxury brands in Dubai, brings distinctive perspectives on the beauty industry. Rad brings to life the transformative role of supply chain management in digital retail, emphasising viewing it as a value-adding function fostering business growth rather than a cost centre.  Rad offers an intriguing overview of the beauty industry’s dynamic nature. He illustrates how brands rise and fall in the blink of an eye due to fluctuating consumer preferences and intense competition. We discuss the benefits of leveraging customer data and predicting stock movements to optimize costs, allied to the notion of sustainability in business practices. We learn not only about an agile supply chain to support flexible business, but also the dynamics of the online beauty market.   --  Run time: 28 minutes   INFORMATION: [ 🖥️ ] Flaconi - https://www.flaconi.de/ and https://www.linkedin.com/company/flaconi-gmbh/  [ 👨‍👧 ] Rad Jha: https://www.linkedin.com/in/radharaman-jha/  Georgia Scott: https://www.linkedin.com/in/georgiajones1/   Ian Jindal: www.linkedin.com/in/ianjindal/ and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal

At the end of NRF 2024 in New York I was able to chat with Juliet Scott-Croxford of Brompton Bicycle. Juliet is President, North America, and leads the growth of this quintessentially British brand in the market. Brompton is an urban-first, engineering-born, British-made success story, and so the transition to the US is an interesting one. Leading with a combination of product quality and clubhouse retail vibe, they have been at the vanguard of the city-centre, community cycling renaissance that brands like Rapha (just along the road from them in Soho) have embraced. I caught up with Julia in the back-office stock area of their Soho store as she prepped for an evening event, hence a bit of "real life buzz" in the background of the recording 📼. In our chat we cover their hire scheme, the Brompton Junction Stores concept, retail partnerships and expansion, Juliet's career path, the importance of a strong team, the "Activating Cities" strategy and the move to B-Corp status...   --  Run time: 32 minutes   INFORMATION: [ 🖥️ ] Brompton Bicycle: https://www.brompton.com/ and https://www.brompton.com/find-a-store/brompton-junction/new-york  [ 👨‍👧 ] Juliet Scott-Croxley: https://www.linkedin.com/in/juliet-scott-croxford-72050313/  Georgia Scott: https://www.linkedin.com/in/georgiajones1/   Ian Jindal: www.linkedin.com/in/ianjindal/ and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal

SISTIR is a coffee-originated gifting brand, that grew from a sisterly conversation (SIS) about coffee (Stirred) around the ideal '3am blend' to power parents through that mid-night wake-up moment for a crying baby. SISTIR's founder, Georgie Janion-Shaw, joins us in the studio and we hare about the brand's beginnings and how the combination of branding savvy, punning and the availability of a gifting channel in NotOnTheHighStreet allowed them to start. Over time - and through experimentation, optimisation, product development efforts - the product range and channels grew. Georgie share with us her journey and learning with a level of humour and wordplay! We get a chance to reflect upon the mindset of the growth entrepreneur as well as hearing about the extension into sweets and pets. See below for the AI-generated show-notes: summary, takeaways and timestamps - pretty impressive and created by Riverside.fm...   --  Run time: 33 minutes   INFORMATION: [ 🖥️ ] SISTIR: https://sistir.com/ [ 👨‍👧 ] Georgie Janion-Shaw: https://www.linkedin.com/in/georgiejanionshaw/ Georgia Scott: https://www.linkedin.com/in/georgiajones1/  Ian Jindal: www.linkedin.com/in/ianjindal/   and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal   Here's the AI summary... <ai> Summary Georgie, the founder of Novello, shares the story of her coffee brand Sistir and how it started with a concept for a business. She discusses the importance of branding and packaging in creating a unique proposition for consumers. Georgie also talks about launching on Not on the High Street and tailoring product listings for different platforms. She emphasizes the importance of supporting women growers in the coffee industry and how Novello is working towards female empowerment. Georgie shares her experience working at Disney and Hasbro and how it has influenced her approach to product development. She also discusses the mindset of a successful entrepreneur and the challenges of starting a business. Finally, Georgie talks about her plans for the future, including expanding into other product categories and exploring retail opportunities.   Takeaways Branding and packaging are important in creating a unique proposition for consumers. Tailoring product listings to different platforms can enhance the consumer experience. Supporting women growers in the coffee industry is a priority for Novello. The mindset of a successful entrepreneur involves optimism and a willingness to try new things. Chapters 00:00. Introduction and Background 01:19. The Story of Sistir 03:13. Starting a Coffee Business 04:34. Launching on Not on the High Street 07:25. Analyzing and Tailoring Product Listings 09:31. Supporting Women Growers in the Supply Chain 12:20. Lessons from Working at Disney and Hasbro 15:20. Becoming an Expert in Coffee 17:36. The Path of Purpose in Retail 18:32. Overcoming Challenges as an Entrepreneur 19:29. The Mindset of a Successful Entrepreneur 20:56. Expanding into Other Product Categories 24:09. Lessons Learned from Global Corporate Roles 25:53. Maintaining Consistency and Flexibility 28:42. Knowing When to Take the Next Step 30:37. Future Plans and Expansion </ai>

Our studio chat with Kieron (Digital Director at Blackwells, part of the Waterstones group of booksellers) had a number of firsts... Not only the first podcast of 2024 (Happy New Year to one and all!) but also the first time that Georgia and I had been given gifts. In our prep for the studio session Kieron had asked us what were the last three books we'd read. He used this to predict a book for each of us and wrapped them for us to give in the studio! Utterly thoughtful, but more importantly gets to the heart of Kieron's focus upon data AND intuition. In our conversation we talk about the history of Blackwells (surely one of the most famous longstanding and academic booksellers, now a part of the Waterstones group) and some of the dynamics of the book trade online. We discuss learning and the ongoing quest for information and knowledge, and the vital role of staff in retail. This is the origin of the "really different" of our title - how to engage staff with knowledge, skills, passion and individuality rather than falling into the trap of homogeneity. There is so much to learn here about individuality, passion and invention in retail - our thanks to Kieron for being so open with us. --  Run time: 53 minutes   INFORMATION: [ 🖥️ ] Blackwells (https://blackwells.co.uk/bookshop/home) is part of the Waterstones (https://www.waterstones.com/) group.   Kieron's offered books were: - for Georgia: "A Gentleman in Moscow" by Amor Towles (https://blackwells.co.uk/bookshop/product/A-Gentleman-in-Moscow-by-Amor-Towles/9780099558781)  - for Ian: "Tokyo Express" by Seicho Matsumoto (https://blackwells.co.uk/bookshop/product/Tokyo-Express-by-Seicho-Matsumoto-author-Jesse-Kirkwood-translator/9780241439081)   [ 👨‍👧 ] Kieron Smith: https://www.linkedin.com/in/kieron/ Georgia Scott: https://www.linkedin.com/in/georgiajones1/  Ian Jindal: www.linkedin.com/in/ianjindal/   and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal   

Ntola and Raine joined Georgia and me in the studio and reminded us just why a roundtable discussion is so much fun and enlightening! Raine - the head of digital at New Look (www.newlook.com) - talks us through how to connects with the 'moments' in customers' lives, and of course the planning, data, heuristics and approaches needed to deliver that at scale. We hear about her experiences ranging from luxury and digital (Farfetch) to high street (Arcadia), fast-moving digital (Boohoo.com) to more 'considered' retailers. Ntola - trading director at Emma Bridgewater - picks up on the themes of data, customer focus and engaging the consumer and discusses how the pottery-and-homeware brand is embracing digital. Ntola is a podcast host too, and creator of the Trailblazers Experience podcast that you can get on Apple Podcasts here: https://podcasts.apple.com/us/podcast/the-trailblazers-experience-podcast/id1674539126?app=podcast    --  Run time: 44 minutes   INFORMATION: [ 🖥️ ] NewLook is at www.newlook.com Emma Bridgewater is www.emmabridgewater.co.uk  Ntola's podcast: https://podcasts.apple.com/us/podcast/the-trailblazers-experience-podcast/id1674539126?app=podcast  [ 👨‍👧 ] Raine Peak: https://www.linkedin.com/in/raine-peake-19954a11/  Ntola Obazee: https://www.linkedin.com/in/ntolaobazee/  Georgia Scott: https://www.linkedin.com/in/georgiajones1/  Ian Jindal: www.linkedin.com/in/ianjindal/   and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal   

Paddy joined us in the studio with "time" clearly on his mind. Throughout our zinger-filled, high-protein chat, Paddy returned to the theme of "if you find a fix for time, you'll see the sales". B&Q is the £4bn-ish turnover DIY retailer that is now part of the Kingfisher PLC group (which also includes in its portfolio the trade-focused Screwfix, plus Castorama and Brico Depot in France and Koctas in Turkey. During our conversation it was clear that Paddy's broad experience (financial services, department stores, logistics and final mile) has created an omnivorous approach to references and models. A synthesis of this is his contention that "to remain as #1, you have to think like you're #2". Seeking ideas from across the D2C realm, he's "receptive to what's good in the space" and looks at others' capability with 'envy and with pride' - taking the best of ideas and applying them to what B&Q already does well. Listening to the recording, it's noticeable how frequently the ideas of "time" and convenience appear as a central theme. As their trade-only Tradepoint service has shown, "time is money", but the service also needs to be tailored to the consumer. We talk about just-in-time trade deliveries, and Paddy notes drily that "you can't deliver a fence post on the back of a moped". Paddy's focus on time and efficiency is all in service of an emotional bond with the customer and products. Noting that in DIY customers seek "to improve their homes so that they can build their lives", we talk about layering emotion into the sales process while simultaneously making that service zippy and on-trend. A high-speed (of course!) tour de force of insight. --  Run time: 47 minutes   INFORMATION: [ 🖥️ ] B&Q is at DIY.com: https://www.diy.com/ Kingfisher PLC information from https://en.wikipedia.org/wiki/Kingfisher_plc    [ 👨‍👧 ] Paddy Earnshaw: https://www.linkedin.com/in/paddy-earnshaw-aa84882/ Georgia Scott: https://www.linkedin.com/in/georgiajones1/  Ian Jindal: www.linkedin.com/in/ianjindal/   and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal   

Tony Preedy is a bit of a legend at Etail Towers and has one of the most rounded and in-depth knowledge of e-commerce performance (brand, digital marketing, CRM and business models) that we know. Having run through Tony's CV, we focus on Fruugo - its history, operation and market position. With a blend of incisive wit and deadpan humour, Tony talks about the importance of relevance and focus at scale ("We're not a marketplace, we're a very good marketing machine"), and how a combination of AI and human care can present 140 million SKUs in 40 markets - a combinatorial challenge resulting in c6billion combinations, and serving around 1800 different ads per second. An insight from Tony is the focus on ROAS (return on advertising spend). The bid model takes price, propensity and margin to determine whether or not to bid and if so at what level. This 'anticipation' and planning means that all transactions are profitable and there's no anxiety over CPC spend rising to unprofitable levels. Tony doffs a digital cap to Claude Hopkins (https://en.wikipedia.org/wiki/Claude_C._Hopkins), author a century ago of "Scientific Advertising", who emphasised the importance of copywriting for relevance (and whose book was seen in the background of several Mad Men episodes!).  Amongst many 'zingers' and insights, a further point of note was that 80+% of traffic comes to a product description page (PDP) - the lowest level of a site's hierarchy. Rather than being seen after a brand-first browsing and filtering journey, Tony's customers land straight at the 'here it is, buy it' level, and these pages have to carry the whole brand, product and service story. He mentions the importance of the on-page "carousels" of products to increase the number of products shown, fish for opportunity and how these carousels (rather than navigation or on-site search) then drive the browse journey.   So many more things covered in our 40 minutes in the studio, and we'll update the InternetRetailing.net page with the full transcript. --  Run time: 47 minutes INFORMATION: [ 🖥️ ] Free digital copy of Scientific Advertising - https://scientificadvertising.blogspot.com/ Fruugo - https://www.fruugo.co.uk/  Fruugo awarded King's Award for Enterprise - https://channelx.world/2023/04/kings-award-for-enterprise-fruugo-marketplace/  Tony in conversation with Chris Dawson on international selling (video interview) - https://channelx.world/2023/09/introducing-specialist-retailers-to-the-international-stage/    [ 👨‍👧 ] Tony Preedy: https://www.linkedin.com/in/tonypreedy/  Georgia Scott: https://www.linkedin.com/in/georgiajones1/  Ian Jindal: www.linkedin.com/in/ianjindal/   and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal   

Some 'summer listening' in this episode, where we take as our theme "retailers and the arts". There's a long and illustrious history of retail professionals swapping the stores for galleries, but with our current digital dimension there's still a consumer/customer/visitor/individual connection. In the studio today we have Ros Lawler, COO of the National Portrait Gallery, fresh from a multi-year reworking of the space, the interpretation and the visitor facilities. Widely hailed as a triumph, Ros reflects on an extremely varied career that spans music, publishing, retail and the arts - all, however with a distinctly digital and transformational flavour. Zia's retail career has been customer-focused and digital since her time in retail, consulting, then Selfridges and Fortnum & Mason. Moving to the high end of the arts market at Hauser and Wirth, as well as engaging with an inspiring and stimulating arts group in Peckham, London (Bold Tendencies) we hear of the consistent threads throughout retail and the arts - the focus on the consumer's experience and the integrity of the product.   --  Run time: 40 minutes INFORMATION: [ 🖥️ ] National Portrait Gallery: https://www.npg.org.uk/ Bold Tendencies: https://boldtendencies.com/  Ros' previous visit to our studio while at Crabtree & Evelyn: https://podcasts.apple.com/us/podcast/retailcraft-08-hands-made-conversation-with-made-com/id1418542382?i=1000431732461    [ 👨‍👧 ] Ros Lawler: https://www.linkedin.com/in/roslawler/  Zia Zareem-Slade: https://www.linkedin.com/in/ziazareemslade/  Georgia Scott: https://www.linkedin.com/in/georgiajones1/  Ian Jindal: www.linkedin.com/in/ianjindal/   and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal   

Molly Dobson is the Managing Director of Currys Business, the B2B operation of the long-established Currys brand, that covers white goods to smart devices via outdoors electricals and gaming... basically anything with a plug or voltage! See www.currys.co.uk. Molly explodes into our studio like a positive force of nature, and takes us at a gallop through the business, the service approach, and how expertise, people, systems and great service come together into the B2B offering. We hear of Molly's career and how the data+customer obsession has been a connective line through her roles.  Molly takes us through how to balance "service with a capital and small 's'" and how to attach that service element to products. We go through the weird and wonderful and perhaps dwell for a while on pink flamingoes, yet the central core is a commitment to the business customer. This chat changed our views on Currys and B2B. --  Run time: 40 minutes INFORMATION: [ 🖥️ ] Currys Business: https://business.currys.co.uk/ and https://www.linkedin.com/company/currysbusiness/    [ 👨‍👧 ] Molly Dobson: https://www.linkedin.com/in/mollydobson/  Georgia Scott: https://www.linkedin.com/in/georgiajones1/  Ian Jindal: www.linkedin.com/in/ianjindal/   and www.twitter.com/ianjindal    [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal