About the author
Dave Farrell has 30 years retail and business management in Europe, Africa and Australasia. He is a passionate mentor of self-development through a personal brand and encouraging entrepreneurial behaviours within well-defined parameters. A lifetime of creative and business writing. Weekly columnist for Inside Retail.
The concept of a training department led by disassociated L&D personnel contradicts the very essence of employees developing themselves.
Innovation is not the cohort of the elite but the compulsion of those encountering the mundane, impractical or unjust.
Retail is about simplicity, yet complicated by feeble leadership and handicapped by inconsequential management tiers.
Before long, customers will be buying with the most powerful of triggers – their conscience.
Imagine the competitive distinction of a brand who added value through emotional intelligence, empathy and the support of meaningful life.
Change is imperative to transform a fickle monopoly deficient in social coherence.
Retailers need to remove the rose tinted spectacles and question the practicability of ivory tower initiatives.
The fears of impending doom by local cartels feed the dissemination of debatable ability and ludicrous exaggeration.
In a time of diminishing talent pools, how would you portray your career to inspire the next generation?
The burgeoning habitude from media correspondents of late is the unleashing of nondescript articles with indeterminate messages.
The fact is for every underperforming brand, there are others excelling within the same niche.
No amount of indoctrination will enthuse demonstrable passion from team members unless there is meaningful engagement.
Retail’s misery is a result of silver-bullet distraction and a narcissist misconception of what matters.
Employers can be prejudiced against those they perceive to be disabled and often hide behind the bureaucracy of health and safety concerns.
How do symptoms present themselves to the general public?
Discount branding is a tightrope that very few do well and even less should partake.
Never underestimate the devastation of a single person’s toxicity on a brand and bottom line.
A realisation that the company name is not the overriding brand nor is product and price-point decisive factors.
Be wary of those who prescribe change for they are the very same who either did not foresee today’s retail turmoil or contributed toward it.
There is no silver bullet for retailers.
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