Latest news with #JohnLewisPartnership
Fashion Network
5 hours ago
- Business
- Fashion Network
John Lewis retail media unit lets brands run campaigns beyond its own websites
Partner brands linked to the John Lewis Partnership (JLP) can now run advertising campaigns beyond the retail giant's websites, including streaming services and consumer sites. Following the launch of its onsite retail media platform across its own website in 2023, JLP has now partnered with global data and technology firm Epsilon to extend its offsite capabilities. It said the move allows partner brands to activate video and display ads across connected TV platforms and external digital channels, powered by first-party data. By leveraging first-party loyalty data and the Epsilon Retail Media platform, advertisers can 'accurately reach customers across multiple devices and channels, not just when shopping on John Lewis or Waitrose websites'. The offsite service will initially launch as a managed offer, with a dedicated team handling campaign execution from briefing to measurement. TJLP also plans to introduce a self-service platform to give brands more control over campaign activation and optimisation. Research from Epsilon shows that only 10-20% of consumers organically visit a retailer's site, yet just 37% of retailers currently offer offsite advertising capabilities. JLP retail media lead Jemma Haley said: 'This move is a big step forward in creating an insight-led retail media offer that spans both grocery and non-grocery. 'It helps us build a detailed understanding of audiences across vastly different purchase journeys, from immediate necessities to more considered items. This will enable our brand partners to target smarter audiences powered by first-party data, helping our customers discover more relevant and tailored brands.' Epsilon president of global and mid-market expansion Tim Frankcom, added: 'It's all too easy to rely on retail media partners that lean heavily on third-party data, but this can result in fragmented targeting and a disjointed customer experience. The John Lewis Partnership is invested in taking a different approach, giving brands access to real identity, not guesswork, and campaigns that truly reflect the customer.'
Telegraph
25-06-2025
- Business
- Telegraph
Waitrose sales grow at fastest pace in three years amid M&S crisis
Sales at Waitrose have grown at their fastest pace in at least three years after rival M&S was struck down by a devastating cyber attack. Sales rose 5.5pc in the 12 weeks to June 14 at the John Lewis-owned supermarket, according to figures from NIQ, which also revealed a slowdown at M&S. Analysts said Waitrose had 'good sales momentum' in the period, with the supermarket recording its strongest growth since at least the summer of 2022. This coincided with struggles at M&S, which was left battling empty shelves in the wake of April's hack. As well as disrupting the retailer's deliveries for weeks, cyber criminals brought down the company's digital store to prevent shoppers from buying M&S clothes and homeware online. The retailer only brought its website back online earlier this month, with bosses claiming that all of its store operations are now back to normal. Challenges caused by the cyber attack led to M&S's sales growth slowing to 9.1pc in the 12 weeks to June, compared with 10.8pc in the month to May. Turnaround drive Meanwhile, the step up in sales growth at Waitrose also follows a major turnaround drive at the John Lewis Partnership, steered by its new chairman Jason Tarry, the former UK chief of Tesco. Bosses have said they are now 'relentlessly focused' on retail again, after years where the group attempted to diversify into new areas, including financial services and rental homes As part of the revival plans, the partnership has set aside £1bn for opening new supermarkets and improving another 150 sites over the next three years. James Bailey, executive director for Waitrose, last week said: 'We are moving up a gear in store investment as we open in new locations and modernise our existing estate to bring the quality, service and value that customers love about Waitrose closer to more people.' Earlier this week, it emerged that Waitrose ranked top in an assessment by the UK's grocery watchdog, which maps how well supermarkets treat their suppliers.
Yahoo
25-06-2025
- Business
- Yahoo
Tough love mentoring builds stronger leadership and more successful businesses
We're experiencing a profound shift in the leadership landscape; it's no longer enough to speak the loudest in a boardroom or present the most extensive experience. The pace and complexity within organisations demands more flexible, people-focused approaches, where adaptability and self-awareness drive success. I've spent many years in leadership roles, and it's evident that adaptability and resilience are no longer optional, but essential, to deliver value on both an individual and organisational scale. These skills cannot be shaped by a course, or learnt from a textbook, but built through real connections and in my view, mentoring is central to that growth. From being the first female chair of the John Lewis Partnership Plc, to my latest role as the chair of Sanctus group, I've seen first-hand the impact mentoring provides, both as a mentor and a mentee. I've personally turned to mentoring to gain perspective and clarity and truly believe it's the future of successful leadership. I'm a passionate advocate for mentoring, shaped by my own first-hand experience where it's served a significant role in my career. Fifteen years ago, I held a reasonably senior role at The Treasury and had the privilege of joining the Mentoring Foundation's FTSE 100 mentoring initiative. The programme was designed to increase the number of women on FTSE 100 Boards by connecting high-potential women with Chairs of top UK companies, supporting career progression and development. I truly believe mentoring should be a central pillar of leadership development I was fortunate to be paired with an incredible mentor who not only offered unwavering personal support but also gave a lot of tough love. I still see him all these years later and often reflect on how transformational that relationship was. It taught me to celebrate successes, provided me with the confidence to take on bigger roles, and helped me build the resilience needed to navigate some of the tougher moments. It's why I feel so strongly about the value of mentoring as I've seen just how transformational it can be. I truly believe mentoring should be a central pillar of leadership development. It's one of the most effective ways to build adaptability, self-awareness and a growth mindset at every level. Throughout my career, I've witnessed many forms of mentoring, each with unique strengths. Traditional mentoring, where experienced leaders guide junior employees, remains vital, but reverse mentoring, where junior colleagues share insights with senior leaders, is equally as powerful. Both play crucial roles in broadening perspectives, challenging long-held assumptions, and building deeper trust within organisations. When I held the role of Chair at the John Lewis Partnership Plc, we introduced reverse mentoring to infuse the leadership team with fresh perspectives and amplify voices that had historically been underrepresented. The approach allowed us to unlock insights from individuals whose backgrounds or viewpoints were less visible within the leadership team and provided leaders with an authentic window into experiences different from their own. I recall several members of the team who found these relationships deeply enriching By providing a voice to those who often go unheard, and encouraging open conversation, the reverse mentoring programme enabled leaders to see beyond their own lived experiences, fostering empathy and a deeper understanding of the diverse workforce within the organisation. I recall several members of the team who found these relationships deeply enriching as the experience went beyond a simple knowledge exchange; it cultivated an environment where curiosity was encouraged, biases were questioned, and assumptions were constructively challenged. More broadly, reverse mentoring demonstrated how intentionally providing space for diverse voices is not simply an exercise for inclusion; instead, it strengthens organisational culture and future-proofs organisations. My personal experience with mentoring is precisely what led me to take on the role of Chair at Sanctus Group of which the mentoring arm is powered by PushFar. I've seen first-hand how transformational mentoring can be, for both individuals and an entire organisation. Joining PushFar felt like a natural next step as it's an opportunity to help scale something I deeply believe in. The platform's mission to make mentoring more accessible, structured and inclusive aligns with everything I've experienced and championed throughout my career. Employee engagement, retention and development are more important than ever I believe all organisations and business leaders should consider mentoring as a strategic imperative. Mentoring programs offer a low-cost, high-impact approach to people development and can be the solution to an organisation's most pressing challenges. Mentoring also plays a key role in supporting underrepresented groups When thoughtfully designed and delivered, it supports long-term organisational health in many ways, nurturing future leaders by strengthening succession pipelines, ensuring leadership capabilities are passed on effectively, as well as identifying, developing and retaining top talent. Mentoring also plays a key role in supporting underrepresented groups, offering guidance, visibility and opportunities that they might not otherwise access. This not only promotes diversity and inclusion within organisations, but fosters innovation, improves engagement and builds resilient, high-performing workforces. Its human-centred approach is what sets mentoring apart. It creates a safe space for learning and growth focused on an individual's needs, strengths and goals rather than a 'box ticking' exercise. This encourages loyalty and enhances confidence and competence. For me, mentoring isn't just a 'nice to have,' it's an essential for any organisation to clearly demonstrate they value their people and are committed to long-term growth. At its core, leadership is about people not just performance, and the most resilient organisations will be those that prioritise human connection. Mentoring is one of the most powerful ways to foster that connection as it creates space for growth, not just for those at the start of their career, but at every level. Mentoring isn't just about developing others, it's a valuable opportunity for senior leaders to grow and should be viewed as a two-way exchange. The strongest and most effective leaders I've encountered are those who never stop learning and mentoring helps keep learning and development at the forefront. As leaders, we know that our greatest strength lies in our people. When we invest in them through genuine connection, we unlock loyalty that will stand the test of time. Great people will want to work for us and stay working with us. Mentoring and coaching done well, are incredible ways to build a happier and more effective workforce, and that in turn, makes for happier customers and clients. It's time we stop thinking of mentoring as optional and start recognising it as a strategic necessity, as when we invest in people, everything else follows. Dame Sharon White is Chair of Sanctus Group Sign in to access your portfolio
The Independent
19-06-2025
- Business
- The Independent
Waitrose announces new supermarket plans and store upgrades in huge expansion
Waitrose is set to open its first full-size supermarket in seven years as part of a multi-million-pound expansion plan. The new 30,000 square foot store, located in Brabazon, a new town in North Bristol, is anticipated to open its doors in 2027. The move follows a multi-million-pound agreement by parent company the John Lewis Partnership, signalling a renewed focus on larger retail formats. Developed in partnership with YTL Developments, the new supermarket is expected to create approximately 150 jobs in the area. This development represents Waitrose 's first full-line supermarket opening since before the Covid -19 pandemic, during which its expansion primarily focused on convenience and smaller franchise stores. The retailer has continued to grow its footprint through these smaller formats, including a new convenience store planned for The Arches in Bristol, and recently opened franchised outlets with Welcome Break in Spaldwick, Cambridgeshire, and Rotherham. A convenience store in Southwick, West Sussex, also recently commenced trading. Further expansion is slated for later this summer, with two more Welcome Break stores set to open in Hickling, Leicestershire, and Newark, Nottinghamshire. The opening is part of plans to invest £1 billion into new stores and improvements to 150 existing stores over the next three years. James Bailey, managing director for Waitrose, said: 'We are moving up a gear in store investment as we open in new locations and modernise our existing estate to bring the quality, service and value that customers love about Waitrose closer to more people. 'Brabazon is one of the most exciting new city districts in the UK, driving the growth of one of the UK's most vibrant and successful regional economies. 'Partnering with YTL Developments at Brabazon underlines our ambition and the opportunity we believe we have to grow our reach.' The store will be in Brabazon, a new neighbourhood in Bristol being built on the former Filton Airfield, where every UK Concorde was built. Seb Loyn, planning and development director at YTL, said: 'The arrival of Waitrose in 2027 is not only great news for the thriving community of new residents at Brabazon. 'It shows that this new city district is now firmly established as one of the most attractive destinations for both homebuyers and commercial investment in the South West.'
Yahoo
19-06-2025
- Business
- Yahoo
Waitrose steps up expansion with first new supermarket for seven years
Waitrose has revealed plans to open its first full-size supermarket for seven years. Parent group the John Lewis Partnership said it has agreed a multi-million-pound deal to expand the supermarket arm further. The new store is expected to open in Brabazon, a new town in North Bristol, in 2027. The 30,000 square foot store, which is being developed in partnership with YTL Developments, is set to create around 150 jobs. It will be the retailer's first full-line supermarket opening since before the Covid pandemic, although it has expanded over the period through convenience and smaller franchise stores. Waitrose is also set to open a new convenience store in The Arches in Bristol and has recently opened franchised stores with Welcome Break in Spaldwick, Cambridgeshire and Rotherham, and a convenience store in Southwick, West Sussex. It will open two more Welcome Break stores in Hickling, Leicestershire and Newark, Nottinghamshire, later this summer. The opening is part of plans to invest £1 billion into new stores and improvements to 150 existing stores over the next three years. James Bailey, managing director for Waitrose, said: 'We are moving up a gear in store investment as we open in new locations and modernise our existing estate to bring the quality, service and value that customers love about Waitrose closer to more people. 'Brabazon is one of the most exciting new city districts in the UK, driving the growth of one of the UK's most vibrant and successful regional economies. 'Partnering with YTL Developments at Brabazon underlines our ambition and the opportunity we believe we have to grow our reach.' The store will be in Brabazon, a new neighbourhood in Bristol being built on the former Filton Airfield, where every UK Concorde was built. Seb Loyn, planning and development director at YTL, said: 'The arrival of Waitrose in 2027 is not only great news for the thriving community of new residents at Brabazon. 'It shows that this new city district is now firmly established as one of the most attractive destinations for both homebuyers and commercial investment in the South West.'
