Shoppers fuel sales growth in October but BRC warns that lockdown easing by December “is vital for survival”

Shoppers taking the opportunity to stock up on home comforts and food supplies ahead of the England-wide lockdown helped total retail sales increase 4.9 per cent in the four weeks to October 31, indicating some respite for the UK retailer hampered by coronavirus restrictions this year.

Despite the lift – one that measures in immediate contrast to the 0.3 per cent decline in the same period the year prior – KPMG has warned that the “gap between winners and losers” this year will be ‘stark’. It has said that while online sales remain high and are set to grow further during Black Friday and lockdown, not all retailers are in a position to adapt.

According to the British Retail Consortium-KPMG Retail Sales Monitor, UK retail sales, excluding temporarily closed stores and including online sales, increased 5.2 per cent on a like for like basis. Non-food items fell nine per cent and 11.4 per cent in like for like and total terms respectively – but this is an improvement from the 12-month average decline of 19.6 per cent.

while Helen Dickinson, BRC chief executive has hailed October 2020 as a month of strong sales growth for the UK, it has come with a caveat.

“Tightening restrictions across the United Kingdom and speculation towards the end of the month of an England-wide lockdown prompted customers to stock up on home comforts and food supplies,” she said. “During an incredibly challenging year for the industry, many retailers had finally thought that they were finding their footing.

“The new lockdown in England will now throw away this progress as we enter the crucial Christmas trading period, and we estimate that £2 billion of sales per week will be lost this month.

“It is therefore vital that retailers are able to trade from December 3 and we are asking government to urgently provide clarity about the criteria for reopening and to ensure that affected businesses are supported in the coming months.”

KPMG retail partner Don Williams, added: “The gap between winners and losers is stark with home-related items, like furniture and technology, putting in a strong performance while the improvement in fashion sales was short-lived. Online sales remain high and are set to grow further during Black Friday and lockdown.

“Not all retailers are in a position to take advantage of this shift in customer behaviour, which has been accelerated by circumstance and for many is now both choice and habit.

“The important Golden Quarter is likely to be unrecognisable this year, with some retailers losing a month’s worth of trading opportunity.

“Capacity is also likely to be a significant challenge over the coming months as there is a limit to online delivery availability and social distancing has reduced the numbers of customers that can safely shop in store at any one time.

“Some retailers will thrive in the new environment; others will find it bleak. The locked-in step-up in online activity will undoubtedly lead to further investments in digital capability and partnerships.

“Digital strategies have never been more vital, but those strategies must be cost-efficient, too.”

The Pokémon Company expands it D2C platform Pokémon Center into Canada for the first time

The Pokémon Company International is taking its direct to consumer platform into new international territories, having confirmed the expansion of its official e-commerce arm, the Pokémon Center, into Canada for the first time.

Recognised as a premier destination for official Pokémon merchandise, the online platform was previously limited only to the US.

PokemonCenter.ca. will now offer a variety of Pokémon merchandise, including Pokémon Trading Card Game and items unique to the site such as figures, imported plush, apparel and accessories, home decor, kitchenware, outdoor gear, and more. It will also feature collaboration items with the likes of Funko and Kotobukiya.

“We are thrilled to bring Pokémon Center to our fans in Canada, giving them additional ways to express and celebrate their Pokémon fandom through premium merchandise,” said Cindy Ruppenthal, director of e-commerce at The Pokémon Company International.

“Pokémon Center has something for every type of Trainer – whether it’s to play, collect, decorate, or wear – and we look forward to seeing even more Trainers enjoy these offerings.”

In celebration, Pokémon Center customers in the US and Canada will receive a Pokémon TCG promo card, featuring Special Delivery Pikachu, at no additional cost with any eligible purchase, while supplies last.

Sainsbury’s to close 420 Argos stores amid plans to save £600 million by 2024 and meet changing consumer habits

A total of 420 standalone Argos stores are to be closed by March 2024, the super market giant and owner of the Argos store brand, Sainsbury’s has confirmed, amid news that it is to cut 3,500 jobs across its portfolio.

The retail giant’s boss Simon Roberts said that the move was Sainsbury’s response to changing consumer habits and the growth of online shopping. Amid the closures will be all of Sainsbury’s meat, fish and deli counters owing to lower customer demand and a desire to cut food waste.

Of its Argos portfolio, the grocer has stated that 150 outlets will be opened within its supermarkets, but that by the end of its restructuring, which will see the permanent closure of 420 standalone outlets, its total number of Argos stores will be around 100. The restructuring will save about £600 million by 2024, the firm said.

Sainsbury’s suffered a £137 million loss in its half-year results, a dive it has blamed on closures and market changes.

The company, which bough Argos in 2016, said in its statement that the 120 standalone Argos stores that had not reopened since they were closed in March would now be shut permanently.

In addition to the 150 Argos stores it plans to open in its supermarkets by 2024, it also plans a further 150-200 collection points.

“We are talking to colleagues today about where the changes we are announcing in Argos standalone stores and food counters impact their roles,” said Simon Roberts, Sainsbury’s chief executive.

“We will work really hard to find alternative roles for as many of these colleagues as possible and expect to be able to offer alternative roles for the majority of impacted colleagues.”

He said the aim was to make Argos “a simpler, more efficient and more profitable business”. Products from the Habitat brand will also be more widely available in the stores and via Argos.

“Our other brands – Argos, Habitat, Tu, Nectar and Sainsbury’s Bank – must deliver for their customers and for our shareholders in their own right,” he said.

Despite the cutting of the 3,500 roles, the supermarket expects that it will have created about 6,000 net new jobs by the end of the year.

Funko sees 14 per cent sales dip but CEO Brian Mariotti praises global team in a ‘challenging 2020’

Despite a decrease of 14 per cent in net sales in its third quarter financials year on year, Funko’s CEO Brian Mariotti has praised the efforts of the pop culture specialist’s international teams in its executions throughout a challenging 2020, and believes the firm is ‘well-positioned for the Holiday season’ with its most diverse product offering to date.

The company’s chief executive has also expressed optimism for the outfit’s Q4 2020 performance, citing expanded presence within key retailers as it makes plans to “remain agile in the face of today’s dynamic environment.”

Funko saw net sales decrease 14 per cent to $191.2 million in the third quarter of 2020 compared to $223.3 million in the same period the year prior. The decline has been primarily attributed to the slower recovery from Covid-19 impacts within the domestic specialty channel and European region.

These impacts were partially offset by growth within the domestic third party e-commerce and mass-market channel as well as the Company’s own direct-to-consumer business. Funko’s direct to consumer e-commerce sales increased more than 150 per cent compared to the year prior.

Meanwhile, Funko’s Loungefly branded products grew 25 per cent compared to 2019, driven by the momentum of Loungefly.com and within wholesale channels.

In the third quarter of 2020, the number of active properties was 715, which represents a 14 per cent increase from the third quarter of 2019.

On a geographical basis, net sales in the United States decreased four per cent to $140.9 million. Net sales internationally decreased 34 per cent to $50.3 million, reflecting more significant impacts from Covid-19 primarily within the European region.

On a product category basis, net sales of figures decreased 18 per cent to $145.0 million. Net sales of other products decreased one per cent to $46.2 million, reflecting strength in Loungefly branded products which increased 25 per cent compared to the prior year due to strong momentum on Loungefly.com as well as at wholesale retailers.

“Our teams have executed well in 2020 despite the challenges presented by the pandemic,” said Brian Mariotti, chief executive officer. “In the third quarter, we outperformed revenue expectations, reflecting strength within our domestic mass market and digital channels.

“We also maintained strong gross margins and cost controls, which allowed us to deliver improved profitability. The quarter was highlighted by our successful evergreen programs, expanded product offerings and enhanced e-commerce capabilities, all of which are enabling us to drive increased engagement with our fans around the globe.

“While we expect to face continued headwinds in specific channels and regions in the fourth quarter, we believe we are well positioned for the holiday season with our most diverse product offering yet and an expanded presence within key retail partners. Looking further ahead, we are staying focused on our four key strategies and remaining agile in the face of today’s dynamic environment.”

The Company anticipates that effects from the Covid-19 pandemic will continue to impact sales in the fourth quarter of 2020 and currently expects net sales on a percentage basis to be down 10 per cent to eight per cent compared to prior year.

John Lewis to axe a further 1,500 head office jobs in cost-saving plans

John Lewis is to axe a further 1,500 jobs at its headquarters in central London as the UK retailer continues to look for means to cut £300 million in costs and prepare its operations for a digital-centric era.

The company has also confirmed today that Patrick Lewis, the group’s finance director since 2015 will be leaving.

Sharon White, chairman of the partnership, said that losing partners was “incredibly hard as an employee-owned business” but added that “we must be agile and able to adapt quickly to the changing needs of our customers”.

The Financial Times reports that the latest round of cuts follows a cull of 1,800 jobs when the group decided against reopening eight stores following the end of the UK’s first national lockdown in June, with some redundancies associated with the outsourcing of the group’s IT functions.

The cuts are part of a cost-saving plan drawn up before the pandemic and announced by Dame Sharon’s predecessor, Charlie Mayfield in October last year. Their implementation, which will be completed by April next year, was delayed by Covid-19.

John Lewis has also shored up its balance sheet by paying off expensive debt, selling some store freeholds, cutting bonuses for partners to historic lows and closing its generous final salary pension scheme.

Mr Lewis will be succeeded as finance director by Bérangère Michel, currently executive director of customer service and a former finance executive at Royal Mail.

“Patrick told me a while ago of his wish to leave the partnership to seek new opportunities. I’m very grateful to him for agreeing to stay until we’d been able to identify a successor,” Dame Sharon added.

Lockdown II: Primark expects further loss of £375m in sales after initial shop closures cause 60 per cent slump

Store closures at the hands of the coronavirus pandemic have seen sales and profit at the international retailer, Primark slump by as much as 60 per cent as reported in its full year financials ending September 12 2020. The value retailer has seen adjusted operating profit plunge to £362 million, while full year revenues fell 24 per cent to £5.9 billion.

These figures have been driven by a total loss of sales in the third quarter as stores were forced to shut under government-enforced lockdowns around the world – particularly in the UK, Primark’s biggest market. The retailer has been one to feel the impact of the pandemic the hardest, having no online operations in place at all.

But despite its trading performance, Primark has still managed to open 12 new stores in the financial year, bringing it total portfolio to 384 stores globally.

According to the Retail Gazette, Primark’s trading performance impacted the overall full year figures for parent company AB Foods, which reported a 40 per cent drop in operating profit to £810 million, while group revenues declined 12 per cent to £13.93 billion on an actual currency basis.

The retailer will now have to re-live the effects of a national lockdown, following the announcement over the weekend that England will enter its second country-wide lockdown from Thursday this week, closing all non-essential shops until early December. Yesterday AB Foods said it expected Primark to lose £375 million worth of sales as a result of the second lockdown period from November 5 to December 2.

AB Foods said the new restrictions would have a “significant” impact on Primark, although it still expected sales and profits in the retailer during the current financial year to be higher.

“I am proud of how our people have responded to the many challenges presented by Covid-19,” AB Foods chairman George Weston said. “Throughout, we have provided safe, nutritious food under the most extraordinary conditions, proving the value and resilience of our supply chains.

“Following a three-month closure, Primark delivered a robust performance, receiving an overwhelmingly positive response when it safely welcomed customers back to its stores.

“Uncertainty about temporary store closures in the short-term remains, but sales since reopening to the year-end of £2 billion demonstrate the relevance and appeal of our value-for-money offering.”

Cath Kidston will ‘draw on British heritage to operate as a digital-first retailer in the UK’

Cath Kidston has identified opportunities to bolster its brand relevance and product innovation, as well as improve its digital presence and international partnerships, the retailer has said, in a move to deliver “a sustained profitability model” over the next three years.

The fashion and lifestyle name entered administration and underwent a restructure in April this year. Since then, it has leaned into online retailer, an arm that now accounts for 85 per cent of its business. The firm has now detailed a transformation plan that puts digital acceleration and global growth at its centre.

With renewed support and investment from parent company Baring Private Equity Asia, Cath Kidston said it has realigned its cost base and structure to create an “economically viable operating model” as a brand-led, digital first retailer.

The retailer has said that it would draw on its British heritage to operate as a digital-first retailer in the UK.

As reported by the Retail Gazette, Cath Kidston will re-open its Piccadilly store in London next month, which will operate as its global flagship and its only high street store in the UK. It will seek to leverage its wholesale relationships and franchise partnerships in over 35 countries.

Other transformation measures include streamlining Cath Kidston’s product range by curating content for customers in more meaningful ways, and refining the offer to focus on key products and easier ways to shop.

The retailer has ambitions to reclaim its status as a gifting destination where one in five UK customers have either bought or received a Cath Kidston gift, and will continue to build new categories to reflect growing consumer demand in areas such as home and kids.

Cath Kidston chief executive Melinda Paraie, said: “We truly believe that Cath Kidston is a brand for our time, and we have worked incredibly hard to create a sustainable, profitable future for the brand following our restructuring.

“Our customers sit at the heart of our new strategy, and it was fundamental to our vision that we could maintain Cath Kidston’s role of inspiring the everyday optimist with our hand drawn prints and joyful products.

“Particularly as we all face our new normal world, the role of bringing moments of joy to everyday is even more relevant.”

Cath Kidston chair Marty Wikstrom, added: “[Cath Kidston] is a brand with a powerful heritage and loyal customer following that has pivoted its business strategy to ensure that it is positioned for success in a changing retail environment.”

Cath Kidston’s administration process occured at the height of lockdown in April this year and led to the closure of 60 of its UK stores and the loss of 908 jobs. Baring Private Equity Asia had secured a pre-pack administration deal that saw it buy back Cath Kidston’s brand, wholesale and online operations.

The retailer’s 100-plus stores overseas, especially in Asia, were untouched from the administration process.

The Point. 1888 sorts Christmas for animal lovers through Battersea and M&S collaboration

Christmas is sorted for cat and dog lovers this year thanks to a new product range from Battersea which was unveiled in M&S stores nationwide last week. Developed with brand licensing specialist, The Point. 1888, the collection includes gifts for the family such as puzzles, tote bags, hand towels, ceramic mugs, Doginoes and Moginoes, and more.

 The collaboration between the nation’s favourite high street store and the 160 year old much-loved animal charity is intended to give customers across the country the opportunity to support Battersea’s tireless efforts to care for and rehome thousands of dogs and cats every year.

Over the last 12 months, both Battersea and pet ownership have significantly increased in popularity. Battersea has raised its profile with its  “Rescue Is My Favourite Breed” campaign  and earlier this year, research by the charity showed that 75 per cent of Brits said their rescue pet helped rescue them during lockdown.

 Pioneering the retail-first approach within the brand licensing industry, The Point.1888 creates new products based on the gaps it sees at retail; rather than what it thinks the brand’s target demographic might like. This supports a higher chance of retailer buy-in and a better sales performance.

 Hannah Stevens, head of retail at The Point.1888, said: “M&S and Battersea are a match made in heaven thanks to their appeal with the whole family. So much so in fact that this hugely exciting collection of products being released is just the start of a long-term partnership, and we look forward to more innovation coming up.”

 Sarah Van Kirk, licensing manager at Battersea, added: “Battersea is thrilled to be working so closely with M&S to deliver products sure to delight dog and cat lovers throughout the UK. This is a great start to a long-term partnership that will enable shoppers to show their support for rescue.”

 The full Battersea range launched in stores and online on 8 October 2020.

UK toy retail chain The Entertainer moves into Asda in ‘test and learn’ concession partnership

The UK toy retail chain, The Entertainer is moving into the supermarket giant, Asda, as part of the grocer’s ‘test and learn’ partnership strategy. The move will see The Entertainer turn the toy aisles of five of Asda’s UK stores into branded concessions from early next year.

Under the terms of the partnership, The Entertainer will have full responsibility for the product range, pricing and merchandising. The supermarket has said that it is in response to a shift in consumer behaviour – brought on by the coronavirus – that sees an increasing number of shoppers looking to complete multiple shopping ‘missions’ in one trip.

This isn’t the first partnership of its kind for Asda who has recently expanded its trial run with musicMagpie to a further 31 stores and has formed a new deal with Per-Scent, the branded fragrance distributor, at its Stevenage store.

Asda said its strategy of bringing brands that are popular with customers into stores began last year with jewellery and accessories retailer Claire’s and has since been extended to partnerships with Greggs, B&Q, musicMagpie and now The Entertainer and Fragrance Point.

“The Entertainer are experts in toy sourcing and retailing so we are really excited to work with them and are confident their offer will prove very popular with customers,” Asda partnerships senior director Matt Harrison said.

“We anticipate working with more great brands like The Entertainer and Fragrance Point in the coming months as we look to make our stores even better places to visit.”

The Entertainer executive chairman, Gary Grant, said: “We are delighted to be partnering with Asda to bring the wonder of The Entertainer to their customers. The trial in five stores from February 2021 will give customers the opportunity to shop our range of the latest toys and games, including our great value exclusive range from Addo, where ever is most convenient to them.”

Roundtable: Creating a brand with longevity and the factors that build a programme with steam

Richard Pink, Ashley Holman, Nikki Samuels, Gabrielle Sims, and Asda/George children’s buyer, Ruth Golightly, are among the licensing experts taking part in a specially curated panel session at next week’s Festival of Licensing, exploring the topic of brand longevity and the multitude of factors that need to be aligned in order to nurture one.

Titled, Building a Long-Term Programme: What do Licensors Need to Do? the session will be available from 9am on Tuesday, October 6th, and will be available to view on demand for 30 days afterwards.

Licensing.biz spoke to all five ahead of the session to offer up a flavour of the topics, conversations, and conclusions that viewers and attendees of Festival of Licensing can expect from the special panel session. So settle in and get your first taste of what’s to come here. Remember, licensees can register to attend for free at www.festivaloflicensing.com

Hello, firstly, to the four of you and thank you for taking the time ahead of what’s looking like a busy four weeks for us all!

To kick off the conversation and give us a flavour of your panel session, let’s jump right in to it. So, can you tell from the outset when a brand is going to have longevity? And if so, what are the key markings of an ‘ever green’ brand?

Richard Pink, MD, Pink Key Licensing


Richard Pink, managing director, Pink Key Licensing: I think it will always come down to the motivation and commitment of the brand owner to put the elements in place, anyone else in the licensing chain will feed off this but if it isn’t there then the brand will struggle regardless of how strong it is. 

Ashley Holman, managing director, Riverside Brands: In terms of new brands launching this is very hard to tell, but if an established brand is getting into licensing for the first time it is easier to tell by looking at how they are entering the licensed market. If it is through considered, well thought out brand extensions that make sense to the core brand values, then it has a chance to build for the long term versus quick win deals that aren’t meaningful to the core values.

Nikki Samuels, CEO, Factory: Evergreen Brands understand what their consumer wants. You can’t tell from the outset if it’s going to be an ‘evergreen property’ but if the brand makes the consumer feel like a hero and positions itself as a guide there is a chance it will have longevity.

Ruth Golightly, head of buying, children’s clothing, ASDA/George: I do get a gut feeling for what will be successful in my section of retail. I engage with licensees and other buyers at my company in other categories to get their thoughts, but you never really know how much longevity brands will have as the customer now wants new and different more often.

Gabrielle Sims, head of licensing, FatFace: I’m a firm believer that a brand that has a strong identity and if it evolves with consistent and clear brand values it will always run the test of time. It’s key that brands listen, inspire and engage their core target market without compromising their values and brand promise.

Ruth Golightly, head children’s buyer, Asda/George

So looking at the big picture then, what role would you suggest each element of the brand creation process – from licensor to retailer – have to play in creating a brand with longevity? 

Richard Pink: The more disparate the elements become, the more difficult it is to have a cohesive programme. The closer communication between the parties, the more a brand programme will become greater than the sum of its parts

Ashley Holman: They are all intertwined, and one doesn’t work without the other. The licensor needs to be clear on the brand positioning and what the consumer might like to see in terms of licensed extensions, as well as provide the tools needed for licensees and retailers to activate through internal resource, style guides and so on.

The licensee needs to have a good understanding of the brand, design interesting and exciting products as well as present to retail in the right way. The retailer needs to buy in to the overall concept, dedicate adequate space in store for it to be visible and not get lost on shelf and support in store where possible.

Nikki Samuels: The licensor must have a very clear strategy and a plan for the brand and who its consumer is. This must be communicated with all the licensor’s partners. If you confuse you lose, not having a clear plan is a guaranteed way to lose longevity.

Ruth Golightly: The most important thing is communication, and listening to ensure you all have similar goals, timing is also a key element.

Gabrielle Sims: All elements of the process have to play their part. It’s really important for brands to partner with the right companies and retailers that have the same vision and goals.

Nikki Samuels, CEO, Factory

So it’s communication, cohesion, and stringent planning. How then do you nurture a brand with longevity through licensing? How important is it to get this element right?

Richard Pink: This is everything and it’s all about patience and doing the right deals to enhance the brand value. Delivering a long-term strategy sometimes means turning down short term financial deals if they don’t fit. 

Ashley Holman: Considered brand extensions versus label slapped quick wins is crucial.

Nikki Samuels: Brands need to be nurtured with great partners that are all working towards the same vision for the consumer. When the consumer interacts with a brand they want to know how this brand can make their lives better.

Ruth Golightly: As a retailer, it’s important that the brand has a presence across all channels – physical stores and online. At Asda we ensure we have a credible offer on George.com across many categories such as clothing, nightwear, toys, home and accessories, so that the customer can buy into the brand for every aspect of life.

Gabrielle Sims: Brands don’t evolve overnight. It takes time and a lot of love and effort. Like anything, the more time and investment you put into a brand, the more you get out of it. It’s so important to listen to your customer, gain trust, and have a clear vision on where and how you want your brand to seamlessly evolve into for licensing.

Your panel session is going to be delving into the topic of ensuring your brand has steam as a key element of creating a brand with real longevity. In such a competitive space that licensing now is, how do you ensure your brand has steam? 

Richard Pink: Always go back to core brand values, as these are the things that differentiate it from other brands. Also, identify the consumer – that way you can match the two together with the right product. 

Ashley Holman: Refreshing of creative and other marketing assets to keep things fresh for the end consumer, even if the brand itself remains consistent.

Nikki Samuels: Brands have to become part of a consumer’s life and be trusted. In today’s world, with so much competition, being authentic and speaking directly to the consumer, making them feel like a hero, will gain steam. Brands that position themselves as heroes don’t last long, they need to be positioned as the guide.

Gabrielle Sims: One of the hardest and challenging things to overcome these days. But if you have a strong brand, loyal customer base and you stay true to your core values, innovate and excite, you are set to come through the other end.

Do you think a brand’s staying power be curated through licensing alone?

Richard Pink: Yes, but it’s harder and there has to be a commitment to delivering everything that is necessary to provide resources to the licensing chain. That’s a how a brand like Pan Am can stay relevant, long after the planes have stopped flying.

Ashley Holman: To a degree, if the strategy is executed correctly then the licensed product itself can become so intertwined with the core brand offering that it can live on, even if the original brand heritage wanes.  

Ashley Holman, MD, Riverside Brands

Nikki Samuels: Definitely not, licensing is only a part of a brand’s marketing and it’s very important that the right consumer products that fit the brand’s values are licensed. Products that don’t fit with brand values will confuse the consumer. 

Gabrielle Sims: Yes, if curated properly – having key strong partners that work together and communicate is key. It’s about partnership, long term vision and investment by all.

What is it that consumers are consumers from their brands today? 

Richard Pink: Value and imagination. The consumer is way too savvy for label slapping, they have strong associations for some brands, and they want them reinforced by the product they see.

Ashley Holman: Authenticity, interesting extensions and something that is relevant to the core DNA of the brand identity.

Nikki Samuels: I believe consumers want brands that they can trust and know what they are doing. They want to know if investing their time and money in this brand will be worth it.

Ruth Golightly: Customers want trust in a brand they are buying into, whether that’s knowing the ethics and sustainability ethos of a brand, or knowing that products are the right quality they expect.

Gabrielle Sims: Consumers expect so much from brands. The obvious being quality, price, loyalty, transparency and sustainability, but today brands need to be nimble and convenient too to allow for that ‘ instant’ ‘I want it now’ turn around.

How has this changed the boxes that need to be ticked to become a brand with longevity?

Richard Pink: It really hasn’t – you just have to be firm of what the appeal of your brand is (which could be many things) and keep delivering on it in spades. Oh, and keep innovating!

Gabrielle Sims, head of licensing, FatFace

Ashley Holman: It hasn’t really, those brands that have stood the test of time, especially those with extensive licensing programmes have always adhered to these principles. They may have just moved with the times in terms of new categories and marketing techniques, but the principle remain the same.

Nikki Samuels: I think that brands now have to have clear values and guide their consumers how to interact with them every day because they are making their consumer’s lives better.

Ruth Golightly: It’s not just about selling ‘stuff’ anymore, it’s about a lifestyle that customers buy into.

Gabrielle Sims: I don’t think this has ever changed I just think brands are under more pressure to deliver on all levels. Especially speed to market.

Available on demand from 0900 Tuesday 6 October at www.festivaloflicensing.com – attendees must register in advance to access the platform and all of the Festival’s content.

Building a Long-Term Programme: What do Licensors Need to Do?
Nikki Samuels, CEO, factory
Ruth Golightly, Head of Buying, Children’s Clothing, Asda/George
Ashley Holman, Managing Director, Riverside Brands
Gabrielle Sims, Head of Licensing, FatFace
Moderator: Richard Pink, Managing Director, Pink Key Licensing