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Inside John Lewis

Have you seen “Inside John Lewis”? In this documentary, BBC goes behind the scenes of John Lewis (one of Britain's biggest and best known department stores) as it tackles changing tastes of consumers, deals with existing problems and tougher competition and the its worst recession in 80 years.

John Lewis is a chain of high-end department stores operating throughout the United Kingdom. The first John Lewis store was opened in 1864 in Oxford Street, London. It how has 49 stores throughout UK and its first concession opened in Australia in November 2016.

But the documentary does not focus on John Lewis expansion. The documentary addresses how the recession in the UK by 2009 impacted the company’s business. The company suffered …show more content…

As, if the company image changed too quickly or too drastically, there was a really good chance that the company could lose its core and loyal costumer and sales would drop very quickly instead of going up.

Personally, John Lewis’s took a very big risk with this strategy. The John Lewis brand is known for a strong product range and on excellent service and guarantee of quality, value and style, that differentiates them from its competition. This normally is associated with high prices, which is the opposite of what younger costumer wants. On top of that the competition is huge on that market segment, with giants like Primark dominating. I feel like they could have focused more on their online platform, adjusting their pricing point without the risk of losing as much.

But the risk had a purpose: "Has the value range helped? Yes, it has - Mr. Street said. It is less than 1pc of sales. But what it has done is put a price anchor on our product ranges. The following campaign was extremely successful and the redeveloped clothing line had positive …show more content…

Another strength might have been its slightly odd, socialist structure. John Lewis Partnership is owned by its employees who share out a bonus pot every year. All decisions are made by the partners and on the partner’s behalf. This structure of the Partnership that might be a hindrance to growth in the good times, appears to have galvanised employees in the bad times, since staff turnover – the percentage of staff who leave every year – was 12pc, compared with a retail average of

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