ORESA’s research aims to prompt debate, drive change and offer guidance and support to senior leaders in the fashion, retail and digital industry.
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‘I’m the working class boy from Manchester,’ says John Egan, chief executive of Dune London. ‘I left school at 16 – that’s what we did in those days.’
Now the second biggest shareholder of the company – a British affordable luxury footwear and accessories brand, worth approximately £100million – John credits his success to decades of hard graft, a nose for business and an inherent understanding of how to motivate people.
Despite being a relatively new acronym to the C-suite, some think that the CINO might just go the way of the dodo and in double quick time if companies continue to think of innovation as something that happens throughout the organisation, rather than just a handful of departments. Take the likes of Google, who from their very earliest days have created a structure within which innovation is obligatory, not optional. There, everyone is responsible for innovation.
No matter how strong your company’s C-suite is, there are times in the evolution of a business when it is prudent to seek help and the most effective way to do this in, our opinion, is through an advisory board. In part 1 of this series we’ll look at the role of the advisory board.
In November 2015, Mark Hurd, the CEO of tech behemoth Oracle, was giving a talk to the Georgia CIO Leadership Association’s annual awards breakfast, where he revealingly set out his approach to business.
(DOWNLOAD) This abbreviated report details some of the background, rationale and implications of appointing a Chief Customer Officer. This is a must-read for CEOs or HRDs looking to make customer- centric change part of their growth strategy.
If you would like to receive or discuss the full report, require help on defining a CCO vacancy/related structures or to discuss any of the points raised in this report please contact us.
(DOWNLOAD) As pressure mounts on organisations to diversify their boardrooms, we speak to industry leaders to give you a unique insight into the ways and opportunities available, to help your organisation reach a gold standard.
(DOWNLOAD) Constantly reducing costs of technology and widespread connectivity are driving the growing adoption of electronic shelf-edge labels (ESLs) and the opportunity for introducing dynamic pricing into stores now looks a distinct possibility. However, this is not the first time it has been on the sector’s agenda.
Online shopping continues apace, leaving ecommerce retailers gleefully counting the profits and traditional stores working harder than ever to convert dwindling footfall. Considering this dynamic it is even more important that physical stores are differentiated to succeed.
Click & Collect-type services have become a key part of retailers’ multichannel propositions, particularly with traditional retailers where they can wring some much-needed value out of their large physical store estates. ORESA investigates the potential of such services and the new concepts on offer. Are retailers really offering the convenience consumers are looking for and will it ultimately increase sales?
Brands have become big news in fashion. As specialist retail headhunters we have directly observed how this is changing the way companies structure their brand teams and the candidates they recruit. But are they changing enough?