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On this episode of Talking Shop I’m joined by Alain Bejjani—former Group CEO of Middle East retail giant Majid Al Futtaim, and author of the definitive new book, NEXT: Leading Through the New Realities. Drawing on his childhood in war-torn Beirut, and his experience steering a $9.5bn dollar retail and lifestyle empire through a global pandemic, Alain brings an unmatched perspective on leadership under pressure. Today, we break down his crisis survival playbook for retailers operating in distress. We discuss why resilience must always outpace efficiency, the four assets a brand must protect at all costs, and how to turn macro-turmoil into a long-term direction that scales.

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Hobbs, the women’s clothing, footwear, and accessories retailer, saw its turnover for the year ended 28 March 2020 fall 1.8% to £133m.

The group’s adjusted EBITDA for the period also declined, falling £1.7m from £21.9m in FY 2019 to £20.2m in FY 2020.

Operating profit and profit after tax at Hobbs decreased to £7.58m and £4.31m respectively as Covid-19 “gradually impacted consumer sentiment and store footfall”.

The fashion retailer opened eight stores and five concessions in the UK during the period, while also closing two concessions.

In turn, the total number of Hobbs outlets throughout the UK sat at 175 at the period end, a year-on-year increase of 11.

Headline gross margin for FY 2020 was 60.3%, a 1.1% fall the same period last year, as the impact of foreign exchange and wholesale sales to the group’s subsidiaries and third party partners grew.

The group said: “At the outset of the pandemic the company moved quickly to build our cash position through selective reductions in our expenditure and through balanced negotiations with our suppliers and landlords.

“Hobbs’ greatest strengths are its loyal customer following, distinct brand identity and strong omnichannel presence, supported by a robust and scalable central platform and a strong and supportive parent company. As a result, we remain confident in our outlook.”

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