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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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The Co-op retail chain is set to alter its store management structure, impacting 2,000 staff members in the process.

The group will axe the role of team manager across the majority of its stores from April, leaving the sites to operate with a store manager, team leader, and customer team leader.

Co-op claimed that no compulsory redundancies will be made as its affected employees are offered alternative positions at the company.

A spokesperson for the firm said: “Our aim at Co-op is to serve and support our communities, giving our customers the best possible shopping experience.

“As we move our stores over to a three-tier management structure, protecting jobs is a continuing key priority and we are pleased to be able to offer alternative positions to all the colleagues affected.”

They added that the changes will “free up store colleagues” in order to provide its customers with “great service from efficient and well-run shops”.

The chain, which trades with a portfolio of 2,600 stores across the country, had trialed the structural changes in recent years.

It follows management restructuring strategies carried out by supermarket chains Sainsbury’s and Morrisons in early 2020.

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