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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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Fashion retailer Superdry has confirmed that it is working with its advisors “to explore the feasibility of various material cost saving options”.

The news follows Sky News reports over the weekend which speculated that the retailer and PwC were looking at options that could lead to a company voluntary arrangement (CVA) or restructuring plan. 

Today (29 January), in an official statement the company said: “Whilst there is no certainty that any of these options are progressed, they aim to build on the success of the cost saving initiatives carried out by the company to date and position the business for long-term success.”

Superdry also added that its cost reduction agenda is “set to deliver in excess of £40m in savings this financial year, ahead of the initially stated target of £35m, with more than £20m of those savings already achieved in H1”.

The announcement comes after the retailer announced a 23.5% half-year revenue fall to £219.8m due to a “challenging” consumer retail market. As a result of the difficult trading, the company closed 12 stores in the half year, ending the period with 216 owned stores.

Recently, it has also announced that its current CFO Shaun Wills is stepping down at the end of March and will be succeeded by Giles David. 

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