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A6040-752 - Assessment: Retail Store Solution Sales V4 - BrainDump Information

Vendor Name : IBM
Exam Code : A6040-752
Exam Name : Assessment: Retail Store Solution Sales V4
Questions and Answers : 65 Q & A
Updated On : March 19, 2019
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A6040-752 exam Dumps Source : Assessment: Retail Store Solution Sales V4

Test Code : A6040-752
Test Name : Assessment: Retail Store Solution Sales V4
Vendor Name : IBM
Q&A : 65 Real Questions

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IBM Assessment: Retail Store Solution

examining IBM's Sale Of Retail shops options | killexams.com Real Questions and Pass4sure dumps

No effect discovered, are attempting new key phrase!Toshiba TEC (OTC:TSHTF) will acquire IBM's (IBM) retail save aspect-of-sale options company. The contract enables both to tap the growing smarter commerce chance. A multi-year business companion ...

RedPrairie validates retail and supply chain options on IBM store Integration Framework | killexams.com Real Questions and Pass4sure dumps

RedPrairie service provider, a customer driven optimisation company, has efficiently completed validation of its retail and provide chain solutions on IBM shop Integration Framework, IBM’s bendy, scalable Java 2 Platform, enterprise edition (J2EE), working environment and componentized architecture, developed for retail retailers the use of industry-leading IBM middleware. RedPrairie's shoppers benefit with decreased can charge of deployment, simpler integration with other products and a totally supported normal implementation platform from IBM.

The capable for IBM Retail shop innovations akin to keep Integration Framework initiative brings together platform-unbiased software providers that bring options designed and built for the retail industry. through this initiative, IBM labored with RedPrairie to validate options that meet a rigorous evaluation of subsequent-technology, open-specifications-based mostly shop environments.

RedPrairie’s suite of retail functions streamline, synchronise and optimise retail operations from the keep shelf back during the network of suppliers, developing elevated shop profitability, extra effective supply networks and improved synchronisation between headquarters, stores and provide chain operations.


IBM to dealers: we'll manipulate your cloud, no AWS required | killexams.com Real Questions and Pass4sure dumps

The retail sector has been among the slowest industries to adopt new applied sciences, but with the continued upward thrust of unified commerce -- the seize-all time period for shopping experiences meant to circulate seamlessly from in-keep to online -- sellers are increasingly greater inclined to ramp up their tech transitions and discover the cloud. The problem many agents now face is an abundance of choice, and finding out precisely the way to navigate their complex cloud journeys. 

should examine: accurate cloud suppliers 2019: AWS, Azure, Google Cloud; IBM makes hybrid movement; Salesforce dominates SaaS 

Out of the key cloud companies, hybrid shift player IBM -- which has made some huge bets on a hybrid and multi-cloud future, including its $34 billion purple Hat acquisition -- is approaching the retail business as the administration console for valued clientele in the cloud, managing distinct techniques, capabilities and suppliers. 

IBM's platforms plug into distinct cloud environments, giving agents the flexibility to piece collectively clouds in their own method. For retailers, deciding upon distinctive cloud providers and clouds is average to support distinct applications and use circumstances -- every little thing from managing product inventory across manufacturers to monitoring client loyalty courses. 

This strategy is in tremendous part driven with the aid of the consumer. consumers today need buying experiences to be personalised, true-time and connected. For agents, this requires marrying advanced, actual infrastructure and digital modernization. 

however in accordance with Chris Wong, IBM's VP of approach and industry ecosystem, agents today are nonetheless concentrated basically on relocating their base infrastructure as a method to pressure can charge efficiencies and enrich elasticity. the bulk of a retailer's services are nonetheless run on-premises. that is slowly altering, Wong mentioned, as sellers look to build the next wave of applications, features and workflows from the HQ stage down to the store associate.

"while adoption is growing to be abruptly, firms, including agents, are nevertheless very a great deal within the early phases," spoke of Wong. "at first we're working with marketers within the facts center, but we're additionally relocating beyond information facilities and corporate headquarters and into the store. here's a neighborhood where dealers were reluctant, as a result of there is a mission vital, high availability need they've for their outlets." 

also: Microsoft Azure: everything you should learn about Redmond's cloud carrier | Cloud computing: 5 key enterprise tendencies to seem to be out for | every little thing you need to recognize concerning the cloud, explained

Wong spoke of IBM is working on a range of options to make sure high availability of infrastructure on the store degree, with cloud being utilized for efficiency and adaptability efforts. greater generally, Wong talked about agents are also exploring surrounding capabilities around AI, blockchain and automation.

"The primary challenge is that sellers have had the same business mannequin for a long time," Wong observed. "They now deserve to put money into existential innovations to compete available in the market. this may all require new technology." 

Wong stated IBM's approach to cloud is concentrated on a couple of core areas:

  • Hybrid multicloud: IBM is betting that almost all corporations, together with dealers, desire distinctive cloud suppliers and clouds -- public, inner most, utility-as-a-provider.
  • An open strategy to cloud: IBM's pitch is that agents that opt for IBM could have the pliability to sew clouds collectively in a price-advantageous and seamless way.   
  • larger cost cloud capabilities (AI, blockchain, IoT) to force innovation: IBM is aiming to help sellers migrate essential workloads and then follow further serves as a way to pull more cost out of that records. 
  • "or not it's going to be a multi-cloud world," Wong referred to. "A retailer can also wish to use blockchain for provide chain, or demand planning and forecasting in one other cloud. we will aid them convey that all collectively." 

    looking at the broader cloud supplier market, gamers akin to Google, Microsoft and Amazon were touting the perks of their respective structures and promising to support retailers on their digital transformation journeys. Microsoft currently introduced a retail-as-a-provider (RaaS) partnership with grocery store chain Kroger, which is splitting its cloud buying between Azure and GCP. in the meantime, Walmart is partnering with Microsoft to make use of its AI, web of things equipment and Azure. 

    IBM matches in as a issuer that can support sellers make the cloud leap devoid of necessitating an incredible infrastructure overhaul or posing a aggressive chance -- something Wong stated is a factor for some dealers that decide to steer clear of AWS for knowledge conflicts of activity. however, Wong also credits Amazon with forcing the retail trade to improve and innovate.

    "Amazon has tapped into what patrons need and need, and everyone else has to up their video game." 

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    Assessment: Retail Store Solution Sales V4

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    The Retail AI Adoption Problem | killexams.com real questions and Pass4sure dumps

    There are many similarities between adoption challenges in price optimization and those facing AI.Bigstockphoto

    In order to understand the coming AI adoption problem in retail, you first need a little history. A history of price optimization.

    Climbing the Markdown Hill

    In the early 2000’s a new technology hit the retail market, called price optimization. The first use-case to be adopted focused on markdown optimization, or pricing inventory near the end of its life to clear out as fast as possible at the greatest margin possible. Coming off of the Internet bubble bursting, retailers had big problems with too much inventory, and markdown optimization was their savior – helping them clear out overstocked items without taking an entire bath on margin in the process.

    Markdown optimization produced some counter-intuitive results, and was initially resisted, but as its value became proven, more and more retailers with short lifecycle products found themselves in a position of a market expectation that they would have markdown optimization to protect themselves from bad product purchase decisions.

    The counter-intuitive part came in two ways. One, it turned conventional wisdom about markdown cadence on its head. Retailers historically waited as long as possible before marking a product down, and then marked it down steeply in a short wave of cuts that came every week or every two weeks at the end of the product’s life. What markdown optimization did (and still does today) is recommend shallower cuts earlier. If you have a 12-week lifecycle for a product, instead of waiting until week 8 to cut prices by 40%, and then 50%, 60%, and 75%, you start cutting prices by 25% in week 6, for example, and then follow a shallower set of cuts until the last hard mark before pulling whatever product is left from the store.

    If, by week 6, inventory just is not moving, there’s no sense in keeping it at regular price – full margin on $0 in sales is $0. Making a shallow cut gets product moving again, and sells more of it at 25% off, avoiding a greater amount of sales at 40% off.

    The second thing markdown optimization did was take the cadence to a more granular level. Instead of moving all product at the same cadence across all stores, retailers could apply different timing to different locations, and even to different SKUs within the same line. There’s no sense marking down bikinis in September in Miami, even when it makes a lot of sense to start doing that in Chicago. But additionally, markdown optimization could recommend marking down specific colors within the same SKU – markdown the white and yellow now, but keep selling the red and blue at full price, for example.

    Retailers initially resisted this idea, on the grounds that consumers wouldn’t tolerate paying full price for the red when the white is sitting on the clearance rack. Turns out, that wasn’t so much of an issue – it’s a pretty easy explanation of “the white and yellow aren’t selling, that’s why they’re marked down but the red is not.” And in the end, allowing a greater granularity in how and when hard marks are taken both captures more margin and is tolerated by consumers pretty well.

    Omnichannel fulfillment has created some disruption here since the early days of markdown optimization (why not sell the bikini online in September at full price, no matter where the customer may be, and just ship it from Chicago?), but other than that, the business case for markdown optimization is pretty cut-and-dried, and there is little resistance among merchandising organizations about using it to get themselves out of embarrassing purchases that aren’t moving according to plan.

    If you think this is the parallel for adoption in AI – after all, anything that contains the word “optimization” is just a machine learning feedback look away from becoming AI – think again.

    Hitting The Wall: Base Price

    Markdown optimization is not the full story of price optimization. Markdown is there to get rid of bad buys with the least amount of pain. But it’s only needed if you make bad buys in the first place. Or, at the very least, it’s only there when sell-through is not matching the plan.

    Once most of the retailers who were going to buy markdown optimization had bought it, the vendors had to move upstream into other areas of pricing. There are two: promotion optimization, and initial or base price optimization. In the interest of time, let's look only at base price. And it is here that price optimization hit a wall - an adoption wall.

    Base price optimization is exactly what it sounds like: what should be the initial price of a product (when looking at short lifecycle merchandise) or what should the “regular” price of a product be, for items that are longer lifecycle, with multiple replenishment phases (like grocery)? Base price has had the greatest adoption in grocery, at least in the US, mostly thanks to Walmart – not because Walmart adopted it, but because grocers who were competing with Walmart needed to take a more nuanced approach to price in order to survive Walmart’s relentlessly low prices.

    It generally worked like this. Grocer A competes in a region of the United States, but does not have a 100% overlap in locations that directly face Walmart in an immediate shopping radius. If Grocer A cuts all prices to match Walmart, they go out of business because they don’t have the scale or operating margin be able to match Walmart for long. But if they take a more granular – localized – approach to pricing, they can differentiate pricing, usually into three tiers: locations that face no competition (price what the market will bear), locations that face non-Walmart competition (be aggressive on key items that build a consumer’s price image of the retailer, and make it up on the rest of the basket), and locations that directly face Walmart as competition (a more aggressive promotional stance, combined with price matching for those key items that contribute to price image). Effectively, the locations that face no competition become margin subsidizers of the locations that face stiff competition.

    But even in grocery, which had an easy, compelling business case for base price optimization, there was push back. I vividly remember attending a price optimization conference in fall of 2008 – it was the same week that the stock market crashed, which is why it sticks so permanently in my mind – and one of the speakers was from a general merchandise retailer who explained the lengths she had to go to in order to get her company’s stores to implement some of the base price recommendations that were coming out of the optimization. She was in a bit of a unique position, because stores didn’t have to accept price recommendations, but the example still illustrates the problem.

    In her example, she talked about the price of ice – you know, the big freezers at the front of the store, which you bust into pretty much only when you’re throwing a party and you need 10 lbs of ice chips for the coolers so that you can store drinks there. No one looks at the price of ice. More often than not, consumers have shopped the store, remember at the last minute they need ice, and request that the store associate ringing their sale just add a couple bags, which they’ll pick up on the way out.

    For this particular retailer, they had gone through implementing base price optimization but were getting very tepid results, and they had a hard time figuring out why. Finally, they just sent team members out to stores to physically observe what was going on. Turns out, none of the stores were implementing the new prices. When they asked store managers why they were ignoring the new prices, the store managers said that the new prices were unreasonable and there was no way they were going to implement them. The store managers pointed out that their own bonuses were on the line, and they weren’t going to take a hit just so someone else’s team could look good.

    When the team asked what was so unreasonable about the prices, the store managers pointed to a lot of different products, but one that was 100% common across all of the store managers interviewed was ice. The retailer generally sold ice for $1.27, and the price optimization had recommended jacking the price up to $2.99, way more than double the old price. “If we put that price up, we’ll never sell ice again” was the general response. Additionally, the store managers took this one example as proof that the optimization was just wrong, and that it must be wrong across the board. Thus, nearly 0% compliance on the base price recommendations in stores.

    The project manager and event speaker, exasperated, finally arranged for one store manager’s bonus to be guaranteed, so long as there was 100% compliance on implementing prices coming out of the base price optimization. At the core of any price optimization tool is an assessment of elasticity of demand – think Economics 101, where the price of gasoline is very inelastic (you need it, pretty much no matter what) while the price of, say, chocolate cake is very elastic (if the price goes up, you can easily opt to do without cake).

    Turns out, the price of ice is very inelastic. Even at $3 a bag in 2008, it was inexpensive enough that no one blinks at the price. It’s a convenience item, which means you kind of want to buy it at the place where you buy your groceries so that you don’t have to make an additional trip just to get ice. And it’s purchased infrequently enough that people generally don’t have an anchor price or set expectation for how much ice should cost.

    The store manager grudgingly raised the price of ice (along with all the other price recommendations), and found… no impact on the purchase of ice. Demand stayed the same, and the retailer made a much higher margin on ice. And the world didn’t end with all the other price recommendations, either (some increases, some decreases). In fact, the store manager got his 100% guaranteed bonus, but ended up leaving money on the table because the store outperformed even higher-end expectations during the test period.

    With that store manager as an ally, the price optimization project manager was able to convince other store managers to buy in, and eventually got the project rolled out as intended, although more than six months behind schedule because of having to fight a ground war store manager by store manager to convince them to adopt the new price recommendations.

    Explaining price elasticity to store managers was not enough to convince them to adopt. It was only after the team convinced one store manager to try it that they had enough leverage to begin to convince other store managers to try it. But even then, it was really the combination of both parts – the evidence that it worked, combined with an explanation of why it worked – that really moved the needle on adoption.

    This is the lesson for artificial intelligence: you have to both convince someone to take a header on a ‘wing and a prayer’ and then explain to them why it worked differently than expected. And that is exactly the biggest challenge for AI today – most AI solutions do a very poor job of explaining why it should work differently than their expectations. Think of it as the Kung Fu Hustle of retail: when faced with people who have spent their entire lives being good at the thing they base their reputations on (whatever it is that AI optimizes), sometimes you need to show them that there is something new to learn that they never expected in order to get them to be your ally instead of your enemy.

    The Bottom Line

    The difference between price optimization and AI, at least around where it can be applied within merchandise planning, is that price optimization promised to make existing jobs easier – and, in fact, created whole new pricing departments within the merchandising organization. With AI and merchandise planning, the promise is a threat – no new merchandising jobs (maybe some in IT), and potentially doing away with existing jobs as it automates more and more of the merchandise planning process. If you can’t promise people some intrinsic benefit out of that, like a whole new opportunity to learn, just convincing some people to be guinea pigs for a new process isn’t going to be enough.

    And the one place where AI is the weakest today, is in teaching people the why behind what an AI recommends. Black box AI should not be trusted – we don’t have enough controls in place today to make sure that it doesn’t go off the rails in what it learns. But worse, when it doesn’t educate the people using it on what it learns, it keeps a critical benefit off the table – one that would help overcome the barrier of user adoption.

    In price optimization, base price made some traction in grocery, but it took a lot longer outside of that vertical, and it’s only through extensive efforts of companies like First Insight, which exposes the “why” behind its price recommendations, that adoption is coming. Promotion optimization is a whole other mess, which lags even base price – and adoption challenges there are not limited just to fashion. AI needs to learn the lessons of price optimization, and address them. Retail is an early adopter of AI, but that alone does not guarantee success.


    Consumption of in Store Signage Market to Remain High During 2018 – 2028 | killexams.com real questions and Pass4sure dumps

    Future Market Insights has announced the addition of the “In store signage Market: Global Industry Analysis 2013 - 2017 and Opportunity Assessment; 2018 - 2028" report to their offering

    This press release was orginally distributed by SBWire

    Valley Cottage, NY -- (SBWIRE) -- 02/19/2019 -- In-Store Signage Market Introduction:

    Need for cost effective in-store marketing solutions for better communications is one of the key concerns for most of the retailers and brand owners across the globe. It enhances the efficiency of in-store marketing and advertising. Use of in-store signage has been growing exponentially during the last decade. Increasing penetration of modern retail across the globe paves the way in the sales of in-store signage. They are popular tool for branding and promotion in shopping malls and hypermarkets or to convey some message regarding specific products in the store. In-store signage can be used in portable frames in retail store or big promotional displays. Furthermore, they are used for various applications such as indoor graphic displays, retail signs, POP displays, and special advertisement regarding any discount offers or sale within a store. Overall, the outlook for the growth of global in-store signage market is expected to be positive during the forecast period.

    Need for In-store signage:

    In retail industry, in-store signage plays an effective role in generating sales and in-store advertising. It is used for in-store marketing, which helps in creating brand image among the customers. In-store marketing helps in establishing a rich brand identity for excellent customers' experience. It is not only to retain existing customer base, but also to grab the attention of new buyers. In-store signage inside the retail store also helps customers to locate the merchandise. Nowadays, it has been seen that, it is the signage which actually attracts the customers in the store. In-store signage provides visual interaction between brand and customer which is a best way to connect customer to a brand. Today, there are lots of retail chains available in the market with lucrative offers. Interesting and appealing in-store signage actually distinguishes a retailer to its counterparts. Digital signage are now used in place of conventional signage in stores, and this trend is expected to continue over the next decade. It is due to the reason that digital in-store signage in retail can take the upsell a step further by grouping products together to meet current offers. These factors are anticipated to drive the in-store signage market in the near future. These actually behave as a silent salesman for the store, plus it helps in branding and promotions of respective products.

    Request to Sample of Report @  https://www.futuremarketinsights.com/reports/sample/rep-gb-6578

    Millennials are the target buyers:

    It has been observed that, millennials prefer in-store purchasing instead of shopping online. They prefer to go to stores to buy products. Below exhibit shows how often millennials go for in-store purchasing. It indicates that, more than 50% of millennials prefer in-store purchasing and rest of them go for mobile and computers, i.e. online shopping for purchasing goods.

    To keep this ratio up consistently, retailers and store owners need to provide attractive offers and in-store perks to the customers. This factor is expected to drive retailers' attention towards attractive in-store signage, which helps in boosting the in-store signage market.

    Key players in In-store signage market:

    Estimated Tier Structure of Companies:

    Tier 1 Companies in In-store signage market:

    It includes companies with revenue above US$ 15 Mn: Doyle Signs, Inc.,Walton Signage,North American Signs,Jones Sign Company

    Tier 2 Companies in In-store signage market:

    It includes companies with revenue between US$ 5 Mn to US$ 15 Mn: Ramsay Signs, Inc.,Baron Sign Manufacturing,Impact Signs, USA,Global Signs, USA,Joslin & Son Signs,Keith Fabry Reprographic Solutions,Signtech Electrical Advertising, Inc.

    Tier 3 Companies in In-store signage market:

    It includes companies with revenue below US$ 5 Mn: Sign Pro Inc.,Cummings Signs, Inc.,Priority Sign, Inc.,Anchor Sign, Inc.,American Sign, Inc.,Gordon Sign,Deco-Sign LLC,Casco Signs Incorporated,Back Bay Sign,Comet Signs, Inc.

    The report is a compilation of first-hand information, qualitative and quantitative assessment by industry analysts, inputs from industry experts and industry participants across the value chain. The report provides in-depth analysis of parent market trends, macro-economic indicators and governing factors along with market attractiveness as per segments. The report also maps the qualitative impact of various market factors on market segments and geographies. 

    Report Highlights : Detailed overview of parent market,Changing market dynamics in the industry,In-depth market segmentation,Historical, current and projected market size in terms of volume and value,Recent industry trends and developments,Competitive landscape,Strategies of key players and products offered,Potential and niche segments, geographical regions exhibiting promising growth,A neutral perspective on market performance,Must-have information for market players to sustain and enhance their market footprint.

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    For more information on this press release visit: http://www.sbwire.com/press-releases/consumption-of-in-store-signage-market-to-remain-high-during-2018-2028-1151061.htm


    Carpetright to close Plymouth store - but The Gym wants to move in | killexams.com real questions and Pass4sure dumps

    The UK's retail sector is quaking as inflation and taxes mount and consumer spending slips. Plymouth is not immune. These are the firms that have caught a cold, or are beyond life support, so far in 2018:

    Toys R Us - The advertising jingle sang of toys in their millions, all under one roof, but the huge outlet in Western Approach is now empty as the toy store chain became the first big casualty of the UK's retail meltdown. All Toys R Us stores nationwide are now closed or closing.

    Bargain Booze - The off-licence chain Bargain Booze went into administration in April 2018 following a warning that earnings would be £5.2million less than expected. The chain, which has five outlets in Plymouth and another in Saltash, warned earnings for this financial year would be “below current market expectations”. But administrators were able offload the retail division to food wholesaler Bestway in a £7million deal.

    Debenhams - Beleaguered Debenhams could shut floors in its Plymouth department store as it looks at solutions to the retail meltdown which has seen its pre-tax profits slump by 84 per cent and insurers cut back on suppliers' credit cover. The chain is understood to be looking to downsize at least 30 stores blaming “profound change” in shopping habits for woes.

    House of Fraser - Troubled department store chain House of Fraser announced it will shut storeswhen a Company Voluntary Agreement was accepted by creditors on June 22, 2018. It initially said just 18 outlets would still be trading, but it has since "saved" three stores, after being taken over by Sport Direct honcho Mike Ashley, including Plymouth's. The company made a £43.9million loss in 2017 – blaming Brexit, terrorist attacks and increased online competition. Sales fell from £840.9million to £787.8million in 2017 – a drop of 6.3 per cent.

    New Look - The budget retailer has had to weighs up “options” amid dismal sales figures and in April 2018 announced it could close 100 stores putting 1,500 jobs at ris. Private equity-owned Poundworld, which has a huge Plymouth store in New George Street, said it is considering its future as speculation mounts that it will opt to restructure the business.

    Marks & Spencer - Retail bellwether Marks & Spencer, which has a huge store in Plymouth city centre, is closing 100 of its biggest stores, about a third of all those selling clothes and homeware, by 2022 after it reported a 62.1 per cent fall in pre-tax profit to £66.8million in the year to March 31, 2018.

    Mothercare - The baby and maternity products chain issued a profits warning after like-for-like sales fell by 7.2 per cent during the 12 weeks to December 30, 2017. Mothercare has now decided to move out of Drake Circus mall, but will relocate to a unit more than double the size at the under-construction Plymouth Gateway Retail Park at Marsh Mills. The retailer is looking to shut anything up to more than 50 stores and its March 2018 trading update revealed total UK sales were down 5.6 per cent in the 12 weeks to March 24, compared with the same period in 2017.

    Carpetright - The troubled retailer has been floored by painful losses and is preparing to close even more stores – and said things will get worse after Brexit. For the 26 weeks to October 27, 2019, the group made a loss before tax of £11.7million. Underlying earnings swung to a loss of £1.7million compared with a profit of £8.6million for the same time in 2017. Carpetright also said it was braced for a damaging dip in consumer spending and confidence after Brexit. In March 2018 it shut three Devon stores, but kept the two in Plymouth open.

    Maplin - Electrical goods retailer Maplin collapsed into administration in February 2018 putting jobs at risk. The company, which employed 2,500 people in the UK and had a large store in Plymouth’s Cornwall Street, said the capital needed to prop up the business – and shield it against tough trading conditions – had proved “impossible to raise”. The store had a huge closing down sale in April 2018 and finally shut in Plymouth in on June 11. All stores in the group are expected to be shut by July.

    Poundworld - The budget retailer went into administration in June 2018 after revealing dismal sales figures, putting 5,100 jobs at risk. Private equity-owned Poundworld shut its huge Plymouth store in New George Street in July 2018 after staging a "closing down sale".

    Laura Ashley - Womenswear and home furnishings retailer Laura Ashley is to close stores after seeing annual profits plummet to just £100,000. The group – which owns 160 stores across the UK including in Plymouth, Exeter, Barnstaple and Truro – saw statutory pre-tax profits fall from £6.3million a year earlier as retail like-for-like sales slid 0.4 per cent amid “difficult” trading conditions..

    H&M - Fashion giant H&M has said it is braced for further sales falls across its stores in 2018, including its Plymouth outlet in Drake Circus Shopping Centre.

    Poundstretcher - Credit insurers aretightening terms for suppliers to Poundstretcher, a move which is generally seen as an indicator of concerns a retailer is about to go bust. Poundstretcher, which has a huge outlet at Plymouth’s Friary Retail Park, in Exeter Street, saw a £3.4million profit turn into a £3.5million loss in 2017.

    Moss Bros - The men’s outfitters made a £1.7million pre tax loss for first six months of 2018 – and blamed the World Cup

    The company – which has stores in Plymouth, Exeter, Falmouth and Truro – has warned over profits after hot summer weather and the World Cup “distraction” pushed the menswear chain’s profits into the red. Earnings show the retailer swung to a pre-tax loss of £1.7million for the six months to July 28, having posted a profit of £3.9million in the same period last year. The retailer said it was knocked by £1.2million in store impairments, in light of a “small number of underperforming stores“, and took a further £800,000 hit amid “reorganisation and employee-related costs”.

    Game Digital - Profits at Game, which has two stores in Plymouth city centre, nosedived by more than a quarter – amid a tough market for consoles – leaving the retailer looking to revive its fortunes through the fast-rising e-sports sector.

    Homebase - There are fears Homebase stores throughout the South West could be dragged into a second wave of closures that could see up to 40 of the DIY outlets shut – putting hundreds of jobs at risk. The DIY chain, which has 21 outles in the West Country including Plymouth, is sounding out advisers for a potential Company Voluntary Agreement (CVA), having already closed 17 outlets.

    Topshop, Topman, Dorothy Perkins, Burton, Evans and Wallis - In May 2018 Sir Philip Green's Arcadia Group reported profits dipped by 42 per cent from £215.2million to £124.1million and sales fell 5.6 per cent in the year to August 26, 2017, sliding from £2.01billion to £1.91billion.

    Sports Direct - Bargain tracksuit and trainer retailer Sports Direct blamed an £85million hit from its stake in Debenhams for dragging full-year profits down 72.5 per cent. The chain, which has a huge outlet in New George Street, Plymouth, said pre-tax profits plunged to £77.5million in the year to April 29, 2018 – from £281.6million a year earlier.

    McColl's - Convenience store operator McColl’s has seen pre-tax profits nearly halve to £2.3 million in just six months during one of the “most challenging” period in the chain’s history. The firm, which has more than 10 outlets in the Plymouth area, saw its surplus drop from £4.5 million during the same period last year. The company blamed the decline, for the 26 weeks to May 27, 2018, in part on the collapse of wholesaler Palmer & Harvey, which disrupted its supply chain. It also impacted McColl’s like-for-like sales which fell 2.7 per cent in the first half of the year.

    Saltrock Surfwear - The Plymouth and Exeter branches of the fashion chain were among five that closed, with 29 staff losing their jobs, after the firm went into administration and was instantly taken over by the national Crew Clothing Co Group. Saltrock was started in the 1980s but taken over by Plymouth Argyle's departing chairman James Brent's company in 2012.

    Footasylum - Streetwear store Footasylum swung to a £2.5million half-year loss bemoaning a challenging trading environment.The premium sports chain, which opened in the mid-tier at Drake Circus Shopping Centre in 2016, has posted a pre-tax loss of £2.5million in the 26 weeks to August 25, 2018, compared with a £1.7million profit in the same period in 2017.

    Paperchase - Stationery chain Paperchase suffered a mammoth fall in profits and had its credit insurance cover slashed in September 2018. The company, which has a flagship store in Plymouth’s Drake Circus Shopping Centre, is coming under mounting pressure after one of its main credit insurers reduced cover following the slump in profits.

    Superdry - Fashion chain Superdry has estimated profits will take a £10million hit and is blaming the weather – again.

    The chain – which has outlets in Exeter, Truro, Newquay, St Ives and Plymouth’s Drake Circus Shopping Centre – issued a profit warning after it said “unseasonably hot weather” had impacted its autumn and winter sales. Earlier in 2018 it complained the Beast from the East snowstorm had hit sales.

    American Golf - The Plymouth and Exeter branches of huge sports retailer American Golf will stay open after a late rescue package saved the company – though the troubled firm is shutting outlets across the country. Customer orders and gift cards are also protected after Europe's largest golf retailer was rescued from collapse in a deal which safeguards 900 jobs and will keep open the store at Plymouth Golf Centre, Elburton, and Exeter’s at Bishops Court Retail Park in Sidmouth Road.

    Bonmarché - The budget women’s fashion chain saw profits tank dramatically. The company – which has branches across the South West including Plymouth's New George Street – watched at profits were nearly cut in half in the first six months of 2018 as weak consumer sentiment and lower footfall stung the struggling retailer.

    B&Q - DIY giant B&Q is facing woe after seeing sales tank. The company’s owner, Kingfisher, warned there was "no quick fix" to its problems as it posted a slump in sales at the DIY chain in November 2018, and said it will exit its business in Russia, Spain and Portugal to focus on its core markets. New figures show B&Q in the UK saw a 2.9 per cent fall in like-for-like sales in the three months to October 31, 2018.

    HMV - Music and movies retailer HMV went into administration for the second time in just six years in December 2018 putting 2,200 jobs at risk. Although it was later brought out of administration by Canadian music store mogul Doug Putman, it still shut 27 branches including in Plymouth and Exeter. HMV had blamed a huge slump in the UK’s CD and DVD market for making its situation "unsustainable". It blamed a “tsunami of challenges” facing the UK retail sector, and changing behaviour from customers. Plymouth's store reopened on February 23, 2019.



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