Selfridges Brand | Retail Clothing

"We wanted to be metropolitan, energetic, populist, multi-cultural, daring, irreverent and demanding…." said Nick Cross, Selfridges's Marketing Director. "Yet research indicated that many saw us as an old dowager, the spiritual home for lunching ladies from the Home Counties.

If we didn't change what people thought about us we would never be able to attract the labels and stockists we wanted, never mind the shoppers."

Since Gordon Selfridge, the American entrepreneur, first opened Selfridges in Oxford Street in 1909, it has always been progressive. Housed in the largest building of its time ever designed as a store, Selfridges was one of the first stores to combine shopping with entertainment. But by the early 1990s, the organization needed a strong and compelling visual identity in order to establish it as a leading retail business in the 21st century.

So in the early 1990s, a $160 million transformation program began to make Selfridges the best and most exciting retail experience in Europe. One thing was certain: a refocused brand identity was going to be a key factor in achieving this goal.

Branding consultants created a new name "Selfridges & Co." and in branding that created a springboard and a catalyst for change. Launched in October 1997, the branding was a bold and modern interpretation of Selfridges's traditions and captured the new dynamic spirit of the store.

The following year was a very difficult year for retailers generally and fashion stores in particular, but despite that, results provided clear evidence that Selfridges was meeting its objectives. In a period where UK retail sales fell by 4.6%, Selfridges sales increased by the same amount and trading profit was actually up by over 14%. The knock-on effect of the new branding meant that Selfridges could approach top brands in all areas of the business. For instance, the ground floor now has the largest Beauty Hall in the world, and the second floor is a showcase for talented international designers.

The press likened this tremendous makeover to a "revolution." Mimi Spencer at "The Evening Standard" wrote, "The most extensive range of diffusion lines in London can be found at Selfridges.

And shoppers agreed. Research concluded that the majority of consumers were extremely enthusiastic and felt the new image was extremely positive, fresh, and confident, and capable of increasing the store's salience and appeal. "I like the new look - I say go for it," said one consumer.

The retail and design industry also gave the new look a thumbs up; in 1997, Selfridges won the Department Store of the Year Award in the Menswear/FHM Awards and the Design Week Corporate Identity Award the following year.

Vittorio Radice, chief executive of Selfridges & Co. sums it up by saying, "Our repositioning has succeeded in broadening our appeal by increasing the proportion of younger and high-spending customers in the mix. This is vital to guaranteeing our longer-term future. Selfridges is successfully challenging and changing the idea that large department stores appeal only to an older clientele.

"Change is a complex business, many factors have been involved." He went on to say. "But now our new branding and the distinctive yellow shopping bags are a familiar sight on the streets of London and Manchester. I believe that the new branding has played a major role in repositioning Selfridges and in changing the perceptions of our organization in the eyes of our customers, the media and our own staff. It has also acted as a vital catalyst behind a whole series of developments that, combined, will make us one of the best department store businesses in Europe."

[29-Jan-2001]

Caroline Wilson works in London.


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