Features List 2018

PLEASE NOTE THAT THIS INFORMATION MAY CHANGE AS VARIOUS EVENTS ARE ADDED OVER THE COURSE OF THE YEAR

t: +44 (0) 1706 212200 editorial: james.quinn@rli.uk.com advertising: chris.lord@rli.uk.com w: rli.uk.com

GLOBAL NEWS l LEADING RETAILER & LEISURE OPERATOR INTERVIEWS l RETAIL INSIGHT

l LEISURE INSIGHT l DEVELOPER REVIEW l SHOPPING CENTRE PROFILE l DESIGNER OUTLET

CENTRE PROFILE l PROPERTY PROFILE l DESIGN PROFILE l FIT-OUT REVIEW l INDUSTRY PROFILE

l WEB GALLERIES l EVENTS

RegulaRs

July/augustCopy Deadline: 22 JunePublication Date: 6 JulyVoyager: ChinaSpecial Feature: Tourism - Retail InvestmentGlobal RLI Awards 2018 Winners BrochureRLI Connect Global Retailtainment ReviewEvent: Global RLI Awards 2018 Review

DecembeR/JanuaRyCopy Deadline: 16 NovemberPublication Date: 30 NovemberVoyager: The AmericasSpecial Feature: US RetailingMAPIC Projects ReviewEvent: MAPIC Review

may/JuneCopy Deadline: 13 AprilPublication Date: 27 AprilVoyager: Iconic Retail DestinationsSpecial Feature: FranchisingSpecial Feature: Food & BeverageMAPIC Italy InsightEvent: World Retail Congress ReviewHanded out to all participants at both RlI connect & global RlI awards

apRIlCopy Deadline: 16 MarchPublication Date: 30 MarchVoyager: ICSC Europe InsightSpecial Feature: OutletsRLI Connect Global Retailtainment PreviewGlobal RLI Awards Shortlist PreviewEvent: GDSS PreviewEvent: MAPIC Italy PreviewEvent: MIPIM Review

OctObeRCopy Deadline: 14 SeptemberPublication Date: 28 SeptemberVoyager: Middle EastSpecial Feature: RetailtainmentEvent: MAPIC PreviewEvent: REVO ReviewHanded out to all participants at RlI connect mena

maRcHCopy Deadline: 9 FebruaryPublication Date: 23 FebruaryVoyager: MIPIM Insight Special Feature: Technology in RetailGlobal RLI Awards 2018 ShortlistEvent: World Retail Congress PreviewEvent: ICSC Europe PreviewIn all Delegate bags at mIpIm

FebRuaRy Copy Deadline: 12 JanuaryPublication Date: 26 JanuaryVoyager: AfricaSpecial Feature: Global Shopfitting & DesignEvent: MIPIM PreviewEvent: Retail Leaders CircleEvent: Retail Leaders Conference

July/august cOnt. Copy Deadline: 22 JunePublication Date: 6 JulyEvent: REVO PreviewEvent: MAPIC Italy ReviewEvent: GDSS ReviewEvent: ICSC Europe Review

septembeRCopy Deadline: 10 AugustPublication Date: 24 AugustVoyager: Asia & AustralasiaSpecial Feature: Urban RegenerationMAPIC India InsightREVO Insight (UK & Ireland)Event: RLI Connect MENA Preview

nOVembeRCopy Deadline: 12 OctoberPublication Date: 26 OctoberVoyager: MAPIC Global InsightSpecial Feature: Travel RetailEvent: RLI Connect MENA ReviewIn all Delegate bags at mapIc

T.M.Lewin has been dressing Men for success for

over a hundred years, and Their ‘coaT-shirTs’ were

noT onLy pioneering, They are a proToType of The

Modern shirT worn Today. here, rLi siTs down

wiTh ceo geoff Quinn To discuss The coMpany’s

currenT dynaMic period of expansion.

The first T.M.Lewin store opened in Jermyn

street back in 1898. Mr. Thomas Mayes Lewin

was among the industry’s original innovators

as the bustling London street soon became a

magnet for the world’s finest tailors.

while fashion may have changed in the intervening

years, the excellent craftsmanship, quality, service

and value remain the driving force of the company,

as it continues to use many of the same traditional

manufacturing techniques devised all those years ago.

over the last 30 years the company has evolved from

being a formal shirt-and-tie retailer in a single uK store

with no website, to a global multi-site, multi-channel

retailer, selling a high-quality range of suits and shirts, ties,

knitwear and accessories.

“during the last 12 months we have made significant

improvements in our product range, we have updated

and refreshed our store estate, and we have invested in

and improved our in-store customer experience through

better training and recruitment of top talent,” explains

company ceo geoff Quinn.

Today the company operates 67 full-price stores,

with two new ones opening in the next two months,

five outlet units and 11 concessions in house of

fraser. internationally there are 99 T.M.Lewin stores

in 11 countries.in the uK a new store was recently opened in the new

oxford westgate centre, and this month a new site will

launch in the centre of Liverpool street station. outside

of the uK, a store opened its doors in early october at

the Mall of the emirates in dubai, which marked a major

step forward for the brand in the Middle east.

“in the next year to 18 months we will further bolster

our brand presence in dubai by opening in dubai Mall

early next year, and we will expand our Middle east

footprint by opening Kuwait later in the year. further

growth is also being assessed within central europe and

russia,” says Quinn.T.M.Lewin has bolstered and enhanced its team as

it embarks on this very dynamic period of expansion,

and plans are progressing rapidly to not only grow its

successful owned and franchised businesses, but also to

further spread its store network and to expand its global

digital footprint.“our customers have very clear and specific

expectations and requirements. Therefore we enter

a market with a flexible approach to format, focusing

on where and how he shops. There are clearly many

significant markets that T.M.Lewin is yet to gain a foothold

in, but what is clear is that our type of customer is truly

global, with increasing demand for our product in cities all over

the world,” Quinn explains.

To maintain and improve its position in the market, the

buying teams at T.M.Lewin are constantly surveying the

market for new initiatives in fabrication and technology. This is

combined with both in-house and supplier led design input to

deliver commercial collections every season.

The quality of the T.M.Lewin product has allowed the

company to operate across multiple international markets

without altering its range for particular countries; the main

difference that occurs is around seasonality within the ‘business

casual’ sector.in the last 12 months, the company has seen a doubling of

its numbers on its instagram account, and this is becoming an

increasingly important tool to present newness and aspiration

for T.M.Lewin within the ever growing world of social media.

The brand has also begun working with famous on-line fashion

lifestyle influencers to wear its product and promote it to their

extended fan bases.while the profile of the company’s target customer has

remained largely unchanged, the rise of social media and

T.M.Lewin’s increasing presence in this platform may explain

why the average customer is becoming slightly younger and

more international.and what does Quinn consider the key drivers behind the

brand’s success to date?

“The heritage and outstanding quality and consistency of our

products,” he says. “our rapidly improving range, a passion for

great customer service, first class website and growth in multi-

channel buying and an increase in relevance and engagement

with a younger audience through a more contemporary

marketing approach,” Quinn adds.

The ceo has been with the company for a remarkable 37

years, and with all of this experience, has seen a transformation

within the company in the last two years.

“The secret has been in the investment in people and

talent, which is also where the greatest challenge lies. as a

consequence we are now set up for sustainable and profitable

growth in the uK and internationally,” Quinn concludes.

instilling confidence

noveMber 2017 RETAIL & LEISURE INTERNATIONAL 00

better training and recruitment of top talent,” explains

company ceo geoff Quinn.

Today the company operates 67 full-price stores,

with two new ones opening in the next two months,

five outlet units and 11 concessions in house of

internationally there are 99 T.M.Lewin stores

expectations and requirements. Therefore we enter

a market with a flexible approach to format, focusing

on where and how he shops. There are clearly many

significant markets that T.M.Lewin is yet to gain a foothold

in, but what is clear is that our type of customer is truly noveMber 2017 ber 2017 ber RETAIL & LEISURE INTERNATIONAL

Handed out to all participants

Event: RLI Connect MENA Reviewc

Founded in 1956 in Palma de mallorca in SPain, meliá HotelS international iS one oF

tHe largeSt Hotel comPanieS in tHe world, aS well aS a leader in tHe SPaniSH market. rli

SitS down witH ceo & Vice cHairman gabriel

eScarrer to diScuSS tHe growtH and deVeloPment oF tHe melia brand.m eliá Hotels international currently

has more than 375 properties in 43 countries on four continents. these are operated under the gran meliá

Hotels & resorts, Paradisus resorts, me by meliá, meliá Hotels & resorts, innside by meliá, Sol Hotels & resorts and trYP by wyndham brands. club meliá, the only holiday club among Spanish hotels, complements the company’s offer of products and services.naturally, Spain is the company’s largest market,

with more than 150 hotels currently in operation, whilst cuba and germany are important markets

for the company, with 29 and 27 hotels respectively.“last year was very intense in terms of

international growth,” says ceo & Vice chairman of meliá Hotels international, gabriel escarrer. “over 30 hotels were signed, and 2016 saw the opening of 20 new hotels in 11 countries,” explains escarrer.in addition to excellent growth in 2016, the

company also had a stellar year financially. For the first nine months of 2016, net profit increased by 74 per cent, reaching €92.2m and the financial results improved by 43 per cent.over the next 12 months, meliá are looking to

sign between 25 and 30 new properties and open 23 new hotels. of these 23 five will be in europe, six will be in latin america & the caribbean, three will be in the middle east, three will be in africa and six will be in the asia-Pacific region.an international leader in the resort segment,

meliá prioritise the most successful and safest holiday destinations worldwide. the company will focus intensely on the South-eastern Pacific, the caribbean (both latin & english speaking) and the mediterranean (Spanish mediterranean and the canary islands and the north of marroc and cape Verde). For new city hotels, the company focuses on the main capitals and the most dynamic cities in europe, the americas, asia and the middle east.

the company are open to many different properties, due to the wide brand portfolio and many customer profiles. “on a general basis we prioritise our resort hotels, a segment in which we are competitive thanks to our expertise and leadership, and we believe it has the highest potential for future growth and profitability,” says escarrer. when considering new properties, the company also consider the buildings and its possibilities and its suitability to host the brands’ attributes such as its signature restaurants and roof-top bars.

to ensure their destinations remain attractive and

exciting, destinations are chosen carefully, and the company has a clear idea of the evolution the destination will undertake. “i can safely say that, when you choose the best locations, either in the sea-front avenues, in the historic core of the cities, or in the up-and-coming business districts, you never fail,” explains escarrer.

today meliá Hotels international has over five million loyal customers, to keep these customers, meliá constantly update and innovate to keep up with guest expectations. “as a group we have many uSP’s, we are Spanish, we are a family-born and family-run public company, and our strong values and long-term vision inspires all of our brands, and there is our service culture, which is really unique,” says escarrer.

So what does escarrer consider to be the key drivers behind the sustained success?“our strong values, service vocation and our diverse

and powerful brand selection, jointly with our capacity to innovate and re-invent ourselves on a constant basis; this is how our group has arrived to its 60th anniversary in such a strong position.”to help combat the economically challenging time,

meliá aim to combine its growth in the most dynamic emerging markets, with the traditional, consolidated markets. the business model of the company has also evolved, from the asset-heavy, owner-hotel company,

to an increasingly asset-lighter, more management-focused company.with the growth of social media and e-commerce

and its increasing importance to companies, meliá have overseen a whole digital transformation process in which the sales channels and the customer-relationship tools are pivotal. due to this transformation, the main company website sold €430m last year, a growth of around 30 per cent. in terms of social media, the group is strongly involved with channels such as twitter and Facebook and are adapting to the new ways of connecting with its audience.the meliá Hotels international ethos is to offer

a value proposition to all of its stakeholders, be it clients, owners, partners or even the wider community, to build long-term relationships based on trust and mutual benefit.So what does escarrer feel lies ahead and what is the

greatest challenging facing the company right now?“i am currently most proud of the cultural

transformation that our team has been able to develop in the last few years, we needed a total shift in our values and culture in order to become a truly global, asset-light, and management based digital company. For a 60-year old group, this is not a small challenge and i think it will remain our biggest challenge for some years ahead.”

FebruarY 2017 RETAIL & LEISURE INTERNATIONAL 00

GRAN MELIá JAkARTA, INdONESIA

GRAN MELIá XIAN, ChINA

INNSIdE NEw YORk, US

MELIá LAS dUNAS, CUbA - PALAPAS ROMANTICAS RESTAURANT

GRAN MELIá PALACIO dE ISORA, SPAIN - ATLANTIC PLAzA

Staying true to Family Values

the company’s largest market, tels currently in operation,whilst cuba and germany are important markets

ar year financially. For thefirst nine months of 2016, net profit increased by 74 per cent, reaching €92.2m and the financial results improved by 43 per cent.results improved by 43 per cent.results improved by 43 perover the next 12 months, meliá are looking to

titive thanks and leadership, and we believe it has the highest potential for future growth and profitability,” says escarrer. when considering new properties, the company also consider the buildings and its possibilitiesand its suitability to host the brands’ attributes such as its signature restaurants and roof-top bars.

to ensure their deto ensure their det

stinations remain att

ce vocation and our diverse and powerful brand selection, jointly with our capacity to innovate and re-invent ourselves on a constant basis; this is how our group has arrived to its 60th anniversary in such a strong position.”to help combat the economically challenging time,

to help combat the economically challenging time,

tmeliá aim to combine its growth in the most dynamic emerging markets, with the traditional, consolidated

a value proposition to all of its stakeholders, be it clients, owners, partners or even the wider community, to build long-term relationships based on trust and mutual benefit.So what does escarrer feel lies ahead and what is the

greatest challenging facing the company right now“i am currently mosttransformation that o

y

A Leader in Luxury

JULY/AUGUST 2017 RETAIL & LEISURE INTERNATIONAL 17

Known AcroSS The worLd for hAvinG An

UnprecedenTed ArrAY of dAzzLinG And

diverSe prodUcTS, hArrodS ALwAYS AimS

To STAY one STep AheAd of The GAme. here,

rLi SiTS down wiTh mAnAGinG direcTor

michAeL wArd To diScUSS how The

depArTmenT STore STAYS AT The Top And

whAT driveS The brAnd forwArd.

we’ve ever had. London is seen as the international capital of the world and

harrods is benefitting from that,” explains ward.

in a retail landscape that is always evolving, harrods continues to invest each

year to keep up-to-date with the current trends, irrespective of the cycle, to

create something extraordinary for its customer.

“we create amazing interiors, we make sure the shop-fits are unique and

we always ensure that we have sufficient stock available. Ultra-high net worth

individuals do not want to be told that their new watch will take three months

to reach the store,” says ward.

most recently in its London flagship, harrods has launched a new wellness

clinic. primarily aimed at women, the space features normal beauty therapies

but it also includes more out-of-the-box treatments including cryogenic

freezing and intravenous injection of vitamins. The 10,000sq ft area also offers

fitness and nutritional advice.

owned by Qatar holding, harrods is an

iconic luxury department store located on

brompton road in Knightsbridge, London.

The store’s 330 departments cover one

million square feet of retail space and offer a wide

range of exquisite products and services spanning seven

floors, from clothing to jewellery, personal shopping

and interior design. The store also features a stellar

restaurant portfolio and the 100-year-old food halls.

The establishment was born in 1849 through

charles henry harrod with humble beginnings as an

east end grocer and tea merchant. from that day to the

present, the mission for the company has remained the

same, to be the number one luxury department store

in the world and maintain its unprecedented standards

of service, expertise and profitability.

“we are unique as a luxury store in the world and

we have created a department store which has got

authority in many of the sectors in which we operate,”

explains managing director of harrods michael ward.

“The key is having real authority in the category, but the

ease of shopping and the adjacencies here are better

than anywhere else in the world.”

each year the company continues to differentiate

itself by its singularity and focus, its understanding of its

customer base and its ability to place sub-sections and

the adjacencies within the store.

“The past year has been amazing; the best year that

over the next 12-18 months, the company will continue to invest in all areas

of the business, and refresh departments such as its fine jewellery section, its toy

zone before moving onto the men’s selection.

Alongside its main home in Knightsbridge, harrods also has a presence within

the travel sector, and a small selection of international cafés and restaurants,

which go back to the company’s roots as a tea shop. while potential expansion is

always being assessed, at the moment this is not at the forefront of the company’s

thinking.with such a recognisable name and brand, how does harrods develop new

initiatives to stay at the cutting edge?

“we have a brilliant team of great people who understand our customer and

come up with very good ideas, and with such knowledge of the customer we are

able to be very reactive to changes,” ward explains.

Social media has become hugely important for the company, and it remains

one of the highest scoring brands out of china and it is always on the lookout

for online opportunities. recently the brand has been featured on The Late Late

Show with James cordon, where he visited the store. The video is nearing one

million views on YouTube and highlights that the brand, whilst being a quality

organisation, is also capable of letting its hair down and having a bit of fun.

over the years the target customer of harrods has not changed, and

maintaining this profile has been part of the success according to ward.

“As a customer, if you go somewhere and think, this is an amazing shop, and i

can find the product that i want and these people offer an excellent service,

then i would come back,” says ward. “it’s about continuing to give the very

best products with the very best environment with the very best service.”

The ethos that drives the brand is passion. each member of the harrods

team is committed to making it the best it can be, even if that means staying

at the store until 5 or 6 in the morning making sure it is spotless ready for

opening again at 10. it is this love for the brand and the respect that

runs through harrods and its employees.

The biggest challenge currently facing the company is

complacency and maintaining its high standards. “every year

we must maintain innovation and this engagement with

our customers and not take it easy, we must always move

forward with this journey,” explains ward.

“what we create more than anything else. is a day

out, and therefore it’s not simply a shopping experience

it’s the entertainment that surrounds it,” he concludes.

present, the mission

same, to be the number one luxury department store “The past year h

34 RETAIL & LEISURE INTERNATIONAL NOVEMBER 2017

HARvEy JENkINSONMIcHAEL HARRISON

Soaring to Success

The indoor trampoline park market has become hugely successful in recent years, and at the sharp end is the equally successful GRAVITY. Based around a solid business model of providing a unique family-friendly experience with state-of-the-art equipment, each park delivers the best action possible with safety as the ‘number 1’ priority.

Adults and children can have the ultimate experience in a marshal-controlled, fun environment, within establishments built to the highest standards. But it’s not just the physical buildings that carry the premium mantle. Location too, is paramount for Gravity Trampoline Parks, which is why they’re only found within retail schemes that match that first-rate philosophy – whilst helping footfall for partnering operators.“We’re honing our knowledge and expertise to grow the Gravity brand, to be able to deliver an improved offer each and every time a new Park opens,” says Director Michael Harrison. “With the support of all the Parks’ professional Teams, this has resulted in each Park being the most efficient, footfall-generating retailtainment option within each shopping centre.”

In the past year, Gravity has doubled its number of Parks to eight with funding from Guinness Asset Management. And they’re not stopping there. Plans to expand are already in motion, including a move into Europe that includes France, Germany and Spain. But closer to home, the company opened its latest Park at the intu Soar venue in Glasgow –

opposite the intu Braehead shopping centre.“With a capacity of 150, the Park is a market leader in terms of extra activities,” explains Director Harvey Jenkinson. “It boasts Ninja Runs, additional soft plays, climbing and reaction walls and, obviously, 140 trampolines.”

The site itself was a former Xscape Leisure venue, one of three in the UK. One of Gravity’s objectives upon inception was to populate all three of these as they are seen as premium sites within the UK leisure property market. When the company opens at Milton Keynes Xscape, this particular objective will have been achieved in only two and a half years. As customers become savvy and demand more from this phenomenal leisure trend, only the most select locations, prime sites and exceptionally well managed businesses will survive and thrive.“As well as bringing in new and varied offerings, we have also improved our food quality and menu variety,” says Harrison. “Families will enjoy a more cohesive family experience in the cafés as well as the arenas. In addition the company is developing a strong membership model to increase loyalty with our brand, utilising our fantastic EPOS system. Finally, we continue to travel to European exhibitions to discover the next big thing in family entertainment to bring to our parks.”To remain current in how it advertises and interacts with its customer base digitally, Gravity has quadrupled its marketing team in the last six months. The increase will ensure a more ‘connected’ presence for the

WITH A BAcKGROUND IN FAMILY ENTERTAINMENT, GRAVITY DIREcTORS HARVEY JENKINSON AND MIcHAEL HARRISON HAVE DRAWN UPON THEIR EXPERIENcE TO cREATE A cONcEPT THAT IS UNIqUE AND EXcITING FOR THE ENTIRE FAMILY.

business, ensuring that customers of all ages can follow the Parks through social media and interact in real time.So what do Jenkinson and Harrison believe are the key drivers behind the success of the company?

“Location is pivotal; Gravity is a family-orientated offering so access is key. Anybody from 18 months and older can visit and get bouncing,” says Jenkinson. “quick decision-making is also important. We are pro-active in site acquisition, so the time from committing to a site to fit-out is greatly reduced. And of course, our safety and operational procedures are second to none,” adds Harrison.

The company has built the brand, infrastructure and has the financing and commitment to become the market leader in Europe. Gravity foresees a potential 50 Parks over the next five years. And as the company moves into Europe, Jenkinson and Harrison believe the benefits and support Gravity provides as a business will stand it in good stead to establish itself as the market leader.

“Retail is reinventing itself as internet shopping challenges traditional models. Major shopping centres need to attract customers more than ever before – and they need something more than everyday goods to draw them in. Family entertainment is the answer – and Gravity will be waiting to welcome them with fun and fitness for a very long time,” says Jenkinson.Please visit us at MAPIc on Stand P-1.E 7.

Leisure Profile - Gravity Trampoline Parks

www.gravity-uk.com

business, ensuring that customers of all ages can follow the Parks through So what do Jenkinson and Harrison believe are the key drivers behind the “Location is pivotal; Gravity is a family-orientated offering so access is key. Anybody from 18 months and older can visit and get bouncing,” says uick decision-making is also important. We are pro-active in site acquisition, so the time from committing to a site to fit-out is greatly reduced. And of course, our safety and operational procedures are second to none,”

And of course, our safety and operational procedures are second to none,”

business, ensuring that customers of all ages can follow the Parks through So what do Jenkinson and Harrison believe are the key drivers behind the “Location is pivotal; Gravity is a family-orientated offering so access is key. Anybody from 18 months and older can visit and get bouncing,” says uick decision-making is also important. We are pro-active in site acquisition, so the time from committing to a site to fit-out is greatly reduced. And of course, our safety and operational procedures are second to none,”

BLUEwATER, kENT, Uk

XScAPE, cASTLEfORd, Uk