Last week I found myself in Darlington with time to spare, wandering into a House of Fraser that felt tired and unloved. Sitting in their quiet cafe, mostly surrounded by pensioners, I couldn't stop thinking about how different these places used to feel when I'd visit them with my nan.
Department stores used to feel magical. Someone had curated what deserved your attention. Staff knew their departments inside out. You could discover something unexpected wandering from cosmetics to homeware to fashion. There was trust, too. They stood behind what they sold.
So what went wrong? And more importantly, what can the survivors teach us about creating customer experiences that actually work?
The research tells a stark story. In 2003, Debenhams was loaded with £1.2 billion of debt after a private equity buyout. Refurbishment spending plummeted by 77%. Meanwhile, John Lewis invested £800 million in their stores and tripled profits. The difference? One extracted value, the other created it.
Some department stores haven't collapsed dramatically - they've just faded. House of Fraser shrank from 59 stores to just 14. Kendall's in Manchester, that beautiful Art Deco building locals still call by its original name, faces conversion to offices after years of closure threats.
These stores still open their doors each day. Staff still turn up. Customers still browse the aisles. But everyone seems to be going through the motions. They've stopped listening to customers. They've stopped evolving.
Meanwhile, the survivors show us exactly what works.
Harvey Nichols chose the large boutique experience. Selfridges chose sensory overload. John Lewis chose brilliant fundamentals. Each made a clear choice about who they serve and how. None tried to be everything to everyone.
Successful stores host workshops, exclusive events, and create genuine reasons to visit beyond buying products. They integrate hospitality - cafes, spaces to breathe, places to spend time. John Lewis is testing cookery schools with Jamie Oliver and rooftop bars.
Smart mirrors, AI recommendations, and mobile payments are just expected now. But the magic happens when technology helps your team serve customers better. Harvey Nichols connects online browsers with in-store experts through video chat.
The best stores evolve their people from checkout operators to consultants and problem solvers. They use customer insights to help staff create moments of discovery and delight.
Support local causes, create shared experiences, and strengthen social connections around your location. Stores that become integral to local life earn loyalty that pure transaction can't buy.
Customers don't shop online or offline anymore - they do both simultaneously. Click and collect must work flawlessly. Real-time inventory needs visibility across every channel.
The magic hasn't disappeared from retail. It just needs redefining for how we live today.
Think about your own customer experience strategy: When did you last examine whether what you're offering still matters to the people you serve? When did you last invest in getting better rather than just maintaining what you have? What magic could you create that nobody else offers?
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Complete show notes and resources: https://wheresyourcustomer.com/6
