Page 4 - February #178

WHO’S RLI MEETS

WHO
IN RETAIL

Beth Butterwick

CEO - JIGSAW

Q. What are the company’s key objectives for the next Q. Do you feel that CEOs and company leaders can continue
12-18 months? to be transformational in the new retail landscape and will this
Jigsaw was founded by John Robinson in 1970 on the principle of actually be more important than ever now?
bringing elevated design to the British High Street. Inspired by trips to In the new world, which is somewhat ambiguous it is an imperative that
Japan and designers such as Yohji Yamamoto, Comme de Garcon and the leadership team focuses on driving the company’s transformation,
Issey Mikaye, John brought the concept of Japanese design to London spending time on discussing the big priorities for the future, not just
adding a unique British eccentric twist. He opened iconic stores, responding to today’s issues. Building a transformation culture requires
offering cutting-edge collections and pioneered the concept of bringing application of knowledge, collaboration, grit (developing a team mentally)
a luxury store environment to local High Streets. 50 years on Jigsaw and trust. As we have seen, so many times ‘stand still and you run the risk
is still known for collaborating with renowned architects, upcoming of becoming irrelevant.’
photographers and artisan mills, makers and creators to deliver
the finest quality collections. Last year we conducted a quantitative Q. What do you make of social media and its importance
research piece that identified an additional 3.5 million potential Bullseye in the world of retail and how prominent is e-commerce and
customers. Our 3 Year Plan is focused on amplifying our proposition online activities within the business?
and purpose to these UK females, across omni-channel locations where No doubt, social media has been a gamechanger for all businesses. During
we know she likes to shop. the pandemic, look at how many new-starter businesses or influencers
were able to scale sizeable businesses via leveraging these platforms to drive
Q. Would you say events around the world in the last few their brand USPs and connect to new customer tribes. These are powerful
years have affected the business at all and has it had any effects platforms where creative assets if applied well, can have a deep, wide and
on future plans? an effective reach.
Undoubtedly! The pandemic was brutal on most sectors. However,
we used this time to remodel our business to focus back on our core Q. Taking a step back from right now, what would you
market, Womenswear in the UK. The timing is perfect for Jigsaw to consider your career highlights to date to be?
thrive again. During the crisis, we closed poor locations and our Every role spanning my career to date has left me with invaluable skills
portfolio today consists of 45 profitable Jigsaw boutiques across market and memorable experiences. I’ve worked across the UK and overseas.
towns and regional centres. Focused on improving our omni-channel Perhaps my top three career highlights are: taking M&S women’s knitwear
credentials, we invested in a new customer data and web platform and department from £100M to £200M in 18 months, an incredible family
partnerships that have significantly improved our service experience so experience in Amsterdam where I completed my first sale transaction,
customers can shop effortlessly, ‘their way.’ There are three key macro conducting a successful IPO at Bonmarché and delivering record profits. My
themes that continue to challenge most businesses: Cost Pressures, thirst and passion for business improvement continues and I am loving the
Evolving Customers and Channels Convergence. Jigsaw opportunity.

Q. What key leadership skills do you feel are the most Q. With everything that has happened in recent times, how
important in the current retail climate? are you feeling about the 12-18 months that lie ahead?
Great leaders in any retail or hospitality sector put brand purpose and With so much global unrest, life will continue to feel extremely undefined.
customers first, to bring unique experiences and create lasting memories. As The antidote to this is to bring certainty to your organisation, where you
companies strive to bring competitive advantage in a world obsessed with have the power to do so.
digitised ‘must have now’, top leaders need to live up to a more ambitious
purpose, they need to create these experiences for their own workforces Q. If we look at the retail industry as a whole, do you have
too, which means a fundamental change in how they and their executive any words of warning for the industry or advice from your own
teams inspire, lead, nurture and execute. The future remains uncertain, experiences?
so leaders today need to have a range of skills; visionaries, tech-savviness, It’s simple, stay focused on your real customers, be razor clear about
excellence executors and ambassadors of values and behaviours. your USPs, focus on the top five game-changing strategic leavers and be
ruthless at saying ‘no’ to anything that doesn’t add value.
Q. As a leader who makes key strategic decisions, do you
prefer to rely on facts and figures, your natural instinct, or a Q. Lastly, any final thoughts or anything else you would like to
combination of the two? add for our readers?
I started my career as a trainee Buyer at Marks & Spencer; in this discipline Retail leaders need to use their voices to amplify how rewarding
you must balance facts with gut. Roll on 30 years and today I still apply a career in retail can be. It brings people and culture together, each
equal measures of commercial information with instinct, which is done in function is incredibly varied, you can learn ‘new tricks’ every day and
consideration of understanding my customer and why our proposition is most rewardingly, you develop a deep-rooted passion for your business,
appealing to them. customers and the people you work with.

04 RETAIL & LEISURE INTERNATIONAL FEBRUARY 2023