British Retail Consortium #discount #shopping #websites


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  • With flying colours every year
  • Certified for direct food contact labelling

BRC Certification

We Hold BRC certification at direct food contact level, which is the highest level for packaging and has now been held by Xpress for over 10 years.

First achieved certification in February 2007 under Issue 2 Packaging and Packaging Materials B grade.

We now hold High Hygiene Risk level, Grade AA, Issue 5 as of 12th May 2016.

In the 10 audits we have passed since February 2007 we have had only 20 minor non-conformances in total. That is 20 minor non-conformances in well over 2400 clauses, or just slightly more than 99% success rate! Something we are extremely proud of, but also demonstrates our commitment to this standard.

The standards sustained in ourlabel production facility are as close as possible to those set for a food production environment.

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British Retailers Asos, Boden and TopShop Tap U #online #shoping


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British Retailers Asos, Boden and TopShop Tap U.S. Market For Growth

LONDON, United Kingdom — On the heels of Downton Abbey’s success on American television, British retailers are banking on a love of all things English to expand their business in the world’s biggest apparel market.

Leading the British invasion are online specialist Asos Plc, fashion chain TopShop, catalogue retailer Boden, youth-focused Jack Wills Ltd. and SuperGroup Plc’s Superdry stores. Their strategies vary some trade on British cool, others emphasise local knowhow yet all focus on what they do best rather than buying an existing imprint or starting an entirely new brand that Americans have never heard of.

In doing so, the retailers are learning from the mistakes of fellow British chains such as J Sainsbury Plc and Marks Spencer Group Plc who have retreated from North America. As boutique U.K. firms grab more of the $200 billion U.S. market, that poses a threat to American mainstays like Gap Inc., J. Crew Group Inc. and Abercrombie Fitch, who have been busy expanding outside their home country.

“U.K. retailers that are succeeding have a very strong, differentiated brand positioning that is well understood by the American consumer,” said Ian Geddes, U.K. head of retail at consultants Deloitte LLP. “They are doing well by emphasising what their brand stands for.”

British retailers have for decades gazed longingly across the Atlantic, and the desire to broaden their operations is stronger today amid an anemic U.K. retail industry.

Yet these forays often end badly. In 1988, Marks Spencer, Britain’s largest clothing retailer, paid $750 million for Brooks Brothers, the oldest U.S. clothier, only to sell it for less than a third of the purchase price 13 years later amid a shift away from suits to more casual duds like Gap’s khakis. Tesco Plc sunk 1 billion pounds ($1.5 billion) into its Fresh Easy U.S. grocery chain over the past five years without making a profit, and has said it will likely leave the U.S. after a review of the business.

Today, British retailers are winning fans by just being themselves. The online-only fashion retailer Asos, whose own- brand sequin sunset dress was spotted on singer Katy Perry, has lured American consumers since its 2010 debut with free delivery and returns of items ranging from $542 Edun Mesh designer jumpsuits to $11.87 own-label crop tops. It stays on top of consumer trends with an 11-strong team based in New York that makes decisions locally.

“There will be more people we put into the U.S. team so I expect them to find their footing and accelerate growth,” Finance Director Nicholas Beighton told analysts in March. “There is a bigger market in the U.S. there are more options, more channels, more digital marketing channels.”

U.S. sales increased 54 percent to 35.6 million pounds in the six months ended Feb. 28, making America Asos’s fastest- growing market. With more than one million registered customers as of December, the U.S. is now its largest market outside the U.K. with nine percent of revenue. The shares have soared 88 percent over the past year, well ahead of the FTSE All-Share Index’s 12 percent gain.

Another winner is TopShop, the flagship chain of billionaire Philip Green ’s Arcadia fashion empire. TopShop, known for mid-priced trendy styles from talented young designers, entered the U.S. in 2009 with a store in Manhattan. Rather than pour millions into new outlets right away, Green opted for a low-risk approach by signing a deal last year with U.S. retailer Nordstrom Inc. to sell TopShop’s wares in some of its high-end department stores.

Now that shoppers from Arizona to Pennsylvania have sampled the brand, Green has plans to expand from four to 20 TopShop and TopMan outlets in the U.S. which could generate $1 billion in sales by 2018. To help fuel the rollout, Green in December sold a 25 percent stake to private-equity firm Leonard Green Partners in a deal that valued the chains at 2 billion pounds.

While TopShop plays a bit on its quirky English sensibility, other chains turn their British-ness up to 11, to borrow a phrase from “This is Spinal Tap,” the mock documentary about aging English rock stars. Two examples are Boden, an online and catalogue retailer that focuses on womenswear and kid’s clothes, and London-based Jack Wills, which targets teens and college students.

So popular are Boden’s $120 embroidered girl’s dresses among well-to-do women in New York, Dallas and San Francisco that the company says the U.S. will overtake Britain as its biggest market in the next few years. Privately held Boden has doubled capacity at its Pennsylvania warehouse and ramped up ad spending online and in fashion magazines like In Style.

More than anything else, it’s Boden’s use of British icons like red London buses that drives the appeal and challenges the big American catalogue retailers like J. Crew and LL Bean Inc.

American consumers possess an “admiration for an authentic U.K. perspective,” said Graham Hales, chief executive officer of branding consultant Interbrand, citing the popularity of Downton Abbey. “It’s a chocolate box version of the U.K. that exists in Americans’ minds.”

Boden’s U.S. revenue rose 10 percent last year to $140 million, and Granville said he expects to double that pace this year, reaching $300 million “at least” by 2017. That’s a fraction of the more than $10 billion generated in America by Gap, the biggest U.S. specialty-apparel retailer, whose sales rose 7.6 percent in the year ended Feb. 2.

Kristin Emery, a 42-year-old physiotherapist and mother of three in Virginia, started buying from Boden about five years ago. While she also shops at Gap, Nordstrom, and J. Crew, Emery spends $100 to $200 per visit at Boden, typically buying a few times each season. Her last purchase was eight pieces for her children ages 3, 7, and 9 for their spring break.

“There is an Anglophile scene there which British brands can and do tap into,” said Julian Granville, Boden’s CEO.

Jack Wills, meanwhile, has 13 outlets in the U.S. its largest overseas market. Its tagline, “Fabulously British,” mirrors that of Boden’s. The company sends brand representatives dubbed “Seasonnaires,” well-scrubbed college students, to campuses in America to host events like croquet tournaments.

While British retailers make inroads in the U.S. the best- known American retailers are looking abroad for growth. Gap will open 35 stores this year in China, a region that CEO Glenn Murphy calls “a cornerstone of future growth.” The San Francisco-based company also took its Old Navy brand outside the U.S. for the first time last year, opening an outlet in Japan, the world’s second-biggest specialty apparel market, according to data trackers Euromonitor. Gap shares have risen about 35 percent over the past year.

J. Crew’s direct business, which accounts for 30 percent of its $2.2 billion in sales, now ships to more than 100 countries, up from 29 a year ago. The closely held company plans to increase investments abroad, Chief Administrative Officer James Scully told analysts in a March 21 presentation.

Abercrombie Fitch, meanwhile, has been closing underperforming U.S. stores as it grows overseas, where sales jumped 34 percent last year. A F opened a store on London’s storied Savile Row, over the objections of the neighborhood’s bespoke tailors, who don’t fancy the chain’s nightclub vibe and shirtless employees.

As U.K. retailers cater to wider U.S. audiences, they risk losing the distinctiveness that defines them, said Marshal Cohen, chief retail analyst at The NPD Group in Port Washington, New York. One cautionary tale is Laura Ashley Holdings Plc, the London-based retailer known for its floral designs, which sold its unprofitable U.S. unit for $1 in 1999 after overexpanding just as its once sought-after designs fell out of fashion.

“Any old English brand will not necessarily do well,” said Isabel Cavill, senior retail analyst at Planet Retail in London. “It should be about caution, building out the brand and leveraging the Internet to see what is going on in the market.

By: Sarah Shannon; Editors: Celeste Perri, Matthew Boyle, Paul Jarvis


Bira – British Independent Retailers Association #local #retail #jobs


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Login to your Member Area

You can access exclusive member-only services, information and special offers. If you have any difficulties logging in, please contact our membership department on 01295 713 333

The member login grants bira members access to exclusive member only information within Member Services, Events and the Knowledge Hub; a collection of all the latest retail info and insights including videos, research articles, downloads and blogs.

Hello
We’re the British Independent Retailers Association, but you can call us bira

Together we’re stronger

You’re entrepreneurial, and proudly independent, but that doesn’t mean you have to do everything alone. As a member of bira you’ll have access to a community of like-minded retailers, sharing ideas, expertise, and benefitting from collective strength.

For 117 years we’ve been in the corner of independent retailers from all kinds of industries. And over that time we’ve built a support team committed to the continuing success of every business we work with.

From free legal advice to preferential card rates, business banking to specialist insurance, and mobile marketing to music – our services are designed to work around you.

Membership built around you

As the UK’s biggest independent retail network, we work hard to get big business benefits for independent retailers. We can offer a wide range of member services tailored to your business;

Meet our Members

Our members are the reason we exist and everything we do is to support and enhance our members’ businesses, but don’t take our word for it. Hear what some of our members have to say about their reasons for being part of the bira community

Events

There’s always something going on for our members. From events to exhibitions, to member meetings, we’ll help you grow your contact list.

Latest from bira

Let’s make it a date!

Monday 8 May 2017 is confirmed as the date for the bira National Conference and Awards at the Bristol Marriott Royal Hotel. 2017 will see a totally refreshed and exciting programme incorporating high calibre speakers as well as independent revolutionists for a stimulating and educational day curated especially for independent retailers. The event will explore [ ]

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Our specialist sectors

As well as becoming a bira member, you could choose to join one of our five divisional trade associations at no extra cost, which cover a range of specific industry sectors. A big benefit of these divisions is that they have their own dedicated committee, which in turn gives you a greater voice and allows you share specialist trade information and product knowledge.


British American Tobacco – Working with retailers #retail #job


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UK bat.com 2014 – Working with retailers

Trade marketing is a large part of our activity managing business-to-business relationships with the retailers who sell our products. We place as strong an emphasis on being a high quality supplier to the trade as we do on working to ensure high standards among our own suppliers.

We have around 20,000 trade marketing and distribution employees globally, who work with retailers and develop mutually beneficial partnerships.

We re always working to ensure we are the partner of choice to the trade wherever we do business. We work to operate in the most efficient and effective way so retailers can offer the products our consumers want to buy, where they want them, when they want them, at the right quality, price and quantity.

It is the nature of our industry that we do business with a substantial cross section of customers, ranging from the largest retail corporations to small independent shop owners.

As well as many hundreds of regional and local customers, we work with key customers at a global level, Their very large businesses are mainly in the grocery, convenience and petrol station convenience channels.

Our approach

Our approach is based on building mutually beneficial relationships, characterised by integrity, with our trade partners globally, regionally and locally.

Our aim is not just to focus on our own goals, but to engage with senior management of partner companies for a good mutual understanding of each other s global strategies and to identify potential areas of alignment and cooperation. We also aim to offer our trade partners a comprehensive insight into consumer preferences and buying behaviour in the tobacco category.

We recognise that for a successful relationship and mutual benefit, there has to be a win for the three key stakeholders: our consumers, our customers and our business.

Customer Voice programme

We measure our retail customers satisfaction through our Customer Voice programme. It has been designed and developed to provide in-depth qualitative understanding of BAT s customers. It provides us with a rich and detailed understanding of our retail customers, particularly in terms of uncovering customers attitudes, perceptions and ultimately the factors which drive opinions about the BAT experience.

The programme also includes an optional quantitative measurement of key metrics designed to add context to and enhance the findings of the qualitative phase where necessary.

By conducting an ongoing dialogue with customers, we better understand their issues and concerns in the changing retail environment for mutual business benefit. The study s overall purpose is to provide essential input into BAT cycle planning, with the ultimate aim of implementing positive change where necessary to achieve business growth.

  • Creates a channel for retail customers to provide feedback and for BAT to act upon;
  • Identifies any opportunity and areas of lower performance, which can potentially be followed up with further monitoring and communication with retailers in any relevant market;
  • Assesses the satisfaction and relevancy of service provided by BAT;
  • Encourages and drives our companies action planning with multi-functional collaboration.

Adding value to trade relationships

We also aim to offer wider benefits through our relationships with distributors and retailers.

Tobacco trafficking, accounting for up to 600 billion illegal cigarettes a year, harms the business of legitimate distributors and retailers. Our strong focus on tackling contraband and counterfeit aims to ensure that our business supports only the legitimate tobacco trade.

Our companies must have effective know your customer controls and will cease to supply customers who are knowingly or recklessly involved in black market activities. We help to identify traffickers of our brands through intelligence gathering and investigation and have an authentication device on our products so that counterfeits can be identified for enforcement agencies to confiscate them.

Our companies work with retailers around the world in youth smoking prevention programmes, to help retailers uphold the law and block underage access to tobacco products at the point of sale.

The guidelines that govern our business


British retailers going global #nike #coupons


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British retailers going global

Marks Spencer’s announcement of a major expansion into China comes just as Tesco launches its Fresh Easy chain in California. Both must learn from British retailers’ previous misadventures overseas. By Karen Attwood

The lure of the overseas market has proved irresistible to many a UK retailer, but not all have returned home to a hero’s welcome. Marks Spencer unveiled a £2bn expansion plan a decade ago to establish a “truly global business” but just three-and-a-half years later it had to beat an embarrassing retreat, closing its flagship Paris store, which had been open since 1974, and selling off menswear chain Brooks Brothers that it had bought in the US in 1988.

The US market has proved notoriously difficult to crack for UK plc and retailer after retailer has returned licking its wounds. But times have changed, lessons have been learnt, the world has become smaller and the consumer more globally aware. Furthermore, the opportunities presented by the rapid expansion of emerging markets seem too good to miss.

M S yesterday revealed it is to make a foray into China with one or two stores planned for Shanghai next year, capitalising on the growing affluence of the city’s middle-class. The announcement came in the same week that Tesco, the UK’s most successful supermarket, launches its assault on the US with six stores under the Fresh Easy brand, and 50 planned for the year end.

As two very British retailers place their bets on new markets it is important to ask what have they learnt from past mistakes. Will the outcome be different this time around?

M S’s chief executive Stuart Rose yesterday batted away criticisms about the company’s latest overseas plans calling it “a natural progression” following the retailer’s remarkable recovery in the UK under his sure-footed leadership.

“We made some mistakes before but you wouldn’t be a successful business if you didn’t,” he said. Likening the past to a car crash, he added: “It is not the case that you never get in the car again, you get back in and start a new journey. North America was a disaster but Europe wasn’t a disaster.”

If he had been in the top post a year earlier, he would have not withdrawn from Europe, Mr Rose said. “Europe was doing badly because the mothership was doing badly,” he added.

The City is broadly positive on M S’s plans. As Matthew McEachran, retail analyst at Kaupthing, Singer Friedlander points out: “They will not plunge straight in. They will dip their toe in first.”

Of course, M S already has a significant overseas presence with 257 stores in 36 countries but these are largely franchise stores. It plans to enter China on a wholly owned basis, which presents greater risk but will lead to a bigger prize.

Leveraging off its existing presence in Hong Kong, where it owns eight stores, and Taiwan, where it operates through a joint venture, M S will focus on fashion and homeware, rather than food. The retailer also plans to up its investment in India, where it already has 12 franchise stores. “We cannot ignore the two big emerging economies,” Mr Rose said. Overall, the company sees its international operations’ contribution to group revenues jumping from 7 per cent to 15 to 20 per cent within five years.

Jonathan Gabay, a branding specialist from brandforensics, believes the time is right for M S to make its move on China. “The company is stronger than ever. The booming middle classes in China are obsessed with all things Western.”

Tesco is, of course, a different story. Already a proven success in 11 markets, including China, Japan, Thailand, Poland and Czech Republic, it now has its sights set on the States. Its strategy is aggressive. Stores expansion is to be rapid – 200 are expected to be up and running next year. And importantly, though other high profile UK failures in the US have often come following an acquisition, Tesco is building the business from scratch.

Paul Clarke, the head of Barclays retail and wholesale division, said one of the problems in the past was that UK retailers went overseas with an attitude of “knowing it all” and the belief they could repeat their successes in international markets without a real understanding of consumer differences.

“Tesco has done its homework. Tim Mason, who heads the US operations, says his team has been planning the California opening for two years. Philip Dorgan, an analyst at Panmure Gordon who believes the US venture will be a success, points out that Tesco has been researching the US grocery market for 20 years and has turned down many acquisition opportunities during that time.

“It has built a mock-up store in a warehouse and tested it on consumers and has also sent researchers to live with families in order to accurately measure their living and consumption habits,” he said.

And Tesco is not going head-to-head with US giants, such as Wal-Mart, but has instead identified a gap in the market. Mr Mason said this week: “Our objective is to produce a local neighbourhood store committed to providing fresh wholesome food at affordable prices.”

The early signs from a soft launch at Hemet, in California, last week were positive, he said. Employing 20 to 30 people, the neighbourhood markets are smaller than the typical US supermarket and aim to offer fresher foods at lower prices and a large range of ready meals, which are not done particularly well in the US right now.

Nick Gladding, at Verdict Research, said: “This format doesn’t exist in the US. Tesco is so successful because it has been very responsive to customers. It understands what customers want. It has used that with its international expansion and that has served them well.”

Allyson Stewart-Allen, a Californian based in London and the author of Working with Americans, a business manual about US culture, said Tesco appears to have done its market research so thoroughly “the chances of failure are low”.

But she says Americans may not appreciate self-check outs at some of the stores, as they are used to having their groceries packed for them. “This is no-service at all and I don’t know if they will be able to cope with that,” she said. “Though if they recognise this means lower prices it may not be a problem.”

Tesco is putting £250m a year in the business following an initial investment of £89m. It expects the business to be profitable from its third year. Analysts are predicting 800 stores to be opened by 2012 and sales to grow to £6.9bn within five years. If it is a failure it will mark the end of a glorious career for Tesco’s chief executive Sir Terry Leahy but if it is a success it will be one of his greatest triumphs.

Tried and failed: how British retailers have messed up overseas

Despite early success in the 1970s and 1980s, the champion of chintzy floral frocks, right, eventually accepted just $1 to get rid of its US empire.

After 18 years in the US, it took £30m of trading losses for the cards and magazine retailer to withdraw. The post-9/11 collapse in the retail market saw it sell its US hotels retailing business to former management for £8m.

Dixons acquired Silo, a US chain, in 1987 but a recession left the company unable to compete with larger rivals. The electrical retailer took write-offs of more than £200m to pull out.

The ethical cosmetic group’s founder Anita Roddick nearly destroyed the company by failing to do her homework before rushing into the US. The campaigning stance did not work but the Body Shop is still there.

The music retailer closed its three remaining US stores in 2004, drawing a line under its loss-making American adventure.

In 2004 the retailer sold Shaw’s, its New England-based business, for £1.37bn to free up cash to placate its long-suffering shareholders.

In the early 1990s, Next opened three trial stores, including one in Boston. Lost “a handful” of millions of pounds on the venture before beating a retreat.

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Buy British food online delivered worldwide #retail #specialty


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WELCOME TO BRITSUPERSTORE: British Food Goods Delivered worldwide

With so many companies offering British food and goods online, why choose Britsuperstore? We have been in business for over 22 years and are one of the most experienced UK grocery exporters on the web today.Whether you are an individual or a business, Britsuperstore can offer you the service you are looking for. You will find a reliable, secure service with thousands of products and prices to suit your individual needs.

We do not hold stock. We are personal shoppers and purchase your goods once you have ordered. Our team of dedicated personal shoppers are here to hand pick your goods to ensure the longest possible shelf life and quality. This unique service allows you to browse one site for all your favorite and supermarket brands. All products offered on this website are obtained from the UK market. We only buy goods intended for the UK and labelled appropriately, according to UK regulations.

TOP CATEGORIES

BRITSUPERSTORE NEWS

Congratulations! You have reached www.britsuperstore.com and we know that we can give you what you are looking for. If you are abroad and require those little home comforts or foods that just aren’t the same where you are then you need to use us to fulfil your needs. Order from us and rest assured that you are using a company with an outstanding track record. Our personal shoppers will hand pick your order which will then be carefully packed so that it arrives with you exactly as it was sent. Our shipping is safe, quick and reliable. Shop with us and have a shopping experience second to none.

Feeding your baby is so important to you and we want you to know that it is important to us too. If you are overseas you may not be able to get hold of the formula that you are familiar with and this where we come in! Browse our Baby Store for Hipp Organic Baby Milk, Milupa Aptamil Baby Milk and Formula, SMA Baby Milk and Formula and Cow and Gate Baby Milk. As your baby grows you may want to try Farley’s Rusks Original which we think just about everyone in the UK was raised on! You can order Organix Baby Food, Cow and Gate Baby Food and Heniz Baby Food so you need never be without the brands that you know and trust for your baby. Your peace of mind is important to us.

You may be following a special diet and the foods that you need may not be very easy to come by where you are in the world. At britsuperstore.com we can meet your needs so take a look in our Special Diet Food Section. If you love sandwiches but can’t eat wheat or gluten then order the delicious Dietry Specials Ciabatta Rolls or the Biona Organic Rye and Sunflower Seed Bread, both favourites of gluten free shoppers in the UK. Enjoy homemade pizza with the rest of the family by ordering the Tesco Free From Pizza Bases and don’t miss out when they all have curry because you can order the Tesco Free From Garlic and Coriander Naan Bread and join in. You don’t need to miss out on treats either as we can send you a wide selection of gluten and/or dairy free confectionary such as Biona Organic Sour Snakes, Dairy Free Chocolate Covered Raisins and Biona Organic Mini Fruit Bears. If you love to cook but find yourself limited by what ingredients you can access then use us for Sainsbury’sFree From Italian Corn Spaghetti, Hale and Hearty Organic Brown and White Rice Penne and Pollen Organics Basil and Almond Pesto.

We Brits are a houseproud lot but keeping house overseas can be more difficult if you do not have your favourite ‘go to’ products to hand. We can help you and if you go to our Homecare Section you can choose from tried and trusted UK products which will get the job done. Order UK favourite laundry powders Bold, Surf, Ariel or Persil and couple these with fabric conditioners Lenor or Comfort. Get the famous Fairy Liquid Original or try the Tesco Expert Naturally Powered Lemon Washing Up Liquid for a change. For general cleaning around your home turn to us for your Domestos and Parazone products and don’t forget to turn to the amazingly useful Dettol Antibacterial Surface Cleansing Wipes so popular with UK shoppers.

Chocolate is the one food that will never go out of fashion and it will always be the perfect treat, comfort food or tasteful gift. Here at britsuperstore we can send you whatever you like from our great and extensive range of delicious chocolate. If you want to treat your grandchildren then order everybody’s childhood favourite, Cadburys Curly Wurly or a packet of Cadburys Heroes Family Treatsize. If it’s been ‘one of those days’ and you need a comforting taste of home than make sure that you have stocked your cupboards with Cadburys Dairy Milk or perhaps you might prefer a Mars Bar or a Milky Way. For dinner parties nothing beats the elegance of the classic After Eight or Bendicks Chocolate Mint Crisps especially when teamed with a Lavazza Espresso or Taylor’s Rich Italian coffee. And for treating the whole family try Thornton’s Premium Collection for when you are all together watching TV and want to make it a little bit special.


London shopping discounts – British Airways #retail #job


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London shopping

London shopping experiences and offers

When you are visiting London we have arranged an extra warm welcome for you.

Simply present your British Airways boarding card to London at any of the participating shops and you ll enjoy a selection of exclusive experiences and discounts. These are available to British Airways international customers (non-UK residents only). Terms and conditions apply.

Enjoy the shopping!

Shopping experiences

Shopping experience at the famous Burlington Arcade

For some people, retail therapy is the only therapy they need. So British Airways has introduced a package designed around an iconic British luxury shopping experience, The Burlington Arcade.

London’s Burlington Arcade is England s oldest and longest shopping arcade, which opened in 1819 to great acclaim and is now recognised as a historic and architectural masterpiece. The oasis of calm is one of London s hidden treasures; known as the most beautiful covered shopping street in Britain which is favoured by royalty, celebrities and the cream of British society. Housing over 40 designer and specialist boutiques, shoppers with find the finest accessories, footwear, and a glittering array of fine jewellery and watch shops.

Burlington Arcade can organise exclusive complimentary luxury shopping experiences, ranging from a 45 minute Penhaligon s perfume profiling experience matching your personality to a fragrance, to an historical tour of the arcade from a traditionally dressed Burlington Beadle Guard – members of the smallest private police force in the world who guard the arcade.

Shopping discounts

Get the VIP treatment at Westfield

As a British Airways customer, and guest to the United Kingdom, we are delighted to offer you a discounted VIP experience at Westfield London or Westfield Stratford City, Europe s largest shopping mall.

You can now enjoy a fantastic shopping experience in Central London at its ultimate retail and leisure destinations. Within seven days of your arrival into the UK, simply present your British Airways boarding pass or your British Airways flight booking at one of the Concierge Desks at Westfield London or Westfield Stratford City in return for a VIP pass, entitling you to discounts of up to 25% on a wide range of stores and restaurants.

‘Privilege’ outlet therapy at London Designer Outlet

Get an exclusive additional 10% off at London Designer Outlet, London s only outlet centre is the perfect outlet shopping destination for wherever you are based.

Located just next to Wembley Stadium, it is home to 50 outlet shops with year-round discounts of up to 70% off RRP, 20 restaurants and cafes, a 9 screen cinema, and a children s play park. There is something for everyone at London Designer Outlet.

Bought so much you can t carry more? Don t worry, we offer a free shop & drop facility in Guest Services.

So pick up your Privilege Card now Just present your British Airways boarding card or flight booking at Guest Services located on the ground floor near M apply: Offer valid only at participating stores. Please ask Guest Services for full list at time of visit. Must present privilege card to redeem discount. Offer not valid on sale items.

The Conran Shop: Exclusive 15% off promotion

Indulge yourself and your loved ones with an imaginative and design-led memento from The Conran Shop.

From furniture to fashion and home accessories, art and design books and playful gifts, The Conran Shop s two London destinations offer an eclectic and carefully curated range of covetable items. The latest seasonal selection, Conran Italia , takes inspiration from Italian culture featuring iconic designers such as Gio Ponti alongside whimsical Venetian glassware.

The flagship store is located on the designer focused Fulham Road in Chelsea while the second is on the chic shopping thoroughfare of Marylebone High Street .

With purchases of 200 of more on full priced products*, British Airways travellers will receive a 15% discount by presenting their boarding card at the till point.

*Excluding vintage pieces and selected lines. Not in conjunction with any other offer in store. Excludes shipping charges.

Liberty: free hamper offer

Emporium, British shopping institution, design Mecca all good ways to describe Liberty London.

The iconic 1920s building alone is well worth a visit. Be sure to enter through the magical florist entrance (Great Marlborough Street). From there, you ve six floors to explore, more like a series of intimate boutiques than a department store. If you re on the lookout for souvenirs, where do you start? Maybe with something from Liberty s quintessentially British selection of gifts.

Simply show your British Airways boarding card or e-ticket, and Liberty London will give you a a gift hamper* with any purchase of 500 or more.

*Gift hampers are limited.

Show all Hide all show hide expanded collapsed

Offers are available to British Airways international customers and non-UK residents only. Offers are valid until 31 March 2016 unless otherwise stated by retailer and can be withdrawn at any time without prior notice. Terms and Conditions apply and may vary by retailer.


BRC (British Retail Consortium) Global Standard for Food Safety #online #discount #coupons


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BRC Standards

BRC – Frequently Asked Questions:

What is involved in the certification process?

BRC certification requires a combined on-site document review and facility inspection conducted in the same visit. Audit duration for the average supplier typically requires two days for the onsite visit and an additional 1/2 to 1 day for off-site report writing and corrective action management. Total audit time is determined based on employee count, number of HACCP studies, complexity of processes, and facility square footage.

How long is the certification valid and how often will we be audited?

Audit results are graded based on the type and number of nonconformities cited. A company who achieves either an A or B grade must undergo annual audits of their system to maintain certified status. A company who achieves the minimum passing grade of a C must undergo a six month audit frequency until a higher grade is achieved. Future audits are conducted within the 28 day window prior to the six month or 12 month due date, which is based on the initial certification audit date.

How do we get started?

We highly recommend that you initiate a relationship with your certification body prior to completing the implementation of your system. This will help you plan for the certification process in terms of budgeting and scheduling. As part of the planning process, we also highly recommend a pre-assessment, both to assess your preparedness and to increase your overall chances of passing your initial certification audit the first time.

To purchase copies of the BRC Global Standards please go to: www.brcbookshop.com


British Retail Consortium (BRC) Food Services #wine #retailers


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  • The Shale Oil and Gas Revolution has changed the energy world. Intertek has kept pace by providing crucial and timely exploration, production, quality, quantity inventory, compliance, certification, training, inspection and logistics support and expertise to an industry in radical transition.
  • Demand for non-destructive testing (NDT) has grown and Intertek is meeting the growing market for these services.
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  • British Retail Consortium (BRC) Food Services

    Food safety is of critical importance when working in the food supply chain. The BRC Global Standard for Food Safety certification gives your brand an internationally recognised mark of food quality, safety and responsibility.

    Food safety is of critical importance when working at any stage of the food supply chain to protect consumers, meet legal obligations and safeguard your brand. The British Retail Consortium (BRC) is a globally recognised UK trade organisation. Which established a series standards to help companies comply with food safety legislation, and to provide guidelines for the manufacture of safe, quality food products. The standards soon became a worldwide benchmark for best practice in the food industry and have evolved into the internationally recognised BRC Global Standards.

    Intertek is a fully UK accredited certification body, authorised to carry out food safety audits and award BRC Global Standard for Food Safety certification, Consumer Products and the IoP Packaging Standard. The BRC Standard demands high levels of compliance and the certification programme is wide ranging, including food safety planning, site and process controls, and gaining management buy in. You can also bolt-on the new BRC Food Safety Culture Excellence module to your next audit. As your partner, we can support and guide you through the whole process

    Gaining BRC Global Standard for Food Safety certification gives your brand an internationally recognised mark of food quality, safety and responsibility. The programme is fully approved by the Global Food Standard Initiative (GFSI) and is designed to be efficient, reducing the need for multiple audits and helping you to improve your processes and save time and resources. Becoming part of more than 18,000 BRC certified manufacturers in 100 countries, you will benefit from increased consumer confidence and open your business to new opportunities.

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    British Retail Consortium – s clever game as it tackles business rates #retail #choice


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    British Retail Consortium s clever game as it tackles business rates

    No tax is popular but few company levies have proved as contentious as business rates with the exception, perhaps, of Air Passenger Duty. However, finding ways to reform the controversial levy on commercial property, which accounts for around 5pc of the country s total tax take, was never going to be a straightforward task.

    Retailers clashed last year following calls by some for an online sales tax to level the playing field between internet companies and those that focus on selling their products through bricks and mortar stores. Other alternatives, such as increasing VAT, would be political suicide for any party in the run-up to the general election.

    Against that backdrop, John Rogers, chief financial officer of J Sainsbury, took on an unenviable task when he agreed to chair a group of retailers looking at how the outmoded business rates system could be brought into the 21st century.

    The four options set out on Tuesday by the group of British Retail Consortium (BRC) members are only embryonic the serious work of economic modelling will take place over the next few months. But the group s approach to the puzzle seems astute.

    By framing the four options in the politically palatable light of supporting businesses that focus either on reducing energy consumption, increasing employment or make a large contribution to the corporation tax chest, the BRC group is playing a clever game.

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    Within all of those options there is a juicy soundbite in the making for politicians who want to point out to their constituents that they want to help local businesses, by scrapping or reforming the unpopular business rates system in favour of a scheme that could lead to more local jobs or reward businesses that pay their fair share of UK corporation tax.

    Some of the options present new hurdles manufacturers have already given a frosty response to proposals for an energy-based tax but hats off to the BRC for bringing some fresh and big ideas to the table.

    Laudable search for feedback at the Co-op

    At first glance, Euan Sutherland s decision to ask the great British public what it wants and expects from the Co-operative Group is somewhat questionable.

    For here is an organisation that has spent much of the past 12 months in the headlines for all the wrong reasons. From banking black holes to vulture funds or alleged drug-taking Methodist ministers, the Co-op has had it all.

    And yet here it is, asking people who might have nothing to do with its shops or insurance business its questionnaire is open to all what it has done wrong. Given that the only criteria for the survey is to be over 16 and even that is not verified by the YouGov website that runs it the potential for high jinks and tomfoolery is high. In that light, Mr Sutherland s vow to publish the findings warts and all could yet come back to haunt him.

    But, in reality, what Mr Sutherland is trying to do is laudable.

    For too long, the Co-op has been beholden to a byzantine structure of governance apparently kowtowing to what the members want without actually asking them.

    A separate review by Lord Myners will help to blow the proverbial cobwebs from a governance perspective, but arguably the Co-op hasn t known what its members want for some time.

    Too few of its 7.8m members actually bother to vote in elections for its area committees, and less than 5pc voted on some resolutions at its last annual meeting.

    Mr Sutherland, who admittedly hails from the public company arena, is grappling with how to recast the Co-op for a truly modern age. He can draw up all the strategy reviews he likes, but without knowing how this uniquely customer-owned organisation wants to redistribute its profits or be seen to the wider world, he is on a hiding to nothing.

    The Co-op divi of old may well be dead, but that doesn t mean that the UK s largest mutual shouldn t be a force for good in the communities in which it operates.

    Tech City faces a wait for its first flotation

    The past two days have provided harsh lessons on the challenge Britain faces in its effort to create a bigger, sustainable technology sector.

    Plans by King, the London-based creator of the wildly popular smartphone game Candy Crush Saga, to float on the Nasdaq have received a cool reception. As The Telegraph revealed on Monday, the company s initial public offering is now on hold for at least a year, and may never happen.

    Similarly, it is now clear that Mind Candy, the creator of the children s online game Moshi Monsters, is a long way short of being a credible flotation candidate. Interest in the game has plunged and the company has been slow to adapt to the increasingly mobile online audience.

    Named in the Future Fifty , a Government-backed initiative to help British technology start-ups make it to the public markets, Mind Candy now lacks a growth story to sell.

    Yet the main problem with both King and Mind Candy, as far as public markets are concerned, is more fundamental even than that.

    Both companies rely on one hit game as the basis of most of their business. These are not technology companies, although they are sometimes presented and misunderstood as such. They have not invented a tool like Google s search engine or even a service like Facebook that the world will use for years and can be built upon as a business.

    Instead, King and Mind Candy are media companies with more in common with a film producer, except they have both so far had only one major box office success. No matter how popular Candy Crush Saga and Moshi Monsters are, or were, they cannot alone be the basis of sustainable public companies.

    Investors were therefore right to shy away from King until it can prove it can repeat its trick. It seems natural that the structure of the mobile and online gaming industry will come to resemble the TV and film industries, with small, creative companies supplying the steady stream of hits the big studios and their investors demand. King still has the chance to become one of those big studios, of course.

    But King and Mind Candy s problems are blows to Tech City, the technology cluster around Shoreditch, east London, where both are based. Most start-ups there fit into their digital media mould more than that of US technology giants. The cluster could be waiting for its first flotation for a while yet.