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RETAIL INSIGHT PAPER

Quarterly Outlook : May 2015

Quarterly Outlook : May 2015 01


This paper provides a high level insight into the current retail markets in Australia and the United Kingdom (UK), with a particular focus on the emerging trends in grocery and their likely impact on brand, both for employees and consumers.



Easter sales figures were down again in Australia this year, with a record 5% fall in spending across the retail sector as a whole, amid concerns about job security, the falling Australian dollar and in anticipation of interest rate changes.

Snapshot of Retail in Australia

Temple and Webster

Kogan

The Iconic

Catch of the Day

Booktopia

JB-Hi�

Red Balloon

Dan Murphy’s

Lorna Jane

Shoes of Prey

Dick Smith

Appliances Online

Showpo

Stylerunner

Pet Circle

Adore Beauty

OzSale

Klika

Vinomofo

Hard to Find

Homewares

Fashion

Books

Experiences

Liquor

Activewear

Shoes

Electronics

Electrical appliances

Fashion

Activewear

Pet products

Cosmetics

Online deals and discounts

Home and outdoor

Wine

Curated marketplace

Various, but launched online groceries in Feb 2015

Online deals and discounts, part of Catch Group

Digital and physical entertainment content

$300 million retail marketplace

$31 million turnover in 2013

$40 million turnover per year

Online revenue for FY2014 was $75 million


$200 million revenue expected this year


$7 million turnover

$2 million turnover in two years

$12 million per year at only four years old

$7 million annual turnover

$180 million turnover

$10 million per year

$10 million in turnover

$28 million revenue in 2014 – aiming for $50 million in 2015

Catch Group is worth $350 million at only 8 years old. One item is sold every second.

Contributor to the $7.4 billion of Woolworths Liquor Group sales in FY2014

Using online presence to open physical stores, in reverse of what most omnichannellers do.

$69.3 million revenue generated from online, just 5% of their annual revenue

$15 million. Launched by three men in their mid-50s in contrast to the usual demographic

Falling Easter sales have been a recurring trend over the last three years.

Easter sales figures for 2015 have fallen, with a record 5% drop in spending across the retail sector as a whole amid concerns about job security, the falling Australian dollar and in anticipation of interest rate changes.

Commentators on the Australian retail market are forecasting a price war between Coles and Woolworths, moving away from what has traditionally been a marketing-based rivalry. As Woolworths continues to invest $500 million in prices, even announcing 800 job cuts in May1, UBS expects to see a competitive reaction from Coles, triggering a price war akin to that in the UK, where the Big Four supermarkets in the UK have seen margins fall by 50% in three years2.

In the latest round of the ACCC’s 2013 legal action, Coles has been fined $2.5 million for the way in which bakery products were being advertised. Coles has acknowledged the products could have been more clearly labelled and has already faced other fines, banned advertisements

and has been ordered to display notices in stores. Woolworths may face a fine of $50,000 over its failure to gain permission for the use of the word ‘Anzac’ as per the Protection of the Word Anzac Act 1920, in their highly contentious bid to honour the Gallipoli landing. The campaign was withdrawn after complaints and pressure regarding the alignment of their slogan ‘fresh food people’ with the campaign’s slogan of ‘fresh in our memories’. Target also pulled products from their 26-item Camp Gallipoli line, following advice from the Department of Veterans’ Affairs that they were inappropriate.

Aldi CEO Tom Daunt has said that he expects the discounter’s WA and SA branches to match the 10% market share enjoyed on the east coast, although he acknowledged that this is a long term goal. Aldi Australia is planning to build two new distribution centres and up to 130 stores across the two states over the next few years, at a projected cost of $400-450 million in WA, and $200 – 300 million in SA. The first stores are due in 2016 and will be self-funded by the Australian business rather than the German parent company. Callout quote: UBS estimates that

Aldi will almost double its sales in five years. It entered the Australian market in 2001 and has a greater market share here than in the UK.

Department store Myer has been asked to explain by the ASX why it didn’t announce that its revised annual profit figure was downgraded from $89.6 million to $75-80 million when it announced its executive movements earlier in the month. Myer claims the downgrade of the full-year results was only confirmed the day before the results were announced and that there were a number of factors that supported its position would be in line with forecasts. The downgrade led to an immediate 10% fall in share prices.

Oroton has seen sales drop by 6%, and its pre-tax earnings fall to $4.5 million rather than the forecasted $5.5 – 6.5 million. Both Oroton and Myer are blaming consumer confidence and economic conditions for their fall in revenue.

Sponsored by Australia Post and StarTrack, the Smart Company has published a list of the top 20 online retailers in Australia for 2015. An unranked list, it takes into

account traffic data, turnover and consultation with industry sources, and shows areas that could have implications for the grocery market:



“While supermarkets may be selling more, they are peddling hard to stand still”.3

Snapshot of Retail in the UK

Sales for Asda, Sainsbury’s and Morrisons all slumped in the 12 weeks to 1 March but Asda was the worst performer, a victim of the ongoing price war and the resurgence of Tesco.

In such a competitive market there is no room for all four big players to grow, and when Tesco improves, the others suffer4: Tesco is the only one who grew sales in that time period, by 1.1%. Aldi’s sales increased by 19.3% and Lidl’s by 13.6%, though the latter had faster sales growth than the former for the first time since 2011, as Lidl attempts to win “affluent customers over with better service and more luxury goods”.5

The market share of the big four supermarkets is at its lowest level in a decade: Aldi has overtaken Waitrose in terms of UK market share, meaning it is now the sixth largest supermarket. The Telegraph reports that “Aldi’s leapfrogging of upmarket Waitrose highlights the dramatic changes in the grocery industry”.6 Aldi continues to have “ambitious growth plans”7, as it plans the opening of “more than five times the amount of shop space as Tesco in 2015 and more than Tesco, Sainsbury’s and Morrisons combined”.8 Aldi is also expecting to create 500 new jobs in Wales,

through ten new stores, and in London it is due to open nine new stores. Lidl is creating 500 in the UK through new distribution centre, managerial and warehouse positions.

Recent figures have shown that in the three of the ten UK towns where Tesco has scrapped plans to build a superstore, Lidl is the biggest player in the local area that stands to benefit, whereas Aldi is the biggest player in two of the locations. This follows news that Tesco is cancelling plans to build 49 new stores, a decision that now looks set to give the discounters an advantage.

Waitrose remains one of only three players in the UK market to grow its market share this year, alongside Aldi and Lidl. It has enjoyed six years of “unbroken sales growth – one of the star performers in the industry”9 since the start of the GFC.

Europe’s third biggest discounter is reportedly considering entering the UK market: Spanish company Dia is said to be looking at

emulating Netto’s partnership with Sainsbury’s, though they have not approached any potential partners yet. Whether this goes ahead or not, “the potential arrival of another discounter in to the UK market won’t make [Dave Lewis’s (Tesco CEO)] job any easier. And Aldi and Lidl wont fancy it either”10 according to commentary in The Grocer.

Variety discounter Poundland has seen its sales exceed £1 billion for the first time and is gaining 5,000 new customers each week, as it continues to attract shoppers to the “strong value proposition of the discount channel”.11 16% of the total sales came from grocery which is likely to be a key strategy area this year. Poundland have 547 stores in the UK and operate 41 in Ireland and 5 in Spain as Dealz.

Asda’s sales performance sunk to its lowest level since Kantar Worldpanel began its records in 1994 at the beginning of the year: Like for like sales dropped by 2.6% in established stores in the 12 weeks to 4 January 2015, though Asda claims to have an 8% average price gap with the rest of the big four. Their Christmas sales (announced in February,

later than the rest of the market) put them ahead of Morrisons but behind Tesco and Sainsbury’s. 2015’s strategy will see Asda further invest in driving prices down, as well as a refresh of its brand and slogan in line with parent company Walmart.

Tesco’s March “in-store management shake-up”12 saw thousands of team leaders face pay reductions of up to one-fifth according to The Grocer. In an attempt to simplify the structure and clarify lines of responsibility, lead and line managers have been given the opportunity of taking a pay reduction, opting for redundancy or applying for a new role, either in their existing store or a different one.

Sainsbury’s brought in changes to its loyalty cards in mid-April, reducing the points offering from two to one for every pound spent. It is also no longer offering points to those shoppers who reuse their bags, moves that are unpopular with customers.



Movers and shakers

Dave Chambers, MD of Countdown in New Zealand is heading to Woolworths’ “underperforming supermarket operations” in Australia.13

In the UK, the new Morrisons CEO was announced in February: Dave Potts is an ex-Tesco director who started out as a teenaged shelf stacker. Leaving his role in managing Tesco’s Asian business, he replaces Dalton Philips at the helm of Morrisons, alongside another ex-Tesco director, chairman Andrew Higginson. Ousted CEO Dalton Philips had struggled to turn Morrisons around, though his tenure at the top was in a tumultuous time in the industry, which has “seen off a number of other CEOs”.14 The biggest criticisms of Philips? His attempts at turning Morrisons in to a ‘neo-Waitrose’ – “Taking Morrisons upmarket at a time when family budgets were under increasing pressure”.15 Morrisons’ Group Director Casper Meijer has also left the company and returned to the

Netherlands, while the supermarket begins an immediate external search for his replacement. This follows the ousting of five senior directors and the redundancies of approximately 20 managers just below board level.

There have also been several high profile management changes at Asda and Sainsbury’s in recent months, with the latter streamlining its central divisions and bringing its supermarket and convenience businesses together. Asda has seen a number of senior management changes and the departure of company vice-presidents, and is looking to replace Mark Ibbotson as COO, following his departure to the US to work for Walmart. Ibbotson was tipped to be the successor for Andy Clarke, CEO.

Tesco Ireland welcomed Andrew Yaxley as its new CEO, from his former position of Managing Director for London, and John Allan joined Tesco UK as Chairman.

Marks and Spencer’s senior independent director Jan du Plessis has stepped down, and new CFO Helen Weir has started, following her move from John Lewis Partnership.

Independent retailer Nisa has appointed former Tesco and Aldi director, Nick Read, as its CEO. Read has previously worked at Thomas Cook, Lloyds Banking, Vodafone and Deloitte. In a move mirroring his ex-colleague Potts’ shake-up at Morrisons, Read has axed three senior Nisa directors already.

The Co-Operative has brought in Allan Leighton as its new independent chairman.

Majestic Wine CEO Steve Lewis has stepped down after 29 years in the business.



Emerging Trends in 2015 Recruiting via social media is not a new phenomenon and recruiters

around Australia are well versed in the benefits of using LinkedIn to help them fill their roles. Some even pay for premium access, leveraging the tools LinkedIn can offer, in an effort to differentiate themselves in the eyes of the 347 million registered users. Twitter has its fans in the recruitment world as well – using hashtags to advertise roles, retweeting ads or useful content, and the ability to respond to jobseekers’ questions quickly mean that Twitter isn’t just for celebrities to share their selfies.

But what about the social media platform that has 1.44 billion users around the world? The site that appeals to CEOs, directors and shelf stackers alike? The site that has a new functionality that will assist recruiters in finding passive and active candidates? What about Facebook?

Using Facebook as a Recruitment Tool



Emerging Trends in 2015

“Publicly declaring their affiliation with

companies”.

Like

FACEBOOK USERS CONSUMERS

Targeted Ads

“Employers can suggest jobs to

consumers”.

Social Jobs Partnership

Users can access “1.9 million jobs related to their career goals”.

PASSIVE CANDIDATES

“Recruiters will have a chance to

search within their own networks”.

ACTIVE CANDIDATES

Graph Search

RECRUITS

Using Graph Search to Source Candidates

Facebook Graph Search was released in March 2013 and its functionality and reach has been evolving since then. It combines big data acquired from its 1.44 billion users with external data into a search engine, to provide user-specific search results. It is free for everyone to use and is not specifically a recruitment tool. It can be used to find ‘Richmond fans who live near Perth, WA’ or ‘guitar teachers who live near Hobart, Tasmania’ or ‘friends who have been to the Maldives’. The Graph Search algorithms are designed to present results to natural language queries – no Boolean searching skills required.

Talent acquisition teams (TA) can use this sophisticated functionality as well, especially to target niche or candidate-short areas: Typing in ‘butchers who live near Melbourne’ returns a list of potential candidates to look into more closely, without being cluttered by people with the last name Butcher, or every butcher’s shop in the area with a

Facebook profile. This is especially valuable when the recruiter is targeting a demographic not usually on LinkedIn, a traditionally white-collar networking site: Within retail, butchers, bakers, nightfill team leads, personal shoppers and delivery truck drivers are unlikely to be in LinkedIn. But do you think they will be on Facebook?

According to social recruitment specialist Chris South, LinkedIn is “still leaps and bounds ahead in terms of the depth of content” offered, but “Facebook has got the volume and engagement levels”17

to make it a viable source. Of course LinkedIn is a site built on the concept of professional networking and will return a larger number of search results for a while yet, but Facebook can provide a more rounded profile: Has a Woolworths employee liked the Coles careers page? Has a qualified baker just moved to Darwin? Is a digital designer at Tesco leaving the UK for Australia? Graph Search can quickly index access all the information each Facebook user has made available,

including their profiles, photos, comments, likes, friends: All of which can be useful for TA when sourcing talent for a hard-to-fill vacancy.

A contributor to the Forbes website describes “Facebook’s evolution towards a robust platform for recruitment campaigns”,18 charted below, and asserts that the social model is now “crucial” to the recruitment industry.

However, Facebook Graph Search is relatively new and is still evolving. Search results in North America are still far superior to those in the Philippines for example. It is not optimised for mobile technology yet. And your search results depend on who is in your extended network with certain items of their profile made public. But, it is a free tool for recruitment to consider in complementing their existing sourcing strategies and it does not require a recruiter to magically become an expert in marketing.

TA can pay a fee to send messages to those they are not connected with

and reach out as a means of direct sourcing. But, as the CEO of Work4 Labs wrote in a post on Forbes, “Graph Search is about discovering people — their work history, their education, their interests and their motivations — and using that discovery to recruit better”.19 Facebook is not a professional networking site and, although users are seemingly coming round to the notion of being contacted by employers through their personal profiles, TA need to be aware of the risks involved: Infringing on people’s privacy, spamming passive candidates and ultimately turning people off their brand.

Facebook Graph Search is a cheap and easy way of producing research lists of passive candidates who TA want to look in to further, rather than a list of new contacts to add, stalk or spam. If used wisely, it can become a useful new angle in the search for talent.

If used wisely, Facebook Graph Search can become

a useful new angle in the search for talent.

FACEBOOK’S EVOLUTION TOWARDS ROBUST RECRUITMENT PLATFORM20




Talent Communities on Facebook

Australian book retailer Dymocks “filled all its Christmas-casual roles in the space of a week”21 without advertising. How? By leveraging the way potential employees were engaging with its brand. Rather than forgetting about the multitude of paper CVs brought in by book-loving customers as an expression of their interest to work in-store, Dymocks built an online talent community to direct their walk-in applicants to, keeping them up to date with opportunities, insights into company culture and focuses on individual stores.22

Talent communities are a form of social recruiting, a virtual network of people who have a joint interest such as a particular organisation or a shared profession. By using social platforms such as Facebook (or LinkedIn) to host these talent communities, TA are reaching their audience, via the channels that they are already engaged with, rather than waiting for the audience to apply via their job board ads or visit their company website. Internal talent communities can also be extremely useful to recruitment and HR throughout the employee lifecycle, segmented for alumni, new starters and top talent, to keep target groups engaged with the employer brand.

YOUR COMMUNITY AS A DISCUSSION FORUM— Online communities can be a hub of technical discussion and, for niche roles, can highlight potential talent to TA or internal participants in them. TA can facilitate and establish these forums but if internal discipline experts can contribute to, lead and invest in making these discussions valuable, they are more likely to attract external SMEs to participate. These internal participants can even recommend individuals to TA for further investigation.

YOUR COMMUNITY FOR CROWDSOURCING— Crowdsourcing is often used by well-known brands to generate solutions and innovation to their technical or marketing problems, but is also seen as the future of recruitment: Engaging members of a talent community to such an extent that they consistently refer high quality, untapped talent to vacancies. Crowdsourcing as a sourcing strategy can be complex but, as an introduction, could be a valuable by-product of effective and meaningful talent communities.

YOUR COMMUNITY FOR SHARING CONTENT— Facebook is a social networking site, so TA needs to remember to keep talent communities social but professional. For example, EY staff recently shared photos of the views from their offices, giving a ‘sneak peek’ to external followers. CSR commitments and out-of-work achievements of members of staff are also often interesting for those outside the organisation, and can promote positive messages about how an organisation celebrates its people.

The content shared in any talent community should be interesting and relevant, and not consist of the same material shared on a static careers landing page: Share employee stories, data, news of successful hires through the community and write with authenticity. Allow the community to interact with each other and ask you questions, but always ensure the content is kept professional.

The content shared in any talent community should

be interesting and relevant.




To Consider Further

When considering Facebook (or any social media platform) as a recruitment tool, TA and hiring managers will need to work within their company’s HR and social media policies. Training can also be key in ensuring everyone is using social media in an appropriate way and actually understands what the company’s definition of “appropriate” is.

UNLAWFUL DISCRIMINATION— Unlawful discrimination can occur in the recruitment process as well as in the workplace, and vetting candidates on social media can get employers into hot water: Using it to suss out an applicant’s sexuality or marital status as part of the recruitment process for example is discriminatory. To be clear, the use of Facebook to source and perhaps even to reach out to candidates is fine until “an employer takes adverse action against a person who is an employee or prospective employee because of the following attributes of the person:

• race • colour • sex • sexual preference • age • physical or mental disability • marital status • family or carer’s responsibilities • pregnancy • religion • political opinion • national extraction or social origin”.23

SOCIAL MEDIA, PRIVACY AND IT POLICIES— Shortlist recently referenced employment lawyer Nicholas Duggal on the main purposes of social media policies when it comes to recruitment: He describes them as an obligation to candidates and an obligation to employees.24 Considering how best to collate and store candidate’s information in accordance with privacy laws is vital for TA using social media to attract and communicate with candidates. Privacy legislation comes into play again when considering how an employer regulates its employees’ social media use, such as client and candidate contact lists on Facebook and LinkedIn: Who owns that IP?

As mentioned earlier, Facebook is not a professional networking site though users may be becoming more accustomed to being contacted by prospective employers. What about the TA perspective though? The better connected the recruiter or sourcer, the better the search results are likely to be on Graph Search, but how comfortable do they feel using their private Facebook profile to approach people on behalf of work? Do their profiles contain anything that is less than desirable for prospective candidates to see? How much control do employers have over these considerations?

The IT and infrastructure that some organisations have in place can also be a limiting factor – many block Facebook in the workplace, so there may be a business case to be made for granting access to TA and effectively managing their time spent on the site. Preparing your IT partners for the increase that they’re about to see in TA’s time spent on Facebook may also be important in some organisations.

MONITORING NEGATIVE COMMENTS— How to monitor online communities is a must for any employer to consider. It may be someone’s full time job to monitor comments, feedback and posts shared within the community and respond to queries as they come in. In smaller organisations it is likely that these tasks will be shared among a team or is something that is looked at by one person on a daily basis. There are also tools on the market to assist with monitoring posts about brands, such as Google Alerts which emails you every time your brand (or other pre-selected keywords) is mentioned.

However you do it, make sure that someone is overseeing your talent community and understands what sort of posts might be inappropriate or unprofessional. Bad feedback can be dealt with quickly and does not necessarily need to be deleted: It can help you understand the need for improvement and adds to the authenticity of your community – members should not feel censored and be able to self-manage the messages they’re posting. If there’s more than one person hosting or contributing to the talent community, make sure there is a pre-agreed set of guidelines in place that everyone works to, to ensure the content shared is meaningful and professional.

Which organisations are having success with Facebook Graph Search remains untold – if it’s working well, employers are keeping their success close to their chests. It may take a while for TA to get to grips with but, according to Chris South, “few recruitment companies are using Facebook which makes it an obvious choice for businesses looking to get an edge in a talent short market”.25

How comfortable do recruiters feel using their private Facebook profile

to approach people on behalf of work?



Harrier Observations

As unemployment rises to 6.2%, the mining boom comes to an abrupt end and industries around the country feel the pinch, concern over the state of the Australian economy has very much been the flavour of the last quarter.

With falling Easter sales across retail as a whole, redundancies occurring in companies large and small, consumer confidence dipping and a supermarket price war apparently looming, the focus for retail over the next quarter is sure to be on cost.

Traditionally cost not profit centres for a business, TA and HR have an important role to play in this market of heightened cost focus. The bums on seats approach just doesn’t cut it anymore – if retailers are recruiting it’s because they’re looking for the right people in the right roles. Sourcing needs to focus on the passive; it may not be appropriate to advertise niche roles in times of redundancy and it is certainly not ideal to spend hundreds of thousands of dollars on agencies and advertising when the candidates are out there, waiting to be engaged with.

Facebook Graph Search, along with other methods of talent mapping, is an important and innovative tool

for TA to have in their sourcing toolkit. Working with marketing to repurpose the material the organisation already has, TA can reach out to candidates and host talent communities providing useful and meaningful insights in to their employee value proposition, the opportunities available and the culture of the organisation.

Coupled with LinkedIn, Seek’s new premium talent search function and employee referrals, Facebook can make for a compelling sourcing strategy in a business that is focused on cost and a need to recruit for non-white collar roles. With a well-thought out communications plan and the strong foundation of policies and social media training in place, it’s time for TA to get creative and embrace Facebook in their never ending search for top talent.



1. Heffernan M, 6 May 2015 , ‘Woolworths to axe 800 jobs as weak food, petrol lead to sales fall’, smh.com.au

2. Mitchell S, 7 April 2015, ‘Woolworths urged to prepare for coming grocery price war’, afr.com

3. Brinded L, 14 April 2015, ‘British supermarkets are fighting back’, businessinsider.com.au

4. Butler S, 11 March 2015, ‘Asda shows worst sales in 20 years as Tesco begins to recover’, guardian.com

5. Ibid.

6. Ruddick G and Spence P, 8 April 2015, ‘Aldi overtakes Waitrose as Britain’s sixth largest supermarket’, telegraph.co.uk

7. Ibid.

8. Ibid.

9. Ibid.

10. Halliwell J, 28 February 2015, The Grocer, p. 3

11. ‘Poundland FY2015 sales exceed £1 billion’, 1 April 2015, theretailbulletin.com

12. Quinn I, 7 March 2015, ‘Tesco in-store leaders face paycuts of 20%’, The Grocer, p. 50-2

13. ‘Retail jobs - Comings and goings for February’, 1 March 2015, retailnews.co.nz

14. Mitchell S, 7 April 2015, ‘Woolworths urged to prepare for coming grocery price war’, afr.com

15. Quinn I, 9 April 2015, ‘Aldi to create over 500 new London jobs with nine store openings’, grocer.co.uk

16. Gentle T, 14 December 2014, ‘Social media statistics 2014’, timgentle.com

17. Chris South, quoted in ‘Obvious but untapped social media platform ripe for recruiters’, 24 February 2015, shortlist.net.au

18. Le Viet S, 28 January 2013 ‘Graph Search and online recruiting: How Facebook is transforming an industry’, forbes.com

19. Ibid.

20. Graphic prepared by Harrier Human Capital, based on Le Viet S, ‘Graph Search and online recruiting: How Facebook is transforming an industry’, forbes.com, 28 January 2013

21. ‘Retailer fills Christmas intake in one week without advertising’, 25 March 2015, shortlist.net.au

22. Ibid.

23. Fair Work Ombudsman Unlawful workplace discrimination fact sheet, December 2013

24. Nicholas Duggal quoted in ‘Two-pronged social media policies offer recruiters the best protection’, 13 April 2015, shortlist.net.au

25. Chris South, quoted in ‘Obvious but untapped social media platform ripe for recruiters’, 24 February 2015, shortlist.net.au

•

References

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• Brooks B, 10 January 2015, ‘Nick Read returns to grocery as Nisa’s CEO’, The Grocer, p.56

• Butler S, 11 March 2015, ‘Asda shows worst sales in 20 years as Tesco begins to recover’, guardian.com, http://www.theguardian.com/business/2015/mar/10/asda-shows-worst-its-sales-performance-in-20-years, accessed 16 April 2015

• ‘Dia eyes UK expansion via retail joint venture’, The Grocer, 28 February 2015, p.6

•

• Fair Work Ombudsman ‘Unlawful workplace discrimination’ fact sheet, December 2013, accessed 4 May 2015, http://www.fairwork.gov.au/about-us/policies-and-guides/fact-sheets/rights-and-obligations/workplace-discrimination

• Farrell C, 18 March 2015, ‘Aldi, Lidl to create 1,000 new jobs’, thegrocer.co.uk, http://www.thegrocer.co.uk/people/jobs/aldi-lidl-to-create-1000-new-jobs/515585.article, accessed 9 April 2015

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Further Sources



Further Sources • Heffernan M, 24 March 2015, ‘Myer says profit downgrade was decided the day before poor results were released’, smh.com.au, http://www.smh.com.au/business/retail/myer-says-profit-downgrade-was-decided-the-day-before-poor-results-were-released-20150324-1m6ow3.html, accessed 16 April 2015

• Heffernan M, 6 May 2015, ‘Woolworths to axe 800 jobs as weak food, petrol lead to sales fall, smh.com.au, http://www.smh.com.au/business/retail/woolworths-to-axe-800-jobs-as-weak-food-petrol-lead-to-sales-fall-20150506-ggv1rd.html, accessed 7 May 2015

• Hutchens G, 7 May 2015, ‘Australia’s unemployment rate rises slightly before federal budget’, http://www.smh.com.au/business/the-economy/australias-unemployment-rate-rises-slightly-before-federal-budget-20150507-ggvz9o.html, accessed May 2015

• Hegarty R, ‘Will history judge Dalton saint or sinner?’, 17 January 2015, The Grocer, p. 14

• Hegarty R, 13 April 2015, ‘Another Morrisons senior director departs as Casper Meijer moves out’, grocer.co.uk, http://www.thegrocer.co.uk/people/jobs/another-morrisons-senior-director-departs-as-casper-meijer-moves-out/516942.article, accessed 16 April 2015

• Hegarty R, 14 April 2015, ‘Three senior directors axed as Nisa’s new boss Nick Read rings the changes’, grocer.co.uk, http://www.thegrocer.co.uk/people/three-senior-directors-axed-at-nisa-as-new-boss-nick-read-rings-the-changes/517019.article, accessed 16 April 2015

• Keating E and Waters C, 22 March 2015, ‘The top 20 online retailers 2015’, smartcompany.com.au, http://www.smartcompany.com.au/marketing/796-online-sales/46163-australia-s-top-20-online-retailers-for-2015.html, accessed 16 April 2015

• Langley S, 15 April 2015, ‘Woolworths in hot water over Anzac campaign’, ausfoodnews.com.au, http://ausfoodnews.com.au/2015/04/15/woolworths-in-hot-water-over-anzac-campaign.html, accessed 16 April 2015

• ‘Management revamps for Asda and JS’, 17 January 2015, The Grocer, p. 4

• Mitchell S, 8 October 2014, ‘Aldi unveils $700 million assault on WA and SA’, smh.com.au, http://www.smh.com.au/business/retail/aldi-unveils-700m-assault-on-western-australia-and-south-australia-20141008-1137fj.html, accessed 16 April 2015

• Mitchell S, 7 April 2015, ‘Woolworths urged to prepare for coming grocery price war’, afr.com, https://www.afr.com/business/woolworths-urged-to-prepare-for-coming-grocery-price-war-20150406-1mcnwz, accessed 16 April 2015

• Morgan E, 19 March 2015, ‘Oroton profit more than halves, dividend slashed; share slump’, abc.net.au, http://www.abc.net.au/news/2015-03-19/oroton-profit-more-than-halves-dividend-slashed/6332586, accessed 16 April 2015

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