John Lewis Partnership records post-Easter sales slump

4479
John Lewis weekly
// John Lewis Partnership’s overall weekly sales declines 8.4%
// Waitrose weekly sales down 10.2%
// John Lewis weekly sales slump 5.3%

The shorter trading week due to the closure of most shops on Easter Sunday has been cited as the main reason behind the John Lewis Partnership’s weekly sales slump.

For the week ending April 27, weekly sales at the partnership dropped 8.4 per cent to £197.97 million compared to the same week last year, when it £216 million.

The decline comes after three consecutive weeks of sales growth in the lead-up to Easter.

For John Lewis Partnership’s financial year-to-date, sales had declined by a marginal 0.6 per cent compared to the first 13 weeks last year.

Waitrose was the worst performing of the partnership’s two retail fascias, with a weekly sales decline of 10.2 per cent.

The grocer said sales were distorted by the later fall of Easter this year, which meant that there were six days of trading, due to the closure of many shops on Easter Sunday, compared to a full week last year.

Waitrose saw growth in its cleaning products and bakery sections, as well as the launch of the largest ever Scrumptious Summer range.

Meanwhile, total weekly sales at stablemate John Lewis declined 5.3 per cent year-on-year.

Like Waitrose, the department store attributed the drop to the majority of shops being closed on Easter Sunday and warm weather during the bank holiday affecting footfall.

Fashion sales were down 9.5 per cent, despite a boost in womens accessories and the own-brand sunshine yello trench coats.

Home sales were down 6.8 per cent, while electrical and home technology was the department that saw growth, with sales increasing 1.5 per cent.

Click here to sign up to Retail Gazette‘s free daily email newsletter

3 COMMENTS

  1. What a daft article…surely as a retail publication you ought to compare like for like weeks vs Easter 2018? It seems like you are doing the lazy thing and take the data presented by the JL&P website rather than interpret it as you surely should. I’d expect you to understand this then add some insight too.

  2. This is a “partnership” running on its brand rather than effective trained leadership, customer focus and selling at a realistic price for goods. Go into any store and while the workers on the ground in many cases try hard, you are always aware of layers of management prowling the floors.

    Many things need to happen in the “Partnership” from an external observers / customers position:
    * Stop the Constant discounting / price matching it is a proven recipe for failure
    * Reduce the apparent management layers and have real leaders driving the business; there is a place for those rising through the ranks but, using dynamic trained managers and leaders who have experienced the world of business will bring a fresh perspective to the brand
    * Focus on customer delight, that means training staff
    * Have the two elements of the company trade on their own merit and and don’t use profits from one to mask losses by another. Before it crashes and burns like so many before it, split the partnership and the directly address the elements of the company that are failing/poor performers

LEAVE A REPLY

Please enter your comment!
Please enter your name here