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POP UP SHOPS

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TFN discusses the rise of the pop up shop...

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Adidas currently have 5 different brand on their website one being a collaboration with Stella McCartney

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Covent Garden is a very popular tourist Attraction with many different shops and street entertainment.

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Covent Garden - Shopping, Food and Cultural Destination In London

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Discover what's on in Covent Garden, London. From restaurants, pubs & cocktail bars to high street & designer shopping, there's something for all the family.

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Encouraging awareness through collaboration and creative thinking are central to solving fashion's sustainability crisis, Adidas told Drapers Sustainable Fashion 2019.

Matthias Amm, senior global category director running marketing footwear at Adidas, told the conference that the sportwear giant was seeking to raise awareness and drive action about the issue of plastic pollution. Under its partnership with environmental collective Parley for the Oceans, Adidas creates clothing and footwear with materials made from recycled ocean plastic waste.

"[Parley] are creative thinkers and collaborators, finding ways out of the problem of plastic pollution," explained Amm.

Amm explained Parley's approach to sustainability: AIR - avoid, intercept, redesign - which Adidas has also adopted. It avoids single use plastics at all offices and factories; it intercepts plastics in the ocean and reuses them in products; and it redesigns products to include fewer plastics in the future.

Amm noted that by 2024, Adidas is seeking to remove virgin polyester from all newly produced clothing and footwear.

He stressed that collaboration was key to driving change, and as a result of its partnership with Parley, Adidas changed the production process across its footwear supply chain.

"The innovation triggered thoughts on how we made all our shoes," he said.

In addition to the Parley partnership, Adidas is working on products made from natural materials and other recycled fabrics. Last year the brand launched a shoe made from a material derived from spider silk.

While plastic pollution is one key focus for the business, Adidas is also focusing on moving towards closed-loop production, and has introduced shoe-recycling pilots in cities including London.

With Parley, Amm explained that creating a desirable product was key to driving awareness with consumers and therefore driving changes in attitudes in the long term: "We found a creative way to turn something bad - illegal, waste fishing nets - into something good: the Parley shoes."

"It's a serious problem," he said, highlighting that 8 million tonnes of single-use plastic waste will end up in the oceans this year. "But with creativity we can find ways out of this."

Adidas's creative solution to plastic pollution

Drapers' new survey is aimed at providing a comprehensive measurement of how sustainable UK fashion is, and how far it has to go.

Experts from Oliver Spencer, Coats, Ganni, Eileen Fisher and Ninety Percent described their responsible business models and manifestos, and how they are measuring up against their targets at Drapers Sustainable Fashion 2019.

Consumers can benefit from buying sustainable fashion, but they need to be made aware of the advantages, leading industry experts argued today.

Mary Creagh, chair of the House of Commons environmental audit committee, has said sustainability should be top of the fashion industry's agenda, anda fundamental requirement for business.

The environmental audit committee's interim report on fashion retailers' ethical and environmental track records show the industry needs to make up a lot of ground.

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Adidas's creative solution to plastic pollution

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Encouraging awareness through collaboration and creative thinking are central to solving fashion's sustainability crisis, Adidas told Drapers Sustainable Fashion 2019. Matthias Amm, senior global category director running marketing footwear at Adidas, told the conference that the sportwear giant was seeking to raise awareness and drive action about the issue of plastic pollution.

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Adidas had record results in 2018 with sales up 8% and net profit up 20% year on year to €1.7bn (£1.5bn).

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"As streetwear becomes more prevalent in the luxury market and on the high-street, mass market retailers are looking to relevant designers for inspiration. Here we highlight the most commercial trends from streetwear brands on the runway, relevant collaborations and a key influencer"

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Shop the new SS19 runway collection, captured by a cast of image makers: Nick Knight, Danko Steiner, Hugo Comte, Peter Langer, Colin Dodgson and Letty Schmiterlow. Commissioned by Riccardo Tisci.

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This store has 220 sqft however I want to shop to be small and clean cut which makes it perfect.

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Rent a space | Long Acre - The Covent Garden Shop | Pop up shops, showrooms, galleries in London

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Retail space from £298/day. Take this rare opportunity to open up your store on Covent Garden's main destination shopping street, where locals and tourists from around the world come to shop the best of the British high...

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This is another possibility this space is 430 square feet.

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Covid-secure cancellation policy

In the event of a government imposed lockdown, the Premises is subject to the Appear Here COVID cancellation policy as detailed in the Appear Here Website Terms of Use. Read more on our policies here

A little about this space

32 million visitors pound the pavements of Seven Dials each year, and Neal Street is one of its main (and most eclectic) shopping streets. Get your idea in front of all those shoppers in this Neal Street Space.

5 days minimum booking

Amenities (5 available)

Home truths

The occasional viewing may take place during your stay. The heavy footfall will bring thousands your way, however bear in mind that the increase in foot traffic may increase the chances of crime and unsavoury visitors. This space has no WiFi

License details

Read more about our licenses in our FAQs

Opening hours

Monday 10:00 am - 8:00 pm

Tuesday 10:00 am - 8:00 pm

Wednesday 10:00 am - 8:00 pm

Space rules

Utilities are included subject to a fair usage policy (up to £150+VAT/month).
Brands are required to have Public Liability up to £2m.
Signage/Vinyl must be prior approved by the Landlord.
Painting of the interior of the shop is allowed, subject to reinstating when leaving.

Permitted trading hours are in line with the surrounding estate and are as follows:

Monday - Saturday: 10am - 8pm
Sunday: 12 - 6pm
Tenant must leave the Premises by 6.30pm on the final day of the Term

Check in is from 9am on the first day of tenancy.
Check out is by 6.30pm on the final day of tenancy.

"Permitted Use": the provision of healthcare services from the Premises.

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1. Send an enquiry with zero commitment

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© 2013-2021 APPEAR HERE. ALL RIGHTS RESERVED Errors and omissions accepted. Terms & Privacy

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Rent the White-boxed Covent Garden Shop on Neal Street | Appear Here

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Covid-secure cancellation policy In the event of a government imposed lockdown, the Premises is subject to the Appear Here COVID cancellation policy as detailed in the Appear Here Website Terms of Use. Read more on our policies here A little about this space 32 million visitors pound the pavements of Seven Dials each year, and Neal Street is one of its main (and most eclectic) shopping streets.

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Global data summary

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GlobalData Intelligence Center - Consumer

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Global data summary

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GlobalData uses cookies for a better experience in this Intelligence Center. You can disable cookies by changing the setting in your browser but please be aware that parts of this site will not function correctly. To learn more about how we use cookies on this site and their benefits, please view our privacy policy.

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Cross-brand collaborations seem to be everywhere right now. Across fashion, beauty, travel, homewares and beyond, you can't seem to move without seeing a big 'X' sandwiched between two brand logos to show they've been working on something together.

But why the sudden explosion in collaborations? And why do brands do it?

Is it just a marketing tool that's being hammered hard for short-term social media awareness, or are collaborations the way forward for brands?

We've delved into some of the likely reasons behind cross-brand collaborations and collected some handy examples of those collaborations in action. X-citing times.
Brand collaborations to open up new markets
One reason for collaboration is to open new, complementary markets and get your brand in front of potential customers. A collaboration will vastly increase your brand reach as you're talking to two sets of customers rather than one and gives a signal from one brand that the other brand can be trusted.

But it's also being done across sectors too. Virgin Atlantic X OnePiece and Grant's Whiskey X findmypast.co.uk may not seem to make sense on the surface, but look deeper and you'll see the mutual interests around passenger comfort and heritage respectively that would lead the customers of one brand to then consider the other.
Show you "get" your customer
IKEA are current kings of the new market collaborations. They regularly collaborate with other brands and individuals with the recent wave including super-hot streetwear label Off-White, Lego, Sonos and Adidas amongst others. All of which open up the IKEA brand to new customers and markets.

Sometimes a collaboration isn't necessarily about accessing new customers but showing your existing customers that you get them and understand what they want. It increases brand value and makes your fans even more dedicated.

This is all about brands with a significant overlap in customer bases working together to create something they know their customers are going to love.

LEGO are particularly good at this with Star Wars, Batman, Simpsons and Harry Potter brand collaborations all reinforcing their respective brands even further within their target markets.
Get noticed
Sports brands are also getting in on the action by collaborating with sports stars and other ambassadors (who are brands in their own right nowadays).

The marketplace in all sectors is so crowded now that brands have to do something out of the ordinary to be heard and raise awareness. And a collaboration is one way to do just that.

These all generated massive amounts of coverage and awareness, but it's not just the big brands using collaboration.
Promote a cause
Through the collaboration the smaller brands get access to a much bigger audience and the larger brand gets positioned as a champion of the next wave. Win - Win.

There is still a sales message and a commercial drive behind the collaboration for a cause, but in most cases a portion of proceeds will go to the charity partner or donations will be made to them.
Reinvigorate a brand
A collaboration can be a fantastic way for a charity to expand its reach and awareness with the relevant people, while also generating more funding. For the supporting brand, it can create good feeling as they demonstrate their commitment to charitable causes.

Sometimes a brand collaboration can be a great way to shake the dust off an established brand and create a bit of positive buzz to show that it's still relevant.

Heinz soup cans had been largely untouched for 108 years until a design collaboration with Cath Kidston was launched in April this year.

Cath Kidston have also been involved with a Disney collaboration project, using the characters to change up their classic floral designs.

Mickey Mouse and friends have also collaborated with footwear brand, Vans and "couture athleisure" brand, Opening Ceremony to shake up their character-lead designs and give them a bit of street-cred.

Crayola, beloved crayon brand and supplier of one of the best smells from your childhood have been getting in on the action, launching a make-up range with Clinique that sent beauty bloggers crazy. Their second make-up range released with Asos is primed and ready for festival season.
Tap into the latest trends
Both ranges will have reintroduced the brand to many former Crayola fans, and tapped into nostalgia to drive the brand forward.

Collaborations aren't necessarily long-term deals and that's never more evident than when brands team up with pop culture flavours-of-the-month for short term collaborations.

No doubt they're a great way to boost awareness and align a brand with something hot but they possibly lack the authenticity of a collaboration motivated by one of the other reasons.

Collaborations between brands don't look like they're going to stop any time soon, and with the ever-growing pressure on the high-street it may soon be a case of "collaborate or die" for those retailers who haven't done so yet.

So, whether it's to open up new markets, reinvigorate a brand or shine a light on a cause close to a brand's heart which brands do you think will be the next to collaborate?

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Cross Brand Collaborations: 'x' Marks the Spot | Red Hot Penny

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Cross-brand collaborations seem to be everywhere right now. Across fashion, beauty, travel, homewares and beyond, you can't seem to move without seeing a big 'X' sandwiched between two brand logos to show they've been working on something together. But why the sudden explosion in collaborations? And why do brands do it?

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ADIDAS CURRENTLY HAVE A COLLABORATION WITH PHARELL

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ADIDAS CURRENTLY HAVE A COLLABORATION WITH PHARELL

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Pharrell's Premium Basics

Pharrell Williams

Pharrell Williams is a visionary recording artist, producer, songwriter, philanthropist, fashion designer, entrepreneur, and founder of Humanrace™.

The adidas Originals x Pharrell Williams collaboration is an extension of Pharrell's vision to meld fashion, design and functionality to create quality everyday staples.

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Pharrell Sneakers, Tennis Shoes & Slides | adidas UK

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Pharrell's Premium Basics Pharrell Williams is a visionary recording artist, producer, songwriter, philanthropist, fashion designer, entrepreneur, and founder of Humanrace™. The adidas Originals x Pharrell Williams collaboration is an extension of Pharrell's vision to meld fashion, design and functionality to create quality everyday staples.

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News by Louis Vuitton: MEN'S FALL-WINTER 2017 SHOW: THE COLLABORATION WITH SUPREME

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LOUIS VUITTON Official Website United Kingdom - For Fall-Winter 2017, Supreme and Louis Vuitton collaborate for the first time, creating a capsule collection

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There are the simple, American pleasures - dolls, Saturday cartoons, fast food, Mickey Mouse. And then there's what Jeremy Scott - trailblazer, rabble-rouser - whips up out of them.

Under his creative direction, the storied fashion house Moschino hasn't just looked to America's national icons for entertainment. It has paid tribute to them in cloth and thread; SpongeBob SquarePants embossed onto sweaters, McDonald's Happy Meals stitched into purses, and even an entire Barbie-themed collection. But the clothes aren't gimmicks. Madonna is a fan. Scott has dressed Lady Gaga and Katy Perry. Miley Cyrus is one of his closest friends. And all over the world, people clamour for Scott's inimitable blend of kitsch and innovation. This autumn, he'll give it to them. Scott will launch a unique collaboration with H&M, a chance to deliver his exuberant aesthetic to the masses for the first time. To find out more about the collection, read on.

YOU'RE THE CREATIVE DIRECTOR AT THIS BELOVED LUXURY BRAND, BUT YOU'RE ALSO A MAN OF THE PEOPLE, SOMEONE WHO'S TALKED A LOT ABOUT HOW IMPORTANT IT IS THAT FASHION SHOULD BE ACCESSIBLE. WHY DID YOU WANT MOSCHINO TO TAKE ON THIS KIND OF A COLLABORATION?
"The idea came to me in an email. Someone who works with me, but who is also a close friend, gave H&M my email, and I received this note that just said, 'Are you interested in doing one of our designer collaborations? If so, we'd love to discuss it with you." I was immediately like, "Yes, let's talk about it.' It's a very prestigious honour, really a huge deal, so I was very flattered and excited."

"Our teams met and started to get to know each other, and it became clear to me that even though we had our own opinions and visions for our brands, we were very well matched. Everything H&M does, it just aligns with me. I am 'the people's designer', after all. That's a title that's been bestowed on me; I think because I believe in the democratisation of fashion, and I've found many different ways to reach people."

"For over a decade, I collaborated with Adidas to make pieces that were affordable and accessible all over the world. I carried those sensibilities to Moschino, with items like phone cases or small leather goods that are more affordable. But I want to reach an even more international audience at a reasonable price. With H&M, Moschino can be all over the world. It's a thrill for me. And not only for me, but also for fans of the brand. I'm so conscious of the fans. They are so passionate. They are so creative and brilliant. I just want to meet their enthusiasm. That's what this is about."

YOU INVOKE THESE ICONIC CULTURAL REFERENCES IN YOUR COLLECTIONS, BUT SOMEHOW THEY NEVER FEEL TIRED OR DATED. HOW DO YOU USE THOSE CHARACTERS AND IDEAS, BUT MAKE SURE THE CLOTHES FEEL FRESH?
"I think there's a lot of beauty in the past, and there's something very romantic about it. I love to use that in the clothes. It's not just about trends or a particular decade. It's about memories. How did I feel when I got dressed up? What music did we have on? What does it feel like to put on these fabulous clothes and go out and be so fierce and bold? How people feel, the emotions behind clothes are important. That's what I try to convey in my shows and in my work."

YOUR COLLECTIONS ARE COLOURFUL, AVANT GARDE, AND FUN, WHICH FEELS VERY TRUE TO WHAT PEOPLE WANT TO WEAR NOW, EVEN THOUGH THE MOOD IN THE WORLD HAS BEEN A LITTLE DARK. DO YOU THINK PEOPLE CRAVE THAT ESCAPE FROM FASHION NOW?
"In this era, there's so much that is very serious and sad and painful. We have to deal with all that, and that's important. But I really want fashion to be a reprieve from that. I want to be a bright light in the midst of so much darkness; people need a moment, a break from it. If I can give people a little escape with fashion, even if it's for a minute when someone scrolls through Instagram, I'll take it. That's what I want to give."

SINCE WE'RE ON THE TOPIC, SOCIAL MEDIA: LOVE IT OR HATE IT?
"For me, fashion is about communication. It's how I communicate with the world and share what's on my mind, so social media makes a lot of sense. And I think fans connect with it, because it's genuine. What inspires me, what puts a smile on my face - I share that stuff because it's real."

"I think Instagram was made for fashion, because it's so much about individualism and colour and shape. It's a really creative medium. It's a tool of communication and aspiration, and so I try to use it to share a little bit of my work and a little bit of my world, but not too much. It's a give and take. Maybe I give a little bit of this, and I hold back a little bit of that. Maybe I post some shots from the studio and then maybe I post some fan art. It's a little peek inside my mind, what I'm looking at and what I love."

YOU'VE DRESSED THE LIKES OF KATY PERRY AND MILEY CYRUS. DO THE WOMEN WHO LOVE YOUR CLOTHES HAVE SOMETHING IN COMMON?
"Inspiration, that's what attracted me to them. These women inspire me because they're real and they're smart and they have a point of view. I've loved Miley since she was on Hannah Montana. I was just drawn to her spark. I saw those movies at the cinema as an adult. When she was old enough to want to wear my clothes, I was honoured. And then we met, and I discovered this incredible friend. She's become someone that I don't just love, but look up to. She's just a great person. Plus, I love her voice. I'm in awe of her talent. It's just a thrill to collaborate with her, to dress her, to be around her. She and Katy [Perry] and so many of these women send this powerful message, I think. It's like, don't try to erase your past; just keep moving forward. Who you once were and who you are now can coexist, even if those people look very different. Be multifaceted. Be complicated. That's what makes someone beautiful."

"I've been so fortunate to work with these empowered women, and I feel lucky to inspire them and to create clothes that bring their vision into the world."

WE KNOW YOUR LIPS ARE (MOSTLY) SEALED. WHAT CAN YOU TELL US ABOUT THE COLLECTION?
"What I can promise is that, of course, there will be fun and colour and cartoons. Of course, we have to have cartoons! Like all my collections, it's humour meets haute couture meets the street. That's been a hallmark of my work for Moschino, and I want to continue to explore that with this collection. For fans of the brand, it should feel a little like a greatest hits collection, but I promise it will still be new, still feel fresh, even as we include some winks, some hints from the past."

WHO'S YOUR IDEAL CUSTOMER FOR THIS COLLECTION?
"Who do I want to see in the collection? Everybody. I want to see all the cool kids that want to wear my clothes, but can't afford them. I want to see it in Japan, in South Africa. When I met Trevor Noah, whom I'm a huge fan of, he said, 'Are you the real Jeremy Scott, with the winged shoes?"' I was like, 'Trevor! Don't do this to me. I love you.' He told me about how people in South Africa really wanted them. With this collection, we'll be in South Africa. I want people to go out and dance in the collection, have fun, meet the loves of their lives, feel on top of the world, take a million selfies, and keep them forever. I want people to make memories now and then to find them in 2028 or 2038 and put them on again and be like, 'Oh, this is so great. It's so 2018!'"

The collection will be available online and in selected stores worldwide from 8 November.

JEREMY SCOTT'S...

...FAVOURITE CARTOON CHARACTER: "M-i-c-k-e-y M-o-u-s-e. He's the most iconic. He's done it all, moments and moods and looks. He's been all over the world. You see that icon, those ears and you know. It's Mickey."

...MOVIE ON REPEAT: " Hannah Montana".

...FAVOURITE SNACK: "Annie's Organic Cheddar Snack Mix. I can just devour that."

...INSTAGRAM MUST-FOLLOWS: "@overheardla, @madonna, because she is the queen, and @moschino, of course."

...CURRENT CELEBRITY CRUSHES: "Trevor Noah, Cardi B, Amy Schumer."

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Moschino and H&M in Designer Collaboration

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There are the simple, American pleasures - dolls, Saturday cartoons, fast food, Mickey Mouse. And then there's what Jeremy Scott - trailblazer, rabble-rouser - whips up out of them. Under his creative direction, the storied fashion house Moschino hasn't just looked to America's national icons for entertainment.

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Today (29 March) was to be a historic day for the UK - the date we exited the EU. However, after parliament rejected prime minister Theresa May's withdrawal agreement and voted against a no-deal exit, EU leaders offered to delay the Brexit date to either 12 April or 22 May. As Drapers went to press on Tuesday, we were awaiting the outcome of a series of Brexit votes in parliament, and business leaders were facing an extended period of uncertainty.

In the meantime, contingency planning continued. We spoke to a range of fashion and footwear businesses across the UK, including manufacturers, brands, agencies and retailers, to find out what they are doing to mitigate the Brexit risks.

Lord Wolfson, chief executive, Next

Based in: Leicester

We are ready for a no-deal Brexit - we were six months ago. The fact that Revenue and Customs has said it will give a transition period at the ports and wave through those who don't have the right paperwork (allowing them to sort it afterwards) is very positive. Chaos at the ports was what we were most worried about, but there should be no reason for such delays now.

Despite the uncertainty wages and employment levels are increasing, there is no evidence to say that Brexit is impacting either of these. We are in no way complacent, no one can say for sure what the impact on the consumer will be. In the short term there isn't a great deal you can do. In terms of planning the most important thing is to remain flexible and respond to changes in the market. You can't plan for the effect on the consumer.

Andy Long, chief executive officer of Pentland Brands

Based in: London

Since the vote, we have had a team working on the implications. We distribute into the EU from our UK warehouse, but it is bonded, and we are also an authorised economic operator [which ensures streamlined international trading status]. In terms of the paperwork the government was advising businesses to get in order, we were well placed to start with.

In preparation for the worst-case scenario, a no deal, we pulled deliveries forward into the UK for spring, we also made sure our customers in Europe also had the appropriate levels of stock to better support them.

The biggest unknown is whether the borders will function. There could be delays, and clothing will be further down the pecking order - understandably, food and medicine will be prioritised. If there is a no deal, there won't be a significant shift in our position in terms of tariffs. We wouldn't change pricing in the short term, but in the medium to long term we are watching the implications on the value of the pound. If we leave with a deal it should strengthen, but if there is a no deal it will weaken. We hedge [currency] so we are hoping Brexit is resolved before we do another round of hedging.

The biggest challenge has been the number of variables we have had to keep in mind for the flow of trade with no real certainty. Some of the questions we had back in 2016 we have only been able to get answers for very recently [in terms of tariffs etc].

We would rather leave the EU in a structured, clear and planned fashion - that is preferable for most businesses. The delay is a frustration as we all hoped we would have known a lot more before Christmas so we could prepare, but there is more opportunity in leaving in a well-understood way.

When you're in a situation that you could be sending trucks out next Thursday and not knowing if we will still be part of the same trading block on Friday, something has gone fundamentally wrong.

Marc Dench, chief financial officer of Joules

Based in: Market Harborough, Leicestershire

There are a couple of bigger things we have done to minimise border disruption. We are about to open a warehouse in Holland with a third-party supplier, so we can move all our product for the European market into the EU, bypassing the UK. Delivery to Europe needs to be the same quality, speed and price as it is now.

In the run-up to 29 March, where possible we took products in a few weeks earlier to get shipments out to EU customers before [Brexit]. Around 90% of seasonal product has been shipped.

We have done a lot of planning with our couriers on making sure we mitigate inbound disruption by finding alternative routes available if there are backlogs and delays. Anything that's inbound to Dover is a significant concern. We had to prepare for a hard Brexit.

If Brexit is delayed by a couple of months, we will have to go through the whole painful process again in terms of stock management and visibility. We have three stores in the Republic of Ireland, we have to manage stock flows back and forward between them and get more stock to those stores - we would have to do that again.

Another concern is the volatility of currency rates - the uncertainty has made it difficult to plan our hedging programme. In terms of pricing it is our intention to keep our prices the same, but if there are significant and long-term changes to costs, then we would have to reflect that in our pricing.

Andy Ogden, director and general manager of mill English Fine Cottons

Based in: Manchester

We've been stocking more cotton, because if there's going to be Brexit - hard, soft, whatever - which impacts UK ports and causes delays to any shipments, we feel we're better having stock and being able to utilise it, rather than looking around for it.

We've increased our stock position by around 10-15% and that is a cost challenge for the business. It is tying up more capital in inventory and because cotton is a commodity that changes in price, we're buying cotton at a time when perhaps we normally wouldn't. We don't have the luxury of holding off in hope of a better price and we're having to take a less risk-adverse, pragmatic approach.

Increasing stock is one of the most tangible impacts, but we've also been more conservative when it comes to developing the business. There's been one or two opportunities to move to a different supply chain or route that could be more advantageous, but we've decided not to, or at least hold off on doing that, because of the unknown. In a business of our size, it doesn't make sense to change too many things at once and altering the supply chain or our partners at time when we don't have a clear understanding of what the challenges ahead might be doesn't make sense.

That works in two directions, because the clients who may be looking to work with UK mills and manufacturers because they want to align with the transparency and quality we can offer, are not committing. The current economic cycle of doubt means people aren't spending on the high street and the uncertainty has slowed decision making and innovation.

Alexandra Lyles, co-founder of Claret Showroom

Based in: London

We represent 15 brands and most of those we distribute. All of our brands manufacture outside Europe, so any Brexit outcome shouldn't affect anything to do with the production of the goods we are selling now (March) and have sold that will be delivering over the coming months, but there are other factors we have had to prepare for.

Many of our customers are based in mainland Europe, such as [German etailers] Zalando and MyTheresa, and [Parisian department store] Le Bon Marché. For those customers, we have had to secure space and services at a warehouse in Germany as a fall back (we secured this in December 2018). This will ensure those orders aren't subject to any extra duty charges or delays if they were to come via the UK. In November and December, we briefed our brands that we may need them to split our deliveries into UK and Europe - this means we may incur extra charges, but we haven't factored these into our pricing for autumn 19. All our goods are shipped via air so, as soon as we hear the Brexit outcome, we should be able to action these changes in time.

We sell at landed GBP prices, but pay our suppliers in US or Australian dollars. We take orders about five months before we have to pay our suppliers, so we forward-ordered USD in November 2018 and February 2019, catching decent exchange rates and built that rate into our pricing. This means our margins won't be affected by any weakening in the pound. Of course, it also means we will miss out on any gains, but we decided there is enough risk in our industry without playing the foreign-exchange-rate game.

While I worry about how consumers will cope with likely increases to retail prices on imported products, I am excited about the prospects for fashion made in Britain. There are many newly launched as well as heritage brands that need a lot more support. Many of these brands are fully sustainable too, so their garments are a win-win purchase for consumers.

Based in: Middlesbrough

We have been running a Brexit no-deal contingency plan for nearly 12 months and most things that we could action have been done. For example, we have forward-bought currency through until the end of spring 20. As a precaution we also took 87% of our spring 19 stock requirement in before 29 March to try and avoid any shortages on the stock side.

In reality, the biggest issue is no one really seems to know what the implications are going to be. Last week some of our European suppliers suspended repeats and deliveries for two weeks from the Friday [22 March].

It is shocking that we are where we are. We will have to manage through as best we can and hope we get some clarity on the situation sooner rather than later.

Cécile Reinaud, founder of maternitywear retailer Seraphine

Based in: London

Our distribution is currently centralised in the UK, but 40% of our turnover is in mainland Europe. With uncertainty about trade barriers and tariffs, and potential delays at the ports, we've looked at de-centralising our distribution centre and opening one in Europe, in France or Belgium. We've done a complete study, and we're ready to press the button if we need to. We've not taken action yet because it would incur a signficant start-up cost - about €250,000 (£214,282) - so I didn't want to make that call unless necessary.

Tariffs could change our profitability model, and in fashion margins are so thin. We're hoping we don't have to change prices, and we haven't at the moment. There isn't price elasticity with consumers in Europe, so we will resist as much as we can.

We source mostly outside the EU, in Turkey and China. A little bit comes from Portugal, not much. We've put in place a plan if necessary where we could relocate the production in Portugal to other countries.

In the last two years, we have opened two stores in Paris. We had planned to open a third, but because of Brexit we have halted that plan. It is definitely slowing down our bricks-and-mortar expansion in Europe.

Fergus Patterson, managing director of Swedish brand Gant

UK head office based in: London

Preparing for what you don't know is going to happen is really difficult. You simply cannot prepare for a soft, hard and no-deal Brexit.

We have extended our currency hedging in order to protect ourselves from any decline in the pound. We've also increased our stock position on some continuity lines that are not seasonal.

Our stock comes from our UK warehouse and we ship to EU destinations. If there is a no-deal Brexit and there are tariffs, we would move the distribution to Germany. We've already identified a location, so we would be able to move very quickly.

We have also done lots of communicating with employees to make sure they know how to register for UK citizen status in the event of leaving the EU. We wanted to make it easy for the employees, and ensure they know how to contact our HR department.

Brexit does worry me. I'm very pro-remain and since the referendum we've seen a 20% reduction in value of currency. The footfall data indicates consumer confidence is at a very low point. February was a shocking month for high street retail and I'm not confident that it will improve in coming months.

Donald Finlay, managing director of men's and children's wear brand house Douglas & Grahame

Based in: Carrickfergus, Northern Ireland

Brexit doesn't suit a business like ours, which imports 90% of product and exports around 45%. We had to start working on our Brexit planning early. Last autumn we started the process to become a customs-accredited warehouse. It is nearing completion now. That will allow us to manage imports and exports, VAT and duty in a more efficient way.

On top of that, because the Republic of Ireland is such an important market for us, we are opening a warehouse in Dundalk or Dublin. It will allow us to operate within the Republic more efficiently.

We have also looked at the additional costs that may apply if there is a no-deal and WTO tariffs apply. We will absorb any risk and maintain our prices for the rest of 2019, irrespective of what happens or doesn't happen on 29 March. Customer sentiment is a concern and they are nervous so by keeping our prices the same we are hoping to ease that.

We are talking to our suppliers to see if they can help [to recoup some of the potential cost of tariffs]. There has been a mixed reaction as the majority see this as an issue we have caused ourselves, but it is an ongoing conversation.

If we get an extension on Brexit until the end of June it will hopefully allow for more clarity [before we leave] and give more time to prepare. It is mind blowing how much still needs to be dealt with across the country and there's no time to do it. Things like driving and insuring vehicles going across the border, reappointing members of staff and training them to manage export documentation - it is a significant demand on resources.

We traded with the south [of Ireland] before the EU came into play and went through the daily customs checks. We wouldn't invite it again but that is out of our control. We just want to know what will happen and we will deal with it.

Mike Branney, managing director and co-founder of fast fashion etailer Oh Polly

Based in: Glasgow

For us, the concern is around recruitment in the long term - particularly in certain skills shortage areas such as web development. We've recruited three European web developers over the last year alone because there just aren't enough of them in the UK. I don't know how easy it will be to get them visas to work in the UK.

There's also a massive issue surrounding logistics. It's still really unclear how smoothly goods will be flowing in and out come the end of the month. We've been assured by partners such as DHL that there will be no issues. They have put in additional capacity and they're only going to be prioritising their existing customers, they're not taking on any new customers. So, if the ports get blockades or anything, we should still be all right.

We don't have any suppliers in the EU and we're not reliant on the EU as a marketplace, they're a very small percentage of our exports - so on that front it won't really impact upon us. If anything, being vertical and largely operating away from the EU gives us an advantage when the exchange rates fluctuate. It gives us a good advantage because we buy everything in US dollars.

Looking ahead, a good trade deal with the US would be good for us because that's a massive growth market and one of our targets for the next three years. Any agreement that we could get there in terms of tariff-free trade would be great.

Ray Clacher, executive vice-president of Trinity (which owns brands including Kent & Curwen and Gieves & Hawkes)

Based in: London

Every quarter we have a Brexit meeting. We look at potential tariffs, how we trade with certain countries, the what ifs. We have looked at every vendor, every supplier. Where do all the component parts of the product come from? Our brands are high end, so we use a high percentage of Italian cloth. We've tried to work out what effect it would have if Brexit didn't happen, or we crashed out [without a deal]. We have looked at our current stockholdings, our commitment to those cloth mills. Nothing has necessarily changed, but we know what we're exposed to.

We're also looking at countries on the edge of the EU. Turkey is a big one - we make a lot of shirts and casualwear there. There's a lot of concern, as that could be extremely exposed. We've had a look at that, and at potentially counter-sourcing. If we couldn't trade with Turkey, could we do similar product at the same price elsewhere?

Generally speaking, other than having a plan B, we haven't done anything. We're not intending to change our pricing. We buy in sterling and the pound to euro rate has been steady at €1.13-€1.17 all year. We've taken the stance not to hedge. If Theresa May gets her way, the pound could fly, in which case we'll bank that profit.

Juls Dawson, director, sales of marketing and branding agency Just a Group

Based in: London

I don't think anyone really knows what the impact of Brexit will be, either short or long term - whether that be backlogs at ports, changes in agency law or new tariffs and duties that may hinder cross-border trade.

Undoubtedly there will be repercussions and changes to the way we work every day, and I hear of many companies making the best preparation they can, whether that be stopping international buying trips or stockpiling products or components. But for us, however naive it may sound, we will wait to see what happens. We truly hope all the concerns regarding a logistical Armageddon hampering our day-to-day trade is another "millennium bug" episode and we will all look back with a sigh of relief.

Stavros Karelis, founder of independent retailer Machine-A

From my perspective, the first main issue is currency, as we are buying so much product from international brands in euros and other currencies.

We have had to hedge currencies for the first time. If sterling hits a big low, that could really affect the business and the buy.

The second issue is what is happening with stock movement and deliveries. When are the products arriving and what will the import duties be? How will this affect the pricing, the cost of products and the price we sell for? Some businesses can move or switch between different warehouses, but we are not big enough for that.

What we have done is tried to move deliveries, to get everything here before the possible tariffs come in.

There is also the issue of if the goods are going to be stuck. The worst-case scenario is if the products won't be able to come into the UK or get held up. That, plus tariff duties will have a big effect.

It will affect the pricing of the products. If the brands have to change the prices on everything, we will have to change our all pricing, which is already part of our budget and imputed in all our system.

The problem is that it's all based on assumption at the moment, and that is creating the most uncertainty. No one feels secure because know one knows. There is no clear message. This is the worst thing, because from currency to deliveries to the mood of the customer, it's all relating to an assumption that no one knows.

There other worry is visas, and whether staff are OK to stay and live and work in the UK. Our staff are very international, including me.

Victoria Prew, co-founder of womenswear rental start-up Hurr Collective

Based in: London

From our perspective, the biggest immediate impact comes on our workforce. As a start-up, we work with freelancers from across the world, so when there is uncertainty and the value of the pound fluctuates against the dollar, it can dramatically affect our costs, especially as a small business.

As we started the business, we hedged our bets as we don't know what will happen next, so we are building a UK-focused company. Everything is handled in the UK and everything operates exclusively in the UK at the moment. That means we don't face too many immediate issues.

However, expansion to Europe, the US and all sorts of other countries is on our roadmap for the future, and how that happens will partly depend on the outcome of Brexit discussions.

In the short term we are quite safe, but as we look to expand down the line, we want to be an international business so free and easy trade with Europe, as well as elsewhere, would be the ideal situation.

Jo Davies, founder of independent retailer Black White Denim

Based in: Cheshire

My stance has been that until we know precisely what is going to happen, it's business as usual.

Our revenue is increasing and as such, so are our budgets. Most of what we buy is in sterling though we do have to buy some stock in dollars and euros. We factor this in when buying and keep our fingers crossed that the exchange rate is neutral or works in our favour.

We have just added a new part-time member of staff to our team to help with the digital side or our business as this, as well as in-store, is driving growth.

Hugo Adams, CEO of childrenswear brand Frugi

Based in: Cornwall

The difficulty is knowing whether it's going to impact us or not, because there are so many different options and possibilities. What we've tried to do is plan for the stuff that's in our control. It all takes time and effort, and it's a distraction from trying to grow the business.

We've moved orders forward to try to avoid things coming through over this period. It has cost us some money - not a lot of money - but at least our goods aren't perishable and they're not that time sensitive. We don't want to let our wholesale stockists down, so that is a key concern of ours.

The second thing was about getting ready for any extra administrative burdens - making sure that we've got the resources or the potential resources to cope with a lot more bureaucracy and paperwork that is required with importing and exporting.

Then the last thing is the long-term contingency to have some sort of distribution centre or presence in Europe. At the moment, we don't have any employees [based] outside the UK. Our second-biggest market is Germany, so we've got potential third-party options for warehousing there if we need it.

Samantha Frost, co-founder of womenswear etailer Pretty Lavish

Based in: Hertford, Hertfordshire

The biggest impact from Brexit for us is around getting products through customs from suppliers in the Far East. Even now, there is so much uncertainty still on what will happen.

As a result of this, we are trying to work with longer lead times - we are developing our designs further ahead at the moment to prepare for the likelihood that things might get stuck in customs.

We have a knitwear factory in the UK and the rest of our manufacturers are in the Far East, so we don't actually import anything from the EU itself. But there is so much uncertainty around how things will end up, that we are preparing ourselves by working on products further in advance - that's all we can do at the moment, really.

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How retailers and brands are planning to beat Brexit

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Today (29 March) was to be a historic day for the UK - the date we exited the EU. However, after parliament rejected prime minister Theresa May's withdrawal agreement and voted against a no-deal exit, EU leaders offered to delay the Brexit date to either 12 April or 22 May.

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Nearly a third of new British businesses will begin life as a pop-up shop, according to a study by EE.

From being a niche alternative to a long retail leasehold, created by the 2008 financial crash, pop-up shops have gone mainstream.

From food to fashion, to bookshops to sport shops, retailers small, growing and large are using the pop-up shops to grow their sales and experiment with new ideas.

In many ways they are an ideal entry point for a young, small business - long-term commitment free, cheap and cheerful while retaining an exclusive and scarce feel for consumers.

Here, we'll investigate the rise of pop up shops in the UK, find out how much they cost and how to find the right spot for you.
David O'Neil, head of commercialisation for pop-up shop landlord Hammerson explains that the pop-up store trend is here to stay and why it can be a good first step into retail for small businesses.
With the pop-up market estimated to be worth in excess of £3 billion a year, it's clear the phenomenon is here to stay.

Encouraging local businesses to take advantage of pop-up shops not only benefits the small business owners, but provides additional opportunities for shoppers to buy from local suppliers and allows us, as a landlord, to be a bigger support to our neighbourhoods.

Pop-up shops are flexible

For smaller retailers, commercialisation offers a cost effective, flexible route to market. SME's can test concepts and refine or adapt their proposition to suit consumer tastes without the pressure of a long-term lease, and while benefitting from the experienced guidance of on-site teams. With the right mix, shoppers are inspired to come and discover something new more frequently, and fledgling businesses have the opportunity to test the water, create brand awareness and showcase the next big thing in retail. Some now very well-known brands launched via pop-up events, including Innocent Drinks and Meat Liquor.

Good footfall for pop-up shops is key

Industry research suggests that 50 per cent of customers have visited a pop-up and so it's the quality of the location and strategic positioning that really matters. Start-ups and entrepreneurs must take advantage of the exposure venues can offer and the high customer traffic locations for the best shopper engagement opportunities. Whatever the size of a brand or business, we can create the perfect platform to set sales alight. Pop-ups need to be in the highest footfall locations, they can't be off pitch as they are often not there long enough to generate "slow-burn" attention. With an average customer dwell time of 98 minutes, our spaces are strategically located to get brands noticed immediately and deliver this stand-out attention.

See the most popular sectors for pop-up shops

The history of the pop-up has four distinct phases. Firstly we saw celebrities launching them, for example reality television star Lydia Bright showcased her fashion boutique Bella Sorella back in 2013 at Silverburn in Glasgow.

Then we saw online brands like Skinnydip going offline with a pop up at Brent Cross, London. This trend continues today with women's fashion brand Hush having launched recently at Victoria Gate, Leeds.

Next some brands such as Harper & Lewis, the vintage clothing specialist, adopted a pop-up only business model which allowed them to evolve into longer leases over time.

We've also hosted Sound: Leisure jukeboxes, furniture manufacturer Swoon Editions and Etsy (the global marketplace for unique and creative goods), all of whom were online pure plays. Calendar manufacturers have been active in this sector taking advantage of seasonal opportunities as has Halloween HQ. Tesla trialled physical stores entirely via popups initially which led them to move into permanently leased units.

Pop ups are now a key feature of premium shopping centres

Finally, pop ups became accepted and welcomed as an integral feature of premium shopping centres which has arisen through the more flexible use of spaces. A great example of this is LinkStreet, a walkway within the Bullring in Birmingham which is dedicated exclusively to popups. The shutter-fronted space features an open-plan design with magnetic slots in the walls allowing easy and quick set up of shelving units and other fittings, all of which are provided by us. Brands such as DA Clothing, Major London 05 and Ratchet have appeared here.

Cost of launching a pop-up varies across the UK

Cities like Bristol, Leeds and London have a real entrepreneurial spirit and a greater volume of small businesses. Costs will be higher in these places as there is more critical mass of new brands.

"New brand have to work a bit harder on making their pop-ups look fantastic and get social media behind them to create a real buzz"

That being said, we're seeing indie brands in conversation with our teams in every city we work in across the UK. We always bring the conversation back to sustainable business for everyone - if the offer is likely to be popular with our customers, we always strive to find a solution that delivers that whilst nurturing the brand in question.

In terms of pop-up shop designs, flexible furniture with a number of different uses that can be moved around is proving popular. Most successful shops have a central focal point which is a real draw. A great example of this is the highly successful Mercedes pop-ups we hosted in several of our centres across the UK, fitting out the shop as a showroom and even bringing in a Formula One car for customers to capture the all-important Instagram moment. This really gave people an experience and the stores sold spin off merchandise which was in huge demand. Renault also undertook a really cool 90s throwback pop-up at Bullring in the summer to celebrate the 30th anniversary of the Clio with the original and modern models side by side.

Whether your businesses is a cooperative, a franchise, owned privately or a social enterprise run by non-profits, Hammerson Engage has a range of opportunities to help establish your business within the local community and keep it vibrant.

So, pop-ups are unlikely to be as transitory as the name suggests - and we see no signs of the trend slowing down.
Indie Foolheea, founder of ethical brand platform Control Change, which sells stationary, chocolate, jewellery, skincare and more, shares how she got a pop-up shop space in London's tech city district and how she found the experience.
How I found a location

I found my pop-up shop location through Appear Here, which has a monopoly on some of the best spaces in London. I simply told their concierge service that I was looking for a certain location, told them what my idea was, submitted it and someone got in touch pretty quickly. They gave me a shortlist of locations and I eventually settled on Old Street tube. I've taken six days' space here, it's a good location because it has strong footfall.

I went straight to a pop-up shop space instead of a market stall... I know how the retail business works as I've managed brands in the past. I currently support smaller ethical and sustainable businesses with their social media and content as a sole trader and Control Change is an idea that grew out of my consulting work.

How much do pop-up shops cost?

In Old Street tube it generally costs no less than £1,000 a week as well as an upfront security deposit of £1,000, (which you get back at the end like a deposit for a flat). You don't have to get a pop-up shop licence but you must pay for public liability insurance which you can find out about via a quick Google search.

Branding the shop

I was quite lucky as my husband is an UX designer so he designed my logo as well as the furniture. I wanted a rustic or vintage style for the benches and tables and it was all quite easy to hire online - I went through Rustic Hire, it all cost around £600-£800 but I put the shelves up myself to save money.

Promotion and social media

I mainly used Instagram to get engagement with people and used Twitter for ads. I didn't do flyering outside the shop as we're retail so it didn't feel right - flyering would work better for food and drink products. I also did some events in the pop-up to provide more of an memorable brand experience for people.

What would I have done differently?

In general my pop-up shop experience has gone better than I thought it would, especially for someone so new. But if I could have done it differently I'd have given myself more time to plan as two to three months is not enough. I manage about 20 brands and and dealing with them on a logistic basis was probably the number one challenge for me. Some people would drop products off here early in the morning while some came later so organisation is key.
Gary Bierton, marketing director from Classic Football Shirts explains how the company has taken on new pop up shop locations and carved a niche for itself in a competitive retail sports market.
Also I'd advise to think well ahead about your promotion strategy so you can get to people in time well in advance. If you're going to the press, contact them a month or two ahead of time - that's how we got featured in the Emerald Street newsletter, which goes to 150,000 people each week. Also, be prepared for things not going to plan!

I've lost a bit of money this week but we're also online so I've supplemented having a space for six days with an online presence as well. I hope to make the money back in the next few months through subsequent online sales.

We took a two floor pop-up shop at the Barton Arcade in Manchester in October 2018 until Christmas and we found the location, an art deco and mixed-use venue, through Appear Here. The footfall is good and it's quite an iconic building.Just yesterday, we did about £6,000 in sales.

The initial idea was to pack as much memorabilia in as possible and make the design of the store and what was hanging on the walls almost as interesting to our niche audience as the football shirts on the rails. For example, we've got a 90's arcade machine which we've redone with our logo and branding and loads of different players from that tournament. There's a lot of artwork on the walls from various people on social media that we've put up. with our logo and World Cup '94 designs as well as around 100 vintage magazine frames, which creates a nostalgic and authentic experience.

For our pop-up shop in The Old Truman Brewery in Brick Lane, London, where we've been trading since April 2018, some of the initial kind of buzz has died off but we're still making £2,000 a day in sales. To drum up interest in the London store we put on an exhibition at the Old Truman Brewery in July 2017, which showcased some of the rarest and most valuable shirts we'd be selling in the sh0p. The £2,000 a day we're doing now is obviously still amazing and we're really happy with it.

We sell thousands of vintage football shirts from the 80s and 90s alongside products that you can get from Sports Direct and Lillywhites, who are all spitting out the same kinds of things all the time. We sell shirts from well-known clubs like Manchester United and Liverpool as well as more obscure ones like San Marino and German outfit Dynamo Dresden. By prioritising the pure variety of the stock we've managed to differentiate ourselves to the bigger players over the years.
Oli Silver, owner of independent Birmingham arts shop Vincent Van Doodle shares how getting a pop-up shop got his business into one of the countries most iconic shopping centres.
Given the state of the high street at the moment, there's places coming and going all the time so the opportunities for businesses like us that might not have been around 10 or 15 years ago are more readily available now.

"(West Ham striker) Andy Carroll was at the London shop a few months ago"

By Spring of 2015, we had built a website, put some artwork together and done a couple of trade shows and had some newspaper articles written about us - but we still weren't getting much traffic to our site. Back then, my wife, Jules, and I were working part-time while we had a concession (a small space in other people's stores) in Solihull shopping centre. She was always on the look out for little areas for pop ups and eventually found a spot on Appear Here in 2016.

See the gallery below for a selection of Vincent Van Doodle's movie prints for sale on their website

She noticed that LinkStreet in Birmingham, between the Bullring shopping centre (a shopping mecca) and Grand Central Station, which had been a right rough little street when I was growing up, had £10 million quid chucked at it and was completely changing. There were four or five little kiosks opening up and the landlord was offering pretty good introductory rates for new local independent retailers.

I thought, 'I'll give it a go because it's a good place to test the business. If it doesn't work there, it's not going to work.'

We jumped at it and booked in two weeks to start with. At first, the kiosk cost £650 per week and we got two weeks for £1,000. It may sound a lot but compared to a trade show, which costs thousands of pounds down at the O2 or Olympia, it's quite cheap. Most of the shop was fitted and ready to go and it gave us the opportunity to put our product forward to the passing public rather than just trade show people. The strength of the footfall also means we don't have to flyer outside, which is something I've never liked the thought of. Thankfully it worked and they kept us on.

Moved from a kiosk to a pop-up

We've then moved up to a larger 500-600 sq ft pop-up shop - about the size of a Greggs and signed a two year contract. We got a unit in time for Christmas then weathered that trading period while growing steadily without getting ahead of ourselves.

Starting from scratch is daunting

Even for a person whose always been at book management level, the thought of starting a retail unit from scratch after only running a website for a few months is quite daunting. You've not only got the financial risk but other complex issues like:

It's a massive minefield and if you get your pricing or your product wrong you're going to struggle.

I think it's also a big deal for Bullring because they're not used to this climate of little independents starting up who don't quite know the rulebook. They're used to the big brands, the Next and the Nando's coming in who know what they're doing.

We've improved the shop slowly

Having worked as a designer and my wife being design led enabled us to get a lot of market material in like a logo, the shop window and we shop-fitted it ourselves. The cost of getting shop-fitters in would have been astronomical compared to what we were able to afford. So over the last two or three years we've just tried to improve the shop on a monthly basis. We've put new fixtures and fittings in, got better product representation, much better details on the shop floor, improved the wallpaper and improve the lighting. However, we still need to improve our website which is terrible. When it comes to our pop-up shop it looks like we know what we're doing. At the beginning we hadn't a clue but we've managed to blag it!

From what was a quick, 'do you want to come in for two weeks and try things and pop a few bits of artwork on the wall' has now turned into a fully blown contract! Hopefully we will be here for another two or three years.

We'd like another unit and continue to grow.

Watch the below video on how to design a pop-up shop

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The essential guide to setting up a pop-up shop in the UK

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Nearly a third of new British businesses will begin life as a pop-up shop, according to a study by EE. From being a niche alternative to a long retail leasehold, created by the 2008 financial crash, pop-up shops have gone mainstream.

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Pop-up retail has taken the UK by storm over the last few years, with temporary shops now proving a staple in many of the country's busiest retail spaces.

The UK's pop-up industry is estimated to be worth £2.3 billion, accounting for around 0.76 per cent of total retail turnover, according to EE's Britain's Pop-Up Retail Economy report.

Furthermore, 44 per cent of customers say they have visited a pop-up shop in the last 12 months and the industry employs 26,200 people.

These figures could potentially increase dramatically, given the crippling hikes many retailers face under the new business rates revaluation and the increasing numbers of bricks-and-mortar retailers closing down and leaving behind vacant units.

Appear Here, a company at the forefront of the pop-up retail movement in London stated that there was £33 million in demand for pop-up spaces, with 3000 pop-up spaces in London alone last year.

Appear Here acts like a an "Airbnb for retail", allowing retail businesses to book a vacant space for short-term periods.

While based in London and focused on pop-up spaces all over the UK, it also has an office in Paris and it recently ventured into the US for the first time.

Appear Here's chief marketing officer Elizabeth Layne said around three quarters of pop-up stores leased in the UK are by independent retailers or startup companies, given that they don't yet have the means to consider a store in the prime retail locations where these pop-ups are situated.

"In terms of segments of customers that have grown, we're seeing more and more ecommerce companies that want to test offline," she said.

"More independent brands, or privately-owned start-ups tend to be the big majority in the UK. They have a bit more freedom, they take longer leases. They have a mix as to whether they're using the space for selling or marketing, sometimes both.
READ MORE: Porsche drives into Liverpool One with new pop-up store
"We've seen so many brands actually launch their business with a pop-up. Whether it's launching in a new market or completely launching from scratch.

"Some brands that are now becoming fixtures in London actually launched with an Appear Here pop-up. They've used us to test the market, test their idea, hone in on their product."

Despite the obvious benefits available for independent brands, big name retailers are also jumping on the pop-up bandwagon.

In a recent interview, Manchester Metropolitan University business school Professor Gary Warnaby told the Retail Gazette that the retail landscape was perhaps contracting, and that "physical stores as a show room rather than a selling space might be a way forward".

According to Layne, this is a trend that has been seen from established retailers using pop-up spaces.

"From a trend perspective, we have seen more bigger brands using retail space as media space," she said.
READ MORE: Notorious B.I.G pop-up shop opens in London
"They've seen that its more efficient in some ways than traditional media outlets like TV or at home. It really offers an opportunity to engage with customers.

"Some interesting examples there could be Hunter Boots, which booked space with us in Piccadilly Circus station.

"They booked several units, they didn't sell merchandise there. Instead they used the space to create an installation which then drove traffic to their store not too far away.

"With the ability to book short term rent this is actually pretty affordable for them. And in in some cases it has a more efficie

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The rise of pop-up shops and what it means for retail

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Pop-up retail has taken the UK by storm over the last few years, with temporary shops now proving a staple in many of the country's busiest retail spaces. The UK's pop-up industry is estimated to be worth £2.3 billion, accounting for around 0.76 per cent of total retail turnover, according to EE's Britain's Pop-Up Retail [...]

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Supreme x Louis Vuitton - The leading online destination for men's contemporary fashion and streetwear. Shop at our store and also enjoy the best in daily editorial content.

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Throughout the 1990s, supermodels dominated the fashion industry. The top models of the 1990s were Linda Evangelista, Cindy Crawford, Naomi Campbell, Tatjana Patitz, Eva Herzigova, Nadja Auermann, Christie Brinkley, Christy Turlington, Kate Moss, Carla Bruni, Tatiana Sorookko, Helena Christensen, Claudia Schiffer, Karen Mulder, Yasmin Le Bon, Nadège, Yasmeen Ghauri, Stephanie Seymour, Carolyn Murphy, Amber Valletta, Shalom Harlow, Kirsten Owen, Kristen McMenamy, Guinevere Van Seenus, Alek Wek, Karen Elson, Michele Hicks, Stella Tennant, Audrey Marnay, Amy Wesson, Maggie Rizer, Erin O'Connor, Kirsty Hume, Bridget Hall, Milla Jovovich and Tyra Banks.

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Throughout completing my project I used a diary to keep track of my work and my journey.

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I have produced my own promo video for my pop-up shop which I can use to promote on instagram.

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I have inserted all my research and photos from my online and offline compshops.

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I took a survey on instagram to see what my followers thoughts were on multiple different questions, to help me with my research.

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I took a survey on instagram to see what my followers thoughts were on multiple different questions, to help me with my research.

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Yes it's true, Victoria Beckham was in Birmingham today.

Shoppers were surprised to see the former Spice Girl in Selfridges in the Bullring on a Wednesday evening - but she is no stranger to the city.

The busy mum-of-four revealed exclusively to BirminghamLive that she has lived in the city previously.

Dressed in split front trousers, a green trench coat and animal print shoes from her spring/summer 2019 collection, Victoria met some of her customers in the city, smiling to the crowds as they gathered on the fourth floor of the department store.

"It's been a long time ago since I visited Birmingham. I actually lived here years ago, for a few months.' she told us.

"When I left college - I was a dancer in a show and I lived in Edgbaston and I loved it - I had such a great time. There is such a great energy here."

The A-lister was back in the city to showcase her new collection - and we got the low-down on her shopping secrets.

Victoria said: "My aim has always been to make women feel like the best version of themselves and feel empowered - it started that way with music and the Spice Girls and now it's empowering people through fashion and soon beauty.

"I do feel women in Birmingham love fashion and beauty, they have great taste and know how to dress.

"And it's not just fashion and beauty here, there are great restaurants too - it's great to come here."

Following her hugely successful pop career, Victoria started her fashion empire in 2008 with just 10 dresses.

The 45-year old, who is married to football ikon David Beckham, is now the owner of an international luxury brand, selling her ready-to-wear catwalk collection, luxury leather items and accessories such as sunglasses, eyewear and shoes. And her beauty launch is imminent.

But her range doesn't come cheap with items costing up to £2,500.

Asked about advice for fashionistas that can't afford designer threads she said: "I would say, it's not about owning lots of stuff - you need a few key pieces, simple pieces, perfect white t-shirt, the perfect pair of jeans - a smart jacket. Not stuff for the sake of it - it's a waste. I think it's about mixing and matching. There are some great high street stores, but you have to be conscious of where you are buying from because that is key, to be responsible, and take sustainability into consideration. Vintage shops and second hand stores are great too."

Victoria's designs are regularly worn by a host of A-List clients including Meghan Markle, Kendall Jenner and Lady Gaga. Most recently Killing Eve actress Jodie Comer.

Victoria, who revealed the Beckhams would be having a family day to celebrate husband David's 44th birthday tomorrow (Thursday May, 2) also admitted feeling 'guilt' when she is at work away from her four children- Brooklyn, Romeo, Cruz, and Harper.

"I have got advice but it's advice I should also take myself and that's, don't feel guilty. You do feel torn all the time and it's hard. You are setting a good example to your children. Mummy goes to work and has a passion and is earning money for the family. It's fine if you want to stay at home with the children but it's about choice."

The new Victoria Beckham range is available in Selfridges and online

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This is why Victoria Beckham was in Birmingham today

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Yes it's true, Victoria Beckham was in Birmingham today. Shoppers were surprised to see the former Spice Girl in Selfridges in the Bullring on a Wednesday evening - but she is no stranger to the city. The busy mum-of-four revealed exclusively to BirminghamLive that she has lived in the city previously.

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Manufacturing in China has been the synonym for production in Asia for a few decades. However, things are changing. Vietnam, Thailand, Malaysia, India, and Indonesia are all perceived as the "new-China" due to significantly lower wages. But are salaries the most important factor in the decision of where to manufacture? Let's find out by comparing manufacturing in China vs. Vietnam.

1. Wages In Vietnam Are Two Times Lower

In the past 10 years, salaries of factory workers in China have doubled. When manufacturing processes depend on actual labor work, it is more likely production costs will be cut down in Vietnam, not in China. But keep in mind, there is a trend of wages rising across the whole of Southeast Asia.
Score: China - Vietnam 0:1
2. Semi-Complex And Complex Products

While it might be cheaper to manufacture jeans in Vietnam, printing any application on those jeans will put China ahead. Not only is it cheaper, but the experience is on China's side. Not to mention all the other products such as plastics, electronics, printing, packaging, etc. China has decades long experiences in the manufacturing of EVERYTHING. Nobody will beat that at least for another 10 years.
Score: China - Vietnam 1:1
3. Access To Raw Materials

China, by and large, has the advantage in raw materials. First, China has been the world's manufacturing hub for a long time. Second, China is the most attractive consumer market in the world. These two factors alone mean there are massive stocks of all types of raw materials. This makes raw materials both accessible and affordable. Vietnam's manufacturing industry heavily depends on the importation of raw materials. Sometimes, importation costs might prove to be too expensive, and the savings from affordable operations are unable to outweigh those costs.
Score: China - Vietnam 2:1
4. Overall Experience and Hardworking Culture

With a mature manufacturing industry, China has millions of skilled workers and factory managers. These people are raised to become hardworking individuals who all contribute to making their country great again. In fact, only six years ago average labor productivity in Vietnam was only 7% of that in China. This is pretty much the case across all the other countries in Southeast Asia.

Whenever you manufacture a new product, you need to train staff, optimize production lines, etc. Big corporations usually do that themselves by employing manufacturing experts. That's why Samsung or H&M can move manufacturing to Vietnam, or even on Mars if Martians are cheap enough and willing to sew for humans.

If you're just looking for a factory to take care of manufacturing processes themselves, then you will find what are you looking for in China. Yes, many manufacturing horror stories happen in China. But wait awhile for Vietnam and India to get more orders, and then you will also have more horror stories coming from there.
Score: China - Vietnam 3:1
5. Infrastructure

China has developed all types of infrastructure, and they are among the best in the world. In reality, if you need to send a package from the north of China to the south, it will probably be the fastest and most affordable delivery of any given distance in the world. Whether you ship by air, ground, sea, internationally or locally, China is the most competitive in this area.

The railway and highway systems are incredible. China's harbors and trading fleet are huge and busy, which means competitive. Sometimes, international shipping is subsidized by the government. Also worth mentioning are excellent communication and power grid infrastructure. All of the above affect the final price of manufacturing and ultimately, what a factory can or can't make.

It takes time to build such a massive and high-quality infrastructure, and no country will be able to beat that for decades. While Vietnam's infrastructure isn't inadequate, China's is a lot better.

For example, China's widespread across the country bullet trains can reach up to 350 km/h (218 m/h). Officially, Vietnam is planning to achieve that by 2050.
Score: China - Vietnam 4:1
6. Scalability and Options

Most of the Chinese factories can scale production. And even when they can't, just cross the road and enter a factory that can produce whatever is necessary. Sometimes, there are thousands of factories in a single city. They often do the same or similar types of products. Chances are you'll find what you need.

There are always factories willing to work with small, medium and large businesses. As opposed to what most people think, it is fairly easy to find factories willing to manufacture lower quantities here. For anywhere else in the world, a few thousand units is not a big enough order. Factories in other countries have a significantly higher MOQ (Minimum Order Quantity). Vietnam can't keep up with China in this regard. Its population is 15 times smaller.
Score: China - Vietnam 5:1
7. Bureaucracy

While in the past, people had a truly tough time communicating with Chinese factories, things have gotten better now. Most factories have English speaking sales representatives. Their English isn't that great, but they can still get things done.

However, China has three times more restrictive regulations on foreign investments. It is difficult and expensive to navigate through the Chinese legal system. All in all, it is easier to do business in Vietnam if you want to set up your own production line. The entry bar is way lower in Vietnam than compared to China.
Score: China - Vietnam 5:2
Bottom Line

Vietnam is gaining experience in manufacturing and learning. The government does a lot of good things to attract foreign investments and the political situation is stable. Therefore, having Vietnam as an option for manufacturing, especially for clothes, shoes, furniture and industrial machinery is still a good idea.

However, manufacturing equation includes many elements. Vietnam offers some important advantages over China, especially in the low-cost manufacturing. But China is still the central hub for both low and high-end manufacturing. The crown could be taken in the future, but for now, China wins.

Are there some other countries that can compete against China in manufacturing, maybe India, Eastern Europe or some African countries? Share your opinion below.

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Manufacturing: China vs. Vietnam (Pros and Cons)

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Manufacturing in China has been the synonym for production in Asia for a few decades. However, things are changing.

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WGSN | Creating Tomorrow | Trend Forecasting & Analytics

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Log in to WGSN's suite of industry-leading trend forecasting, analytics and consumer intelligence tools to remove risk and start empowering your decisions.

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I  visited covent garden to take a look at the surroundings.

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I  visited covent garden to take a look at the surroundings.

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Living for the moment, Aspirant Tribes know the look, music and lifestyle they want - and will spend big in order to get it! Attuned to what's happening in Leading Edge circles, it's about keeping up with what's cool but without all the hard work of creating it themselves. These Tribes will be found in Student Unions across the UK, from UE to Loughborough.

Social butterflies, they are spending summer holidays hitting the festival circuit - from Bestival and Secret Garden Party in the UK to Croatia's Outlook and Serbia's Exit festival. Whether it's the latest pop-up, food truck, concept store, art gallery or nightclub, they want to be the one to have seen it first - and post it on social media. Experience seeking drives the Aspirant segment, and introducing the newest fashion and music to their friendship group motivates Tribe members.

From the ubiquitous gap year alpaca jumper, to the MacBook Pro, Ugg boots and Hershel backpack, Aspirant Tribes are big consumers with strong brand affiliations. Brands trying to crack the Aspirants need to work hard to prove their cool credentials. They need to be in the right place, at the right time, with the right people - although appealing to them may be challenging, those who do are rewarded with surprising brand loyalty.

Trendies

Trendies are driven by beautiful things and beautiful people, Trendies love fashion and are always looking for the next big trend!

They're the biggest outwardly 'brand-me' Tribe - they're universally aspirational in fashion and music, both offline and online.The rise of Mainstream Brand Me behaviours and fast fashion means the Trendies are still going strong and are one of the biggest Tribes on the map in 2015. Their influence is if anything growing, as more and more Trendies lean towards vlogging and sharing their super-soft-focus, Instagrammable lives online - inspiring younger teens to live a perfect life.

Vloggers
Vloggers and Bloggers are at the heart of today's Tribal map - inspiring a whole generation how to live.
In 2012 Tumblr Kids joined the map - by 2015 Vloggers are one of the most familiar and famous Tribes in the UK. A catch-all Tribe to describe young people that are vlogging, blogging, tweeting and instagramming their lives, attitudes and values online; they aren't creating culture and new social norms (bar those with 1M+ followers!) but are having a huge impact on youth culture today.

New Casuals

New Casuals are football mad lads with a love of underground club music and understated fashion - but will move to the next thing once it becomes predictable...

Hypebeasts

Urban and Skater inspired, US-rooted breed of New Casual - who love Hip-Hop and electronic, niche knowledge, luxury sportswear and limited editions.

Hypebeasts are a new breed of New Casual/Hipster- obsessed with the aspirational Urban lifestyle and the brands that go with it. With a thriving online culture, key icon products and their own language (Bump, OG, Grail, Wavey...) they are thriving - but bitchy too!

New Casuals
The New Casuals are unchanged on the map - think twenty-something, understated lads that consciously maintained low-key style from Norse, APC and Folk.
Their hate of hype and broadcasting their lives makes them polar opposites to the Hypebeasts! While they share a love of music, festivals, fashion and footy - the Hypebeasts are all about niche language, products and 'getting in there first'.

Hipsters
It's been a long time coming - but the Hipsters are firmly out of the Leading Edge, and are getting younger by the year.
Poor Hipsters! Since 2012, they took over being the vilified Tribe from the Chavs - synonymous with being 'try hard' and vacuous at a Tribal level, but receiving derision from wider British culture too (even your dad knows what a Hipster is in 2015!).

As authenticity became a key tenet of youth culture and the Hipster look was disseminated to teens via Primark; the iconic skinny jeans, glasses and obsession with Bergheim made the Hipsters a stereotype and an insult for the original Hipsters (most of whom have now aged out of the Tribes model).

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Living for the moment, Aspirant Tribes know the look, music and lifestyle they want - and will spend big in order to get it! Attuned to what's happening in Leading Edge circles, it's about keeping...