UK high streets to lose 5,000 shops in next five years

June 4, 2013 12:04 am

UK high streets to lose 5,000 shops in next five years

By Hannah Kuchler

British high streets are forecast to lose another 5,000 shops in the next five years, as stores – caught between cautious consumers and competition from online and out-of-town rivals – lower the shutters for the last time.

Town centre shopping streets have lost 5 per cent of their outlets in the last two years, according to new research from the Local Data Company and the Saïd Business School. If this trend continues at the same rate, they project that high streets will shed another 13 per cent of stores by 2018.

Tracking the fortunes of 1,300 UK high streets over the past two years, the joint study shows the changing nature of the shops that remain, reshaping retail precincts across the country.

The research shows that almost one in ten high street stores sell discount or second-hand goods. Alongside the poundshops, pawnbrokers and convenience stores, the UK now has more nail bars than Chinese restaurants.

Matthew Hopkinson, director of LDC, said the high street was seeing its biggest period of change in the last thirty years – and the pace of transformation could even accelerate.

“It is the culmination of a lot of super centres being built, the growth of supermarkets and an increase in technology, with online shopping growing from basically zero per cent in 2000 to 12 per cent today,” he said. “We like to look at the high street a bit like a museum, but how often do we actually go there?”

The most visible sign of how the economic crisis has hit high streets are the rows of payday lenders and betting shops that have opened as other shops have been forced to close. The Labour party have said they would change planning laws so councils can refuse permission for these businesses.

The profusion of pound shops are another clear indicator of a consumer in trouble. As 99p stores compete with Poundlands, their offering is becoming more competitive and starting to rival more established chains like WH Smith and Boots.

“There is a much greater range than there was”, Mr Hopkinson said. “They’ve gone from being a market stall full of tat to running their own production lines and working with people like Procter & Gamble.”

High streets across the country are diverging, with the big chains closing shops in secondary locations to focus on wealthier areas where consumer spending has held up, and a surge in eating out lures people to town centres.

Research over the last thirty years shows areas with investment, such as Bluewater and Derby, shot up the list of top shopping centres, while those left to languish, like Croydon, tumbled down.

But all is not necessarily lost for the great British shopkeeping tradition. The rise in the number of nail bars – with health and beauty outlets up by more than 10 per cent in the last two years – and a 2 per cent increase in the number of independent retailers, could be early indicators of a more entrepreneurial high street.

Clive Black, a retail analyst at Shore Capital, said falling rents could encourage people to start their own shop and bring greater diversity to the UK’s homogenised high streets.

“Nail bars are a great example of the entrepreneurship we need to see in fashion, food and other categories,” he said. “All that’s individual and distinctive will bring footfall back into town centres.”

But he warned that such a huge change would require help from local authorities tomake the high streets pleasant places to shop – and would take time.

“It is 10, 20, 30 years away, not months. There’s a need for a struggle across the country,” he said.

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Kee Koon Boon (“KB”) is the co-founder and director of HERO Investment Management which provides specialized fund management and investment advisory services to the ARCHEA Asia HERO Innovators Fund (www.heroinnovator.com), the only Asian SMID-cap tech-focused fund in the industry. KB is an internationally featured investor rooted in the principles of value investing for over a decade as a fund manager and analyst in the Asian capital markets who started his career at a boutique hedge fund in Singapore where he was with the firm since 2002 and was also part of the core investment committee in significantly outperforming the index in the 10-year-plus-old flagship Asian fund. He was also the portfolio manager for Asia-Pacific equities at Korea’s largest mutual fund company. Prior to setting up the H.E.R.O. Innovators Fund, KB was the Chief Investment Officer & CEO of a Singapore Registered Fund Management Company (RFMC) where he is responsible for listed Asian equity investments. KB had taught accounting at the Singapore Management University (SMU) as a faculty member and also pioneered the 15-week course on Accounting Fraud in Asia as an official module at SMU. KB remains grateful and honored to be invited by Singapore’s financial regulator Monetary Authority of Singapore (MAS) to present to their top management team about implementing a world’s first fact-based forward-looking fraud detection framework to bring about benefits for the capital markets in Singapore and for the public and investment community. KB also served the community in sharing his insights in writing articles about value investing and corporate governance in the media that include Business Times, Straits Times, Jakarta Post, Manual of Ideas, Investopedia, TedXWallStreet. He had also presented in top investment, banking and finance conferences in America, Italy, Sydney, Cape Town, HK, China. He has trained CEOs, entrepreneurs, CFOs, management executives in business strategy & business model innovation in Singapore, HK and China.

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