logo
How Next won its fight to open an out-of-town store in Dumfries

How Next won its fight to open an out-of-town store in Dumfries

Yahoo05-05-2025
The shopping habits of the south of Scotland town of Dumfries have changed significantly down the decades.
Back in the 1980s, it was a big deal when clothing giant Next first opened a store on the High Street.
The retailer then moved to the nearby Loreburne Shopping Centre - but as the years passed it argued that the town centre was no longer a suitable location and tried to switch to a new location out of town.
Next closed its Dumfries store after those plans were blocked - but now, seven years later, it has finally been given permission to open a store in the Cuckoo Bridge Retail Park.
The heart of Dumfries would still be largely identifiable to any of its inhabitants of yesteryear.
The Midsteeple has towered over the town since the early 18th Century while a statue of Robert Burns and a historic fountain sit at opposite ends of the High Street.
Its retail offering, though, has changed significantly since pedestrianisation in the late 1980s.
For many years Next thrived in Dumfries, with a site on the High Street and then in a town centre shopping complex.
By 2017, though, it had been arguing for some time that shopping demand had changed and it needed to move.
It said turnover had fallen by 40% since it opened in the Loreburne Centre and the site no longer suited a business model which had branched out from mainly fashion to include home goods.
Traders in Dumfries at the time were worried it would start a "mass exodus" and the council vetoed the plans.
The case went as far as the Court of Session and was twice rejected by the Scottish government's planning and environmental appeals division.
Next closed its doors in February 2018 with the loss of 25 jobs but always kept an eye on a potential return to Dumfries.
A fresh application to lift planning conditions at the retail park in order to allow Next to open in a vacant unit came forward last year.
Dumfries and Galloway Council had previously rejected those proposals, saying the company had not proved there was no viable alternative in the town centre.
Planning conditions at Cuckoo Bridge restricted units to the sale of bulky goods like DIY, hardware and furniture and excluded the likes of clothing, footwear or toys.
This was to exercise "proper control" over the development and avoid it "evolving" into something which could harm Dumfries town centre.
However, council officers concluded that this time around "suitable justification" had been given to drop the restrictions.
"The supporting information suggests that there are no appropriate sequentially preferable sites in the town centre and that any retail impact on the town centre would be negligible," it said.
And so, at a planning meeting on Wednesday, the local authority approved a change of conditions which would allow Next to return.
The company said it welcomed the chance to open once more in a town where it last had a store some seven years ago.
"Next are delighted to get planning," said a statement.
"We are grateful for the help from Dumfries and Galloway Council in getting to this stage and look forward to reopening a brand new store in Dumfries for our customers."
Richie Nicoll, who chairs the Dumfries Town Board which is looking at ways to revive the town centre, said he was "thrilled" by the decision - despite the out of town location.
"While we would have welcomed their return to the heart of the town centre, it's fantastic to see a retailer of their calibre investing in our area once again - especially with the recent job losses at Homebase," he said.
"The presence of Next will undoubtedly draw people back to shop locally, and hopefully also encourage other businesses to invest in the town.
"Our focus now is on encouraging those visitors to explore and enjoy all that our town centre has to offer.
"It's another positive step forward for Dumfries."
Retail giant departs after store refusal
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

How ‘big lager' beat BrewDog in Britain's battle of the beers
How ‘big lager' beat BrewDog in Britain's battle of the beers

Yahoo

timea day ago

  • Yahoo

How ‘big lager' beat BrewDog in Britain's battle of the beers

It was not so long ago that BrewDog was among the fastest-growing beer brands in Britain. Credited with sparking Britain's craft beer revolution and amid an ambitious expansion in pubs and supermarkets across the country, the upstart Scottish firm appeared destined for even greater things. Not any more. Over the past two years, the brewer's products have disappeared from almost 2,000 pubs – most of those owned by big chains – from Aberdeen to Penzance, The Telegraph revealed last week. Beer drinkers are now more likely to find brightly coloured taps for Beavertown Brewery or Camden Town at their local pub instead of a Punk IPA, BrewDog's flagship 5.4pc ABV brew. And while its beers are still sold in hundreds of pubs across the UK, the retreat marks a major knock to its share of the market as 'big lager' – once written off as a spent force against the craft beer surge – stages a surprise comeback. Over the past few years, multinational brewers like Budweiser, Molson Coors and Heineken have put up fierce competition, while a decline in demand for craft beers in favour of more mainstream drinks such as Guinness and Madri is also compounding the problem. '[Pubs] obviously haven't got the confidence in BrewDog brands to be driving volume,' says Paul Pavli, the former boss of pub group Punch Taverns and now a hospitality consultant. BrewDog has blamed its losses in the pub trade on competition from bigger brewers, alleging they are using their huge scale to effectively squeeze independent brewers out of pubs. 'It's a hugely, hugely competitive space. Obviously the likes of Heineken have got such a breadth of portfolio, and they also have their own craft brands. They've got buying power that smaller viewers or independent growers like ourselves don't have,' claims Lauren Carrol, BrewDog's chief operating officer. At a time when the cost of everything from beer to fuel and labour has gone through the roof, BrewDog has argued this is putting independents at a disadvantage as pub chains prioritise margins. In the case of pub chains which are owned by breweries, Carrol claims companies are putting more emphasis on selling their own beers rather than independents for the same reasons. 'You obviously have your cost and you've got your negotiations around your keg price, [but] big brewers will have the economies of scale that that your smaller brewers won't have. 'We try to be competitive but if someone's looking to consolidate all of their beer under one partner, that's something that we struggle to to compete with. It's an expensive place [hospitality]. It's kind of pay to play.' Big brewers are able to sell to pub groups at an increasingly competitive price because they produce a much higher volume of beer – often granting more beneficial prices when a wider range of their brands are stocked. Plus, the fact that big brewers own their own craft brands like Camden Town and Beavertown means they can supply pub groups with a wider range of beers under a single deal. BrewDog claims its comparative smallness leaves it at a disadvantage compared to these giants. For example, the larger 'portfolio' of beers offered by the likes of Heineken – such as Amstel, Birra Moretti, Cruzcampo and Tiger – gives the multinational an upper hand in negotiations. As one pub industry source explains: 'There is a market squeeze from the big brewers. BrewDog are not being delisted because they're expensive. They're being delisted because it's not a portfolio play. 'Commercially, [BrewDog] is really aggressive. You can see [from] the price in the supermarkets they're prepared to not make a lot of money on beer. 'But what they're prepared to invest – when you combine it with what an overall Molson Coors deal looks like, or an overall Heineken deal – is just not in the ballpark. 'BrewDog could beat Beavertown to a listing, or could beat Camden to a listing, but the minute the big brewers find out, the price of the other beers that that company buys from the Heineken or Budweiser would go up.' Not everyone is convinced, pointing out that BrewDog is not a plucky upstart but one of Britain's largest brewers, backed by heavyweight private equity money from the US. According to The Grocer magazine, it is still the 20th biggest alcohol brand in British supermarkets with current annual sales of almost £207m– although retail growth has slowed with sales effectively flat this year. It also has a major deal with Britain's largest pub chain JD Wetherspoon, which distributes BrewDog at its nearly 800 pubs. '[BrewDog] are one of the big guys,' says Pavli says. 'Maybe they're not as big as Diageo or Carlsberg … but they're a massive group. They can't be saying 'we're independent, that's why we're affected.'' BrewDog is also grappling with a shift in Britain's drinking culture. While it is true that BrewDog lacks the sheer financial heft of the biggest brewers, tastes have undeniably changed since it was on the ascendant in the mid 2010s. Hoppy IPAs and small-batch brews are no longer in vogue. 'Consumers, in a way, decide what's been sold on the bar. So maybe their brands aren't as strong as they think,' Pavli says. 'If BrewDog went out and said to the pub companies to take Pravha or Madri off, then consumers would go crazy. '[Pub groups] will only take beers off the bar if it's not going to affect their their range and therefore their sales.' It's not just on the bar lineup that BrewDog's faded eminence is apparent. One look at its precarious financial position also shows the impact of the industry changes. Sales of its beers have flatlined amid ballooning losses, while its reputation has suffered from allegations of being a 'toxic' workplace. It said many employees had positive experiences working there. James Taylor, the new chief executive, is battling to restore faith in the company and put the past behind it after its controversial founder James Watt stepped down. The pub industry source believes that BrewDog's past controversies, including an open letter that emerged in 2021 alleging a 'culture of fear', may have played a role in putting some pub companies off them. While in charge of BrewDog, Watt was also accused of behaving inappropriately with female staff, which he stringently denied. Further incidents included a staff backlash in 2024 when BrewDog dropped out out of the accredited real living wage scheme, and, more recently, allegations by union Unite that staff at 10 BrewDog bars were given just days notice that the venues would shut. BrewDog denies any wrongdoing. 'Depending on where you are in the country and what kind of pub you run, the staff might have an attitude towards BrewDog. when all the negative press was happening, how much of that was being absorbed by the people that behind the bar?' says the source. 'You're not going to force your staff to work on something that they don't really like. And I guess in the more liberal, modern world, they're probably more anti-Brewdog than in your spit-and-sawdust pubs.' Just how badly the losses to its pub business will hurt BrewDog in the long run is unclear. While chief executive Taylor has admitted the company will not return to profit in its yet-to-be-published 2024 accounts, he recently insisted the company was profitable on an another earnings measure (known as earnings before interest, tax, depreciation and amortisation). In the future, BrewDog has pinned its hopes on broadening its appeal to drinkers who may not have encountered it before, by signing big sports sponsorship deals with the likes of Lord's cricket ground and West Ham United. 'What we're trying to do is is really appeal to a more mainstream audience,' says Carrol. But it may take some time before it can truly shake off the controversies of its past. Broaden your horizons with award-winning British journalism. Try The Telegraph free for 1 month with unlimited access to our award-winning website, exclusive app, money-saving offers and more. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

FatFace stores closing 2025: All U.S. and Canada locations on the doomed list as retailer goes online-only in North America
FatFace stores closing 2025: All U.S. and Canada locations on the doomed list as retailer goes online-only in North America

Fast Company

time2 days ago

  • Fast Company

FatFace stores closing 2025: All U.S. and Canada locations on the doomed list as retailer goes online-only in North America

The retail clothing chain FatFace has confirmed to Fast Company that it will be closing 23 of its stores in the United States and Canada. Here's what you need to know about the company's shuttering of stores. What's happened? Retail clothing chain FatFace has confirmed to Fast Company that it will be shuttering 23 stores in the United States and Canada. FatFace is a U.K.-based lifestyle, accessory, and apparel store that was founded in 1988. In 2023, British fashion retail giant Next bought the company for around $140 million. But in the years since the acquisition, physical brick-and-mortar retailers have struggled, leading to numerous high-profile chains shuttering their stores. Major retail chains that have shuttered stores in the past few years have included furnishings retailer At Home, fashion and accessories retailer Claire's, and discount retailer Big Lots. The Express says that FatFace's decision to close its North American locations is due to economic uncertainty and increased costs. The company told Fast Company that rising costs made the physical store model unviable at this time. FatFace says the closure of its North American stores will impact 145 jobs. FatFace lives on overseas and online However, while FatFace has confirmed that it is closing its North American locations, the brand will still live on overseas and online. After the North American stores are shuttered, FatFace will continue to sell its wares to Canadian and U.S. customers online. The company will also continue to operate the 175 brick-and-mortar stores it currently has in the United Kingdom. But any future expansion plans the company has in the works seem to be digital only. FatFace says it will expand its online offerings to additional countries beyond the U.S. and the U.K. in the future. North American FatFace store locations FatFace did not provide a list of its closing locations or a date by which they would be permanently shuttered. But all of its 23 existing locations in the United States are scheduled to close for good in 2025. Those seeking a list of where the FatFace stores are in North America should be aware that the company has confirmed to Fast Company that its online store locator tool for North America is not currently accurate. As of the time of this writing, that online store locator tool lists more than 60 locations currently operating in the United States and Canada. But FatFace told Fast Company that the brand only has 23 locations left in North America. Retail store closures could hit 15,000 in 2025 FatFace isn't the only retailer facing store closings this year—and it likely won't be the last. According to a January report from Coresight Research, up to 15,000 retail stores in the United States could close by the end of the year. That would represent a 50% increase from the 10,000 that closed in 2020 as the pandemic depressed in-store shopping. The main driver behind the expected closures, Coresight says, is increased online competition and inflationary pressures.

Arsenal: Mikel Arteta explains how his new Under Armour role will benefit Gunners
Arsenal: Mikel Arteta explains how his new Under Armour role will benefit Gunners

Yahoo

time5 days ago

  • Yahoo

Arsenal: Mikel Arteta explains how his new Under Armour role will benefit Gunners

Arsenal manager Mikel Arteta believes his new role as Under Armour's director of performance will make him a better coach. Arteta was appointed as Under Armour's director of performance and global ambassador on Tuesday night at an event in London. The Arsenal manager will share insights with Under Armour in areas such as product development, talent identification and leadership. Arteta will also focus on developing the next generation of athletes through a leading role in Under Armour's Next programme. Kevin Plank, founder & CEO of Under Armour, views the signing of Arteta as a 'flag in the ground' as the American sportswear company push further into football. Under Armour has proved successful in other sports, with basketball star Steph Curry and golfer Jordan Spieth among their roster of athletes. Arteta is excited to work with the company and will utilise the chance to learn from other sports by using Under Armour's network. The Arsenal manager is a big believer in taking inspiration from other sports and was previously part of a coaching group with former England rugby head coach Eddie Jones. 'I think there are things that have been invented in other sports that they are not in football yet,' said Arteta. 'So, I think in any aspect, in many process especially, in our industry we are far behind and in the ones that we are ahead, we can share them and they can become better. 'Just facilitating the job, the way you are thinking, to understand how decisions are made at the highest level as well. Why they make those decisions? The timing that they use, the reason why we make them, for me I find incredible valuable, as well Mikel Arteta 'Why they make those decisions? The timing that they use, the reason why we make them, for me I find incredible valuable, as well. 'And if I can do the same from my side, for them to understand how to talk to a player, how to talk to a manager, how to develop a product, how to instigate a strategy to get somebody onboard with the company, I think that is something very powerful.' Arteta has vowed to take football to a 'different level' by working with Under Armour, who first started talks with him about coming on board nearly 18 months ago. 'Why I decided to do it? It is again because of the people,' said Arteta. "It is a remarkable brand and I knew all about it. 'The ambition that we have in Europe and through as well my vision and my understanding of that, how can I help with that collaboration to make them more aware, more knowledgeable - and then, talent. 'I think I have a big passion for developing talent, recruiting talent, but understanding how to evolve talent and from various ways. 'We are extremely creative, we have a team supporting us to develop our products, and then we go, let's navigate the journey and see where it takes us.'

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store