Trend Pieces Archives

Turning challenges from changes to the NPPF into opportunities for developers

The UK Government’s National Planning Policy Framework (NPPF) has undergone several revisions in recent years to reflect changing political priorities, environmental concerns and economic realities. The draft revisions to the NPPF (“NPPF24”) have been in consultation for eight weeks, concluding on Tuesday 24 September 2024.

Following the bold statement from the newly elected Labour Government to “get Britain building again”, the planning and construction industry has been waiting in anticipation for the final NPPF.

Key Changes to the NPPF

The NPPF, first introduced in 2012, serves as the central policy framework for planning decisions in England. It outlines principles that local planning authorities (LPAs) must adhere to when considering planning applications. Over the years, the NPPF has been amended to emphasize housing delivery, sustainability and design quality.

Some of the most notable changes introduced by the Labour Government in July included:

Housing Targets.

One of the key changes is the re-introduction of housing targets. Previously the NPPF included a standard method for calculating housing needs, which set housing delivery targets for local authorities. These targets have been controversial, with some local authorities arguing that they are too high, especially in areas with environmental constraints.

Recent changes to the NPPF have introduced some flexibility, allowing local authorities to challenge these targets based on local circumstances, such as Green Belt constraints or environmental protections.

However, to push the housebuilding efforts, Labour has re-introduced Housing Targets. This includes new mechanisms to intervene if councils fail to meet these targets through new powers for Central Government. Housing targets are no longer “advisory” and Local Councils must meet them.

Environmental Sustainability

The NPPF has been updated to reflect the UK’s legally binding commitment to achieving net-zero carbon emissions by 2050. Recent changes require developers to place a greater emphasis on sustainability, particularly in areas of energy efficiency, biodiversity net gain (BNG) and flood risk management. In the updates, it outlines that Local Planning Authorities should support proposals for all forms of renewable and low-carbon development, with the emphasis that these proposals’ contribution to a net zero future should be given significant weight.

Green Belt, Brownfield and the introduction of Grey Belt Sites

The protection of Green Belt land has always been a key feature of the NPPF. However, there has been a renewed focus on what defines this, with an emphasis on urban regeneration and the densification of existing urban areas.

LPAs will be required to review their Green Belt boundaries during local plan preparation in exceptional circumstances, including if they are unable to meet an identified need for housing or other development.

In addition, a new definition of Grey Belt has been introduced into the NPPF. This offers guidance as to where revisions to Green Belt boundaries should take place. Under the proposed revision, Grey belt is formally defined as land in the Green Belt comprising of previously developed land, or land that makes a limited contribution but with some exclusions, such as areas or assets of particular importance. These are for example habitat sites, SSSI, local green space, AONB, National Parks and heritage assets.

No more “Beauty”!

Some of the more subjective terminologies in NPPF have been removed or replaced. Perhaps most notable is the removal of all references to “beauty” and “beautiful” as they are deemed as simply too subjective and lead to inconsistent decision-making in developments in England. This has resulted in reversion to more technical language, such as ‘high quality design’ rather than terms such as ‘beautiful’. In addition, Labour advocates the National Model Design Code or local design codes as the basis for assessing and refining any proposed development.

Support for Infrastructure

There has been an increased focus on ensuring that developments are supported by appropriate infrastructure. The NPPF encourages LPAs to work closely with developers to ensure that transport, schools, healthcare and other essential infrastructure is planned alongside housing developments. This is intended to address concerns that new housing has often been delivered without the necessary infrastructure to support the resulting growing populations.

What does the changes mean for our clients?

The changes to the NPPF present both challenges and opportunities for developers and housing providers.

Housing delivery targets remain a contentious issue, especially in areas with limited available land. The focus on brownfield sites and urban regeneration can make it harder for developers to find suitable land for new housing developments, particularly in more rural areas. However, where green belt boundaries and grey belt areas have been redefined, this may present new opportunities, as local authorities seek to meet housing needs within constrained land supplies.

The push for greater sustainability also presents challenges for developers, particularly in terms of meeting higher environmental standards. Incorporating renewable energy solutions, ensuring biodiversity net gain and using sustainable materials can increase upfront costs. However, these features can also increase the long-term value of developments, particularly as buyers and tenants become more environmentally conscious.

There is also an increased focus on high-quality design and local design codes, meaning that developers must pay closer attention to the aesthetic and functional aspects of their proposals. Whilst this presents an opportunity to create more attractive and marketable developments, it can also increase costs and prolong the design process with more regional Design Reviews required. Developers must now engage more proactively with local communities and planning authorities to ensure that their designs meet local expectations and design codes.

How do our clients navigate through all the changes?

At the rpa:group we collaborate with our clients right at the beginning of the design process, through a series of feasibility studies and viability assessments that are tailored to the client’s individual needs. We incorporate National Design Guide, Design Codes and local planning policies from the outset and facilitate pre planning discussion to ensure proposals are considered and that concerns are captured and addressed before final submission.

Early engagement in the planning process enables us to help our clients to navigate the complexity of the revised NPPF and ensure that proposals are both economically viable, compliant with planning policy and reduce the risk of costly redesigns or delays.

In recent schemes, we have worked closely with local authorities to ensure that the local design code was embedded into the scheme from the beginning and that the design reflects local character and aspirations. We were also able to enhance the BNG, ensuring that there were opportunities for biodiversity to thrive in the future. Drawing on our internal expertise in planning and working with the Planning Officers, we were able to ensure there was a true balance between design quality, public benefits and financial feasibility for our client.

Whilst the changes to the NPPF present challenges for developers, they also offer opportunities to create better-designed, more sustainable developments. We believe that engaging the right design expertise, with knowledge of planning policy, is key to successfully navigating the evolving planning landscape. By working closely with developers, multi-disciplinary consultancies such as the rpa:group, helps to ensure that new developments meet the needs of both the market and the broader community, while also complying with increasingly stringent planning requirements.

The rise of ultra luxury hotels

Although meeting the demands of this type of traveller requires considerable preparation and investment, we are seeing an increase in ultra hotel brands because there is an opportunity for significant profits to be made. The industry has seen a 447% increase in rooms in the last half-century, and in 2023 there were about 197,000 ultra-luxury hotel rooms worldwide. However, demand continues to outstrip supply, with some predicting that a further 46,000 rooms will open in the next decade.

This increase results in a ripple effect for “standard” luxury and below – the nature and expectation of luxury changes, being driven at the very top end, which is promoting growth and an increase in NOI (Net operating income) across the entire sector.

Catering for this market is a careful commercial balance of understanding customer’s needs and the confident application of a concept. The nature of ultra-luxury is not an exponential upgrading of existing materials or location, in that creative development is a holistic consideration of all design elements and amplification of the most resonant themes, to create unique exclusivity.

Once the concept is identified, the primary operational factor is its frictionless implementation and a total seamlessness of execution that exceeds expectations – a service that appears almost pre-cognitive of the customers desires. Every part of the customer journey, as with all commercial design, needs to inspire joy and wonder to all the senses, to endure and generate loyalty.

Location

The role of location can be central to concept or be developed in response. Coastal and natural reserve hotels for example, create an extrovert connection with the ocean and landscape. Ultra-luxury expertly frames and delivers the method that customers want to interact with it. But location also extends beyond a place to sleep and a view.

Physical location and its relationship with the overarching concept are key to understanding the entire brief. A location could be an escape from attention, a place for wellbeing or the ultimate party venue irrespective of geography. Clear concept direction at the outset allows key deliverables to be defined and then exceeded in a focused and coherent way. A hosting-suite in Manhattan’s Tribeca makes absolute sense for its location, but so does a wellbeing retreat concept, complementing the area’s high social profile – the treatment of both requiring very individual requirements from the outset.

Flexibility of design is an operational must-have, but never at the expense of authentic implementation. In an atmosphere of increased expectation, nothing less than complete dedication to concept is acceptable.

The devil is in the detail

Ultra-luxury identifies itself through is polar differences. Extreme discretion and privacy can oppose high-profile appearances. Quality of finish and materials needs to be congruent and flawless but visibly striking. Overfamiliarity and forensically personalised service can undermine a sense of professionalism and the human touch.

The only solution is to ensure the element or process sits clearly within the concept that the customer is buying-in to. An expertly curated experience, consistently applied, provides a baseline from which the operator can spontaneously enhance the experience, when required to deliver additional surprise and joy.

Whether for a value-offer or for ultra luxury, fundamental human psychology is in constant play, so visibly flawed or soiled surfaces trigger immediate and amplified feelings of dissatisfaction. Loud noises are intimidating, as are crowded spaces in whichever setting, so these potential pain-points need to be skilfully resolved.

Delivering authenticity and experiences

Good commercial hotel design responds beyond outstanding operational delivery. It recognises the temporary transfer of an individual’s most intimate personal spaces to a new location and integrates human interaction, to create an experience that generates physical and metal comfort, before exponentially exceeding expectations.

Human interaction is also essential – great hotel ambassadors, from door-people to room maintenance staff, create a vital human connection that delivers both directly and indirectly.

With extensive experience in designing and delivering ultra-luxury hospitality environments, rpa:group is your ideal partner for your next project, offering a range of services that include architecture, design, cost and project management. If you need our help or would like to know more, please contact s.fraser@therpagroup.com or visit www.therpagroup.com.

The future of restaurants and how designers can support them

This optimism is especially high for fast food and casual dining restaurants, possibly because they benefit from savings made by bulk buying their ingredients, fulfilling higher order volumes at a fast rate and operating with fewer staff. The report details that nearly half of fast food (44%) and casual dining restaurant owners (40%) said they feel much more optimistic compared to last year, followed by café or other (38%), and fine dining (31%) restaurant owners. In spite of this optimism, no restaurant, whether high-end or fast food, can get complacent. There is work to be done, to make this optimism manifest itself into profitability.

Key factors are at play, which can be utilised to help bring this about.

Technology

The primary use of technology should focus on the seamlessness of the dining experience and responding to the diners preferences – whether advanced ordering prior to seating, easy pay-at-table with QR codes, allowing bill-splitting and electronic payment or inviting immediate resolution of issues with the experience. Advanced review of allergens, tolerances and food preferences is becoming more widespread with potential diners foregoing restaurant locations without this clear information. Advanced booking of areas within the restaurant can be accommodated: quieter spaces for neuro-divergent customers, nearer facilities, speedier casual dine-and-go service can all be managed ahead of time.

Expanding from the core offering

Going forward, we are likely to see an increase in uptake at restaurants that are looking to expand their business outside of their core offerings, in order to respond to the growing interests of customers. This can be as varied as providing meal kits of popular dishes, or selling premade meals and even wine subscriptions, if relevant. It is all about understanding who your customer is and what they want. This is particularly pertinent for Gen Z, which is set to become the largest consumer base, and who claim that their interest would be increased by restaurants that offer additional options such as cooking classes and events, or meal kits and the options to order at a kiosk or through a QR code.

Brands need to ensure they understand their core USP to effectively expand their core offer and avoid diluting their core experience. The expanded offer is to provide a ‘memory’ of the experience to generate an enduring authentic engagement and therefore loyalty – not to replace the offer itself. Additionally, the expanded offer needs to retain the commensurate quality of the original experience to add value or offer something complementary – a sushi offer could, for instance, offer a wider insight into the cuisine, its culture and traditions and encourage the making or purchase of dishes or products that are not practical or commercial to offer ‘in-store’ to retain the core offer.

Flexible and Multi-Purpose Spaces

When it comes to restaurant design, the focus needs to be on the creation of adaptable spaces that are flexible enough to be changed easily to support various needs and events. Elements to facilitate this include modular furniture and movable partitions. Having this sort of flexibility enables restaurants to generate additional revenue by renting out the space for private events, which can provide a valuable extra source of income.

Creating a unique dining experience is another advantage of designing multi-purpose spaces as it is through providing a variety of seating options and décor that restaurants can create a customised environment that is relevant to each event, and that optimises the customer experience by catering to their specific requirements.

Multi-purpose spaces are not limited to dining and hospitality events, as revenue can be generated by creating space for art galleries, pop-up shops and even venues for shows and theatrical performances.

Although flexible, blended spaces are more suitable for the pace of fast and casual dining, careful consideration needs to be given to the core of the experience. This form of disruption needs to address whether ‘mindful’ eating is a concern to the whole experience, and the expectation needs to be clear for the customer, to avoid creating an experience that doesn’t fully satisfy the multiple experiences within the space

Creating sensory symmetry

Creating a congruent experience is a skilful combination of all elements of the brand. Ambient temperature, lighting, music choice and even the comfort of the furnishings all form a synergy and the all-important connection with the customer. Sensory theatre can use contrast to amplify a particular experience (thinking Hestons’ dry-ice…) but it needs to be easily read and understood as part of the experience.

Eco-Friendly and sustainable

As customers increasingly make their choices based on ethics, the future of successful restaurant design needs to focus on sustainability.

Governance of ingredients, procurement and quality staffing are all considerations for the inclusive and sustainably aware customer. Seasonal or low-impact natural ingredients have become a focus – and storytelling around this element is key to reassuring the customer and enhancing the experience. Staff, as in retail, are expected to be sensitive and knowledgeable ambassadors for the experience – fully versed on allergies, tolerances and food choices.

Construction and servicing of the physical environment is also increasingly under environmental scrutiny, all through the statutory approval stages via the design process, with constant efficiency of equipment delivering all important saving for the operator.

Utilising Virtual Reality

Though it might still seem far fetched to some, virtual reality technology is making significant strides in revolutionising the entertainment industry and has the potential to be utilised in the food industry as well. .

There are so many possibilities that can be explored, such as offering augmented reality (AR) or virtual reality (VR) technologies to be able to help diners to select a three course meal – complimenting tastes with wine selection etc. based on simple inputs, or to transport them to different environments to enhance their understanding of ingredients and flavours.

There is potential to “blur the lines” between the physical and digital worlds, which can elevating the dining experience to new heights. Regardless of advancements, it is important to bear in mind that technology is 99% a tool for efficiency – not the experience itself.

There are many exciting possibilities to justify the optimism being felt by the restaurant industry. It all boils down to knowing who you are catering for and then creating an environment and a service that is responsible, memorable and ultimately enjoyable.

The department store dilemma

So, what is to become of these extinct department stores? Clearly something needs to, because space that is no longer fit for purpose has a materially adverse effect on society. Mark Burlton, MD of Cross Border Retail Ltd, a global independent retail real estate business agrees. “Even though many have heritage and are significant landmarks to which people hold an attachment, empty or abandoned buildings emit a sense of local economic distress and impact the perception of the surrounding area.”

This is when we can draw inspiration from the past. For hundreds of years, our high streets were buzzing and multi-faceted hubs, serving the local community with a thriving mix of retail, residential, services and hospitality. Over time, retail cannibalised these and the bubble has now burst.

Nigel Collett, CEO of architecture, design and cost management consultancy, the rpa:group states that what the pandemic has emphasised, is the value of community. “During lockdown, we have spent an unimaginable amount of time in our own neighbourhoods, relying far more heavily on local shops and services during this time.” He adds that this feeds into something referred to as hyper localisation, where the services providers and retailers of a community can directly understand and respond to the needs of the people living within it. “As the new normal will see many more of us working flexibly and spending more time at our homes and surrounds, it is the right time to reintroduce more community relevance and empty department stores can help,” he says.

This is because as we live a more local existence, our essential needs all need to be met and there is still a requirement for some retail, but it will be condensed. There is also opportunity for the introduction of more pop-up, adaptable event spaces, leisure and hospitality and the provision of fitness and healthcare centres. With flexible working becoming the norm, there is going to be a need for co-working spaces and “business hubs” and childcare facilities to support these, which can be accommodated by vacant department stores. “Large empty stores are usually spread over three of four floors and the space can be carefully divided up. Natural daylight is a challenge as their floor plates tend to be large, but there is scope to introduce light-wells, which make the spaces more versatile”, states Nigel.

“Structurally, many department store buildings having flat roofs, and there is opportunity to build onto these and have outdoor entertainment spaces and roof gardens or airspace hotels or residential units,” adds Nigel. Mark agrees “Airspace construction tends to be more modular and more easily supported by the existing structure of the building. Including residential will bring more people back into towns and city centres, which is what we need.”

Like anything, there are challenges that need to be overcome.

At the onset, a detailed study would need to be carried out to foresee exactly what the needs of the local community surrounding the empty store are and to prevent any replacement being a “five minute wonder”, as Mark puts it. “Staying relevant and responding to these is the most important first step, to ensure the social and economic benefits of repurposing the retail space. A local solution needs to be taken into account and this will result in diverse outcomes”, explains Mark.

As an example, the old Debenhams site that occupied 80,000 square feet in London’s Southside Shopping Mall is being transformed into London’s first active entertainment venue, which includes a Japanese E-karting area, bowling lanes and various hospitality offerings. Further afield, an old Macys store has been transformed into a secondary school. “In both of these instances, how these buildings are repurposed is in direct relation to answering a local need,” states Nigel.

Like anything, there are challenges that need to be overcome. Mark warns that landlords will need to be convinced that a change of use is in their best financial interest. “Local councils need to lend their support to help uplift the area. From a planning perspective, the recent government guidelines stating that planning permission is not needed for change of use needs to be approached with caution.” Nigel agrees and adds “Architects can help ensure that the character of the building is not lost and that the space is divided and utilised in the best way possible, with full safety and quality practices in place.“

We also cannot ignore the fact that repurposing multi-level retail stores is expensive and architecturally challenging and all the more reason why an experienced architect is essential. And yet, done properly, these present a strong opportunity to transform dead spaces into engaging and commercially viable ones that are adaptable and future proof, no matter what may lie ahead.

What will 2021 and beyond hold for Architects?

A RIBA statement in October last year, revealed that over £3.5 billion of work was scrapped, with a further £7.5 billion on hold. There is no doubt that times are tough and as a result, competition is fierce, which is bringing about a “race to the bottom” on price. It is up to the industry to retain consistency and standards without compromising on quality, which occurs when costs and corners are cut.

For architects involved in retail, there are additional challenges due to the pandemic escalating the popularity for online shopping. The customer journey is changing, and we need to respond to this across both the retail and hospitality sectors, by looking into placemaking and taking a multi-faceted approach. The role of designers should be transforming experiences and collaborating in a more community-driven environment. There are going to be opportunities for architects as spaces need to be repurposed to adapt to the rapidly changing market and make them work differently.

Post pandemic, making people feel safe is going to be an important criteria in how space is utilised. Airport lounges for example will increase in numbers and popularity, as people feel safer in less crowded spaces and will be prepared to pay for this premium.

The pandemic has highlighted the opportunity to be innovative. We will start to see the regeneration of town centres, with vacant office and retail units making way for more placemaking facilities, with spaces for people to live, work and play.

What of rural areas? There is concern over the impact that Brexit has had on these communities, which have seen funding all but disappear. Rural estates need to be optimised to work a little harder, and to look into opportunities for change of use, such as including holiday accommodation, conference, leisure and lifestyle facilities.

And what of London and the larger cities? Interestingly, certain sectors respond more slowly to change, and what is referred to as “critical impact” can take up to three years. What we will start to see more of is changes to the profiles of buildings and some environmental changes, with more and more green spaces.

Overall, there is optimism about the residential sector. The large government debt will see the need for more jobs to be created, to generate taxes to help the economy recover. This will result in more employment in the construction industry. Advancements in construction methods will be explored more than ever, prioritising the use of off-site modern methods of construction (MMC) to deliver homes at a faster pace than traditional methods. Schools can also take advantage of this form of construction to speed up the shortfall.

However, off-site needs to think very carefully about the environment and sustainability, for what is basically moving boxes of air over vast distances. A way round this is to source things as locally as possible.

There is no doubt that sustainability is going to be increasingly important regardless of sector. With government targets set to achieve net zero carbon by 2050, advancements in technology can support this initiative by utilising collaborative tools such as BIM level 2, which gives an accurate picture of initial costs and whole life costs, encouraging clients to implement sustainable solutions upfront. BREEAM (Building Research Establishment Environmental Assessment Method) will become an increasingly important factor in architecture, being the world’s leading sustainability assessment method for master planning projects, infrastructure and buildings.

In conclusion, there are certainly going to be challenges, but also opportunities that arise from the shifting needs for buildings and spaces and how we will use them.

essential retail design trends for 2019 that can’t be ignored

01. UNDERSTANDING THE FREQUENCY OF CHANGE

The speed at which things change visually with shopping websites and the constant advancements in technology, mean that customers have come to expect the same frequency of change in physical stores. This means that with the exception of grocery stores, (where customers want and expect familiarity), “Bricks and mortar” retailers need to allow for the customer journey and experience to be refreshed regularly. Because, when it comes to retail environments, flexibility drives engagement so there is a very real need to create environments that are easily adaptable. This means that the displays, the spaces around them and how these are used, is more important than ever.

02. ENCOMPASSING THE RETAILER HIERARCHY

It is during the design process that the need for flexibility first needs to be considered, and it is both the designers and the manufactures who need to fully understand what the retailer motivations are. There is essentially a hierarchy of needs to be taken into account. These are: delivering engagement, experience, flexibility, convenience and using quality materials that are fit for purpose, all of which when implemented collaboratively, will generate well designed, flexible and engaging retail environments.

03. CREATING BOTH EXPERIENTIAL AND SENSORY ENVIRONMENTS

Store design must support experiential and personal environments, that resonate with each consumer on an individual level. We are sensory creatures and sight, sound, touch, taste and smell when utilised synchronistically, deliver an engaging sensory experience that naturally leads to empathy. This in turn creates longevity of a relationship with a brand. In other words, stores need to be created to “sell from the inside, as well as the outside”.

04. ADAPTING TO SHRINKING SELLING SPACES

With many physical retailers continuing to pay premium rents, stores need to be designed to allow for the maximum use of space and purpose. With customer perspectives of physical space in stores also changing, selling space is morphing into experiential space – and the proportions of purely sales versus engagement space, needs to be adapted as such.

05. ENABLING THE CHANGING FUNCTIONALITY OF STORES

We are seeing stores becoming show-rooms and distribution centres, as well as conventional purchasing platforms. Offering fulfilment services such as “click and collect” is increasingly important and innovative physical retailers are merging online and offline experiences with the offer of convenience and ease of access. Here, customers can choose how much they wish to engage with the store. They can obtain product information directly from knowledgeable staff members face-to-face, (something online shopping cannot provide), or simply pick up a pre-ordered online purchase from a locker, while passing by.

06. TRANSITIONING THE ONLINE TO PHYSICAL ENVIRONMENTS

An increasing number of online retailers are opening physical stores. The function of these are not necessarily to buy product, but to provide an all important physical interaction with the brand, offer customers product trials and the opportunity to acquire product knowledge from informed brand representatives. This strengthens the customer relationship with the brand but for this to truly work, the design and fixtures need to bridge the gap between the online and physical stores – creating an easily identifiable synchronicity of themes and colours that are inherently recognisable within both the online and the physical stores.

07. EMBRACING TECHNOLOGY TO DELIVER ENGAGEMENT

Technology used accurately, will continue to go a long way to deliver engagement. The use of touch screens, in-store tablets, virtual reality and devices such as smart mirrors, are all helping to deliver this. Mobile usage continues to grow and retailers are increasingly seeking to capture the attention of customers in-store by utilising tools such as iBeacon technology, to “push” information specific to them. Some brands are opting for portable tech, which continues to create opportunities for brand interaction, even when the customer is no longer in the store. Tommy Hilfiger, for example, is using smart tags in their clothing, that the customer chooses to activate. These then track how often and where the item is being worn, rewarding the wearer accordingly.

08. RECOGNISING THE IMPORTANCE OF SERVICE DESIGN

If anything, good service interactions are as critical as well-designed environments and also need to be “designed” to form part of the entire store experience. Training and support is becoming increasingly essential, to ensure that staff have the brand and product knowledge that allows them to be a key part of the delivery of the full sensory experience to shoppers.

six retail design trends to look out for in 2017

Here we share what we believe to be the top retail trends that will dominate in 2017.

James Breaks, Associate Director (Design) – rpa:group.

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Why omnichannel retail needs real places for real people

A good idea, but perhaps nothing new. The first 1960s boutiques in Carnaby Street or trendy hot spots on The Kings Road had stores with a loyal and local following, as well as being trendsetters on a national scale. Retailing history can offer numerous examples of stores acting as social hubs, including the famous bookshop Shakespeare & Co in Paris, home to expatriates like Ernest Hemingway, Scott Fitzgerald and Pablo Picasso – all Parisians at the time.

With such illustrious antecedents, the NBHD concept has been a huge success and from Berlin to Beijing, customers have talked positively about feeling closer to the brand. It’s a nice antidote to the impersonal ‘one size fits all’ stores that have grown up with the desire or need to globalise. Retailers that embrace their locality, realise there must be a genuine and convincing fusion of retail and dedicated community space within their stores, even if this means extended opening hours or new patterns of retailing.

The philosophy of locality retailing demands that the retail environment reflect where it is, by creating an authentic sense of geographic place. Adidas has achieved this in spades through its store design, and the new Starbucks concept has done the same. Both realise that the necessary changes can be brought about through materials, colour palette, furniture and fixtures. But alongside a standout retail design, there also needs to be a virtual community, offering the chance to create and be part of a tribe with its own turf and personality. Savvier retailers are already taking giant strides by making individual store managers responsible for product mix to suit the demands of a particular locale and some are even making them responsible for internet and PR in their locality. It all comes down to making omnichannel work in a seamless way. If this can be done, then a truly exceptional customer experience can be delivered that acts locally but thinks nationally, or even globally. The digital environment should be as tonally and conceptually close to the physical store experience as possible. A great website and physical store should allow you to discuss, learn and make a choice effortlessly from a whole experience.

These are exciting times for retail. By embracing the available technology, high street brands will be able to take the very best from the biggest changes to commerce and society since the Industrial Revolution. Already an elite group of early adopters realises that the future of stores is real places for real people – let’s hope the rest catch on soon.

schools of the future

This is because in our highly connected world, students have ubiquitous access to quality, content and myriad ways to explore, study and interact. This rings true in both the digital world and the physical learning environment. As a result, we should see schools change exponentially over the next 20 years, to meet the challenges driving these educational changes today.

Herein lies an exciting opportunity to design spaces that better adapt to the latest ideas in teaching and learning, creating connected communities in which students feel they belong and want to spend their time.

World famous educationalist Loris Malguzzi has said, “There are three teachers, adults, other children and their physical environment,” a point that Salford University’s School of the Built Environment would certainly endorse, because a recent study conducted by the Salford team revealed that the built environment has a big impact on the learning progress, human performance and wellbeing. Technological advancements will also pioneer physical design change. The Future Classroom Lab for example, which involves big name independent IT providers, is already looking at how children should be taught in the connected world.

Schools will become increasingly ICT oriented as companies such as Oculus Rift, offer immersive 3D experiences for the classroom. Hardware and software that will put a child ‘inside’ an ancient Egyptian Tomb or amongst the ‘groundlings’ watching a Shakespeare play in the Globe theatre will become commonplace. Work tables will be super computer screens where a child can assemble from a kit of parts a Greek or Roman Temple, that will be projected on wall sized screens for others to view as it spins through 360 degrees. Sound and vision will be seamless and it will be possible to pull up images from the internet and literally swipe them onto the wall using your finger just like the track pad on your lap top. All of these techniques are available right now and are already being used in retail. If Audi can create a 3D car in a state of the art showroom and have that shown on a 3D festival sized screen then why not cascade that learning and capability into schools?

So what kind of space would we need for this? First of all something that extends the learning environment beyond the four walls of the classroom: a tailored design that fits its objectives and the characteristics of its learning community. The active classroom solutions that are coming out of the Future Classroom Lab’s work will need more space than traditional content-driven classrooms – and a requirement to shift away from the rectangle: rectangular buildings with rectangular classrooms full of rectangular furniture!

Individuals will be able to pursue different learning activities at the same time and the traditional ‘front’ of the classroom (represented by a white board and teacher’s desk) will be just one focal area among many. Space will become infinitely adaptable and reconfigurable; to better suit the needs of a new generation of peripatetic students who move or ‘flow’ through a school environment during the school day. They will be designed to be flexible and community-focused, with a multidisciplinary approach that considers teaching and learning models, the physical campus, future technology, and the students’ entire experience. I truly think we are entering the era of the agile learning environment – one that can be reconfigured or repurposed at will to engage different types of learners and teachers, one that can offer social learning spaces such as cafes and study or “break-out” areas to encourage learning through interaction. We can already see how effective this is with our recent project, Kings Maths School in London, which has various “pods” in which students can engage and share their learnings in a well-designed, flexible and relaxed environment.

It is also important to allow relevant experts to design and fit out different areas of a school, which will allow the school to benefit from their specific experience and expertise, rather than adopting a “one size fits all” approach. A company that is already pioneering this is Bryanston Square Holdings, with their “Fitout” service offer. Bryanston have built a portfolio of more than 120 organisations, who are expert in their own field and draw from these, to work closely with schools to design, fitout and manage inspiring learning environments. Schools, together with a Bryanston team of experts, redefine how learning environments should look and be managed. Success is then measured on how the spaces work and how effective they are in meeting the overall needs of the space and its users and occupiers.

Whatever ideas we come up with in education design, at the heart of all these should be the needs of the students and their teachers. In the school of the future, the environment will adapt to how children want to learn. It will provide children with everything they need to study, relax and play and it will give them a feeling that they belong there. This holistic approach to education design will create vibrant learning communities that thrive both in the virtual and real worlds.

retail revolution won’t be all click and no brick

Whoa! Hold on there, I hear you cry. What about all the savvy retail brands that are building omni-channel models, enabling their bricks and mortar offering to work symbiotically with their online activities? Well, I have bad news from Tim who thinks that omni-channel is no more than a term traditional retailers use to delude themselves that bricks and mortar retail spaces still have a role to play in the online paradigm of tomorrow. Is he right? Well, before the palpitations get too bad let me put your mind at rest. The simple answer is, No! In fact, his point of view couldn’t be further from the truth and this is being evidenced by a number of successful retailers, one of whom I will talk about in a moment.

Whilst he is correct that the Internet is forcing the traditional retailer to adapt and some are experiencing pain on the way, he misses the all important point that as part of their adaptation to a rapidly changing retail landscape, many of the savvier retailers are now delivering an omni-channel experience to their customers and reaping considerable rewards. They have a unique advantage that pure play internet brands like Ocado do not have, and that is true brand engagement with their customers, in other words an emotional connection. An internet purchase without social interaction and the very tactile nature of a retail environment will always be largely driven by price, a decision made without emotion.

For the more traditional retailers who have not yet grasped the omni-channel nettle, let me demystify it for you. Basically, it’s a seamless approach to the customer experience through all available shopping channels, where all the channels form part of a holistic customer journey.

Successful exponents of omni-channel include the John Lewis Partnership with its £1 billion Internet sales. JLP is a huge omni-channel success story and the company’s commitment to the concept is underlined by its recent appointment of Mark Lewis the ex MD of eBay. Mark was once a pure-play internet marketeer like Tim Steiner, but there the similarity ends. Unlike Tim, he sees stores as vital to the future success of retail brands, particularly at JLP where a new trading model has been rolled out, which links ‘bricks’ with ‘clicks’ in a seamless way that benefits both. Their recently launched Exeter store for example, successfully integrates terminals into a ‘showrooming’ approach to their retail offer. The figures speak for themselves, John Lewis’ internet sales increase locally by up to 30% following the opening of a new format store. And, in an inspiring piece of management wisdom, the company has also made the raising of internet sales figures part of the remit of regional store managers, who are then responsible for both stores and internet sales levels in their geographic area. The ‘cherry on top’ is added with another little known fact, a very high percentage of those customers collecting internet orders in-store also buy something when they collect their order!

So, whilst forming part of a holistic customer journey, the retail store has two other benefits up its sleeve that an Internet counterpart cannot offer; emotional experiences and true customer satisfaction driven by personal interaction and staff. Whether internet brands like Amazon, Ocado and eBay like it or not, we Brits still list ‘going shopping’ as one of our most favourite leisure activities. It’s both a social and emotional pursuit. As designers, we can support the retailer in terms of the emotional experience, creating interiors that both entertain and inspire, but the customer satisfaction is down to the retailer and the quality and knowledge of their staff, again please refer to John Lewis, a very hard act to follow in this regard.

So, my message is one of hope for traditional retailers that create a truly omni-channel offer where the retail spaces emotionally engage and where customer service excels will not only survive but thrive. Old fashioned retail is dying out, long live omni-channel!

an end to clicks and bricks

Oh yes! We all know about the casualties of online versus online, the brands like Borders who fell foul of Amazon’s ability to trade out of football pitch sized sheds and cut costs across the board, but some products will never totally ‘fly’ in the purely online world.

Take clothes for example and shoes, people prefer to try something on in a shop, to know if those shoes are going to pinch without the hassle of having to return them if things don’t work out. Currently, 25-40% of all clothes bought over the internet are returned. Many shoppers order multiple sizes with a view to returning say 2 out of 3 items. It’s treating your living room like the old fashioned changing room in a store, with the added hassle of posting the stuff that is unwanted back to the supplier.

Some traders offer free returns, whilst others pass the cost on to the buyer. Whichever way, it’s a cost and hassle for retailer or consumer. The same applies to childrens’ clothes and accessories. If there’s a choice of being able to eyeball something, feel the quality, assess the safety, then parents will take it. This is probably why Kiddicare has taken over 10 ‘superstores’ from Best Buy (a victim of the clicks bricks struggle, a kettle is a kettle right? Do we need to touch it before we buy it?).

Kiddicare’s reason for leaving the sanctuary of the net for the choppy waters of the high street? To offer customers “A true multichannel experience” claims the retailer. In other words letting their customers shop with smartphones, tablets, laptops and even in stores as if waited upon by a single salesman, with an unfailing memory and uncanny intuition about their preferences.

Owned by Morrisons, Kiddicare is not the only retailer to take this step. Screwfix, the Mecca of plumbers and electricians, has opened no less than 270 shops since 2005. They realised that customers wanted both on and offline service when they spotted tradesmen sitting in the car park of their first store ordering online and then dashing in-store to pick up their purchases! Apparently, the queue for online orders was shorter than the other one! There’s an old maxim in retail, “Want to know know to do the right the thing? Ask the customer,” and in this instance they screamed “MULTICHANNEL.”

Even the mighty Amazon has cracked (just a little bit) under the pressure and is tip-toeing into the real world by installing lockers in shopping malls where customers can pick up deliveries. They also have a partner program where customers can return unwanted items to local shops across the UK, where they will be picked up by Amazon couriers, first steps towards bricks-and-mortardom? Let’s wait and see.

Matt Truman of True Capital, a fund that invests in consumer companies believes that all this suggests that online and traditional retailers are eventually “migrating to a middle ground.” Certainly John Lewis, which posts very healthy profits in a recessionary market has pioneered a hybrid trading paradigm that works for both company and customers. JLP claims that on and offline shopping spur each other on and that when a new shop opens, online sales in the vicinity jump by 20-40% “overnight”. Plus, nearly a third of all people who order online prefer to pick up their purchases in store and apparently 40% of those make an extra purchase when they pop in. The secret to online/offline trading? You do the maths!

The question for envious e-tailers is how to pluck the benefits of physical stores without incurring the costs. Most proceed gingerly, armed with high-tech weaponry. “Pop-up shops” generate buzz and then vanish. Ebay has tried them, and Winser London, a fashion website, plans to. Amazon’s ghostly high-street presence helps make delivery cheaper and more convenient, but so far it offers nothing more. Kiddicare plans 15 stores at most in Britain, a fraction of the number operated by its struggling competitor, Mothercare. They will be nimbler than traditional stores. Prices will appear on electronic labels and change with the push of a button.

Bricks-and-mortar merchants are likewise paring space and bulking up on technology. In Britain the number of outlets a retail chain needs to have national coverage has dropped from 200 in the pre-online era to 50-80, says Adrian D’Enrico of AXA Real Estate, an investment manager. House of Fraser is experimenting with shops that are little more than a changing room and rows of screens to order clothes. Hointer, a Seattle start-up, provides just enough space to display a sample of each type of jeans it sells; robots fetch the right size from the stockroom. On today’s high street, shopkeepers who stand still are unlikely to survive.

ASDA pull 3D bunny out of the retail hat!

Whilst it’s all well and good running a yoga studio, offering people the chance to have a cuppa and a pizza, have their blood pressure taken or book some winter sun; these are all a bit run of the mill when it comes to real customer attraction. What get’s people excited are the virtual changing rooms, the cat walk events, and of course the 3D printing! No it’s not a misprint…..ASDA has just pulled the bunny out of the in store entertainment hat and is trialling a 3D printing service in York, its biggest store. Customers can pop into a booth, have a 360 profile made of themselves, do their weekly shop and pop back later to collect their perfect 3D mini me – all for the princely sum of 40 quid.

Judging by feedback on the ASDA web site, customers are desperate for the service to roll-out into a store near them and ASDA is hinting that they intend the service to be nationwide. It would certainly save a lot of people a lot of money on petrol, as my kids are already pestering me to jump into the car and drive to York…250 miles away! Apparently anything can be scanned – including people, pets and even cars – and the models can be produced in full-colour, white or a bronze-style coating. The technology produces highly realistic ‘mini me’ figurines at whatever scale you like, but most people opt for the 8 inch version!

Asda has been working with parent Walmart for the past 18 months to make 3D printing possible for UK shoppers. To build the digital model, the whole surface area of the subject is scanned with special cameras in two minutes. The shape is then recreated in 3D by spraying ceramic fluid in thin layers to build a solid object. Mark Ibbotson, retail director at Asda said: “We are thrilled to be the first supermarket and best value retailer to offer this new shopping experience in the UK. Our customers are always looking for the next big innovation and 3D printing is a guaranteed talking point amongst friends and family this season. With limitless printing options available, we’re very excited to see how our customers will take advantage of this groundbreaking piece of technology.”