Archive for the ‘Latest News’ Category

Six tips for reducing WISMO

July 8th, 2020 | Latest News | 0 Comments

By Katharine Biggs, Content & Marketing Manager at parcelLab

Surely you’ve heard about WISMO? This acronym maybe hasn’t quite made its way into every retailer’s vocabulary yet but it is something that all online shops have to deal with on a daily basis, and it’s becoming more and more popular in the world of ecommerce due to a rapid increase in customer expectations.

WISMO (Where is my order?) enquiries are one of the biggest pain points for retailers who sell online and the most frequently received query for most. It’s a term most retailers never want their customers to think of. Sadly, order queries are a serious issue in e-commerce. Not only do they cost the retailer between £2 to £5 per call, but WISMO can also cause customers to avoid shopping from a retailer again.

These calls are a particular problem during peak periods such as Black Friday and Christmas, and the current pandemic has spurred on another spike. This influx is especially problematic when a vast majority of agents are working from home and therefore phones are offline. Reduced work forces and relying on email or social media to answer WISMO queries can leave many unhappy customers with unanswered questions.

Shopping online can be an emotional journey for the customer. Whether it’s a new dress for the weekend, a summer wardrobe update now that the sun has come out, a gift for a loved one or medicine that needs replenishing on time; buyers want to know exactly where their order is and when it will arrive. They want to be informed proactively about any delays or deviations from the original promised delivery date.

Unfortunately, 93% of retailers stop communicating with their customers after the dispatch confirmation (Source: parcelLab, UK E-Commerce Shipping Study 2020: Fashion Edition). The remainder instead rely on either the carrier to communicate with the customer during delivery or worse still, the customer receives no updates at all.

Carriers often barely communicate with customers during delivery, leaving them in the dark about the status of their order. In addition, as found in our shipping study, some carrier communication even fails to show who the order is from. And for those buyers who have made multiple orders from different retailers at a time, this can cause major problems and is the source of many WISMO enquiries. Retailers can avoid this happening by proactively communicating with their customers during delivery, rather than relying on the carrier to do so.

WISMO calls can be very frustrating for both the customer service agent and the customer themselves. So instead of customers constantly asking ‘Where is My Order?’ and clogging up customer service lines – which should be freed up for other customer service agents to answer more critical issues – retailers should instead be investing in providing an excellent customer experience by answering WISMO updates before they even have to ask.

Good customer experience is key for retaining customers and creating brand advocates. As retail continues to look for new ways to cut costs, reducing WISMO enquiries is one of the easiest and quickest improvements they can make – and this should be in the form of branded, proactive shipping communication. By doing this, customers will feel appreciated by the retailer and will be much more likely to purchase from them again.

Here are 6 tips for reducing WISMO and creating happy customers:

1. Proactive multi-channel post-purchase communication: By taking control of communication post-purchase, retailers can proactively communicate with customers at each stage of the journey. Sending regular updates via SMS, email, as well as through WhatsApp and Facebook Messenger means the customer is always in the know about their order, even if it’s delayed.

2. Communicate delivery delays at checkout: Advertise prominently on your homepage, on all product pages and at checkout how many days the delivery is likely to take. If you are expecting delays but can’t predict how long, communicate this here too.

3. Keep shipping status up-to-date: Inform customers in real-time about the status of their order during the shipping process.

4. Set up Peak/Pandemic FAQ page: Direct customers to this page from the homepage, product and tracking pages so they can have their questions answered easily, and without having to reach out to a customer service agent. Include queries about delivery status, times and stock.

5. Direct support traffic to other channels: If you’ve had to limit your telephone support network for technical or resource reasons, direct customers to other social media channels. Again, display where customers should get in contact with you clearly on the homepage, tracking pages, as well as in shipping emails. It might be worth including a message to only contact you after they’ve looked at your FAQs page first!

6. Measure satisfaction using NPS: Measuring customer satisfaction using Net Promoter Scores (NPS) or other review platforms is a great way to quickly recognise if something is wrong with your services. This review option can be implemented into shipping emails and tracking pages and should be monitored regularly to look for common themes.

Whether the order is going as planned or has delays, customers always want to know where their parcel is. Go above the norm and push relevant updates to the customer, in a way that your carriers sadly don’t. Take back control of your post-purchase communication to ensure a consistent brand experience, proactive customer service and maximised cross- and up-selling potential.

For more information about how retailers can reduce WISMO customer service enquiries during delivery, read the full whitepaper here.

Landini Associates Win 4 of 22 ‘Class of 2019’ RDI USA Awards

July 8th, 2020 | Latest News | 0 Comments

On 2nd July in New York City, the Retail Design Institute of America honored 22 projects in their ‘Class of 2019’ which represent the ‘best of the best’ new stores opened around the world in 2019. In addition, they awarded two dozen ‘Innovation’ awards ranging from store planning and circulation to lighting design and decorative material use.

The annual competition, now in its 49th year, attracted submissions from 66 retail teams across the globe. Countries represented include: USA, UK, Europe, Australia, Brazil, Canada, China, Italy, Mexico, Saudi Arabia and South Korea.

At this year’s award ceremony, Sydney based Landini Associates swept up a total of 9 awards across 4 of the studio’s projects – 20 percent of the total number awarded, and the highest number won by a single firm. They were also the only Australian firm to be honored in this year’s program.

Landini Associates Awards Won

ALDI China, Shanghai

Awards won: Class of 2019

Landini Scope of Works: Master-planning, interior design, brand graphic design, wayfinding, signage, ticketing, design standards and guidelines

Above: ALDI China. Photography by Andrew Meredith.

McDonald’s Times Square, NYC

Awards won: Class of 2019

Innovation: Branding

Innovation: Digital Integration

Landini Scope of Works: The complete reinvention of the world’s largest fast food chain including master-planning, interior design, brand positioning, graphic design, packaging, uniforms and global design standards and guidelines.

Above: McDonald’s Times Square, NYC. Photography by Andrew Meredith.

Sarah & Sebastian, Sydney

Awards won: Class of 2019

Innovation: Lighting

Landini Scope of Works: Interior Design

Above: Sarah & Sebastian, Sydney. Photography by Ross Honeysett.

SSG Food Market, Seoul

Awards won: Class of 2019

Innovation: Store Planning

Innovation: Environmental Graphic Design

Landini Scope of Works: Naming and Identity, master-planning, interior design, brand positioning, graphic design, packaging, menus, uniforms and advertising style guides.

Above: SSG Food Market, Seoul. Photography by Trevor Mein.

Emma – The Sleep Company: Revenue up by 120% in first half of 2020

July 8th, 2020 | Latest News | 0 Comments

  • Emma more than doubled turnover in first half of 2020 to 44.3 million euros in the UK
  • Successful bed-in-a-box brand aims to maintain growth rate for YOY sales in entire 2020
  • Optimised product portfolio adapts to UK customers’ shopping habits

Despite economic turmoil in the recent months, Emma – The Sleep Company more than doubled its turnover in the first half of 2020, as its revenue has grown by about 120% compared to the same period in 2019. In the UK, the Frankfurt-based D2C brand achieved a turnover of 44.3 million euros in H1. The figures demonstrate that Emma’s recent strategy has paid off. For the second half of the year, the company aims to keep its growth rate equally high and wants to double YOY sales in the whole of 2020.

For H2, Santosh Marrivagu, new Head of UK and Ireland, wants to focus on the product portfolio. Having reviewed how single products and initiatives have scaled since Emma’s launch in the UK in 2016, he revamped the portfolio and introduced a new pricing model. Thanks to the significantly high demand of Emma Original mattresses, the company will now reduce the price for its pure foam mattress. The price reduction is enabled by economies of scale, process optimisations and more efficient material procurement. The mattress-in-a-box-brand passes the benefits on to its customers.

Santosh Marrivagu, Country Head UK and Ireland, said: “By achieving significant process innovations, we are able to give our customers the best sleep experience at a great price. Our goal is to maintain our dynamic growth while ensuring that all workflows and capacities are extended accordingly,” explained Marrivagu.

Emma mattresses are available in three price ranges: Essential, Original and Hybrid. While Emma Original and Emma Hybrid are the key products in the online shop, Emma Essential, the mattress in the low-price segment, is sold via marketplaces only. Some of the accessories such as sheets have been withdrawn from the portfolio, as they have not met the customers’ needs. Both the new pricing structure and the new product range are intended to attract different target groups. “As a direct-to-consumer brand, we get direct feedback from our customers and can quickly adapt to their needs and shopping habits”, said Marrivagu.

“As a Sleep Tech company, continuous innovation is a core element of our business strategy, not only regarding products and solutions we bring to our customers but also in how we organise and conduct our business. I am confident that the optimised portfolio will support Emma in achieving the revenue target for 2020 and thereby strengthen our leading market position in the UK”, stated Marrivagu.

The strategy reflects the difference between pure online players compared to Emma as an omnichannel brand aiming to become one of Europe’s leaders in bedding and sleep technology. “In countries where Emma enjoys a brand awareness of more than 30% as is the case in the UK, we observe that our brand drives consumer traffic to stores, helps improve conversion in store as well as online in the web shops of our partners and contributes to an increasing average basket,“ explains Dr Dennis Schmoltzi, Co-CEO of Emma.

Caption: New Country Head of UK & Ireland at Emma – The Sleep Company, Santosh Marrivagu (r.) with Dr Dennis Schmoltzi (m.) and Manuel Mueller (l.), founders and Co-CEOs of Emma – The Sleep Company. Copyright: Emma Sleep GmbH / Photographer: Moritz Reich, 2020.

Data will be the key for retail recovery

July 7th, 2020 | Latest News | 0 Comments

By Kevin O’Farrell, Associate Vice-President at Analytic Partners

The Covid-19 crisis has seen retailers forced to rapidly adjust their business and marketing plans, revising expectations as shops across the nation were required to close.

But now as we ease out of lockdown, the shift from crisis to recovery will require retailers to dig deep into the data – to gain insight into consumer mobility and purchase habits, media supply and demand, the economic downturn and the public health crisis. All these factors will affect the way people shop.

It took four years for the economy to recover after the 2008 recession – so while short-term panic may have gripped many in the retail sector, they must now think longer term and determine what it is they need to measure, to support strategies to overcome lockdown decline and changing purchasing behaviour.

There are many measurement challenges with so many forces at play including how to use historical data to predict future outcomes and how long it will take to move through stabilisation, recovery and revitalisation phases? Isolating the impact of Covid-19, when it’s such a huge anomaly, is particularly challenging.

Scenario planning allows retailers to assess budget cuts, changing channel mix, messaging, as well as operational factors such as store closures and consumer demand shifts. In most scenarios, spend is dropping, often accompanied by changing media channels or delivery channels in the case of QSR brands. Commercial mix modelling can look at best and worst-case scenarios.

Commercial Mix Modelling incorporates controllable and non-controllable drivers and considers marketing such as media and promotions; non-marketing including store openings, pricing and sales channel effects; and macro factors like the weather, seasons and consumer trends.

As retailers accommodate purchase behaviour changes and routes to market – the continued shift to ecommerce looks inevitable – they need to understand not just the marketing drivers for each sales channel but also the operational, competitive and other non-controllable factors.

In terms of measurement there are many variables for retailers – the size and location of stores, the sector they are in, to what degree they’ve embraced omnichannel strategies, what time frame they are considering and specific brand dynamics such as the percentage of sales impacted or geographic footprint.

The aim for retailers is to identify where the Covid-19 impact may be and gauge the order of magnitude compared with the expectation. Models will help retailers monitor their business performance continually. Retailers must track and monitor with ongoing data feeds, frequent measurement, A/B testing of new strategies, and continuous scenario planning.

The extraordinary nature of this crisis means many companies do not believe there is anything to learn from this period, but we believe there is – it just requires the right data, predictive analytics, real-time targeting, and supply-chain optimisation.

Covid-19 has disrupted retail to a very large extent, and we do not know how our high streets and retail parks will look in a year’s time. But to help market their way out of the crisis, it has never been more important for retailers to link media targeting and spend with customer data.

Growth Company launches programme of support for thousands of retail workers as coronavirus threatens job cuts

July 7th, 2020 | Latest News | 0 Comments

The Growth Company has launched an urgent programme of support for thousands of Greater Manchester retail workers at risk of losing their jobs or already made redundant.

The economic impact of long-term store closures due to the coronavirus is now starting to take its toll, with many large employers warning of potential job cuts.

In response to the growing uncertainty facing retail workers and employers, The Growth Company has provided specific advice for retail sector workers via the Employ GM website.

Support for retail businesses seeking help to survive and protect jobs is being made available by the GC Business Growth Hub’s coronavirus microsite.

Delivered by the Growth Company in partnership with Greater Manchester Combined Authority (GMCA) and numerous delivery Partners, the EmployGM website was established at the outbreak of the coronavirus pandemic to support jobseekers and employers with vacancies.

Specific support for retail workers includes:

  • Careers advice
  • Skills support
  • Redundancy advice
  • Vacancy signposting

Part of the Growth Company’s #HereForBusiness campaign, the GC Business Growth Hub coronavirus microsite contains general information for companies contending with the impact of covid-19, with specific information for the retail sector via a Here For Retail section.

Mayor of Greater Manchester, Andy Burnham, said: “We are now beginning to see the true economic impact of the coronavirus, with retail workers particularly vulnerable to redundancy as the Government’s furlough scheme winds down and businesses face difficult decisions about their ability to reopen shops and stores that have been closed for months.

We are in no doubt about the challenges faced by every business in our region, including the retail sector, and will continue to work with the Growth Company and other partners to put in place all the support we can.”

Mark Hughes, Chief Executive of The Growth Company, said: “Along with our partners, The Growth Company is here for business and individuals who need support during these uncertain times. While we know from the weekly Growth Company Covid-19 Impact Survey that every sector has been impacted by the coronavirus, the retail sector is being hit particularly hard.

Many thousands of retail workers now need help to find new roles, or develop new skills, and EmployGM will signpost the support they need. Advice and help is also available for those retail businesses that are in distress, potentially providing them with additional support and funding to safeguard jobs.”

For more information and to get help from Employ GM visit www.employgm.org/.

Businesses looking for support can also visit the Coronavirus microsite at www.businessgrowthhub.com/Coronavirus or get in touch for more advice and support by emailing BGH@growthco.uk.

The importance of Store Design – Part 1

July 7th, 2020 | Latest News | 0 Comments

Today more than ever it is important to create retail spaces that are designed in a way that is not only safe, but promotes a hassle-free and enjoyable experience. In this mini-series, John Abbate FBDS, Lead VM & Windows at Northbanks will touch upon how store design can be conceived, factors that might influence it and, how and where this might come from. 

Whilst the essence of a retail space is to sell, the goods and services aren’t always a necessity and as such, in many cases shoppers need to be drawn in, or encouraged to enter. Now that non-essential retail has re-opened, this has never been more relevant than today – we cannot be complacent and merely expect shoppers to return and resume normal shopper behaviour.

We have become all too familiar with ‘shopping for pleasure’ but for the last few months only essential shops have been allowed to open, for everything else we resorted to online retailers, and this is likely to profoundly effect on the shopper psyche.

Prior to the current pandemic we were already seeing the power of ‘aware’ shoppers who voted with their feet – shoppers who weren’t attracted by cheap prices but instead valued non-monetary factors such as provenance or good environmental or ethical practices, or ones who favoured the comparative ease of online shopping and only used physical shops for ‘showrooming’. Retailers were quick to blame declining sales on the death of the high street and the rise of e-commerce rather than questioning why shoppers were abandoning them, they weren’t critiquing themselves and identifying contributing factors such as dated or ineffectual store concept and doing something about it.

Human beings are visual, one of the most basic and cost effective VM tactics is a new store layout, research shows that regular passing trade will notice this change – take advantage of this and you stand the greatest chance of drawing them in.

We at Northbanks know that successful retail design or a great store concept increases footfall. Successful Retail Design is about creating a customer experience. It gives them a reason to cross the threshold, it guides a shopper’s interaction with the retail space, it entertains as well as entices, it encourages browsing and converts it into buying.

Part 1: Why is the Store Concept so important?

Put simply, it is the canvas to the goods or services in the store, but it’s more than that, it ties everything together, it must be the best representation and the best possible environment to reflect the brand and relate with the target consumer group.

Great store design echoes, reinforces and resonates with the brand story, the ethos and the demographics i.e. the shoppers.

The store interior design tells a story, it’s an extension of the brand personality, it’s the visual identity communicated to the customers, and first impressions count.

When developing a physical store concept, the technical requirements of selling and displaying can be executed in unlimited ways. Many individual design elements and aspects need to be considered to create the overall store concept – the interior fit out, the floor, wall, ceiling and lighting design etc, to name a few, can be any number of styles. The fixtures and furniture that display and promote the product are hugely important; how flexible it is and how functional are key, but so are the materials, finishes and execution.

Retail and Retail Design is hugely interactive, designing a store is a well thought out and complex process, arguably more so than residential or commercial interior design which are only concerned with ‘living’ or ‘working’ environments. There are only ever two starting points for the interior aesthetic; an existing brand formula, or a new one. Some relish the challenge of developing an existing one. Whilst others might find New Concept projects more exciting, citing originality as the holy grail for design agencies – we at Northbanks love both!

A sometimes frowned upon approach is to mimic other brands, or adopt certain design cues – after all, imitation is the sincerest form of flattery… This might be a starting point for some retailers who find it beneficial to be closely associated with a highly recognisable and successful brand in order to attract or poach their customer.

There are many approaches to the creative process and conceiving of a creative direction, we want to start with one that is popular at the moment and is particularly relevant to aspirational or lifestyle brands: interior design trends led.

Retail is just one part of a customer’s life – a lifestyle approach to retail design looks at other areas of the customer, how and where they live, where they go on holiday or to socialise, what they value and put importance on, how they aspire to live and what styles they may associate with.

Knowing and understanding the target demographic is essential to focusing on the interior design style that best suits the retailer.  The key is mirroring the brand identity with that of their customers.  This is often why brand concepts are not always consistent between the shops and often change.  They are creating an environment that inspires their customers whilst constantly trying to stay one step ahead of their competition.  Store design can explore different angles of the same design story.  An analogy would be that of someone with multiple homes, would they all look the same?  It’s likely each one would be adapted to the location and environment they are in. Layered on top of this is the visual identity and personality of the retailer or brand.  Here is where consistency might be desired to reinforce brand recognition.  The brand’s strategy will dictate whether they choose individuality or consistency. However, in the age of discerning shoppers the days of a one size fits all store design is long gone.

QVC UK invests in broadcast technology to enhance customer engagement

July 7th, 2020 | Latest News | 0 Comments

In a rapidly changing retail environment, QVC UK has made some key updates to its strategy by investing in tech innovation, modernising its broadcast techniques and celebrating people, personality and storytelling to find the perfect balance between shopping and entertainment.

Integrating the customer

In the current world, where bringing people closer together is both more difficult and more important than ever, QVC UK has partnered with Quicklink, a provider of high quality broadcast solutions, to allow the retailer to put the customer at the heart of its shows. QVC UK customers have regularly featured within the shows via phone, but they can now join virtually via video calls to offer valuable reviews that provide authentic and relatable content to the audience through peer to peer endorsement.

Experts from around the world, who would normally present live in the Chiswick studios, have also continued to feature on QVC virtually through video calls providing expert discussion on products and brands alike – between 25 March and 31 May, they completed over 500 video calls, proving a hit with their customers.

“QVC has always fostered a two-way relationship with our customers.” said Mike Tremain, QVC UK’s Director of Broadcasting. “Today, in a time of isolation, we’re looking at creative ways to engage our customers and involve them in our live broadcast shows. By using simple and effective technology, we’re able to overcome obstacles in our current world and allow QVC Presenters, Guests and Customers, within our community, to directly interact and share stories virtually on air.”

“It has been fantastic working alongside QVC in revolutionising customer engagement in their live broadcast shows. It is great to be at the heart of QVC’s modernisation of broadcast techniques by enabling customers to be actively featured in the QVC programming. Quicklink’s technology has enabled QVC to increase the quality of the video calls whilst ensuring maximum control of the production remotely.” said Richard Rees, Quicklink’s CEO and MD.

Modernisation for a first in retail

The internet has changed people’s expectations and the way they shop, but it’s also changed their emotional connections. While speed of service and a quick and easy transaction is important to today’s consumer, the vast majority of people still want the experience of looking at, feeling, testing and comparing products. However, they want it online, in the privacy of their own homes and in the palm of their hand on the go.

Additionally, QVC UK has also enhanced its educational value within live Beauty shows by implementing two-way cameras for their skincare and make up tutorial segments, allowing the audience to view the product demonstration in far closer detail, in a way that is rarely offered elsewhere in retail. This provides customers an up-close perspective of how the products interact with the skin of a model, offering them a more accurate depiction of the consistency, texture and pigment of the product all from the comfort of home.

Putting the customer first

QVC UK’s ongoing strategy is to put the customer first and continually innovate through the use of technology and people. There has been a strong appetite for tuning in to QVC UK’s channels over the recent months, with figures showing that QVC UK’s main TV channel has seen an increase in viewership by 50 percent in the last three months and a 38 percent increase in digital sessions to QVCUK.com (source: TV Analytics).

When it comes to what influences people today in making a purchase, most people still value consumer reviews, peer recommendations and expert opinions over third party endorsement. But one other thing is clear – they value ‘seeing’ as much of the product themselves above all else – videos of products that give them as close an experience to real life is what is most important.

Trotters Childrenswear re-opens stores using Eurostop’s Mobile POS solution to aid social distancing

July 7th, 2020 | Latest News | 0 Comments

Mobile POS solution provides scanning, EPOS and card payments on one device helping meet latest government shopping guidelines

Trotters Childrenswear, the independent children’s clothing retailer, is re-opening in line with the latest government guidance using Eurostop’s mpos one-device mobile POS solution to support social distancing for its customers. Celebrating its 30th year of trading this year, Trotters is implementing mpos in stores, enabling it to serve customers and allow them to pay for items anywhere on the shop floor, helping to adhere to the current social distancing guidelines.

Eurostop’s mpos solution is based on the Sunmi P2 Lite and provides in built scanning, EPOS and integrated card payments on one device.

Natasha Lunney, COO at Trotters said; “We have spent a long time working out how we could welcome customers back whilst adhering to the latest government guidelines on social distancing. We were due to celebrate the company’s 30th birthday this year and it’s the first time in our history that we’ve been faced with such a challenge. Eurostop’s mpos has definitely helped in our flagship store as we’re able to serve customers from anywhere on the shop floor, making the customer journey much less stressful and helping to keep to the new social distancing measures.”

Jeremy Rodrigues, Product Manager at Eurostop said; “Eurostop’s focus has always been to develop technology solutions that meet the needs of retailers. The opportunity to start re-opening stores is welcome news, although we recognise it brings new challenges as retailers balance business needs with new stringent social distancing guidelines.  mpos and MyShoppr® are mobile and app based solutions that both enable retailers to improve the customer journey, while complying with the new rules.”

Barclaycard Payments reveals growth in Hospitality, Leisure & Entertainment sectors in England

July 7th, 2020 | Latest News | 0 Comments

  • Spend in pubs and bars grew by almost 300 per cent over the 4th and 5th July weekend, compared to the previous weekend (27th and 28th June)
  • Contactless transactions increased by 137 per cent as the technology continues to be the preferred way to pay
  • Overall, Hospitality, Leisure and Entertainment grew by almost 7 per cent week-on-week, but businesses remain behind where they were in 2019
  • Across all sectors, the total volume of contactless transactions processed by Barclaycard Payments also grew by almost 140 per cent compared to the previous weekend

With many businesses in the Hospitality, Leisure and Entertainment sectors opening their doors for the first time since lockdown began, Barclaycard Payments, which processes nearly 40 per cent of all transactions in the UK, shines a light on consumer spending over the weekend.

Despite the wet weather seen over large parts of the country, Barclaycard Payments data shows that the public took advantage of the long-awaited re-opening of pubs, bars, restaurants, hairdressers, cinemas and theme parks.

Across the whole of Hospitality, Leisure and Entertainment, Barclaycard Payments saw a 19 per cent increase in the total number of transactions compared to the weekend before, and a 7 per cent increase in the total value spent.

However, social distancing measures are still having a significant impact – year-on-year, the total value of transactions across Hospitality, Leisure and Entertainment was down 45 per cent compared to the same weekend last year.

Nevertheless, the lifting of restrictions was still a cause for celebration, for both the public and businesses. For pubs and bars in England, compared the previous weekend, when they were only able to offer take-away and delivery services, the weekend saw them able to serve drinks and food on the premises for the first time since March. This change contributed to a spike of 295 per cent in total value spent in pubs and bars compared to the previous weekend.

Barclaycard Payments also witnessed a similar surge in demand among its hairdresser and barber clients, who were able to open their doors for the first time since lockdown began. Foodies were also able to enjoy eating out in restaurants for the first time since March, leading to an increase of 13 per cent in the total amount spent in UK restaurants compared to the previous weekend.

Contactless continues to be the preferred way to pay in-store, both because it’s safer and more convenient than paying with cash or handling a card machine – Barclaycard Payments processed 137 per cent more contactless transactions over the weekend compared to the previous weekend.

Rob Cameron, CEO of Barclaycard Payments, said: “While this weekend certainly gave us reasons to celebrate, we’re not out of the woods yet. We know that our clients are doing their utmost to incorporate social distancing measures into their operations in order to maximise revenue, while also keeping their customers safe. As our contactless figures show, the good news is that consumers are still comfortable with the idea of shopping face-to-face, which will bring hope those businesses that are still trying to adapt and thrive in the current economic climate.”

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