John Lewis’s leaders
sir – Mary Portas hits the nail on the head in her critique of the approach taken by Dame Sharon White in running the John Lewis Partnership (report, March 25).
I joined John Lewis as a trainee in 1980 and was deeply impressed with the ethical structure and the dazzling success of the brand through the 1980s and 1990s. Its customers loved both the department stores and Waitrose supermarkets, which had a cachet that its competitors could only dream about. Partners (employees) were paid handsome salaries and bonuses, customers delighted in the service and the concept seemed impregnable. Vash (value, assortment, service and honesty) was the management mantra and “never knowingly undersold” sent a clear message of confidence to competitors.
Alas, egotistical senior management wrecked the business with reckless expansion and costly gimmicks. Key lower management levels were done away with and staff uniforms abandoned in a hopeless quest to be more like other businesses. The online offer was too late in the day and both sides spiralled downwards as new competitors seized the John Lewis market, and sales, service and partner motivation ebbed away.
Unless it makes drastic changes, I see little future for Britain’s once favourite retailer.
Arthur V Marment
Witney, Oxfordshire
sir – I agree wholeheartedly with Mary Portas; John Lewis is a shop with soul. We have made most of our large household purchases there in our 52 years of marriage and have received amazing service over the years.
I particularly remember the time when our wallpaper order was delayed and would be too late for our decorators. John Lewis staff phoned round all their branches, sourced enough rolls and had them sent by taxi to our home the next day.
Service like that is priceless.
Elaine Gilmore
Yeovil, Somerset
sir – I love Peter Jones so much that I have told my daughters I wish to have my ashes scattered there. However, I now worry that, when my time comes, it will no longer exist.
I have been a PJ customer nearly all my life. When I was first pregnant, a patient member of staff gave me invaluable advice on which pram to buy, and how many vests, blankets and terry nappies I would need.
On another occasion, when I asked which toaster I should choose from the vast array, I was recommended a model that served me well for years.
However, when my husband recently asked a staff member for advice about a new smart television, the young man said he would have to ask his manager. He called across the shop to his colleague, who shouted back: “Tell him to look it up online.”
Sadly, that says it all. Louise Steidl London SW18