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Speaker 1: Heather duper Cela now it was a bit of a

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Speaker 1: blood bath for the Warehouse Today the group announced a

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Speaker 1: fifty four million dollar loss for the year. The chair

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Speaker 1: Joan Withers has described it as unacceptable. Jean Journe is

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Speaker 1: the interim chief executive at the Warehouse Group and with

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Speaker 1: us now, hey John Hi, Heather Jones says, it's unacceptable.

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Speaker 2: What do you say, totally agree. We're certainly not where

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Speaker 2: we need to be and the result there's a poor performance.

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Speaker 1: What's gone wrong? Do you think.

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Speaker 2: Part of it is strategy and part of its execution.

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Speaker 2: We had a strategy set about five years ago that

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Speaker 2: was in hindsight to ambitious and also distracted us from

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Speaker 2: looking after our core brands at the level of detail

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Speaker 2: that we need to so.

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Speaker 1: Core brand being obviously the Warehouse. What needs to change

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Speaker 1: at our warehouse?

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Speaker 2: Do you think, sorry, what was that? Head?

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Speaker 1: What needs to change at the warehouse?

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Speaker 2: We need to get better more often. You know, we

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Speaker 2: get it right most of the time. We need to

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Speaker 2: get right all the time. And that's the difference in

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Speaker 2: retail retails detail Customers notice when you get your detail wrong,

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Speaker 2: and we've dropped the ball on that by.

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Speaker 1: That is that like, if you've got is it quality problems?

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Speaker 1: Is it coolness problems?

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Speaker 2: What is it's it's the small things that make a

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Speaker 2: difference here. You know, basically, when you're in retail, you

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Speaker 2: have to get everything right. And we've got things right

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Speaker 2: that we were focusing on. That we missed the ball

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Speaker 2: and that on the areas we weren't focusing on. We

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Speaker 2: had moved more of our range in the warehouse to continuity,

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Speaker 2: daily essentials, everyday needs, and that's an important part of

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Speaker 2: the offer and customers are loving for us for that

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Speaker 2: part of the range. But that's not all they wanted

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Speaker 2: from us. They wanted newness, excitement, trend coolness, keenness, and

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Speaker 2: we used to give them that in spades, and when

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Speaker 2: we moved into the sort of trying to be earnest

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Speaker 2: about our core essentials, which is really important, we lost

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Speaker 2: that excitement, we lost the emphasis and the other parts

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Speaker 2: of what people wanted from us. And that's what we've

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Speaker 2: recognized as one of the core turnaround fixes that we

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Speaker 2: need to do. We've already started on that, but unfortunately

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Speaker 2: it takes a while for that product to show up

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Speaker 2: in store, so it's only just showing up now. But

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Speaker 2: when it is showing up, our customers are loving it.

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Speaker 2: You know, they've been really disappointed that we haven't given

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Speaker 2: it to them before. Just like you said before, you

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Speaker 2: would expect us to do it. We didn't do it

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Speaker 2: for you. Our customers are saying the same on a

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Speaker 2: number of lines. But again, when we get it back

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Speaker 2: in stock, they go, yay, you're back. We love it

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Speaker 2: because we've got ninety two million people visiting our stores

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Speaker 2: every year. They really want us to be back in

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Speaker 2: the game we used to be. They want us to

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Speaker 2: be and we're determined to be back in there.

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Speaker 1: You like a bad boyfriend day. We want to love you,

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Speaker 1: but you should making it hard with the warehouse.

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Speaker 2: What about we're the one that got awaid? Yeah?

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Speaker 1: Is that right? Positive? Been on? It's going wrong with then.

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Speaker 2: Nles has actually performed the strongest through the period we've

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Speaker 2: been distracted. So their model is quite strong. I heard

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Speaker 2: before that you've had some service issues. That's disappointing. It

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Speaker 2: is not the general experience we get from our customers.

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Speaker 2: They are at promoter Score, which is the measure of

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Speaker 2: our customer satisfaction, is the highest in a no Lemming brand,

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Speaker 2: and they are the market leader, and through a tough time,

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Speaker 2: they've actually held their market share and held their customer

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Speaker 2: base the best of our all three brands. But even

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Speaker 2: they have suffered a little bit around the group distractions,

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Speaker 2: around the bigger picture that the ecosystem strategy, so they

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Speaker 2: weren't spending all their time on what mattered to no

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Speaker 2: leaming customers. And it's those little things that make a difference.

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Speaker 2: The fact that we should have had the staff member

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Speaker 2: knowing which apple which watch was waterproof. You know, that

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Speaker 2: is what we do. That is something that we pride ourselves,

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Speaker 2: you know, basically our teams proudly call themselves passionate experts.

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Speaker 2: I spent a lot of time on product knowledge and

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Speaker 2: learning about that products. You know, whether that was an

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Speaker 2: isolated example, we've got the wrong person on the wrong day,

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Speaker 2: but that doesn't really matter to you or your husband

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Speaker 2: that got the wrong advice.

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Speaker 1: I don't even have a watch John for my birthday.

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Speaker 2: Now, and I'm gusted to worry.

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Speaker 1: I know how to use the internet. I'll order it

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Speaker 1: from you. Guys. Hey, listen very quickly on the Stephen

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Speaker 1: Tindall thing, are you guys still is that office still.

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Speaker 2: Light or no that's in Stephen's core. We don't have

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Speaker 2: any control over what our shareholders do, and don't they.

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Speaker 1: Listen, John, thank you for talking to us, and I

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Speaker 1: really really hope you are able to turn this around, because,

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Speaker 1: as I say, we do love your business. That is

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Speaker 1: John Jena, who is the interim chief executive at the

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Speaker 1: Warehouse and has obviously got his work cut out for them.

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Speaker 1: Nineteen away from six.

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Speaker 2: For more from Hither Duplessy, Allen Drive listen live to

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Speaker 2: news talks it'd be from four pm weekdays, or follow

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Speaker 2: the podcast on iHeartRadio.