At the age of five I knew I loved retail. I was standing with my parents in the middle of Norwich’s branch of John Lewis – then known as Bonds.

At the age of five I knew I loved retail. I was standing with my parents in the middle of Norwich’s branch of John Lewis – then known as Bonds. With eyes probably as wide as saucers, I distinctly remember being in awe at the variety of products, the medley of colourful packaging and the purposeful bustle of the shopfloor. More than playground or football field, this was my childhood paradise.

The adult world is less magical than the realm of a child: our eyes see with the cold, hard light of logic, and reason supplants wonderment.

Even so, John Lewis still manages to make my heart beat a little faster and, if for only the briefest of instants, recaptures that sense of childhood possibility.

Could this magic be the secret of John Lewis’ success? Does the store weave some sort of spell over consumers that renders them powerless to resist reaching for their wallets? From the latest set of results you’d certainly think so; for not only is John Lewis bucking the trend, it’s almost defying gravity.

Here in the adult world the magic can be analysed and explained.

Part of it is down to the fact John Lewis creates a genuinely exciting environment that captivates and motivates shoppers. The sheer width of the assortment has much to do with this; a store that sells everything from beds to buttons, from Lego to lampshades is worth exploring – it’s a genuine destination that pulls in customers. Despite the choice, John Lewis isn’t an amorphous jumble of disparate products. There’s real discipline and skill in how assortments are selected, put together and merchandised. Buyers know their audience and the result is a shopping experience made pleasant and interesting by the edited, relevant, and sometimes unique range of goods.

None of this has come about by chance; it is underpinned by hard work, investment and focus to ensure things remain relevant. Millions have been spent on upgrading stores to create modern shopping environments; the rule book for whole departments, including fashion, has been ripped up and rewritten; new target audiences, such as young professionals, have been targeted with the development of novel ranges such as the House homewares brand.

And the list goes on. Over the past few years, John Lewis has been a hive of innovative activity – activity that is now paying rich and deserved dividends.

Yes, John Lewis does give brilliant customer service. Yes, it has been opening new space. Yes, it does have a superior online operation. And yes, it has benefited from exposure to growth sectors such as consumer electronics. All these things have aided its impressive performance.

For me, however, these are not the heart of its success. As John Lewis’ latest advertising slogan notes: “What’s important doesn’t change.”

Indeed, it doesn’t. Just like a five year old, many of us still want to be enchanted by, and to feel good about, where we shop.

John Lewis’ genius lies in speaking to these enduring values.

  • Neil Saunders, Managing Director, Conlumino