The 2025 World Retail Congress theme is focused on how retailers are looking to deliver “faster, bolder, smarter” growth when external factors are conspiring to make it ever harder. We asked a selection of top CEOs and industry leaders for their views.

 

Hajir Hajji, CEO, Action 

We will continue to focus on the two drivers of our success: our unique Action formula and the special Action culture. Our formula of offering good quality daily necessities at the lowest prices and products that make daily life more enjoyable is loved by our customers throughout Europe. Our unique culture enables true collaboration between 80,000 colleagues of 151 nationalities who have fun together while working hard. Both factors are essential to making our customers happy – and delivering our fast growth. 
 

Michael Chalhoub, CEO, Chalhoub Group

Retail is changing fast-and so are consumer expectations. 

Shoppers today want more than transactions; they’re looking for relevance, authenticity, and connection. To meet this shift, we're strengthening our omnichannel business, while at the same time evolving beyond traditional retail models. 

We’re actively investing in, acquiring, and building brands with strong, long-term potential. By scaling high-growth opportunities across fashion, beauty, and lifestyle, we’re shaping a more agile, consumer-first luxury ecosystem. 
 

Susan Reid, Director of On Board Revenue & Retail Concessions, Carnival UK, P&O Cruises, Cunard

Retail in the cruise industry presents unique opportunities, and one of our incredible “superpowers” is being data-rich. Accompanying each onboard guest is a distinctive profile with individualised data and valuable insights into their demographic, spending habits, preferences and favourite brands. By leveraging consumer data, we continuously refine our understanding of our loyal customer base, allowing us to acknowledge and engage with them in a tailored and impactful way, such as inviting these guests to exclusive events, brand showcases and insight sessions which genuinely resonate with them. 
 
Ultimately, we use this data to connect our guests with products which enhance their holiday experience. Examples include destination fashion, buy-now-wear-now essentials or luxury items to mark special occasions such as birthdays and anniversaries. We are privileged to understand what will make their journey truly memorable. While our technology enables these connections seamlessly, our dedicated colleagues onboard bring these experiences to life — building relationships and delivering exceptional, personalised service to encourage repeat custom and curate everlasting memories. 
 
And, of course, the added benefit: shopping at sea is all duty-free! 

 

Janet Hayes, CEO, Crate and Barrel  

For our portfolio of speciality home brands we believe in inspirational, sustainable product and the best service and experience we can surround our customer with. When the environment gets tough, we invest in service. In uncertain times, people turn to their homes as a place of peace and comfort. We want to be certain to help build and design this for them - without fail. 

 

Selvane Mohandas, Managing Director, International Association of Department Stores 

Artificial Intelligence and Retail Media have been making the headlines these past two years as the promise for sustained future growth… provided the right (massive) investments are made today to be ready for tomorrow. While at the IADS, we value the importance of being future-ready, a common trait that we see within our members (and beyond) is that department stores, those 200-something-years-old grand ladies, have learnt along their existence that growth also comes from doing things right. 

While they acknowledge the importance (and potential) of AI and Retail media, their approach to delivering growth is based on two angles:  

• Making sure the store experience is right: 92% of customers favour in-store shopping for the tactile pre-purchase experience. For that reason, department stores have started by replacing their physical stores in the middle of their omnichannel ecosystem. Going further, they now focus on assortment efficiency (both in large stores and newer, smaller units), associates' capabilities and enhancement, and, more generally, eliminating any friction point that could derail the customer journey. Any retailer knows this is the base and a permanent, endless improvement process. 

• Address the profitability of e-commerce: while physical retail maintains relevance, digital channels continue to demonstrate substantial growth: global online sales grew 5% y.o.y during the 2024 holiday season. Department stores can not afford to stay outside of this game but do not have the same access to capital as digital ventures. For that reason, it is all about permanently fine-tuning and finding new ways to optimise operations to reach profitability on online sales in a constrained set of resources. 

 In fact, addressing the future of retail often goes back to the golden rule: make sure the basics are right. 

 

Kamshim Lau, CEO, Sogo Hong Kong, Executive Director, Lifestyle Holdings 

Our outlook for the year of 2025 is continuous economic uncertainty with potential volatility on the horizon, whereas the recent breakthroughs of AI also pose significant opportunities for business.

In the face of this, the importance of strengthening the resilience and agility of our corporate structure is essential in ensuring our ability to quickly adapt and evolve, which is key to delivering sustainable growth in the long-run. 

Related measures include streamlining workflows, flattening hierarchies and increasing the accountability and ownership of every staff member. 

Secondly, data is king and we continue to aggressively grow our loyalty member database, where data analytics enable us to better understand our customers, which will guide our business strategies. 

Lastly, the ability to boldly respond to trends and adapt to changing consumer tastes is vital, and we are focused on incorporating new project categories and enhancing the experiential aspects of our offer that will enable us to diversify away from the traditional department store customer. 

 

Dr Günther Helm, Chief Executive Officer, Majid Al Futtaim - Retail 

At Majid Al Futtaim Retail, delivering growth begins with one constant: the customer. In an era of rapid disruption and evolving expectations, we are building a faster, bolder, and smarter retail model—one that is deeply rooted in agility, purposeful innovation, and long-term value creation. 

Our focus is twofold: transforming how we engage with customers and how we operate as a business. We're reimagining the customer experience through new retail formats that elevate convenience and accessibility, while investing in digital capabilities that make every interaction more relevant, more personalised, and more seamless. 

We are accelerating growth through Precision Media, our AI-powered retail media platform, and the expansion of our loyalty ecosystem, enabling hyper-targeted engagement and creating more meaningful brand connections. These tools allow us to unlock deeper insights, drive smarter decisions, and build sustained customer loyalty. 

Equally important is strategic diversification. We are entering high-growth verticals and launching specialised concepts that reflect the growing sophistication of our markets—ensuring we stay relevant while creating new engines of growth across the region. 

Ultimately, growth for us isn’t just about scale. It’s about building a resilient ecosystem—where innovation serves a purpose, operations are agile, and our impact is both measurable and meaningful. We grow by staying connected to our customers, committed to our people, and anchored in the communities we serve. 

 

Juan Carlos Escribano, CEO, El Palacio de Hierro  

Elevating Luxury Retail Through Personalization. 

At El Palacio de Hierro, growth comes from a deep commitment to personalization and customer-centricity. We are redefining luxury by focusing on experiences that feel uniquely tailored, blending heritage with innovation to anticipate and exceed our customers’ expectations. 

This means leveraging data and AI to craft seamless, hyper-personalized interactions—whether online or in-store. It’s about understanding each client’s preferences, curating bespoke recommendations, and elevating service beyond transactions. Our loyalty program is evolving to recognize and reward individuality, ensuring every touchpoint strengthens emotional connections. 

Beyond technology, true personalization lies in human touch. Our flagship stores are becoming immersive spaces where fashion, gastronomy, and culture converge, creating moments that feel exclusive and deeply personal. By centering every decision around the customer, we’re not just driving growth—we’re shaping the future of luxury retail in Latin America. 

 

Sonal Gandhi, Chief Content Officer at The Lead  

"I think growth in the short term will be hard to come by. By all predictions, the US consumer is not excited to spend in the next 6-12 months. Inflation, tariffs, high interest rates, and layoffs are all putting a damper on their purchase intent. If there is any growth to be had it will likely come from international markets, particularly in the Middle East, India, and Japan. To grow or maintain market share in a down economy, retailers must clearly differentiate and articulate their value proposition, invest in real-life experiences (both in stores and at events), and use creativity and technology to keep customer acquisition costs down." 

As a proud industry partner of the World Retail Congress, we are pleased to offer its community a special complimentary registration for brands and retailers and a 25% discount for non-brands and retailers to attend The Lead Summit on May 28-29 in New York City.  

 

Yehuda Shmidman, Founder, Chairman & CEO of WHP Global 

WHP Global is laser-focused on driving outsized growth by strategically acquiring brands and licensing our owned brands to the best operators and retailers across more than 80 countries worldwide. 

We believe we are at a unique moment in time.  Macro volatility is scaring away traditional brand investors that were active pre-COVID, and yet there is an unusually high number of quality brands seeking new ownership partners.  Simply put, for the time being there are more brands for sale than buyers.  We see this as a time to think big and act fast. 

Our current brand portfolio — which includes VERA WANG, Rag & Bone, LOTTO, TOYS“R”US, and other great consumer brands — generates more than $7.5 billion in retail sales annually.   Six years ago, that number was zero, and yet, in many ways, the ‘sky is the limit’ if we successfully execute our plan while this window of opportunity remains open.