零售韧性：化冲击为竞争优势

Turning disruption intocompetitive advantage Created with Contents The big picture3 Section 1: why resilience matters more than ever4 Section 2: key resilience themes in 202511 Section 3: strategies for success 18 A final snapshot 19 About the research20 The big picture The retail sector has demonstratedimpressive resilience with many leadingbrands now turning challenge intocompetitive advantage. Amid costvolatility, shifting consumer demands, rapidtechnological change and global uncertainty,UK retailers continue to adapt at pace. Thisevolution has been striking – and to many,unexpectedly bold. Drawing on a survey of over 100 senior retailexecutives and insights from many of theUK’s largest retailers, this report presentsa framework for benchmarking resilienceacross seven core pillars and provides annualcomparisons. About the authors It also highlights where the many forward-thinking businesses are focusing their efforts,and how disruption is being viewed as acatalyst for genuine development, rather thana survival challenge. Now in its second year, our Retail resiliencereport explores how leaders are respondingto an environment that is more complex,interconnected, and faster-moving thanever. While disruption persists, from supplychain volatility and cyber threats to artificialintelligence (AI) transformation, the mostresilient retailers are using this moment tosharpen strategy, deepen capability andmove decisively. Karen JohnsonHead of Retail and Wholesale,Barclays Corporate BankingLinkedIn Richard LimChief Executive,Retail EconomicsLinkedIn Evolving risksand convergingpriorities In 2025, retailers are navigating a moredynamic and interconnected operatingenvironment. Many have alreadydemonstrated excellent adaptability byresponding to shifting consumer behaviours,elevated cost pressures, and digitaltransformation. As some pressures begin tostabilise, a fresh set of priorities is emerging,from the impact of trade realignment tocybersecurity threats. To help benchmark preparedness, wecontinue to apply our Retail ResilienceFramework to assess business readinessacross seven key pillars: cyber and data,operational, financial, strategic, regulatory,reputational, and environmental (Fig. 1). Many have alreadydemonstrated excellentadaptability by responding toshifting consumer behaviours. Environmental Leading withsustainability byembeddingenvironmentalpriorities andresponsible practicesinto business models. Building brand strengththrough transparency,trust, and consistent,values-ledcommunications. Ensuring �nancialresilience with strongcash �ow discipline,agile costmanagement, andscenario planning. Strengthening digitalresilience throughsecure systems,robust governance,and proactive cybermanagement. Enhancing agilitythrough e�ectiveprocesses, supplychain strength, andresponsive workforcestrategies. Driving long-termcompetitivenessthrough innovation,adaptability, and boldstrategicdecision-making. Maintaining resilienceby aligning withevolving policy,compliance, andethical standardsacross operations. • Data breaches andhacking• Malware attacks• Insider threats• IT system failures • Environmentalregulatory changes• Carbon footprint andsustainabilitychallenges• Social responsibilityfailures• Poor corporategovernance• Climate changeimpacts • Supply chaindisruptions• Workforceshortages• Inventory manage-ment issues• Equipment ortechnology failures• Natural disastersimpactingoperations • Currency�uctuations• Interest ratechanges• Credit risk and baddebt• Cost overruns andbudget de�cits• Market volatility • Negative publicity ormedia coverage• Customercomplaints andsocial mediabacklash• Ethical scandals ormisconduct• Poor customerservice experiences• Product qualityfailures • Competitivepressure and marketentry by new players• Failure to innovate oradapt to marketchanges• Misaligned strategywith market trends• Poor mergers andacquisitionsdecisions•Ine�ectiveleadership andgovernance • Non-compliancewith industryregulations• Changes in tradelaws• Intellectual propertydisputes• Employment lawviolations• Product safetyrecalls This year, survey responses reveal a moretightly grouped set of top priorities. Cyberresilience (58%), operational agility (57%) andfinancial strength (55%) are almost equallycited by retail leaders as core focus areas(Fig. 2). This convergence reflects theincreasingly integrated nature of retail – wheredigital, financial and operational strategiesmust align to build holistic resilience. Rather than managing these challenges insiloes, businesses are shifting towards moreconnected, cross-functional strategies –recognising that resilience today is definednot by avoiding disruption, but by the ability torespond, adapt, and thrive in the face of it. While slightly down from last year, cyberresilience remains a top priority for retailleaders, with 58% placing it in their top threeconcerns (Fig. 3). High-profile breaches in thepast 12 months have reinforced the need forco