Perth’s new apartment market recorded its strongest quarter of sales since Q4 2021, with 412 apartments sold in Q1 2026 and a record quarterly sold value of $537 million, according to Urbis’ latest Apartment Essentials results.

Urbis said the March quarter result reflects strong, highly product‑specific demand across both ends of the market, from more attainable projects delivering at scale, through to premium stock being absorbed by equity‑rich downsizers.&nbsp;

David Cresp, Partner at Urbis, said the key story in Perth is not demand, it is the market’s ability to convert demand into delivered housing.&nbsp;

“This is the strongest sales quarter since Q4 2021, and it reinforces that demand in Perth is real and it’s local,” David Cresp said. “But the task now is delivery, turning that demand into projects that can actually be built and completed.”&nbsp;

[smartcode_project:default project_id=110291 project_image_fid=302785]

<h2>Affordable product leads, premium demand remains resilient</h2>

Sales in Q1 were led by more affordable projects, with The Boulevard (SKS Group) recording 115 sales in the quarter, the presentation noting this is only the second time a single project has surpassed 100 quarterly sales. The project was able to offer more affordable housing product right next to a train station.&nbsp;

Palmyra West (Finbar) also delivered strong results with 28 sales in Q1, following 84 sales in Q4, with an average price of under $800,000, underscoring depth of demand for well‑located, attainable new stock.&nbsp;

At the premium end, Urbis said downsizer demand is continuing, with the results highlighting Romeo (Applecross, Finbar) recording 75 sales and reaching almost 50% sold in one quarter.

Jual (Shenton Park, Celsius Property) also posted a strong quarter with 28 sales, reaching 39% sold in one quarter.

Urbis noted that Perth apartment demand is not speculative, not investor‑led, and not uniform, describing it as localised, often equity‑driven and highly product‑specific, a pattern reflected in the polarisation between strong “attainable” performers and premium downsizer product.&nbsp;

[smartcode_project:default project_id=148957 project_image_fid=364102]

<h2>Prices underpinned by costs, and the delivery risk is growing</h2>

Urbis said pricing pressure is cost not demand‑driven: construction costs and delivery risk are now a central constraint, with the results noting build costs remain elevated and volatile, and that energy, fuel and labour uncertainty weigh on feasibility.

David Cresp said a growing challenge for private Build‑to‑Sell developers is simply securing a builder in the current environment.

“Developers are really feeling the pressure from a building market that was operating at capacity and securing a builder is challenging,” David Cresp said, adding that even where a builder can be secured, “trying to get to the price that makes the development financially viable is incredibly challenging in the current market.”&nbsp;

Urbis’ broader WA commentary also notes that industry remains at or above capacity with lot and housing creation, and that many builders are limiting new sales to manage stretched workforces and fixed‑price contract pressures, conditions that flow directly into apartment feasibility and delivery timing.

[smartcode_project:default project_id=108869 project_image_fid=317905]

<h2>Supply: improving later, but still constrained, and Perth lags eastern benchmarks</h2>

While near‑term supply remains constrained, Urbis’ forecast shows completions lifting “Supply is forecast to be back above 1,500 apartments per annum for the first time since 2019”, with 1,775 completions forecast for 2026, and volumes remaining above that level over the following years.&nbsp;

Looking further ahead, completions are forecast to reach 2,500 in 2028, with the report noting 32% of that total is social/affordable, reflecting the role of government‑supported delivery in rebuilding the pipeline.&nbsp;

However, Urbis said Perth remains behind comparable markets on pipeline scale. In a national comparison of projects under construction, the report shows under construction Perth Build‑to‑Sell (BTS) at 3,446 apartments versus the Gold Coast at 7,922. Mr Cresp said “The challenge for Perth is how to we grow the delivery pipeline”.

Urbis’ conclusion is that Perth’s market is increasingly defined by product discipline and delivery certainty, with the research identifying “delivery certainty is key” and calling out builder risk and procurement models as core success factors, alongside “timing and staging”.&nbsp;

Joel Robinson

Perth apartment sales hit strongest pace since late 2021 as builder capacity tightens

<a href="https://www.apartments.com.au/developers/sammut-developments">Sammut Group</a> has secured development approval for its latest Brisbane apartment project, marking the Sydney developer’s next step in expanding its Queensland pipeline following the success of its debut Gold Coast development, Coast.

The approved project at <a href="https://www.apartments.com.au/new-apartments/44-glen-road-toowong-qld-4066">44 Glen Road, </a><a href="https://www.apartments.com.au/developments/toowong-qld-4066">Toowong</a> will deliver a 15-storey riverfront apartment building with 42 residences, significantly increasing the scale of the site’s previous approval for a smaller luxury scheme. Designed by Bureau^proberts, the development will comprise a mix of predominantly four-bedroom and two-bedroom apartments positioned to maximise Brisbane River and city views.

Sammut Director Julian Sammut said the group had been actively searching Brisbane for several years before identifying Toowong as the right fit.

“Brisbane was the right step for Sammut,” Sammut said.

“With the success of Coast we thought we should definitely look to do more in Queensland alone. We then pushed up to look at Brisbane. We've been looking for I'd say two to three years actually and it was hard to find the right location.”

<img alt="Sammut makes Brisbane apartment play" data-entity-type="" data-entity-uuid="" src="https://res.cloudinary.com/dz9xllyip/image/fetch/f_auto,c_limit,w_1440,q_75/https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/field/image/Screenshot%202025-12-23%20at%203.27.14%E2%80%AFPM.png?VersionId=dYAVIL7qdcGA8ojvkslSrLjczXFejSSx" />

Sammut said suburbs including New Farm and Teneriffe were considered before the group ultimately focused on Toowong due to its strong downsizer demographic and limited supply of developable riverfront land.

The site was acquired off-market after what Sammut described as a lengthy negotiation and planning process, with the developer pursuing an uplift to the original approval.

“We are DA approved now which is very exciting,” Sammut said.

“We've had our change approval come through and we've obviously doubled the height, 15 storeys plus rooftop. We've got 42 amazing apartments that are going to be coming to market soon.”

<img alt="Sammut makes Brisbane apartment play" data-entity-type="" data-entity-uuid="" src="https://res.cloudinary.com/dz9xllyip/image/fetch/c_scale,w_580,dpr_2.0,q_auto:good/https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202025-12-23%20at%203.27.26%E2%80%AFPM.png?VersionId=ohkRkY0dIZlqdfME2EZePsCQavRiBadE" />

Bureau^proberts said the design responds to Toowong’s evolving urban character, balancing contemporary apartment living with the area’s established residential identity.

“A place where traditional Queensland living has taken place for centuries; Toowong is seeing a shift of contemporary influence, commercial and retail hubs mixed with well-considered residential offerings – all the while maintaining its character and charm,” the architect noted in planning documents submitted to Brisbane City Council.

The architecture practice said the project’s form was shaped by its riverfront setting, flood considerations, neighbouring building scales, and view corridors.

“They said the mix of four and two-bedroom apartments capture the ‘fundamental qualities of Queenslander living,’ translated into the context of a contemporary subtropical building.”

The development sits just off Coronation Drive within walking distance of Toowong’s retail precinct and the upgraded Regatta ferry terminal, while also benefiting from proximity to the incoming green bridge connection to West End. Sammut said the accessibility and amenity offering were central to the site’s appeal.

The approval adds to growing residential activity along the Toowong riverfront, joining nearby projects including Consolidated Properties’ Monarch Residences and Spyre Group’s ARC Residences.

Sammut secures approval for debut Brisbane apartment development in Toowong

Developer Lanevick is heading back into Sydney’s apartment market after focusing more heavily on the luxury townhouse and terrace sector in recent years.

Lanevick, founded and directed by Steve Maroun, is expecting to receive approval in the coming months for a new apartment development in Gladesville, with the aim to launch it to the market later this year.

The 51-apartment project, designed by Studio Johnston, will comprise a mix of one-, two-, and three-bedroom apartments positioned toward the Hunters Hill downsizer market.

“Traditionally it’s been difficult for people in that market to downsize because there just hasn’t been the right product available,” Maroun said.

“We’re targeting buyers who might have 30 to 40 per cent of their house value sitting in the bank after downsizing.

“They still want good spacious entertaining areas, they still want quality design, but they also want flexibility and the ability to enjoy life a bit more after working hard for a long time.”

The project sits near Boronia Park and within close proximity to the Parramatta River foreshore, an area Maroun says offers more of a Hunters Hill lifestyle than a traditional apartment precinct.

“From a lifestyle perspective, it’s really more Hunters Hill than Gladesville,” Maroun said. “You’re close to the foreshore, close to parklands, and still connected back into the village precinct.”

From level four and above, apartments will capture water views&nbsp;toward Sydney Harbour. Communal amenity will include rooftop entertaining areas, wellness spaces, and a gym tailored toward owner-occupier buyers.

“We’ve really designed these apartments around that buyer coming from the Hunters Hill LGA and what they’re actually looking for in their next chapter.”

The proposed development has also been designed to respond to the changing character of the broader Gladesville town centre, where a growing number of mixed-use and residential proposals are expected to emerge over the coming years.

“Gladesville presented a rare opportunity to deliver a genuinely design-led residential project within an evolving lifestyle precinct, just moments from the growing Gladesville town centre, and we’ve approached the project with a strong focus on architecture, liveability and long-term community value,” Maroun said.

Maroun said Lanevick saw a first-mover advantage within the precinct as planning controls continue to evolve to accommodate greater housing density.

“We think there’s a real opportunity there that hasn’t really been serviced properly yet,” he said.

“There’s going to be a broader evolution of the whole Gladesville village precinct over time, particularly with more activation and mixed-use outcomes.”

The Venus Street proposal will include a commercial and retail component at ground level designed to contribute to that evolving streetscape activation.

“A big part of the thinking was how do you activate that area properly and create more vibrancy and amenity, which is what Hunters Hill has been looking for,” Maroun said.

Lanevick’s focus since 2020 has largely been on smaller-scale luxury townhouse and terrace developments. The developer recently completed Royale Randwick, also designed by Studio Johnston, where prices reached $3.65 million. The project was featured in the UDIA NSW 2026 Professional Development Prospectus and was also named a finalist for Development of the Year.

&nbsp;

Lanevick to cater for Hunters Hill downsizers with new Gladesville apartment development

Property developer One Living, backed by former Macquarie banker turned investment manager Chris Green’s investment firm, has unveiled plans to bring more institutional capital into housing to help address the national supply crisis.

The New York-based investor has focused his firm, GreenPoint Partners, on addressing the supply shortage hitting middle market housing in Australia.

It is backing the new One Living business to develop more than 1000 units along the eastern seaboard. The new firm is starting with a development on Mona Vale Road, on the border of Mona Vale and Pymble, in Sydney’s Northern Beaches, with around 140 apartments planned. They are eyeing off more sites across the city.

With cost pressures rising in the industry, One Living’s model is to be a vertically integrated developer-builder, so it can respond directly to the housing gap by removing the cost inefficiencies embedded in traditional residential delivery.

“We are building a platform designed to operate at scale and starting in a market where there’s a clear need for quality, attainable housing,” One Living joint managing director Joseph Scuderi said.

“It’s that missing middle – it’s that attainable end of housing… that’s what most Australians invest into and what Australians can actually afford.”

<img alt="Mona Vale" data-entity-type="file" data-entity-uuid="798dfa93-4941-4db6-a696-31e9dc18e81c" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-05-28%20at%202.31.50%E2%80%AFPM.png?VersionId=mKBqi5C_DmeiXS.AtJkcR8LQIxqCqmFi" />

GreenPoint Partners brings years of experience assembling and scaling real estate operating businesses across major markets. And Green sees a big opportunity in Australia.

“For its size, sophistication and importance to the community, Australia’s living sector has remained largely under-institutionalised, which represents significant opportunity,” Green said. “GreenPoint identified that gap, assembled the right team, and is backing One Living to build a platform that is aligned to market needs.”

Green said being a builder-developer would give the company the capacity and flexibility it required to deliver reasonably-priced homes.

“We want it to be at that attainable level; not super high end luxury but at that attainable level,” he said.

<img alt="Mona Vale" data-entity-type="file" data-entity-uuid="74a5344a-4b26-4d4a-ada3-056b1220be77" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-05-28%20at%202.32.15%E2%80%AFPM.png?VersionId=vY8hXHO4reBMdO8ZXMWCNtGZJofUPQ3j" />

&nbsp;

One Living will undertake a component of affordable housing in its schemes, which it will own and operate, and it could also run build-to-rent on some sites.

Green praised local policy settings.

“The NSW government is being very supportive, strategic and pragmatic in terms of how do we generate more supply of housing,” he said. “We think it’s actually positive for development and the bit that’s been lacking at that attainable level is that it’s lots of relatively small private developers, whereas we want to create an institutional platform.”

One Living is also&nbsp;looking at high-density projects and could take on more institutional funding in the future.

“The way we will be able to achieve economies of scale is through size,” Green added.

One Living enters Sydney's new apartment market with Northern Beaches site acquisition

It's been several years since there's been an opportunity to buy a brand new townhome in Melbourne's coastal suburb of Mordialloc. Even apartment developments in recent times have been few and far between in the area.

Local developer LDS Property identified the gap in new housing, securing a site on White Street, directly opposite&nbsp;Woodlands Golf Club Mordialloc. They've recently launched&nbsp;<a href="https://www.apartments.com.au/new-townhouses/wm-residences-mordialloc-102-white-street-mordialloc-vic-3195">WM Residences</a>, just 13 townhouses which they have already started building.

Projects by Buxton Director Heath Thompson, who is selling WM Residences, says the townhouses x that perfect middle ground be

"Mordialloc residents have had limited options to downsize within the suburb, often forcing them to look elsewhere despite long-standing ties to the area," Thompson says.

"With very little comparable new supply coming to market, projects like WM Residences are well placed, particularly as buyers look to capitalise on current conditions amid constrained supply."

[smartcode_project:default project_id=134646 project_image_fid=6109]

The development, designed by regarded architecture firm&nbsp;<a href="https://www.apartments.com.au/architects/ewert-leaf">Ewert Leaf</a>,&nbsp;adopts a deliberately restrained architectural approach, focusing on simplicity, durability and liveability rather than overt design gestures.

The boutique scale is central to the offering. With only 13 three-bedroom residences, each home is configured to prioritise functional layouts and everyday use, supported by private terraces and secure two-car garages.

Ewert Leaf’s design response leans into a calm, neutral material palette. Interiors are defined by oak flooring, white walls and soft finishes, creating a consistent and understated backdrop. The approach avoids trend-driven detailing in favour of longevity, with an emphasis on natural light and spatial clarity.

[smartcode_project:default project_id=134646 project_image_fid=6110]

Beyond aesthetics, the homes are designed to meet contemporary performance expectations. Each residence targets a minimum 6-star energy rating, incorporating double glazing, comprehensive insulation and all-electric Bosch appliances.

The project’s location supports a walkable coastal lifestyle, sitting within close proximity to Mordialloc’s foreshore, Main Street retail strip and the train station. Local cafés and dining venues, including Suburbia Deli and Hendriks Café, are within a short walk, reinforcing the area’s established neighbourhood character.

[smartcode_project:default project_id=134646 project_image_fid=6116]

While <a href="https://www.apartments.com.au/developments/mordialloc-vic-3195">Mordialloc</a> is often defined by its beach and pier, the project taps into other areas of day to day living, offering easy access to local food, casual dining and transport, rather than positioning itself purely as a lifestyle retreat.

WM Residences reflects a continued trend across Melbourne’s coastal suburbs towards smaller-scale, design-led townhouse developments, particularly on infill sites where proximity to amenity is already established.

With construction commenced prior to its market entry, the project aligns with a growing preference among buyers for developments with visible progress and defined delivery timeframes.

[smartcode_project_cta:default project_id=134646]

WM Residences fills gap in Mordialloc townhouse market

Retail

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Health and wellness studio, Pure Health Clubs, has secured the last remaining vacancy in the Valad Property Group owned retail building in Brisbane's Queen Street. 
The club signed a seven year lease for an entire second floor, at 60 Queen Street, with an area of 796 square metres.  
Currently operating at 78 Queen Street, the club will relocate from their Brisbane CBD club to the new venue once fitout is completed in May.
Colliers International's Amanda Foggo negotiated the lease.
“The new venue will enhance the club’s functionality, offer brand new facilities to members and assist in growing their client base," Foggo said. 
The 3,150 square metre building, spread over three levels, is anchored by other national retailers.
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Final vacancy in Queen Street, Brisbane building snapped up

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The Riverlakes Shopping Village in Brisbane's Cornubia has been listed for sale.
Originally developed around 1992 and refurbished in 2011/2012, the centre occupies a site of 14,439 square metres on the Beenleigh-Redland Bay Road.
The complex is anchored by an IGA Supermarket, Chemist Warehouse and Medical Centre and supported by a mix of specialty tenants including Bottle Shop, Newsagency, TAB, Bakery, Seafood Takeaway, Hairdresser and a drive-through Zarraffas Coffee cafe. It also features a freestanding childcare and fitness centres, as well as grade-level parking for about 186 cars.
The marketing campaign is being handled by Peter Tyson and Michael Harcourt of Savills retail investment aales.
Mr Tyson said the property is expected to generate strong interest from a wide range of investors, including private buyers, self-managed super funds and consortiums. 
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Riverlakes Shopping Village in Cornubia, Brisbane listed

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With the federal budget looming, retail sales have slowed down, up just 0.1% for March, driven mainly by household goods and food.
Figures published yesterday by the Australian Bureau of Statistics show <a href="https://www.abs.gov.au/ausstats/abs@.nsf/Latestproducts/8501.0Main%20Features1Mar%202014?opendocument&amp;tabname=Summary&amp;prodno=8501.0&amp;issue=Mar%202014&amp;num=&amp;view=">overall sales</a> are down by 0.2% from February, despite a 1% growth for household goods, a 0.5% growth for food, and a 1% growth for cafes, restaurants, and takeaways.
Department stores are down by 0.6% and clothing, footwear and personal accessory spending is down by 0.2%.
However, ANZ senior economist Felicity Emmett told SmartCompany while shrinking consumer confidence is a response to General Motors quitting Australia by 2017 and the uncertain future of Qantas, she expects to see spending rise further.
“I think the outlook is quite good for consumer spending. House prices are rising at a solid rate and that will help to support consumer spending going forward,” says Emmett.
National Retail Association chief executive Trevor Evans says while the <a href="https://www.smartcompany.com.au/legal/politics/41743-budget-2014-national-commission-of-audit-sharpens-axe-as-government-moves-to-ditch-tax-returns-for-1-4-million-australians">federal budget may help consumer confidence if the government is seen as reining in debt</a>, an overly harsh response risks destroying growth.
“We think it’ll be good for consumer confidence, economic growth and retail status if the government can be seen to be getting the budget problem under control,” Evans says.
“We’re worried if the budget response is too harsh, it might have the impact of shocking households and destroying the momentum,” he says.
But Evans sees the Australian expansion of Swedish furniture and home wares chain IKEA and US home wares giant Williams-Sonoma as an international vote of confidence in the retail sector.
IKEA plans to open four more stores by 2016 and launch an online store across 44 countries over the next two years. IKEA Australia currently has no online store.
Pottery Barn partner company Williams-Somona plans to launch eight more Australian stores over the next year.
“The Australian economy is clearly doing better and preforming better and there are many countries in the developed world with a waiting brief on Australia and [who] would be willing to take charge to enter the market here is conditions are right,” says Evans.
This article first appeared on <a href="https://www.smartcompany.com.au/" target="_blank">SmartCompany</a>.
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ABS figures show slowdown in retail growth ahead of the budget

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A Camberwell shop and dwelling in Melbourne has sold under the hammer for $1.1 million.
The property was offered with vacant possession and purchased by a local investor, who has plans to refurbish and re-lease the property.
It sits on a land area of about 177 square metres at 931 Bourke Road, and features a two-level building of about 200 square metres with ground floor retail plus first floor residence.
Fitzroys agents Michael Ryan and David Bourke negotiated the sale. The vendor was  a local family, who had owned the property for more than 30 years.
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Camberwell shop sells for $1.1 million under the hammer

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Retailer, developers and owner occupiers are tipped to line up for the sale of a large retail super site in Melbourne's surf coast town of Torquay, which expected to sell for more than $8 million plus. 
Located on Surf Coast Highway, the super site forms Stage 3 of the West Coast Business Park in Torquay.
It is anchored by Bunnings Warehouse, with the retail component complemented by 43 commercial and industrial lots.
Colliers International’s Tom Noonan and Andrew Lewis, in conjunction with DTZ Australia’s Nicholas Bourke and Patrick O’Callaghan, have been appointed to sell a 4.9 hectare property.
<img src="/images/2014/05/07/3.jpg" alt="">
Shell Coles Express and a car wash are pre-committed to the development and will take about 5,600 square metres at the southern end of the site.
“Having two pre-sales contracts to both Shell Coles Express and the car wash provide the eventual purchaser with certainty of income once the construction commences as well as providing a strong anchor for this final stage,” Mr Noonan said.
The development sits opposite the site of the new $26.5 million Torquay Secondary School and $44 million Surf Coast Civic &amp; Community Centre.
Recent sales in the area included the sale of a Bunnings Warehouse on Beacon Boulevard in Torquay for $11.2million, while Coles snapped up the Torquay Central Shopping Centre at 41 Bristol Road for $14 million.
Expressions of interest close June 12. 
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Torquay retail super site expected to fetch $8 million plus

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The groundwork is being set for a recovery in the retail market in second half of the year, with rents holding steady in the March quarter.
New figures released by JLL showed that retail rents stabilised for the second quarter in a row, having declined by 0.4% over the prior 12 months.
JLL’s head of retail, property and asset management, Tony Doherty, said: “JLL Research figures for March show market rents were stable across the main shopping centre categories for the second consecutive quarter despite the recent acceleration in retail turnover growth."
Data from the Australian Bureau Statistics showed that retail turnover growth accelerated from 3% last September to 4.9% in February. That uplift in spending, Mr Doherty pointed out was consistent with what it was seeing across the JLL-managed shopping centre portfolio.
JLL’s national retail analyst, Andrew Quillfeldt added that the acceleration in retail sales growth had now been underway for the past six months and "this will flow through to leasing demand after the usual time lag".
“Containing costs and managing the effects of discounting remain key challenges for many retailers, so we expect there to be limited rental growth in 2014, but the outlook beyond 2014 is becoming increasingly positive for the retail sector," he said.
A range of drivers such as retail turnover growth, household wealth and employment conditions, he said suggested leasing demand for retail space would gradually improve this year and "we are positive about the outlook for market conditions".
The report also highlighted that landlords and retailers are building for a recovery.
Specifically, it notes that total volume of projects under construction has been gradually increasing since 2009. Based on JLL's numbers, there were 881,000 square metres of retail floor space under construction as at Q1/2014.
In terms of the composition of the development pipeline of projects currently under construction, Mr Doherty said, the expansion of regional centres remained the largest share (32%). Neighbourhood centres accounted for 19% and bulky goods category killer centres 25%.
A further 175,000 square metres began construction in Q1/2014.
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Retail set for recovery in second half of the year: JLL

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GUEST OBSERVATION
Recently, we’ve been treated to quite a few new, international entrants to the fashion game who’ve come to our shores, the likes of Zara, Uniqlo, H&amp;M, Topshop, Forever New et al; the reality is, that’s only the start of it; it’s the first wave as it were; there’s more to come. Their trading figures are outstanding; in short they’re creaming it!
And the reason? Is it merely the market’s fascination with anything foreign? The conception (or misconception), that if it comes from overseas it’s better? Or is it simply that it’s ‘new’, and when it comes to fashion, ‘new’ is about as good as it gets?
The ‘die hard stick in the muds’ will vehemently agree with one or all of the above; it’s always easier to blame something or someone else rather than taking it yourself. The truth is that these retailers are taking huge chunks of the market share from our traditional, home grown contingent, because they’re better retailers.
Retail goes in cycles. In Australia before the 1950s, the challenge was to get stock; if you could get it you could sell it. Great retailers became skilled at importing, at sourcing, even at manufacturing; they rose to the challenge and their success was legendary; names like David Jones, Anthony Hordern, Sydney Myer, Thomas Ahern, the Grace Brothers and countless others had built empires by the 1950s.
By the 1960s, the game had changed. Relatively speaking, sourcing stock wasn’t a problem but the public was tiring of same old, same old. They wanted new stuff and variety; they wanted choice; great retailers again rose to the challenge. The first Coles and Woolworths supermarkets came on the scene; Dick Smith opened his first store in Artarmon with less than $1,000 capital; the first Kmart in Australia opened as did the first Pizzeria.
By the 1970’s the challenge was distribution, retail systems, and sophistication in retail management. Craig Kimberley founded Just Jeans and grew it exponentially as he demonstrated that people wearing blue jeans could talk with business managers, accountants and bankers on an equal footing. Retail legends (and soon to become property investment legends) like John Gandel and Marc Beson of Sussans, Joseph Brender and Sam Moss of Katies and a host of others showed the investment and banking world that the term ‘frock shops’ didn’t describe their operations as they became some of the most powerful and influential business tycoons of the decade.
By the time the 1980s were in full swing, shopping centres were the order of the day (they’d arrived in the 1950s but hadn’t really got going until the mid ‘60s) and shop design, fit-outs, merchandise presentation, new labels, extremely sophisticated marketing, celebrity power, all took on new meanings. Consumer spending on a scale not seen before was the order of the day and the competition for it was fierce. Retailers were on a knife-edge, rents were spiralling; the need for efficiency was fundamental. Australian specialty retailers, when measured on a scale of turnover per square metre (or square foot as was in those days) were the best performing in the world.
You could go on, right up to around 2000 to 2005 when the wheels started to fall off.
Australian retail in the last decade or so hasn’t done very much; it’s stagnated somewhat. The challenges have been there but the retailers (unlike their forebears) have failed to rise.
Take the big boys for example. David Jones is pretty tired these days; service is atrocious, merchandising is behind the times and the ‘same old, same old’ is alive and well once again. Try getting attention in David Jones on a Saturday in the bedding department; and it’s not the fault of the staff, they’re flat out, there just aren’t enough of them. In the menswear department, the fitting rooms are like hen cages and go in after mid-day and the body odours are obnoxious. It’s just not a store for quality and service. And what does a marquee at Randwick Racecourse do for sales? I wonder how many extra staff in the bedding department could be paid with that expense.
We’ve just had the royals out; did they go into David Jones? In 1954 when the Queen came to Sydney, she had a state banquet in the DJ restaurant! OK, times were different then; but the royals we’ve just had weren’t the Queen; they were lower down so that evens it up!
Myer is travelling a bit better but it’s not crash hot either; DJ’s new owners will give them a real run for their money.
In the specialty stakes what’s new? Take out the foreign retailers and the answer is, ‘not much’.
There are exceptions. Harolds, the menswear operation is top notch; the service is exemplary and the presentation of the merchandise and the shop itself are world class. Guess what? They are trading! Been to Apple lately – now that’s service. Gerry Harvey is complaining as always, but he’s making a profit; he’s a great retailer and he’s never forgotten the basics. JB HiFi is another classic exception, a great retailer doing it properly.
The most interesting feature of the new brand of international retailers becomes apparent when you look at exactly what it is they are doing; analyse it and its illuminating; they’re just paying attention to the fundamentals of retail.
Their shops are attractive; people like the new large formats for a start. No difference at all to when Country Road announced some twenty years ago that it required larger stores. It was difficult; they were trail blazing; landlords objected. Country Road persisted and finally won out. They compromised a little on ‘extent’ and shopping centre owners compromised on ‘rates’; simple market forces.
So it’s larger formats, attractive shops and very fresh ideas in fit-outs. It’s also better service, better pricing and a wider variety. It’s also value for money (or a perception of) and a healthy respect for the market as well as a well-researched and intuitive knowledge of it. It’s packaging, advertising, marketing and image creation. It’s dealing with the new communication world, influencing it and being an integral part of it. In other words, it’s adhering to the basics of retail. It’s not rocket science; it’s just about buying and selling stuff!
For the last decade or so, the vast majority of Australian retailers have treaded water; the nonsense talked about the global financial crises, the threat of the internet, the power of the landlords and whatever else they come up with shows a marked move towards finding excuses rather than rising to challenges.
Good retailers will always do well. In order to do well, you need to stick to the knitting, focus on the fundamentals. If you want another opinion, ask Joseph Brender, Sam Moss, John Gandel, Marc Beson, Craig Kimberley, Dick Smith……………
Michael Lloyd is publisher of <a href="https://shoppingcentrenews.com.au/" target="_blank">Shopping Centre News</a>.
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Retailers need to stick to the fundamentals

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International cosmetics retailer Sephora will arrive in Australia in time for Christmas, with the retailer confirming on Thursday that it will open a stand-alone store in Sydney’s CBD in December.
After <a href="https://www.smartcompany.com.au/marketing/sales/41469-sephora-tipped-to-open-in-australia" target="_blank">reports earlier this year</a> that the retailer would enter the Australian market in the first half of 2015, <a href="https://www.afr.com/p/business/companies/sephora_to_open_first_australian_PzbdFGr3eLfG9vgtnaKtUN" target="_blank">Fairfax reports</a> Sephora has secured a three-level 800 square metres store in Pitt Street Mall which is currently occupied by clothing retailer Esprit.
It’s just the first step in the retailer’s ambitious plans to shake up the local beauty and cosmetics market, with Ravi Thakran, group president for Asia and the Middle East for parent company LVMH, telling Fairfax there is room for around 20 Sephora stores to launch in Australia in coming years.
Sephora is the fastest growing brand within the LVMH group, which includes other brands such as Louis Vuitton, Givenchy and Bulgari.
The retailer will be hoping to secure a share of Australia’s cosmetic and toiletry sector, which according to the latest figures from IBISWorld generates annual revenues of $5.5 billion, and is projected to grow at an annual rate of 3% over the next five years.
Senior IBISWorld analyst Caroline Finch told SmartCompany the local cosmetics market is “big bikkies”, with local shoppers choosing to spend their cash with a variety of retailers, including David Jones and Myer, Priceline, and speciality retailers such as Aesop and the Body Shop.
As the latest <a href="https://www.smartcompany.com.au/growth/economy/33935-uniqlo-to-open-first-australian-store-in-melbourne" target="_blank">international retailer to set its sights on the Australian market</a>, we’ve pulled together three quick pieces of information you probably didn’t know about Sephora.
1. European market leader
Sephora has a long history in the European beauty and cosmetics market, having been founded in in 1969. The retailer is now the market leader in Europe, as well as holding a large portion of the United States cosmetics market.
The business was acquired by LVMH in 1997 and now operates more than 1,400 stores in 30 countries.
2. A wide range of premium products
According to Finch, Sephora will opt for a “targeted approach” to the Australian market that will be based on offering an extensive range of premium beauty products, including high-end brands such as Marc Jacobs not currently distributed locally.
For this reason, Finch believes the retailer will pose the biggest threat to DJs and Myer, rather than Priceline, which competes on everyday low prices. In fact, Finch says Sephora may complement Priceline’s strategy, with customers choosing to buy high-end products from Sephora but continuing to visit Priceline for basics.
3. More bang for your buck
Finch says the biggest challenge for the department stores will come from Sephora’s customer service strategy, with the retailer’s sales staff able to sell across brands.
While sales staff at DJs and Myer work on commissions, customers visiting Sephora stores will be shown products from more than one retailer at a time. Finch says this is likely to please shoppers, who will see value in the approach.
Internationally, Sephora is also known for providing free samples to its customers, another feature of the retailer’s strategy likely to impress local shoppers.
This article first appeared on <a href="https://www.smartcompany.com.au/" target="_blank">SmartCompany</a>.
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International cosmetics giant Sephora to open first Australian store in December

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An Australian women’s fashion retailer with annual turnover of $62 million has collapsed.
The directors of Grace Fashion, the parent company of retail chain SES Fashions, appointed Stewart Free, Bradd Morelli and Sule Arnautovic of Jirsch Sutherland as administrators on 22 April.
SES Fashions currently operates 44 retail stores across the country, employing approximately 300 workers. The chain specialises in affordable women’s fashion items, including clothing, shoes and accessories.
Free told SmartCompany that Jirsch Sutherland has had nine parties register interest for the business ahead of the first meeting of creditors, which will be held in Sydney on 2 May.
Free said the administrators are still investigating the state of the company’s books but its debts are believed to be around $12 million.
Free said a “very lacklustre” retail market in the first few months of this year is the main factor in pushing the company into administration, along with “some pressure from suppliers”.
Colin Porter, managing director of Creditwatch, told SmartCompany that it is “definitely a tough environment” for retailers in Australia.
Porter said the collapse of SES Fashions is a prime example of the need for wholesales and suppliers to “be really vigilant” and understand their clients and the market they are supplying.
SES Fashion’s administration follows the <a href="https://www.smartcompany.com.au/finance/cashflow/35295-creditors-line-up-after-fashion-retailers-collapse-dion-lee-ellery-and-mercedes-benz-fashion-week-all-owed-cash" target="_blank">collapses earlier this year</a> of fashion retailers Jasu and UnderCoverWear. 
This article first appeared on <a href="https://www.smartcompany.com.au/" target="_blank">SmartCompany</a>.
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$62 million fashion retail chain collapses

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GUEST OBSERVATION
When Woolworths delivered its half-year <a href="https://www.woolworthslimited.com.au/icms_docs/137436_First_Half_Profit_Report_and_Dividends_announcement_for_the_27_weeks_ended_5_January_2014.pdf" target="_blank">results</a> in February, the numbers for its Masters hardware chain were sobering. On sales of A$393 million, Masters, a joint venture between Woolworths and US company Lowe’s, lost $71.9 million in six months. Put another way, for every dollar of sales in Masters in the second half of 2013, it lost around 23 cents.
Quarterly sales <a href="https://www.woolworthslimited.com.au/icms_docs/137803_Third_Quarter_Sales_Results_-_Financial_Year_2014_13_weeks_to_6_April_2014.pdf" target="_blank">results</a> released by Woolworths today indicate things could be going from bad to worse at Masters. Woolworths management have touted that quarterly sales increased from $128 million to $179 million year-on-year. Masters added 16 new stores (from 29 to 45) in the last 12 months. It’s the growth in the number of stores, rather than growth in sales per store, that has ensured Masters is “Australia’s fastest growing hardware store”.
The bad news is that quarterly sales per store decreased from $4.41 million in Q3 2013 to $3.98 million in Q3 2014 (a decline of 9.4%). In Perth on Tuesday, Wesfarmers announced store on store sales growth of 9.1% for Bunnings, Masters' key competitor. Customers are still buying, just not from Masters.
Today’s analyst webcast had more questions on Masters (which commands less than 1% of Woolworths' sales) than any other Woolworths business, indicating serious disquiet among investors about how things have gone so wrong so fast.
Masters' new management team (Matt Tyson joined Masters in January from Europe’s Kingfisher) face some serious challenges, some unavoidable and some self-imposed.
As a late mover into the “big box” hardware sector, Masters has often had to lease or develop sites that have been passed over by its larger competitor, Bunnings (which is owned by Woolworths’ arch-rival, and Coles owner Wesfarmers). At times, its rush to grow led to real problems. For example, its application to develop a store in Ballina (near Byron Bay) on a flood plain was rejected by the local council in March 2013. This led Masters to apply only months later to develop a store in Lismore, some 30 kilometres to the west. This new site is next to an existing Bunnings store and was clearly not Masters' first preference.
The rush to secure and develop sites has created investment decisions that seem, at times, capricious. As fast growth seems to have been the imperative, Masters' “big bang” approach created massive up front development costs that are a major drag on corporate earnings.
Aldi’s systems and strategies
Not all new entries into the Australian retail industry have been as inauspicious. Notable among the successes has been the German retailer Aldi that has patiently built a portfolio of 340 stores over 14 years – a new store on average every three weeks.
As a privately-owned firm, Aldi does not publish sales and profit figures, although informed estimates suggest it garners around 10% of Australian grocery sales from its Australian stores. <a href="https://corporate.aldi.com.au/en/about-aldi/" target="_blank">Aldi has signalled</a> its intention to open new stores in South Australia and Western Australia over the next few years, continuing its patient, staged approach to its Australian rollout.
Strategic management researchers often suggest firms should “stick to their knitting” – doing what they know well and knowing what they do well. Aldi knows what it’s good at – selling discount groceries. Founded in war-ravaged Germany in 1948 by the Albrecht brothers (the name is a derivation of Albrecht Discounts), Aldi keeps a limited product range of less that 1500 SKUs – or products – per store, while Woolworths and Coles often have more than 10,000. This limited range has many benefits - it enhances Aldi’s buying power, facilitates smaller stores, increases product turnover and simplifies inventory management.
In store, Aldi uses simple and effective palletised logistics for its fast turnover products and keeps its staffing levels low. Around 95% of its products are own-brand, and the quality of these products is often excellent. These are sourced both locally (for most fresh foods) and from its global supply chain (for many longer shelf life products).
Real estate wars
Aldi’s patience has allowed it to build retail scale slowly, centred on its five major Australian distribution centres (two in Victoria, two in NSW and one in Queensland).
Getting access to new retail sites has been a real problem for Aldi, as Coles and Woolworths <a href="https://www.theage.com.au/national/aldi-brands-coles-safeway-retail-bullies-20080628-2yjt" target="_blank">reportedly</a> locked them out of many suburban centres through restrictive agreements with landlords. In response, Aldi was patient, pursuing shopping centre vacancies when they arose, but also building a large number of standalone sites when the opportunities emerged.
These tactics are a sign that Woolworths and Coles are too big and too dominant in the Australian grocery industry. With a combined share, by some estimates, of 80% of Australian grocery sales, new growth has to come from areas where Woolworths has limited know-how and little brand equity.
Slow and steady wins the race
With the benefit of hindsight, it could be argued that Woolworths’ Masters rushed foray has been driven more by machismo than fundamental strategic management thinking.
Wesfarmers’ success with Bunnings was a sore point for Woolworths’ corporate management - whose grocery business had seen off the challenge of Coles prior to Wesfarmers acquisition of Coles in 2007. The launch of Masters has certainly created an internecine war in the hardware industry, but so far Woolworths has been the main victim.
In comparison, Aldi has a fundamentally valuable point of differentiation in its market – namely low prices. Aldi delivers this differentiation through strong internal consistency in terms of efficient systems and processes, a culture of corporate modesty and the patience to successfully execute its growth strategy over a long period of time. In essence, its management is driven by sound reasoning, disciplined consistency and patient execution.
Masters is on track to lose half a billion dollars before Woolworths hopes it to become profitable in 2016. That is serious money, and the Masters investments continue to limit Woolworths’ abilities to invest in and renew its existing portfolio. The worst-case, but highly possible, scenario is that the turnaround does not happen and the losses continue to escalate.
John Rice is associate professor in strategic management at Griffith University<a href="https://theconversation.com/institutions/griffith-university"></a>.
John Rice is a current member of the Australian Labor Party and the National Tertiary Education Union.
This article was originally published on <a href="https://theconversation.com" target="_blank">The Conversation</a>. 
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