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Commercial Awareness Compass

The commercial reasoning behind the £1.3 billion Argos markdown

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Henry Nelson-Case

Henry is a 7 year qualified commercial lawyer with experience on a whole host of commercial contracts, having gained exposure to a diverse range of work through both working in-house and in private practice. Alongside working as lawyer, Henry also creates content on social media – where he strives to promote the importance of mental health and wellbeing in the workplace and challenges toxic corporate behaviours.

Published Thu, 20 Aug

Ten years ago, Sainsbury’s bought the British retailer, Argos, for a staggering £1.4 billion as a part of a broader deal to compete with the likes of Amazon in the 2010s. Now, a decade later, Sainsbury’s has sold the business for just £120 million to Swift Partners.

Consumers won’t notice any immediate changes, as Argos concessions in shops, the Nectar point system and joint product ranges all remain, but this could signal a major strategic shift for both businesses.

Under pressure from online giants, is Sainsbury’s wise to shy away from the competition? Can a specialist revive the struggling legacy brand? And what protections are there for Argos’ workers, now Sainsbury’s have sold the company?

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