Corner Stores to
CONNECTED COMMERCE

The Strategy Sessions – Interview with Bernie Brookes
Topic: The Evolution of Australian Retail: From Corner Stores to Connected Commerce

Jeremy (Interviewer):
Welcome back to The Strategy Sessions. This is where we cut through the noise and explore what it really takes to lead, grow, and reach your goals in business.
In this session, we're talking to Bernie Brookes about the evolution of retail in Australia—from corner stores to connected commerce.
I'm your host, Jeremy Birt, leadership coach and mentor to CEOs, emerging leaders, and businesses looking for strategic support to reach their full potential, fast.
Bernie, it's great to have you with us this morning. Thank you for making the time.

Bernie (Interviewee):
Thank you. Nice to be here.

Jeremy:
Before we dive in, let me read your bio. This is the short version, Bernie, so I may have missed a few things.
Bernie Brookes AM is a highly respected Australian retail executive with more than four decades of experience leading major retail and consumer businesses both locally and internationally.
Best known for his role as CEO of Myer from 2006 to 2015, he led the company through a major transformation following its separation from Coles, spearheading strategic initiatives that repositioned the iconic brand.
Before Myer, Bernie held senior executive roles at Woolworths, where he was instrumental in driving the $5 billion Project Refresh—one of Australia’s most significant retail improvement programs.
His international experience includes leadership roles in South Africa (at Con Holdings), India, and China, where he provided turnaround and advisory support for large retailers.
Bernie currently serves as Chair of the Marquee Retail Group—overseeing brands such as Colette by Colette Hayman and The Daily Edited—and is also Chair of the Direct Group.
He chairs two syndicates at The CEO Institute and serves on various advisory boards. He’s a regular speaker at global retail and leadership forums, including the World Retail Congress.
In recognition of his contributions to the retail sector, Bernie received the Sir Charles McGrath Award and was inducted into the Australian Retailers Hall of Fame.
He is also a Member of the Order of Australia for his service to business and the community.
Bernie, that's as brief as I could make it! If I’ve left anything out, let’s jump into it anyway.

Bernie:
Thanks, Jeremy. Great to be here.

Jeremy:
You’ve had a front-row seat for decades of transformation in Australian retail. Can you give us a snapshot of your journey—and what first drew you into retail?

Bernie:
Sure. I was what they called a £10 Pom. I arrived in Australia around 1964 and worked my way through uni.
One of my first jobs was as head trolley boy at Woolworths Safeway—which sounds grand, but I was the only trolley boy!
After university, I tried teaching but didn’t enjoy it, so I returned to Woolies through their management training program.
That kicked off a retail career that’s spanned more than four decades. I’ve always found it dynamic and diverse—no two days are the same. It’s a fantastic industry.

Jeremy:
So back then, I assume everything was bricks-and-mortar and very local?

Bernie:
Absolutely. Retail started with the corner store, really taking off during the Gold Rush era.
Then came department stores in the 19th century—names like Marcus Clark, Foy & Gibson, and of course, David Jones.
In the 1960s, we saw the rise of suburban shopping centres like Roselands and Bankstown Square.
Self-service started to take hold thanks to pioneers like Joe Berry in Queensland, and by the '90s, big players like Westfield and QIC dominated.
Retailers evolved from apron-wearing storekeepers who knew every customer—to multichannel, data-driven operators.

Jeremy:
And in the 70s and 80s, it sounds like the independents dominated food retail?

Bernie:
Yes, absolutely. Back then, you had players like Davids Holdings, Tuckerbag, Four Square, and 7-Eleven.
In WA, you had Composite Buyers; in SA, independent wholesalers. They controlled 60–70% of the market.
That changed with the rise of Woolworths and Coles, who consolidated the market through acquisitions—like Buy Lo and Franklin’s—and built liquor businesses.
We’ve seen a similar transformation in other segments—like department stores and now digital retail.

Jeremy:
You painted a vivid picture of the grocer in the apron knowing every customer. How has that evolved with pricing and experience?

Bernie:
We’ve moved from supplier control to retailer control in the 1990s—and now, to customer control.
The customer has pricing power in their pocket. With a smartphone, they can compare prices instantly—from Amazon to Chemist Warehouse to Bunnings.
Price is now a “ticket to the game.” But customers still expect great service.
Look at retailers like Bunnings, JB Hi-Fi, and Officeworks—they’re successful because they combine price competitiveness with genuine service.

Jeremy:
And what about the disruptors—pure-play online retailers?

Bernie:
Catch, Kogan, and eBay were early disruptors. They forced bricks-and-mortar retailers to improve their online offer.
Today, Woolworths, Big W, Kmart, JB Hi-Fi, Officeworks—all have strong digital platforms.
Even Myer has a good online presence now. The rise of pure-play operators also forced retailers to improve delivery—hence automated warehouses and faster fulfilment.

Jeremy:
Do you think traditional retailers could’ve moved faster?

Bernie:
Yes. Many had legacy systems, legacy cultures, and lacked digital talent.
Retailers like David Jones and Bunnings were slow to move. But it’s hard—it takes time and investment to shift big systems and supply chains.

Jeremy:
You’ve worked internationally. Which markets do you see as best practice for omnichannel retail?

Bernie:
Japan and South Korea are very advanced. The UK market is also strong.
The US is big and noisy, but not always best practice.
Australia can learn a lot from those Asian and UK markets—especially around data, AI adoption, privacy, and loyalty programs.

Jeremy:
Let’s talk sustainability. Is ESG just another “ticket to the game” now?

Bernie:
It is. ESG matters more to younger shoppers. They care about ethical sourcing, carbon footprint, and even data privacy.
Retailers face legislation and consumer pressure. But compliance is expensive—and not all customers will pay a big premium.
There’s a limit. People might pay a bit more for ethical products—but not absurdly more.

Jeremy:
So, who should we be watching closely right now?

Bernie:
Bunnings is a standout. Michael Schneider’s done a great job expanding into pets and car accessories.
JB Hi-Fi keeps evolving its range. Cotton On is underrated—big overseas presence, local relevance.
Temple & Webster is strong in online value. And I’m intrigued by what Wesfarmers is doing with Priceline.
Mecca is also in a crowded beauty space—but doing well. Chemist Warehouse has been dominant. The question is: where does its growth come from next?

Jeremy:
Will we see more showroom models from online retailers?

Bernie:
Yes. Pure-play has limits. People still want to touch, feel, compare, especially in categories like furniture or electronics.
Showrooms build trust—even if they don’t make money directly. Amazon’s move into physical stores and buying Whole Foods reflects this.

Jeremy:
If you were advising someone starting in retail today—what would you say?

Bernie:
Speed and people are everything. Jack Shewmaker from Walmart used to say: the common denominator in retail is people and pace.
You need digital acumen, a customer-first mindset, integrity, agility, and a deep understanding of retail’s history to see where it’s going.

Jeremy:
And lastly—AI. Threat or opportunity?

Bernie:
Both. Like the web and scanning, it brings incredible possibilities—but also risk.
It can replace mundane tasks and enhance analysis. But we must be cautious. Ethical use, data protection, platform choice—those things matter.
AI is here to stay, but we must balance opportunity with skepticism.

Jeremy:
Wise words, Bernie. We’re out of time. Thank you so much for joining us today and sharing your insights on the past, present, and future of retail.
To our listeners—thanks for tuning in. If you found this valuable, please like and share, and keep an eye out for the next episode of The Strategy Sessions, where we continue to explore the minds and methods of exceptional leaders.

Bye for now.