A new scheme announced by Business in the Community (BITC) has been touted as a bold attempt to address the continuing decline of Britain’s town centres. In the organisation’s High Street Champions initiative, senior retail managers will work alongside local authorities and communities to coax new shops, activities and – above all – life into our local hubs. An initial 27 towns will be targeted, recommended by high street supremo Mary Portas.

This will not be Portas’s first attempt to resuscitate retail in the high street – in 2011 she led a government review on the subject that proved ineffective, though not necessarily through any fault of Portas: it was recently revealed that just 7% of a special £10m government fund for jump starting town centres was actually used. She will no doubt be hoping that this new foray is more successful, though it remains to be seen exactly how the institutions involved will work together to rehabilitate the high street’s graveyard reputation and make it an attractive place for businesses to be.

Meanwhile, another potential way forward has been highlighted by the decision of Next CEO Lord Wolfson to distribute his £2.4m bonus to all 19,400 of his staff, who will benefit to the tune of 1% of their salaries. Wolfson emailed his staff to say it was “a gesture of thanks and appreciation … for the hard work you have given to Next over the past three years and through some very tough times”. His decision could not have failed to give the Next rank and file a closer, personal attachment to the company as it clearly points out the extent to which they are valued.

One of the main selling points – in a very real sense – of the physical high street outlet is the opportunity for customers to interact with staff and have face-to-face conversations with enthusiastic and knowledgeable people. Yet more often than not, complaints about retail chains tend to circle around recurring problems such as poor service and staff disengagement. Wolfson’s decision is likely to be reflected in the quality of the experience that Next offers its customers. If other retailers can follow this example, perhaps they will make people think again when they’re tempted to fire up their internet browsers to shed some disposable income.

The High Street Champions scheme will hopefully combine the best ideas from retailers, local authorities and communities – but shop managers can undoubtedly start by looking at their own processes first and making sure that they maximise the advantages that they have over their internet rivals. In the long run, competition on price is a battle they are likely to lose. But competition through experience is one that they have every chance of winning.

Bath Southgate district image courtesy of 1000 Words / Shutterstock.com