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I spent an interesting evening last night at a Q&A event with River Island’s CEO Sir Richard Bradbury, organised by Manchester Fashion Network in association with Business Link. 

Having worked his way up from the shop floor of a small menswear retailer in Great Yarmouth to his current position as Chief Executive Officer at one of the UK’s leading fashion retailers, Sir Richard is certainly qualified to advise and educate on the retail industry.

Sir Richard talked very openly about his background at Burtons, his experience with the Chelsea Girl brand and his personal River Island story, before taking questions from the floor.

It was refreshing to hear, in the current climate, that it’s business as usual and the company is staying true to its customers and its own beliefs and strategy.  

While the recession is undoubtedly affecting businesses, River Island isn’t cutting back on investment, just wisely investing its money where it is likely to achieve a greater return.  

Cue less focus on traditional above-the-line advertising and more focus on attendance at events such as Graduate Fashion week; an event at which River Island has been the title sponsor for five consecutive years.  

Sir Richard understands that encouraging and investing in young talent can reap both commercial and creative rewards, and last night suggested that Britain is a nation of creatives, not ‘makers’. 

While strongly believing in nurturing Britain’s creative talent of tomorrow, online is also key for the future of River Island.

Its e-commerce site is a significant part of the business, with some of River Island’s best customers shopping online as well as in store, and the company is keen to evolve this with a new and improved site due to launch later this year.

I’ll be watching with interest to see how 2009 shapes up for River Island and despite the challenging market, expect them to continue serving up trends with the unique River Island style.

Was having an interesting chat with a couple of friends about the flurry of offers and discounts that have been flaunted by some of the high street’s perceived high end brands. We all couldn’t help wondering that, while there’s no doubt such offers have been helping people to rein in their spending, whether the brands have suffered as a result, or, if people’s perceptions of brands have changed?

There’s no denying that feeling of smug satisfaction when you manage to bag that perfect LBD or whistle n flute from your favourite top end retailer at 50% - sometimes 70% - less than it was originally being sold for, but do you ever think - as my friends and I were doing - about how much we were all being ripped off during the good ole times? Surely if a retailer can afford to drop prices so drastically in search of a sale, does it beg the question ‘how much is this really worth and how much have retailers been marking up in the past’?

Another thought that has entered my head is have people who used to shop freely without a second thought of the price tag, been put off by the barrage of offers out there or, more importantly, have their perceptions of their favourite brands changed? Does it make the affordable, throw away fashion more appealing if the more exclusive shops seem ever less so? Or do you upgrade to true investment pieces that will stand the good times and the bad?

From a PR point of view, I think brands need to remember their roots during the tough times - who are they really appealing to, where are those customers and how do brands reach them? Social media is a great way of speaking to customers directly - particularly when trust in the UK traditional media is at a low - and positive stories that communicate core values are valuable and a breath of fresh air amidst the landscape of bad headlines. Look for services/products that inspire confidence and give reassurance back to the customer and then tell your story. Focus on your original USPs in a fresh, forward-thinking way, know your strengths and trust in the reasons your customers came to you in the first place.

The “word of mouth” concept has been thoroughly appropriated by social media as its own, and rightly so. But it’s still going on off-line and in the most unlikely places.

With no national advertising campaigns, how else would AB demographic shoppers be helping to push up the profits of the discounter to end them all, Poundland? It’s probably not on their usual shopping route and they might be snobbish about their purchasing, but when you hear that everything costs no more than a quid a 20%-off deal at John Lewis or House of Fraser just doesn’t cut it.

And when did you last read a full-page of good business news in a national newspaper? Saturday’s piece on Poundland was exactly that.

Poundland has built a reputation by defying all the sophistication of modern retailing by simply doing what it says on the tin - selling at the same consistently, iconically cheap price.  

It’s when you don’t fufil your “brand promise” that you come unstuck. Take the Christmas theme parks currently choosing to prefix themselves “Lapland”. It’s a risky strategy, especially if you’re located in Milton Keynes. None of them are, but could they be any less like the destination whose spirit of Christmas they’re aspiring to capture?

As a parish councillor commented on one of the Lapland-themed days out: “Does it look like Lapland to you? It doesn’t to me.” The Lapland New Forest facility is now closed; but maybe it could have survived by scrapping the impossibly aspirational association with Lapland and achieving true authenticity by calling itself “Christmas in the Mud”.

The Guardian’s chief iconoclast, Charlie Booker, feels the failed Lapland attractions could have flourished with a wave of ironic visitors on a macabre pilgrimage as a result of the bad press. But kids and Christmas don’t do irony well and Santa is a brand you don’t mess with, as Lapland UK owner, Mike Battle says: “If you get it right people will love you. If you get it wrong, they’ll want your head.”

As I write, the House of Lords is debating the 42-day detention amendment to the Goverment’s counter-terrorism bill, which - if passed - would increase from 28 to 42 days the amount of time a terrorist suspect could be held without charge.

To support opposition to the bill, campaign group Liberty has orchestrated 42 UK writers to publish work tackling the implications of the legislation head on, with the results posted on a special section of Liberty’s website. 

The Liberty campaign is a brilliant piece of PR: securing 42 high profile writers to contribute their own words on the subject; designing the web site as a 42-day calendar and gaining press coverage such as that in yesterday’s Observer (half an early news page), aimed at precisely the left-leaning libertarian reader who is more likely to rattle his MP’s cage on the matter.

But the key element here is the writers. Whether or not they could be deemed “celebrities”, their profile raises that of the campaign.

Choosing the right, high profile people to associate with your campaign is a sticky business: finding someone who has sufficient profile and resonance with your chosen audience and who will reflect the brand values of your product or cause. Some choices are clear cut in their brilliance while others seem to work in spite of themselves. 1960’s model and icon, Twiggy’s association with M&S just works. Ironically, so does M&S and Mylene Klass, despite the latter being not really a model nor a pop star, but somehow right for the brand.

Here is a selection of brands that had an association with a star, with a suitable clip to refresh your memory. Can you name the star before clicking on the brand? For those readers under 30, you might need to ask a grown up.

Curly Wurly; Campari; Cinzano Bianco; Boddingtons; Memorex; Fosters; Teach your kids to swim (public information film); Olympus Trip; National Westminster Bank

Buying decisions are increasingly in the will of the Web, according to new research by Gartner.

Jeremiah Owyang, Forrester analyst whose Tweet alerted me to this research has given the findings a broad thumbs up, which is a recommendation in itself.

In fact, the research suggests that by 2012, half of what we buy - including offline purchases - will be directly affected by the Internet in the form of seeking recommendations on blogs, comparing prices, etc. We may end up buying from a bricks and mortar outlet, but the impetus will have come from from the digital world.

But, as the article from Gartner goes on, companies should beware of rushing headlong into using online social networks as part of the business plan in the belief that just being there will generate sales.

Still, Gartner predicts a flourishing of Web-based customer communication in any recession as a cost-effective way of keeping relationships alive. 

This just in - music and film retailer HMV is launching its own social networking site getcloser.com where you can do - well - the sort of things you’ve been able to do on Facebook and MySpace for quite a while.

So why now? Will the punter feel that “the man” is trying to get in on the act? What will it do to drive sales that HMV’s regular e-shots don’t (and I should know, as they consistently empty my wallet).

I rarely buy anything on the doorstep so I guess that makes me not target market for BSkyB’s fleet of “Skywalkers”, or door-to-door sales people, flogging the company’s wares including broadband and HD television.

But one by-product of this revived method of direct selling caught my eye and that is in chief exec, Jeremy Darroch’s words “you get the most direct kind of customer feedback”.

In the same way, allowing two-way communication online can provide that customer feedback - good and bad - which is vital to feed back into the R&D and customer service process. And turning that customer feedback into an ongoing discussion shows what the guy on the doorstep should be showing all the time: that the company is listening!