This year’s festive season was far from merry for Britain’s high streets. Footfall was down for the second successive year by 2.2 per cent. Cost of living pressures, low consumer confidence, the inexorable rise in online shopping and even poor weather combined to leave retailers facing a harsh reality: thousands of closures are expected in 2025.

But having ventured to the sales this weekend, I do think there is something glaringly obvious that will get us back to the high street.

When did you last walk into a shop and feel truly valued? Poor customer service is a deal breaker. Polite, well-trained, and knowledgeable staff can transform shopping trips into experiences that online cannot provide. And while I know it isn’t every young person or staff member, this generation of Gen Z retail assistants certainly leaves a lot to be desired. This weekend my experiences were shocking.

A diffident Gen Z-er recently told me that my favourite jeans brand no longer stocked the colour that I’ve bought forever, which I promptly went home and bought online! We walked into a trainers store, ready to part with my cash on a specific pair, but endured such reluctant service – dropping boxes at my feet, no eye contact, no “please” or “thank you”, shrugs about other sizes – that we walked out.

A little effort goes a long way. Staff training has to prioritise product knowledge and problem-solving.

It is frustrating to actually travel to a store too, only to find the desired item is out of stock. It drives discouraged shoppers straight to online competitors. I could suggest retailers should invest in smarter inventory management and improve supply chain efficiencies.

In 2025, there’s also no excuse for the disconnect between a retailer’s website and its physical stores. Customers want to browse online, check availability, and pick up in-store – or the other way round. This model should be seamless, with real-time updates and a user-friendly interface.

Then again, if the shopper is then left waiting at the till for 15-plus minutes, while a nervous assistant and their nonchalant manager tap away at screens, without a word of explanation, as if they were at airport check-in desks, what’s the point?

All of this requires approachable staff, who actually care and can communicate. A simple “how can I help?” would be a start. In one shop, a salesperson actually turned his back on us while we examined a potential purchase.

Streamlined checkouts – whether that’s self-service options, mobile payment systems, or additional staff during peak hours – are all essential, but even more so are assistants who can guide us through them. Shoppers crave convenience and care.

The high street can’t compete with the options and prices offered online, but it can offer something uniquely human: connection and creative thinking. High streets should embrace their unique ability to engage all five senses: a smile, a friendly greeting and actually listening to what consumers want would be a start.

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