The British Retail Consortium (BRC) in its recently published analysis of the possible impact of Brexit on retail spending and shop prices, “Which Way Out? A Fair Brexit for Consumers”,  has called on the Government negotiators, “to put consumers first in the forthcoming Brexit talks by ensuring their sights are firmly set on keeping shop prices low once the UK leaves the EU.”

Wishful thinking possibly given the unwillingness of the Prime Minister and Cabinet colleagues to provide the country with a regular progress report on negotiations including those importantly impacting on trade.

The BRC notes that “failure to strike a good Brexit deal by 2019 would have a disproportionately severe impact on retailers and their customers because, if the UK fell back on World Trade Organisation rules, the new tariff rates the UK would apply to imports from the EU would be the highest for consumer staples like food and clothing.” The BRC foresees the duty on meat imports, in such circumstances, could be as high as 27%.

Further the BRC notes in “Which Way Out” that some retailers, and consequently consumers, are being impacted by the higher cost of imports that has resulted from the pound plummeting against foreign currencies.

Importantly we are increasingly media interest in, and reporting of, the consequences of Brexit here and now. Katie Allen, reporting the launch of the BRC in the Guardian on 11 October, noted David Davis’s comments that Government could do little to stem speculative comments that could drive the pound up or down in the next two and a half years.

As Katie Allen further notes voices opposing the BRC’s analysis and projections believe that leaving the single market and embracing unilateral free trade could reduce consumer prices by around 8%. Some hope.

The reality is that the devaluation of the pound is not a short term blip. Regardless of how long the trade negotiations take and the terms that result, we will in the meantime see higher prices for imported consumables.  All the evidence so far is pointing to a higher cost of living in the wake of Brexit.

Owners of soccer clubs and baseball teams – whether Abramovich at Chelsea or John W Henry of the Fenway Sports Group – are not noted for their patience. It is now not only about success but more exactly about the impact of a mediocre season on the bottom line.

There is a certain irony in that Terry Francona, the Cleveland Indians Manager, dumped his former team the Boston Red Sox out of the post-season play offs. The Red Sox parted company with Terry Francona in 2011 after two mediocre seasons. Winning two World Series was not enough to extend his tenure as Red Sox Manager.

My loyalties were divided. I have been a big fan of both the Red Sox and the Indians for twenty five years. My coast-to-coast baseball trip this Summer took me to Cleveland for the very first time – a once blue collar city that still has so much to be proud of.

My trip ended at Fenway Park on 6 July. I got to see David Ortiz (Big Papi) bat in what is his last season before retirement. Commiserations to the Red Sox and their fans.

Best wishes to the Indians and Terry Francona as they go on to play the Blue Jays and then hopefully on further to take the World Series.

Being a die hard Chelsea fan I am used to seeing managers come and go at an alarming rate. By my reckoning there have been some 15 managers in the last twenty years. As with baseball winning trophies is no guarantee of longevity. But there does come a time when team performance dips to such an extent that the axe has to be wielded even if at is at the expense of a trophy winning manager.

Roberto Di Matteo remains one of my favourite Chelsea players and managers – the only manager to lead Chelsea to victory in the European Champions League. Gianluca Vialli, Claudio Ranieri and DiMatteo deserved so much better from the club.

Why do successful managers suddenly lose the plot?  And how do unsuccessful managers go about turning things around. It is not solely about having the money to buy the best available talent. It is about winning and retaining the hearts and minds of your players as well as retaining the confidence of the owners. NS

The Blue House Partnership was co-founded by Jude England and Neal Stone in August 2016. THBP’s offering to organisations and individuals includes consultancy, advice, facilitation and mentoring.

Jude and Neal have extensive and proven track records gained from senior managerial positions, including in research, policy development and communications, in the private, public and third sectors.

Whether you are looking for a facilitator for that challenging internal staff forum, a skilled chair or speaker for your next conference or meeting, an expert eye to review that important report or speech, informed advice on the construction of a survey or planned research and support with expert interviewing, TBHP will be able to assist.