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Whitcoulls 2011 Limited, or simply Whitcoulls, is a major New Zealand book, stationery, gift, games and toy retail chain. Formerly known as Whitcombe & Tombs, it has 54 stores nationally. Whitcombe & Tombs was founded in 1888, and Coulls Somerville Wilkie in 1871. The companies merged in 1971 to form Whitcoulls.

Key Information

Coulls Somerville Wilkie

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Alternate version of the main logo

Coulls Somerville Wilkie had its origins in Coull Bros, founded in Dunedin in 1872 by brothers Thomas, William, and James Francis Coull. A printing and publishing company, it operated from Crawford Street to the south of the city centre.. Through merger and partnership, its name changed several times before becoming Coulls, Culling & Co. Ltd., a name under which it traded from 1902 until 1922.[1] The Culling in the company's name was Thomas Culling, regarded as the 'father of printing in Otago', whose business work extended to the founding of several newspapers, notably the Otago Witness.[2]

In 1922, Coulls, Culling & Co. merged with J. Wilkie & Co., becoming Coulls Somerville Wilkie, a name under which it operated until 1971.[1] J. Wilkie was founded in the early 1870s by James Wilkie, and bought by William George Somerville in 1894. Originally a stationer and bookseller, J. Wilkie & Co. operated from Princes Street until its amalgamation with Coulls, Culling & Co. in 1921.[2]

Whitcombe & Tombs

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Whitcombe & Tombs began in 1882 in Cashel Street in Central Christchurch, as a partnership between a teacher of French who had become a bookseller, George Hawkes Whitcombe and printer George Tombs.

In 1883 the company was among the first registered under the Companies Act 1882. It had market dominance for several decades.[3] George Whitcombe's son, Bertie Ernest Hawkes Whitcombe (1875–1963), was associated with the business for over 70 years.[3]

Thousands of schoolchildren were taught with the aid of Whitcombe's Progressive Primers and later enjoyed Whitcombe's Story Books[4] such as The Adventures of Hoppity Bobtail.

The company, in common with most companies, did not have a completely trouble-free relationship with employees. A court judgment Whitcombe & Tombs Limited v Taylor (1907) 27 NZLR 237 stated the principle that "a well established custom or practice may become part of a contract" (as noted by the Court of Appeal of New Zealand in CA246/03, nearly a century later, despite half a dozen intervening changes of employment law).

History (1971–now)

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In 1971, Whitcombe & Tombs merged with Coulls Somerville Wilkie to become Whitcoulls, and has since been sold several times. It now operates as a retail chain only.

The limited company itself described here has changed its name to reflect the changes in ownership. It became the holding company Printing and Packaging Corporation Limited at the time of the merger. It became Whitcoulls Group Limited in 1982, WGL Group Limited in 1993 and has been known as WGL Retail Holdings Limited since 1995. It was still on the companies register as company number 120265 until 2014. Its current ultimate parent that can be traced appears to be Whitcoulls Finance in Australia, ACN 109 241 394.

In 2001 UK retailer W H Smith purchased the company.[5]

In 2004 Whitcoulls was sold to REDgroup a retail operations company owned by Pacific Equity Partners, a subsidiary of UK-based insurance company Prudential.

On 17 February 2011, RedGroup Retail (including the Borders, Angus & Robertson as well as Whitcoulls chains) were placed into voluntary administration with Ferrier Hodgson appointed as administrators.[6]

On 26 May 2011 it was announced that the company had been sold to Project Mark Ltd,[7] part of the James Pascoe Group owned by the Norman family, who also owned the Farmers department store.[8]

Despite operating in the retail sector, in the years 1958-2013 there was a small publishing programme based in Christchurch under the Whitcoulls imprint.[9]

As of 2022 Whitcoulls is trading as a major retailer with more than 50 stores across New Zealand which offer "books, stationery, toys, puzzles, games, gifts, greeting cards and wrap, and magazines".[10]

References

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Further reading

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Whitcoulls

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Whitcoulls is a major New Zealand-owned retail chain specializing in books, stationery, gifts, toys, games, puzzles, and art supplies, with over 55 stores operating nationwide. The company traces its origins to 1882, when George Hawkes Whitcombe, a publisher and bookseller, and George Tombs, a printer and bookbinder, established Whitcombe & Tombs in Christchurch as a bookselling and publishing firm. Over the decades, Whitcombe & Tombs grew into a significant player in New Zealand's publishing and retail sectors, producing school textbooks and operating multiple stores across major cities by the mid-20th century. In 1971, Whitcombe & Tombs merged with the South Island-based stationery and bookseller Coulls Somerville Wilkie to form Whitcoulls, expanding its footprint and product range to include a broader array of consumer goods. Subsequent ownership changes included acquisition by Australian-based REDgroup Retail in the early , followed by financial difficulties leading to administration in 2011, after which it was purchased by New Zealand investors. Today, Whitcoulls is fully owned by the , a New Zealand conglomerate that also includes retailers such as Farmers Trading Company and Pascoes The Jewellers, ensuring its continued prominence in the local market.

Predecessor Companies

Coulls Somerville Wilkie

Coull Bros was established in in 1872 by brothers Thomas (1829–1909), William (1831–1917), and James Francis Coull (1835–1909) as a printing and firm, capitalizing on the region's economy to provide essential services like job and stationery production. The firm quickly expanded, renaming to Coulls & Culling in 1873 after partnering with local bookbinder Robert Culling, and evolving into Coulls, Culling & Company by the late 19th century, which further diversified into commercial and acquired the in 1884 to secure raw materials for its operations. In 1922, Coulls, Culling & Co. amalgamated with Somerville and J. Wilkie & Co.—a Dunedin-based and outfit founded in the 1870s—to form Coulls Somerville Wilkie Limited, marking a pivotal shift toward integrated and retail activities across . Under this new structure, the company broadened its scope beyond printing and to encompass , , and nationwide book distribution, with a focus on producing educational materials such as school textbooks and workbooks, as well as local literature including historical accounts and regional guides that supported New Zealand's growing . Key operations centered on high-volume of , postcards, and promotional materials, alongside retail outlets that served major cities; the firm established branches in as its southern hub and expanded northward to in , enhancing its distribution network for , periodicals, and printed goods to schools and businesses. The Coull brothers played instrumental roles in this early expansion, with overseeing technical printing innovations and managing commercial growth, laying the groundwork for the company's reputation in quality book production during the . A notable milestone came in when Coulls Somerville Wilkie formed Williamson Jeffrey Ltd. as a for , opening additional outlets in and to streamline supply chains and boost retail presence amid economic recovery. By the , Coulls Somerville Wilkie had solidified its position as a dominant force in New Zealand's book trade, operating extensive printing facilities in , multiple retail branches across the North and South Islands, and a robust distribution system that handled thousands of titles annually, including imports and domestic publications, with annual reports reflecting steady operational growth and a workforce supporting large-scale commercial contracts. This scale positioned the company as one of the country's leading integrated players in , , and , contributing significantly to the availability of educational and literary resources nationwide before broader industry consolidations.

Whitcombe & Tombs

Whitcombe & Tombs was established in 1882 in by George Hawkes Whitcombe, a bookseller and former French teacher, and George Tombs, a printer and bookbinder, with the partnership formally registered as a in 1883. The firm quickly developed a reputation for high-quality and , capitalizing on the growing demand for educational and general reading materials in colonial . The company experienced rapid expansion in the late 19th and early 20th centuries, establishing branches in major centers including Auckland in 1916, , and by the early 1900s, creating a nationwide network that extended to with a office opening in 1903. It became known for its production of textbooks, religious books, and general literature, including innovative schoolbooks such as the Progressive Primers series for children and early New Zealand-specific content like geographical maps and historical surveys tailored to local curricula. Under the leadership of Bertie Ernest Hawkes Whitcombe, son of the founder, who joined the firm as an apprentice around age 14 and managed it for over 70 years until the early 1960s, the company pioneered educational publishing, producing atlases, arithmetic texts, and pictorial surveys that supported New Zealand's developing identity. Economically, Whitcombe & Tombs dominated New Zealand's printing, publishing, and bookselling markets for decades, serving as a key supplier of materials and contributing significantly to the nation's . During , it published several official New Zealand campaign and unit histories, while in , the firm printed government posters for the 1944 Victory Loan campaign to support war financing efforts. Post-, the company expanded its printing facilities and retail presence, adapting to increased demand for both educational and consumer publications amid New Zealand's economic recovery and . By the , Whitcombe & Tombs faced mounting challenges from an economic downturn after and heightened competition in the general market, including from imported titles and emerging retail formats, which strained its operations and prompted considerations for strategic partnerships within the shared industry context of firms like Coulls Somerville Wilkie. This period of market pressure underscored the need for consolidation to maintain its longstanding influence in New Zealand's trade.

Formation and Expansion

1971 Merger

In the late 1960s, the book trade encountered economic pressures from rising competition and the challenges of maintaining independent operations in a small market, leading to a wave of consolidations among major players. Whitcombe & Tombs, a prominent publisher and bookseller, and Coulls Somerville Wilkie, a leading printing and manufacturing firm, recognized the benefits of combining their complementary strengths—publishing and distribution expertise from the former with robust capabilities from the latter—to enhance efficiency and market dominance. This strategic alignment addressed the declining viability of standalone entities and positioned the merged operation for greater resilience in the retail and sectors. The merger was finalized in 1971, creating a unified company initially operating under the combined resources of both predecessors as Printing and Packaging Limited, with formal incorporation and as Whitcoulls Limited in 1973. Initial efforts focused on rationalizing overlapping operations, including store networks and supply chains, to eliminate redundancies. The board drew from executives of both firms, ensuring balanced representation; notably, Roland Coull served as of Coulls Somerville Wilkie leading up to the merger and continued as a director in the new entity. This leadership transition facilitated a smooth integration of administrative functions across , , and other locations. Immediately following the merger, the company retained a network of stores nationwide, primarily in major cities, while launching unified product lines that integrated , , and printed materials under a cohesive . This rationalization streamlined retail presence and improved , contributing to stabilized operations and early financial steadiness by reducing costs and broadening customer reach. The integration marked the end of independent printing divisions for both predecessors but laid the foundation for a dominant national retailer in New Zealand's cultural and educational sectors.

Growth Through the 20th Century

Following the 1971 merger that formed the foundation of the company, Whitcoulls underwent steady expansion throughout the 1970s and 1980s, establishing a network of stores in major New Zealand cities such as , , and , where it operated flagship locations like the branch in 's James Hay building. By the early , Brierley Investments had taken control, enabling corporate restructuring that supported further development amid New Zealand's evolving retail environment. During this era, Whitcoulls solidified its market positioning as a diversified retailer, combining with products to appeal to a broad customer base including families and educational buyers. In 1991, entrepreneur , through his , acquired Whitcoulls from Brierley Investments for approximately NZ$71 million, recognizing it as New Zealand's largest bookseller at the time and initiating a phase of aggressive growth through additional acquisitions. Under Hart's leadership, the company extended its reach by entering smaller towns and modernizing store formats to enhance accessibility and product variety, including early expansions into gifts alongside core offerings. By 1996, Hart had privatized the business by purchasing minority shares, culminating a decade of domestic-focused scaling that positioned Whitcoulls as a dominant player with operational scale supporting over 50 stores nationwide by the late 1990s.

Ownership Changes

WHSmith Era (2001–2004)

In 2001, UK-based retailer acquired the Whitcoulls chain, along with New Zealand's Bennetts Booksellers and Australia's , from US Office Products for NZ$126 million. This marked Whitcoulls' first major shift to international ownership, with viewing the purchase as an opportunity to expand into the mass-market sector, where Whitcoulls held a significant share of New Zealand's retail landscape. At the time of acquisition, Whitcoulls operated 65 stores nationwide, employing around 1,400 staff, and committed to no immediate redundancies while deploying its managers to support local operations. WHSmith's strategic intentions centered on integrating the acquired chains into its global portfolio, with explicit plans to rebrand Whitcoulls stores as outlets to align with its international branding. The was envisioned as a gradual process, starting with test conversions in select locations to gauge consumer response before wider rollout, aiming to leverage 's expertise in high-street retail formats. Operationally, the period saw initial efforts to harmonize supply chains and merchandising across the combined entities, though encountered broader logistical hurdles, including inconsistent warehouse availability and stock levels that affected product distribution in the region. These integration steps were intended to enhance efficiency and introduce elements of 's retail model, such as standardized store layouts, while preserving local market knowledge. During the ownership, the division encompassing Whitcoulls maintained profitability, reporting an operating profit of £5 million in the fiscal year ending prior to the sale, though this occurred amid WHSmith's company-wide pressures from declining UK performance and international expansion costs. The short-lived era highlighted the challenges of cross-border retail integration, with limited progress on full rebranding due to the focused timeline. In 2004, as part of a global restructuring to refocus on its core high-street and travel retail businesses, sold its entire operations—including Whitcoulls, , and stores in and —to Australian private equity firm for A$115 million (approximately £45 million). The transaction, which covered over 200 stores regionally, resulted in the formation of REDgroup Retail Ltd. to manage the combined assets, effectively ending 's brief tenure in the Australasian market.

REDgroup Ownership and Administration (2004–2011)

In 2004, (PEP), a backed by , acquired Whitcoulls along with the Australian bookseller from for A$115 million in a , forming the REDgroup Retail entity to consolidate operations across and . This -financed transaction, with initial around A$122 million, bundled the chains under REDgroup's umbrella, with PEP holding a stake and aiming for aggressive growth through synergies in purchasing, distribution, and branding. The acquisition positioned REDgroup as a dominant player in the Australasian retail market, but the heavy load set the stage for future financial pressures amid rising costs. Under REDgroup's ownership, Whitcoulls underwent rapid expansion, growing its New Zealand store network from around 50 outlets in 2004 to a peak of 74 by 2011, including the integration of five Borders stores following REDgroup's acquisition of the Borders Asia-Pacific operations in June 2008.) This overexpansion, coupled with the launch of enhanced e-commerce platforms in 2009 and e-book services via a partnership with Kobo in 2010, aimed to capture digital growth but strained resources during the 2008 global financial crisis. Sales declined as competition intensified from online retailers like Amazon, leading to covenant breaches on loans and a full-year pre-tax loss of A$43 million in 2010, with total debt climbing to A$131 million. Failed refinancing attempts in late 2010 highlighted the vulnerabilities of the private equity model in a contracting retail sector, as REDgroup's aggressive store openings and digital investments failed to offset shrinking physical book sales and economic downturn effects. On February 17, 2011, REDgroup entered voluntary administration due to insurmountable debts exceeding A$170 million, including A$118 million in secured loans to PEP and A$44 million in unsecured claims, prompting immediate asset sales and operational reviews across its chains. In , Whitcoulls faced over 10 store closures, primarily airport outlets sold to LS Travel Retail, alongside more than 200 job losses, including 102 redundancies from shuttered locations and head office cuts. Administrators from Ferrier Hodgson prioritized trading continuity while marketing the remaining 57 Whitcoulls stores for sale, underscoring the perils of leveraged retail expansions in the face of digital disruption and economic volatility. The process exposed REDgroup's overreliance on debt-fueled growth, with unsecured creditors alone owed NZ$21.5 million, many of whom recovered only partial amounts through the administration.

James Pascoe Group Acquisition (2011–Present)

In May 2011, during the voluntary administration of its Australian parent company REDgroup Retail, the New Zealand operations of Whitcoulls and Borders were acquired by Project Mark Limited, a subsidiary of the privately owned James Pascoe Group. The transaction, completed on May 26, preserved the majority of the network, including 57 Whitcoulls stores and five Borders outlets, while resulting in the immediate closure of at least six underperforming or earthquake-damaged locations. This move returned Whitcoulls to New Zealand ownership under the control of Auckland-based entrepreneurs Anne and David Norman, securing approximately 900 jobs and ensuring continuity for a key national retailer. Under ownership, Whitcoulls underwent strategic stabilizations to address prior financial pressures, including a focus on cost efficiencies through selective store rationalization and investment in core operations within the market. The group integrated Whitcoulls into its diversified portfolio, which includes chain Farmers, jeweler Pascoes, and homeware retailer Stevens, leveraging shared and customer loyalty synergies to enhance competitiveness. Notable investments included a NZ$3 million refurbishment of the flagship Queen Street store in in 2012, transforming the 2,000-square-meter heritage space to emphasize books on the ground floor, stationery and children's products on upper levels, and aiming to position it as a retail destination. Subsequent developments emphasized digital expansion and adaptation to market shifts, with enhancements to the platform supporting online sales growth amid broader retail trends. During the in 2020–2021, Whitcoulls benefited from increased consumer reliance on online channels, aligning with national surges driven by lockdowns. As of 2025, the chain operates over 50 stores nationwide as part of the 's retail ecosystem, continuing to influence reading habits through initiatives like the annual Top 100 Books list, compiled from public votes and highlighting popular titles such as Rebecca Yarros's . In March 2025, the , including Whitcoulls, was affected by a cyber-attack that disrupted IT systems, payment processing, and communications, forcing temporary cash-only operations in stores.

Business Operations

Products and Services

Whitcoulls offers a diverse range of products centered on , including , , , and educational titles with a particular emphasis on authors. The retailer also stocks items such as , materials, notebooks, and essentials, alongside , , puzzles, gifts, cards, and magazines. These categories reflect Whitcoulls' transition from a traditional bookseller to a broader lifestyle retailer, maintaining books as the foundational offering while expanding into complementary goods. Key services include in-store events such as author signings and book launches, which have been a staple since the to engage customers and promote local writers. The Whitcoulls Rewards , launched in 2006, allows customers to earn points on purchases—one point per dollar spent—with 100 points redeemable for a $5 reward . through whitcoulls.co.nz became available in the early , enabling nationwide access to the full inventory, and was expanded to include e-books in 2010 via a with Kobo. Unique offerings feature curated sections for and Pasifika literature, including te reo Māori titles, mythology, and cultural works to support indigenous storytelling. Seasonal promotions, such as Christmas gift guides and holiday card collections, run annually to align with customer needs, while partnerships with publishers yield exclusive editions like collector's hardcovers and limited special releases. These elements underscore Whitcoulls' focus on culturally relevant and timely retail experiences.

Store Network and Retail Format

As of 2025, Whitcoulls maintains a network of over 55 stores nationwide, concentrated in key urban areas including over 15 locations in , several in , and multiple outlets in . These include a combination of mall-integrated stores, such as those in Westfield centres and Shore City, alongside standalone sites in city centres like Lambton Quay in . The distribution reflects a focus on high-traffic retail environments to serve diverse bases across New Zealand's major hubs. The retail format has evolved significantly since the , when stores primarily operated as traditional bookshops emphasizing and . By the , many locations expanded into larger lifestyle superstores, typically ranging from 5,000 to 10,000 square feet, incorporating broader product ranges like gifts, , and games to create destination shopping experiences. Following the 2011 acquisition by the , the network underwent rationalization, with closures of underperforming sites—such as several in affected by earthquakes—reducing the total from around 65 stores and streamlining operations toward more viable formats. Digital integration has become central to the retail model, with click-and-collect services introduced around 2010 enabling online orders for in-store pickup without delivery fees. The full platform supports hybrid shopping through seamless online-to-offline transitions and accounts for a significant portion of sales as of 2025. Following the March 2025 cyber-attack on the parent , which temporarily disrupted systems and IT operations, Whitcoulls implemented enhanced cybersecurity measures and quickly restored these capabilities. Post-COVID store redesigns emphasize this hybrid approach, featuring enhanced layout for contactless pickup zones and integrated digital displays to blend physical browsing with virtual inventory access. Accessibility features are prioritized in both physical and digital channels, including dedicated sections in select stores for visually impaired customers and compliance with online standards such as WCAG for compatibility. These elements ensure inclusive access to products and services across the network.

Publishing Division

Establishment and Key Publications

The publishing arm of Whitcoulls traces its origins to the founding of Whitcombe & Tombs in 1882 in , , by bookseller George Hawkes Whitcombe and printer George Tombs, who combined their expertise to enter the and bookselling trade. From its inception, the company rapidly expanded into publishing, initially focusing on educational textbooks, graded readers for primary schools, and practical guides tailored to audiences, such as geography books and histories reflecting local contexts. This emphasis on NZ-specific content, including works on , colonial history, and natural scenery, distinguished the firm as a key producer of materials for schools and general readers. By the early , Whitcombe & Tombs had become 's dominant educational publisher, integrating in-house facilities to support efficient production and distribution to schools nationwide, with exports extending to Pacific islands and . Following the 1971 merger of Whitcombe & Tombs with Coulls Somerville Wilkie to form Whitcoulls, the publishing division persisted under the new brand, maintaining its commitment to local content like , school series, and collaborations with authors. Operations remained closely tied to the retail network, enabling seamless integration of published titles into stores and direct supply to educational institutions. The division emphasized affordable editions, particularly during economic challenges, to ensure accessibility for schools and families, while leveraging its printing capabilities for high-volume runs of textbooks and supplementary readers. Among the most notable outputs was the Whitcombe's Story Books series, launched around 1904 and continuing into the mid-20th century, which comprised approximately 450 titles and sold over 12 million copies by 1962, making it one of the largest children's supplementary reader series in the . These books featured original stories, adaptations of classics like , and culturally relevant narratives, including tales such as The Story of : Book 1 – Tales of the Maori (c. 1930), aimed at young readers in and . Other key publications included educational series like the Progressive Primers and practical titles such as Whitcombe's Everyday Cookery, alongside literary works by local authors, exemplified by Blanche Edith Baughan's Glimpses of Scenery (1922), a collection of essays on the country's landscapes. The division's milestones included widespread adoption in school curricula and collaborations with prominent writers, contributing to the promotion of national literature and earning recognition for its high-quality educational materials.

Closure and Legacy

In the 1970s, following the 1971 merger that formed Whitcoulls (with the name adopted in 1973), publishing operations faced significant decline due to economic challenges and increasing competition from government-backed publishers like the Schools Publications Branch and private rivals. By 1988, the remnants of the Whitcoulls publishing list, including its educational backlist, were acquired by Penguin Books, effectively marking the end of in-house operations as the company shifted focus to retail. The primary reasons for this discontinuation included a post-1966 economic downturn that reduced demand for print materials, alongside the rise of alternative educational resources and cost pressures in the industry. With declining print demand and the company's pivot toward higher-margin retail activities, assets such as backlist rights were sold off to established publishers like Penguin, allowing Whitcoulls to streamline operations without maintaining a dedicated publishing arm. Despite its closure, the Whitcoulls division left a profound legacy in 's literary landscape, having distributed millions of books that bolstered national rates. Its educational titles, such as the Whitcombe's Story Books series—which encompassed over 450 works and sold 12 million copies by 1962—remained staples in schools and libraries for decades, fostering early reading habits among generations of students. The cultural impact endures through the preservation of history in archived works originally produced by Whitcoulls, many of which have been partially digitized for broader access in academic and public collections. Key pre-closure publications, like historical series on and indigenous narratives, continue to inform cultural and historical today.

Recent Developments

Digital and Market Adaptations

Whitcoulls maintains an e-book service established in 2010 in partnership with Kobo, offering access to over two million titles compatible with various e-readers. The retailer has adapted to online competition by strengthening its digital presence, with its largest store projected to experience 10-15% growth in 2025 compared to the previous year. A key cultural adaptation has been the annual Whitcoulls Top 100 Books List, a reader-voted selection that has served as a staple since its inception, with enduring titles like the appearing on every edition. The 2025 edition, announced on July 27, highlighted fantasy genres prominently, led by Rebecca Yarros's , while featuring over 25% New Zealand-authored works to emphasize local voices.

Challenges Including 2025 Cyber-Attack

In March 2025, the , which owns Whitcoulls, experienced a significant cyber-attack that targeted its over the weekend of March 15–16. The incident disrupted point-of-sale (POS) systems, online ordering platforms, and operations across affected brands, including Whitcoulls, forcing multiple stores to switch to cash-only transactions for several days and leading to temporary closures at select locations such as the Whitcoulls store in Wellington's . was potentially compromised, prompting the group to notify New Zealand's Privacy Commissioner of a , though the company stated that no credit card details were stored and appeared unaffected based on initial assessments. Sales were notably impacted during the outage, with electronic payments unavailable and back-end systems down, though the swift detection by security measures limited the duration to approximately three days. The attack was resolved through the restoration of systems from backups, enabling a rapid return to normal operations with minimal long-term financial or operational loss reported by the group. In response, announced plans to bolster cybersecurity protocols, including enhanced monitoring and staff training, as part of broader efforts to mitigate future risks in its retail network. Beyond the cyber incident, Whitcoulls has navigated persistent challenges from global e-tailers like Amazon, which intensified competition in the book and stationery market through lower prices and faster delivery options. disruptions lingering from post-2022 global events, such as shipping delays from international ports, continued to affect inventory availability for imported titles and merchandise into 2024 and 2025. Economic pressures, including high and cost-of-living strains, further squeezed on non-essential retail, contributing to modest pressures for physical bookstores. Despite these hurdles, Whitcoulls projected approximately 10% growth for its online sales in 2025, driven by recovery and targeted promotions. In November 2025, Whitcoulls faced after instructing staff to restrict sales of the local literary journal due to content deemed offensive, prompting criticism over and editorial decisions in retail. To counter these issues, Whitcoulls has diversified by emphasizing in-store experiences, such as author signings and craft workshops, to differentiate from pure competitors and foster customer loyalty. This approach aligns with the parent James Pascoe Group's recognition of retail vulnerabilities in an increasingly digital landscape, where hybrid threats to physical and online operations demand integrated resilience strategies.

References

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  42. https://www.nzherald.co.nz/business/companies/retail/redgroup-creditors-out-21m/ZBLV4F5QG7B4HELERQI34XDSB4/
  43. https://www.wsws.org/en/articles/2011/03/bord-m14.html
  44. https://www.booksandpublishing.com.au/articles/2011/04/05/19397/redgroup-administration-12-more-a-whitcoulls-airport-stores-sold/
  45. https://www.nzherald.co.nz/hawkes-bay-today/news/not-the-end-of-the-chapter-for-whitcoulls-administrator/YSWJONERQB2ECH3JQ4XPJVU6UU/
  46. https://www.scoop.co.nz/stories/BU1105/S00938/james-pascoe-buys-redgroup-s-whitcoulls-borders-nz.htm
  47. https://www.booksandpublishing.com.au/articles/2011/05/26/19944/redgroup-administration-nz-businesses-sold-2/
  48. https://www.rnz.co.nz/news/national/76275/at-least-six-stores-to-close-under-whitcoulls-deal
  49. https://www.rnz.co.nz/news/business/76235/norman-group-acquires-whitcoulls
  50. https://www.nzherald.co.nz/business/companies/retail/3m-facelift-for-flagship-whitcoulls-store/EX6QGN3NO6PWU2TEZ5IKRV46HA/
  51. https://ecdb.com/resources/sample-data/retailer/whitcoulls
  52. https://www.digitalcommerce360.com/article/coronavirus-impact-online-retail/
  53. https://www.whitcoulls.co.nz/recommends/top-100
  54. https://www.instagram.com/p/DMoWFSWyOuA/
  55. https://www.stuff.co.nz/business/360619417/it-outage-impacting-farmers-stores-retailer-reduced-cash-only-operation
  56. https://businessdesk.co.nz/article/retail/parent-company-of-farmers-and-whitcoulls-victim-of-cyber-attack
  57. https://www.whitcoulls.co.nz/books
  58. https://www.whitcoulls.co.nz/stationery
  59. https://www.scoop.co.nz/stories/BU0608/S00003/whitcoulls-dynamic-new-customer-rewards-programme.htm
  60. https://www.nzherald.co.nz/business/whitcoulls-more-than-just-books-in-market-share-war/V3MO6UCFATCF3ZZ7VRA3MGQISI/
  61. https://www.whitcoulls.co.nz/books/maoritanga
  62. https://www.whitcoulls.co.nz/new-releases/special-editions
  63. https://www.whitcoulls.co.nz/gifting/greeting-cards/seasonal-cards
  64. https://www.whitcoulls.co.nz/stores/auckland
  65. https://www.whitcoulls.co.nz/stores/wellington
  66. https://www.nzherald.co.nz/business/companies/retail/whitcoulls-stores-face-closure/ZFA4DNKMXHLNAMYC5E5VLWDHYM/
  67. https://www.stuff.co.nz/the-press/5063429/Three-ChCh-Whitcoulls-stores-to-close
  68. https://www.whitcoulls.co.nz/click-and-collect
  69. https://www.whitcoulls.co.nz/contact-us
  70. https://www.publishinghistory.com/whitcombes-story-books.html
  71. https://www.abebooks.com/first-edition/GLIMPSES-NEW-ZEALAND-SCENERY-Baughan-Blanche/19269135301/bd
  72. https://teara.govt.nz/en/publishing/print
  73. https://teara.govt.nz/en/publishing/page-7
  74. https://www.nzherald.co.nz/business/companies/media-marketing/whitcoulls-takes-e-book-service-live/YLW7VKYTASPHZWQSUES7YU3TPE/
  75. https://authors.org.nz/wp-content/uploads/2024/07/7627-WH-Top-100-Brochure-2024_SinglePgs.pdf
  76. https://www.facebook.com/HachetteNZ/posts/whitcoulls-announced-their-top-100-books-for-2025-as-voted-by-new-zealanders-and/1379722550820269/
  77. https://www.ketebooks.co.nz/reading-lists/popular-local-authors-the-2025-whitcoulls-top-100-books-list
  78. https://www.nzherald.co.nz/business/farmers-and-whitcoulls-owner-james-pascoe-group-sends-data-breach-notification-to-privacy-commissioner/OKFMJB6FGFEKXME7HFNJLZTSPM/
  79. https://www.thepost.co.nz/business/360619350/no-comment-owner-farmers-pascoes-it-glitch-rejects-gift-vouchers
  80. https://www.mordorintelligence.com/industry-reports/new-zealand-ecommerce-market
  81. https://channellife.news/story/cost-of-living-supply-chain-woes-top-retail-concerns
  82. https://retail.kiwi/insights-media/media-releases/retail-confidence-rises-despite-economic-pressures/
  83. https://www.instagram.com/p/DRBOlHMkg10/
  84. https://www.whitcoulls.co.nz/events
  85. https://www.idagent.com/blog/the-week-in-breach-news-03-19-25-03-25-25/
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