“If I can make it there, I’ll make it anywhere,” sang Frank Sinatra, but it could equally be Sir Philip Green, Sir Terry Leahy or Charles Dunstone’s refrain as each sets out on the most ambitious mission of their distinguished retail careers.

Topshop, Tesco and Carphone Warehouse are doing very different things in the US, but their attempts to conquer the world’s biggest retail market show the confidence of the businesses. All three have reached positions of dominance in the UK and have taken their brands into other markets.

The States, however, is a whole new ball game. Each will be coming up against world-class competition and trying to lure some of the world’s most sophisticated consumers. What’s more, in the case of Tesco and Carphone, they are trying to persuade US consumers to adapt to a retail format completely different to those they are used to.

There are precedents for moves to the US and few, other than Signet, are good. DSGi, Sainsbury’s and Marks & Spencer all tried to conquer America and failed (page 20).

However, the signs are that things are different this time. All three have done their homework thoroughly and are at the top of their games. Green has taken his time finding the right site in New York, Carphone is working with legendary US electricals retailer Best Buy and Tesco’s research before launching Fresh & Easy has been every bit as painstaking as one would expect from Leahy and Tim Mason.

There are no guarantees of success and the risks to their reputations are significant. But only a fool would bet against them succeeding. The simple fact that they are trying is testament to the calibre of the UK’s retailers.

Equality not exceptions
Most retailers rely on a multicultural workforce to run their businesses and the diversity of people who work in stores today is an asset to the industry.

But it is crucial that everyone is treated equally, which is why the decision of Sainsbury’s and others to let Muslims refuse to sell alcohol (page 24) is a grave mistake.

Not only is the decision potentially divisive and operationally disruptive, but allowing staff to pick and choose what they sell sets a dangerous precedent.

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