Tempting as it is to lay as much blame as possible at the feet of Philip Green – a man whose 63rd birthday cake involved an edible version of himself, topless, in bed with his chihuahua, silk sheets recreated in sugar paste, gold candles fringing the mattress like a flaming cage – the decline of British Home Stores was not entirely his fault. Like Austin Reed, the high-street tailor that went into administration the day after BHS, this was a business that collapsed in large part because it failed to be flexible in a changing marketplace. Both came to rely on the patronage of people who, either through a lack of access or an abundance of ethics, opted to shop physically rather than digitally. But as discussions on Twitter over what you'll miss about BHS (mostly: somewhere to go to the loo) also indicate, unless your shop serves a need that cannot be met online, it will now struggle to survive. Even Argos, whose current raison d'être is to trump Amazon by letting you get your mitts on a cheap toaster the same day, has seen a 36% year-on-year drop in profits. This its chief executive credits to "a continuation of the challenges we saw towards the back of last year with high street footfall and the move online".