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Instore Design Retail Research & Trends Supplier Management and Guide INSIGHT RETAIL #16 JUNE - AUGUST 2017

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Deli Display Proofer Oven

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INSIGHT RETAIL #16 | JUNE - AUGUST 2017

INSIGHT RETAIL #16 JUNE - AUGUST 2017

26 / GETTING BAKERY RIGHT F

07 / NAKU SACCO

28 / RETAIL LEADERSHIP EDITION 16

08 / LEASING STUDY JUNE CASE - AUGUST 2017 - TUMAI

29 / RETAIL FORUM 2015 CALE

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10 / TOMBAKE ENTRY TO KENYA 30 / RETAIL IN UGANDA

12 / BAKE â&#x20AC;&#x201C; BAKE C 31 CONSULTANCY / RETAIL STATISTICS

14 / ONE34STOP BAKERY SOLUTIONS / RETAIL CONGRESS 15 / BAKERY ACCESSORIES 16 / OMNI CHANNEL RETAILING

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Instore Design Supplier Management and Guide INSIGHT RETAIL #16 JUNE - AUGUST 2017

EDITORIAL & ADVERTISING

LLS FARGO Insight Retail East Africa CONTRIBUTORS Jasper Ouma James Macharia

RETAILERS

Welcome to the 16th edition of the Insight Retail Magazine, the only business to business magazine distributed quarterly free to the Retail industry in East Africa. The publication shares insight on emerging retail trending topics, Technology and Innovation cum Industry’s best practices with a global benchmark. In this Edition we focus on how retail set ups especially how Instore has added value to your outlet with a distinctive customer attraction which in fact will create the customer experience hence driving uniqueness and loyalty to today’s Customer. We are privileged to feature the sector market leader on this cover story which has shared more insightful information on the same alongside other articles on supplier management, research and training aspect which will help the current retailer to think outside the box.

Retail Research & Trends

www.insightpublication.org

Dear Reader,

EDITOR Mutuku Munyiva

DESIGN/LAYOUT Judith Okong’o 0721496922 PUBLISHER Insight Retail East Africa © 2017 Insight Retail All material is strictly copyright and all rights were reserved. Reproduction in whole or in part without the written permission of Insight Retail is strictly forbidden. The greatest care has been taken to ensure the accuracy of information in this magazine at the time of going to press, but we accept no responsibility for omissions or errors.The views expressed in the magazine are not necessarily those of Insight Retail or Retail Interchange Centre. Retail Interchange Centre Ltd P.O. Box 36106 City Square 00200 Nairobi, Kenya +254 725 350 690 +254 735 350 690 email: info@insightretails.com www. insightretails.com www.insightpublication.org

We do always appreciate our esteemed suppliers and industry solution providers who have embraced and partnered with us all throughout our retail events held at Regional and we still look forward for their support on the upcoming regional and national event premeditated after the national elections for the platform has proved to re-energize and build their brand network one to one with the users and business partners. On our Publication, Insight Retail Magazine readers are also urged to subscribe for the magazine so as to get direct delivery of the publication to your stores, attend any of our Retail events complementary and getting nominal listing on Retailer’s and Supplier’s listing which is currently incubated on the magazine. Retail Events will continue this year as well as per the event calendar, do plan to attend the event nearer to your retail outlet / for your region. Finally, we would like to thank our readers and the entire retail industry for your continued support and contributions. Happy reading!

Managing Editor – Titus Korir

QUOTE OF THE SEASON “Ask your customers to be part of the solution, and don’t view them as part of the problem. “ Alan Weiss, Author “Million Dollar Consulting” We welcome your feedback and suggestion through our email: retail@insightretails.com.

INSIGHTonline RETAILfrom #16the JUNE - AUGUST 2017 Our publication is also available web links below www.insightretails.com | www.insightpublication.org

RETAIL TRENDS

Kenyan Retail Space yet to change I do recommend that Suppliers should stop supplying retail outlets which has not honored their agreement and resolve other models of reaching their products to the customers who can still access the same from alternative stores or stand alone stores - retail shops although the costs of distribution could be higher, it’s then the only alternative which will be manageable for manufacturers.

By: Titus Korir, Retail Consultant - tkkorir@ insightgroup.co.ke

n the past decade, retail stores in Kenya was frontage as a family business and the trends are yet to evolve to corporate institution due to entrance to three major multinationals who have entered the retail space - that is Carrefour, Game and Choppies who have got more expertise and experience from other regional markets and have given the Kenyan borne retail chains a challenge on how to run the business professionally and creating a competitive edge in lieu of competition for the same customers. The same has being expedited by recent retail supplier management which has being on the past a good will relationship with the retailer results to prompt payment of your suppliers cum other business ties with the retailer will also result to the same. Professionally retailers should work with the joint business partnership agreements with the manufacturers and for the same to work; each party should also honor the set down agreements unless other crisis occurs which lead to breach of the contract but such deviation should resume to normalcy after twothree months but our retail outlets takes the same to their advantage and divert the same fund to another business or expansion programme which its return of investment would be longer than the supplier agreements terms which will in

turn lead to accumulated debt to suppliers. “Retailer – Supplier relationship is ideal for the business continuity if all parameters of agreements are respected by all parties and working with the goal and funds revolving within the business entities”

Professionally retailers should work with the joint business partnership agreements with the manufacturers and for the same to work; each party should also honor the set down agreements For suppliers, it’s only prudent to accommodate the debt to retail industry to a level manageable and sustainable for your business for most of the suppliers have financed the retail sector based on their capital base or short term credit such as Invoice discounting cum overdrafts among others which will lead to high operational expenses to just remain afloat while others will end up closing their business for debt owed by retailers which will end be irrecoverable for incase of retail winding up, most of their debts are unsecured hence will be the least to be paid up if anything remains on the liquidation process.

INSIGHT RETAIL #16 | JUNE - AUGUST 2017

For retailers, I would only recommend that for your growth and sustainable business, please prioritize your suppliers, revolve the business proceeds and use either realizable income for expansion or business diversification rather than using the operating capital to finance capital projects which its returns will be realized over a longer period of time, other options also include adopting the new model of doing business like leasing instead of buying the assets and concentrating the available capital for running the business, this will ease up the existing problem of being unable to pay suppliers due to huge capital expenditure incurred on expansion which will only be realized over a long period of time. Operating retail chain of stores has tend to be proven working if professionally done but with close monitoring of retail outlets to ensure that each outlets posts a surplus / profit or break even rather than running on deficit/ losses for if by any chance the retail stores runs of deficit for a period of time with tend to eat up the working capital to finance the operational costs hence it’s optimal to run at a break even or deficit for a period not more than six to nine months and if the norms doesn’t change then the outlet will deemed to be closed rather than the same continuing accruing and accumulating the losses to the entire. We only look forward that the current trend of retailers holding suppliers funds for long will ease over a period of time and with the suppliers taking necessary measures not to accumulate more on retail but also diversify to other avenues of distribution cum have good credit management for the mutual benefit of the industry. For more details and clarifications, please do not hesitate to contact us at Insight Retails info@insightgroup.co.ke

INSIGHT RETAIL #16 JUNE - AUGUST 2017

SUPPLIER MANAGEMENT

Kenyan Retailers Non Payment Enigma By: CPA James Macharia / Retail Worth Ltd. ccording to Oxford Business Group Kenya’s retail market has shown considerable expansion in recent years, driven largely by solid macroeconomic fundamentals including an average annual GDP growth rate of 5.6% from 2009 to 2014; an increasingly large middle class that comprised an estimated 45% of the population in 2011 and soaring consumer purchasing power, with GDP per capita in current US dollars rising 128% over the previous decade from $621.28 in 2005 to $1415.66 in 2014. While dedicated retail properties and formal retailers are on the rise, the market remains dominated by the traditional, informal sector where 70% of Kenyans do their daily shopping, according to consumer research firm Nielsen.

An estimated 22% of traditional stores in Kenya are dukas, or small local shops, followed by table-top kiosks, market stalls, cosmetic outlets, telecom kiosks and pharmacies. The ubiquitous informal segment significant channel for reaching consumers over the medium term, with Nielsen reporting that 95% of Kenyan shoppers frequent dukas, 92% shop at kiosks and 89% shop at supermarkets.

Kenya’s domestic formal supermarket segment includes International brands; Botswana’s Choppies and France’s Carrefour, a number of formidable local firms most notably Nakumatt, Tuskys, Naivas and Uchumi, several small retailers including Powerstar, Woolmatt, Tumaini, Kassmatt, Mulleys, QuickMart, Maathai Supermarket, Eastmatt and Cleanshelf among others.

Despite the positive outlook of the Retail Sector in Kenya, It’s all over the news that Kenyan retailers owe manufacturers/ suppliers Billions worth of supplies. It’s gotten worse to a point that Suppliers are actually backing for regulation of retailers. Delayed payments are a thorny issue in the global retail industry, having recently engulfed even global retail giants such as Britain’s Tesco.

Retail Six Solutions DMCC Retail Six Solutions is a boutique advisory services firm based in Dubai. Our focus is to assist the retailer in optimizing their operations and bring in efficiency by leveraging the experience of a small dedicated retail core team and their network of vertical experts. With experience of more than 25 years in retail, we are able to work with you and identify opportunities for operational and process improvement. We have an extensive network that supports us and gives you the results you are looking to achieve. What makes us different is our focus and dedication to seeing projects from inception to success. What we do: • Management Consultancy • Sourcing and Procurement • Cost Control & Risk Management Services

• Feasibility Studies • Quality & Standardization Consultancy • Human Resources Advisory and Development

We’d love To Meet You In Person Or Via The Web! Mobile: +971 56 676 2751 | +971 56 521 7253 Email: info@retailsixsolutions.com | www.retailsixsolutions.com

INSIGHT RETAIL #16 | JUNE - AUGUST 2017

SUPPLIER MANAGEMENT The question would be; when did the rain start beating suppliers.

furniture will take longer to be paid as it also takes longer to sell them off.

It’s claimed that some retailers have withheld payments for goods delivered for as long as two year. Despite the non-payments some suppliers fail to raise complaints for fear of losing tenders, even when they fall deep into debt and some close shop.

Back to our non-payment story, there has been a rush by every supplier to ensure that they get listed and have their products on the shelves of the said bigger retailers. Every other supplier has always wanted to supply to these ‘beautiful’ supermarkets in the industry and in fact ignore other small ‘ugly’ outlets.

Others have now been forced to borrow heavily to finance their operations (Phyllis Wakiaga, KAM’s CEO). Late payments can have disastrous effects on a small firm’s cash-flow and pushes many businesses to the brink. However not all retailers owe suppliers. In fact there are retailers out there who are known to pay promptly. Some Supermarket actually wires the suppliers monies when due and as per the terms agreed upon. Having been in the retail industry for quite some time now I would say different supplies have different payment terms. Products like furniture and electronics have lengthier invoice periods compared to fastmoving goods such as milk, sugar, cooking oil and bread. Invoices for fast-moving goods like sugar can be paid either cash or in a fortnight depending with the terms agreed upon. Payments for slow-moving goods like

While this definitely gives the supplier a platform to have their products on offer to a bigger market and customer reach, they rarely evaluate the risks they run themselves into. More often than not when one goes for listing in the said outlets, you dance to the conditions set by the retailer. In fact you have a less or no room for bargaining. Once you start supplying and you realize your payments are delaying, why keep supplying..? At that point you need to sit back and evaluate the business partnership. If it’s swayed towards the retailer, then you have a better chance to pull out before the debts accumulate. Is it a case of poor or lack of data analytics? Ever heard of JBPs (Joint Business Plan)? This term is so common in the retailersupplier negotiations. It’s basically an agreement between the 2 with specified

terms and deliverables for each on how to do business. It has clauses on terms payment, Order targets and quantities, negotiated discounts based on payments, reorders, meeting targets and shelf space among others. As a preliquisites whenever one is listing in retail ensure you sign off a JBP. This is the benchmark that you review your business partnership over a period. If any condition is flouted, then you can consider the contract null and void and you can pull out. Another factor is suppliers not thinking outside the box. The thinking that being in those so called ‘premium’ brands outlets is what will give you a mileage in the market is so ancient for lack of a better word. What does your Business Development Department do? They should be chasing for more avenues of income generation. Chase listing in the tier 2 supermarkets, check out even Tier 3 supermarkets too. To all suppliers Help is at hand; Be prudent, Analyse your data, Review your customers, make use of your BDM’s, ….. More Info get us on info@retailworth.co.ke / www.retailworth.co.ke

Kenya Racking & Shelving Ltd Ideal Ceramics, Godown 3 - Mombasa Road, Opp. Sameer Business Park P.O. Box 66610- 00800, Nairobi. | Tel: +254 (0) 728 962 777 | +254 (0) 725 247 061 \ 0720 713 919 Email: sales@shelves.co.ke | Website: www.shelves.co.ke INSIGHT RETAIL #16 JUNE - AUGUST 2017

INSIGHT RETAIL #16 | JUNE - AUGUST 2017

INSIGHT RETAIL #16 JUNE - AUGUST 2017

COVER STORY

Retail Stores Design, Lay One on one with Renova Ltd – CEO – Joram Gatei, enova ltd is just but the rebranded two years after a decade of trading as Mall to Mall Designs Ltd which was established in 2006 to bridge the gap in retail space and malls of traditional set ups and add some professionalism on retail store layouts by incorporating the interior conceptual with the intention of adding customer experience at the retail space.

Renova is an acronym of “Re” for Retail and “nova” for Innovation which we have build to be RENOVA with an objective of maintain the market leadership of Retail Innovation in the region both short and long term and this has being evolving after our first project in 2007 of setting up retail stores for major retailers in Kenya; this was the first of its kind in the region after changing the local “ Jua Kali” model of setting up of stores with more idealistic model of setting up the retail space. One of the driving force on the same was the customer demand of fresh, quality and reliable products available at affordable price lead to the big bang of creating service departments at retail space where shoppers would experience one stop shopping on their way back home and able to access all fresh products ranging from Meat(Butchery), Bakery( Bread , Cakes & Cookies) , Fruits & Vegetables , Ready cooked Foods cum Fast foods adjacent to basic commodities FMCG products stocked by major retailers which are yet to adopt fully the concepts.

Retail is heading to be customer centric leading to what experience do you add to your shoppers thus Instore design and branding is inevitable.

Types of retail business Retail is a term which covers a vast range of business types and models and many retail stores operating at one place form a mall. A mall would consist of several retail outlets each selling their own merchandise but at a common platform. Some of the different types of retail store include: • Convenience store – a small to medium 0.200

The same is never achieved without in depth retail research which we have done over the past and still undertaking continuously with international players who helps us in the development of concepts which we intermarry with the experience driven by local needs and location of the store which has kept us at a bay over our competitors making us remain competitive over the rest which is achieved by doing more of international research travel done globally.

done a number of such stores with recently on Kiambu Road and Ruaka for QuickMart among others while some of the shops for Naivas, Eastmatt , Mathai, Choppies/Ukwala, Tumaini, Jamaa, Chieni, Budget, Foodplus’ / Chandarana supermarkets are stores we have set some of them at the shopping malls or stand alone stores which varies for each retailer depending on the type of stores and location where the store is being setting up in line to the expected clientele.

DRAINAGE POINT

4. 8.000

8.000

0.200

4.350

ELEC DUCT.

0.150 D2

0.200 3.500

3.500

STEEL GATE TO SCHEDULE.

PROFILE OF SLAB OVER.

7.520 7.558

0.500 RW MH

1250

1330

1250

ROLLER SHUTTER TO SCHEDULE.

0.150

0.575

SF2C

CEMENT SCREED FLR. FINISH

6.700

Shop Entrance

CEMENT SCREED FLR. FINISH 0.810

3.850

SINK BY TENANT.

1250

2.680

1250 1250 1250 1250

2.322

1250 1250 1250 1250 1250

2.288

1250 1250 1250 1250 1250

3.152

1250

SINK BY TENANT.

1250

0.200

1250 0.200

1250

0.150

0.200

0.200 0.100 0.200

0.200

1250 0.600

0.658

1250

4.276 Matress display

7.200

1250 1250

2.123

1250 1250

1330

2.091

1330

1250 1250

1250

2.141

1250

1330

1250 1250

1250 1250 1250 1250

2.003

1250 1250

1250 1250 1250 1250

1250 1250 1250 1250 1250 1250

1.803

1250 1250

1250 1250 1250 1250 1250 1250 1250 1250 1250 1250

1.804

1330

SINK BY TENANT.

2.450

WHB.

2.475

0.150 D4

1.000

0.600

2.225

1.275

0.600

0.900

0.150 D3a

0.600

2.201

7.850

0.150

7.725

0.100 0.200 0.200

DISABLE WC. 0.150 NON-SLIP CERAMIC TILES FLOOR FINISH MECHANICAL EXTRACT TO AIR

0.150

CLEANERS 0.150 CUPBOARD.

4.800

0.150

3.900

7.400

RW MH

SINK BY TENANT.

0.150

7.400

2.025

1250 1250

11.935

7.400

1250

3.050 UR.

1.081

1.000

1330

1,250 1,250 1,250 1,250

1250 1250 1250 1250 1250 1250

1250 1250

1250 1250 1250 1250

1250 1250

1250 1250 1250 1250 1250 1250

1250 1250

1250 1250 1250 1250 1250 1250 1250 1250

1250 1250

39.960

1250

1000

WC 0.600 0.100 1.700 0.150 0.150 1.700 1.101 D4 WC WC

Cosmetics

1250

0.200

1000

0.565

11.935

1.978

1330

11.935

0.600

1000

0.100 1.050

D1a

1000

SVP.

1.625

0.600 0.600 0.150

0.100 D4

1000

WC WC 0.600 0.100 1.700 0.150 0.150 1.700 0.767 0.100 0.100 0.100 0.900 0.900 0.900 0.900

0.200

1.950

0.200 0.850 0.850 0.150

1000

0.100 0.100 0.100 0.900 0.900 0.900 0.900

2.550

3.900

1.050

0.150

SHOP.

1250 1250

5.325

4.075

0.525 1.400

0.150

SHOP.

CEMENT SCREED FLR. FINISH 1.700 0.150

CEMENT SCREED FLR. FINISH

SHOP.

CEMENT SCREED FLR. FINISH

5.087

CEMENT SCREED FLR. FINISH 0.200

CEMENT SCREED FLR. FINISH

0.400

0.200 0.150

0.900

0.100

1.750

2.000

1250 1250 1250 1250 1250 1250

6.040

1000

1.001

2.750 0.020 0.150 0.150

7.990

CEMENT SCREED FLR. FINISH

1.800

6.110

7.765

0.150 1.000

Trolley bay

1000

3.000

0.150

1000

1.150

0.150

3.850

SHOP.

1000

WHB.

10.235

1000

0.150

1000 SINK BY TENANT.

0.150

1000

1250 1250

RW MH

2.247 1250

1250

1000 1000

1250

1000 1000

1000 1000 1000 1000

1000 1000

0.732

1.400

2.500 1000

1.475

3.850

1250 1250

1330

High value items counter 1000

0.100

SHOP.

1330

0.601 0.749

1330

1.625

0.150

1330

0.150

3.850

1.800

1250 1250 1250 1250 1250

1000 1000

0.731 0.750

1.400

SINK BY TENANT.

SHOP.

1330

1.800

1330

800

0.150

0.200

1.800

Security desk

2.008

SINK BY TENANT.

1330

1.800

1330

2.901 800

0.150 0.200 0.150 1.400 1.400

0.150

0.200

flowers display

1250 1250

1250

1330

3.445 800

low level shelves max height 1100mm

0.500 0.800 0.600

1.511

1.200

1330

1.800

1250 1250

1250 1250 1250 1250

1250 1250

1330

1.800

0.300

1250

1250 1250

1,250 1,250

2.000

1.800

1330

1.932

0.750

1250 1250

1.978

1,250 1,250

1250 1250

1330

1.221 1250 1250

1250 1250

1250 1000 1250 1000 1250 1250 1250 1250 1250 1250

1330

1.800

1.000 1330

2.861

0.100 0.200 0.200

1250 1250

1.800

1250 1250

1250 1250 1.800

1330

2.017 800

1250

1.902 1330

Ice cream bulk

1000 1000

low level shelves max height 1400mm

1250 1250 1250 1250

1250

1250 1250

1250 1250 1250 1250

1250 1250 1.800

1330

1250 1250

1250 1250 1250 1250 1.800

1330

1250 1250

1.800

1330

1250 1250

1.800

1330

1.800

ice cream stick lines

1250

1330

Column cladding unit

7.000

1250

7.000

1250

0.807

1.000

1250 1250

1250 3.115

3.675

1250

0.601 1330

7.000

1250

1.000

1250

PCC KERB.

1250

0.150

1250

1330

1250 1250

1250 1250 1250 1250

1250 1250

RW MH

0.500

1250

0.200

1250

1330

2.556

1250

0.200

1250

1330

650

3.850

10.235 0.200

1250

1.164

1.800

650 1000 1250

1250 1250

1250 1250 1250 1250

Ambient produce 1.200

0.200

0.150

1250

1.951 1.511

10.000

SINK BY TENANT.

SHOP. PASSAGE.

0.200

1.800

1.329

Produce chiller

15.825

1250 1250

1.068

Spices

3.000

1250 1250

2400x800

6.125

1250

2.042 1.631

0.600

15.900

1.775

0.200

1.000

1250 1250

1.122

1.122 1.153

0.851 1.800

1250 1250

Juices

6.816

0.200

0.975

1.500

PROFILE OF SLAB OVER.

0.500

1250

4.234

4.793

1250 1250 1250 1250 1250 1250

1330

0.837 1.800

1.800 0.850

2.500 2000

3.000

2.658

1250 1250

1.250

1.200

2400x800 2400x800

2400x800

1250 1250

10.235

1.925

3.275 EXTRACT DUCT ABOVE.

0.200

1250 1250

WEIGH STATION

Vegetable coldroom

SINK BY TENANT.

1.000 0.300

1.125

0.150

16.

1.475 0.200 D5

1.100

0.200

32.

0.750

3.950

4.500

STORE.

1250

1330

8.000

2400x800

Nuts

7.800

2400x800

2.356

1250

4.825

1.650

17.

4.500

0.200

PUMP ROOM

2.400

0.200

1.800

1250

0.150

0.200

2400x800

GOODS HOIST 1. 0.200

1.800 1.500 0.200

1250 1250

Indian sweets S-20

S-20

FIRE WATER TANK 7.076

Ambient bread

Cooling racks

Juice prep area

Vegetable storage Room

sandwiches 2.500

2400x800 1200x800

0.200

+CARBORUNDUM STRIP.

1.000

0.200 3.900

2400x800

1250 1.000Sushi &

Customer service desk

1200x800

3.950

GRANOLITHIC SCREED FLR. FINISH.

0.200

2400x800

2400x800 2400x800

1200x800 1200x800 1200x800

PASSAGE.

RS2

ACCESS HATCH ABOVE+CAT LADDER.

0.200

2400x800

1.000

4.650

2400x800

2400x800 2400x800

2400x800

2400x800 2400x800

2400x800

1.800

Self service 1.000

Deli Cheese

6.168

2400x800

2400x800 2400x800 2400x800

2400x800

1.600

WALKWAY.

2400x800

0.200

2400x800

3.900

LV1a

7.520

1250

1250 1250 1.829

1.607

1.250

4.500

2.2kW

7.688 SS Table

DECK OVEN/ PROOFER

2400x800

5.000

2400x800

4.000 0.200

1.200

0.200

1.476

1.950

2400x800

2400x800 0.200

2400x800

0.150

EPOXY PAINT TO FLOOR

1.800

1250

1250 1250

1.864

650 1.500 Bone saw

1.878

1,250 1,250

1,250 1,250 1,250 1,250 1,250

Deli meat

Pies

Bakery

1.152

REFUSE ROOM

0.700

1.800

MICROWAVE

2.500

3.542

SLICER

HIGH LEVEL WINDOWS.

4.400

1,250 1,250

1.800

Frozen Veg

1,250 1,250 1,250 1,250 1,250

Pastries

SS Table

1200x800

SERVICE AREA.

SERVICE ROAD

5.000

5.625

1.800

Upright F Freezer

1.800

RS2

SD1

1.800

2.001

Pizza Rotisserie chicken

Deli meat

RS2

2400x800

RS2

PIZZA oven rotisserie oven

1.250 1.250

2400x800

2400x800 2400x800

2400x800

2400x800 2400x800

2400x800

2400x800 2400x800

2400x800

2400x800 2400x800

2400x800

2400x800 2400x800 2400x800

2400x800

0.200

2400x800

2400x800 2400x800

9.550

2400x800

3.676

South Elevation

3.150 1.800

Frozen coldroom 4.4M x3M

Upright F Chiller

2400x800

3.800

High value Storage area

2400x800

CLIENT HV ROOM

KPLC ROOM.

INSIGHT RETAIL #16 | JUNE - AUGUST 2017

10.000

1.870

Frozen meat

SS Table

2400x800

1.800

0.150

1.925

5.100

2400x800

0.200

3.000 0.150

3.500

GRANOLITHIC SCREED FLR. FINISH.

0.200

1.400

4.575

3.000 1.800

TRANSFORMER ROOM.

4.500 LOUVRES TO SCHEDULE.

Drinks

2.000

1,250 1,250 1,250 1,250 1,250

Shop access from storage

1.525 1.800 1.200

5.100

GRANOLITHIC SCREED FLR. FINISH.

0.500

1.500

1000 1000

GRANOLITHIC SCREED FLR. FINISH.

SD1

2.400

1.250 1.250 1.250 1.250 1.250

Marinated beef

1.425 1200x800

LV SWITCHROOM

RW MH

1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000

1330 8.776

8.000

0.500

1250

Bottled water

1.250

1.500 0.200

Lockers

SS Table

Lamb/ Fish Poultry mutton Beef Pork

Chilled coldroom 4.4M x3M

1.209

0.150

0.5 00

0.827

Loading Zone

7.520

1250

1250 1250

WASH AREA

0.900

CLIENT GENERATOR YARD. STEEL GRILLES TO SCHEDULE.

8.000

0.500

1250

1330

1.392

1.355

Mincer

2400x800 1200x800 2400x800

0.200

0.900

SS Table

SS Table SS Table

Gents 1.855

8.000

69.184

7.520

1.250 1.250 1.250

Wine section

2.500

RW MH

1.050

REF. DISPLAY F UNIT

Butchery coldroom 4.4M x3M

GRANOLITHIC SCREED FLR. FINISH.

1.800

1.250 1.250 1.250

2.400

0.200 0.850

SS Table

CANTEEN & KITCHEN

0.900

0.500

1000 1000 1000

2400x800

Scale

1.050

Beer coldroom

SS Table

1.050

Ladies

8.000

STEEL FIRE ESCAPE DOOR WITH PANIC BAR.

RW MH

7.517

1000 1000 1000 1000 1000 1000 1000 1000

2400x800 1.050

1.424

0.850

1.300

3.000 3.925

Receiving Desk

8.000

0.500

0.500 1000 1000 1000 1000 1000 1000 1000 1000LV1 1000 1000 1000 1000 LV1 1000 1000 1000 1000 1000 1000 1000

1000 1000 1000 1000 1000 1000 1000 1000

0.200 8.676

8.000

7.520

650

1200x800

2400x800

Wine storage

PANTRY

1000 1000 1000

2400x800 0.200

0.200

0.3 50 4.7 03

3.0 03

3.925

0.3 50

2.400 LOADING BAY.

SG1

0.500

7.520

2400x800

10.902 0.5 00

W1e

0.200

0.600 STEEL GRILLES TO SCHEDULE.

ANCHOR TENANT GENERATOR YARD.

SG1

4.492

SS Table

22.625

RW MH

STEEL GATE TO SCHEDULE.

8.000

RW MH

3.033

2400x800

SUPERMARKET SERVICE AREA.

0.450

S-21

0.500

2400x800

Loading entrance

2400x800

More shopping mall has also come with the change of shoppers mind although stand alone stores will still remain significant if will have what customers/shoppers are looking for and we have

S-21

7.450

fire exit

Scale

Retail is heading to be customer centric leading to what experience do you add to your shoppers when they come shop at your store daily? This is what most Retailers should ask themselves for the retail landscape is yet to evolve with the entry of multi nationals which will bring the international standards into our developing retail space which will lead to a bigger demand for better stores by customers / shoppers from time to time which major retailers should consider on their projections.

8.000

PROFILE OF SLAB OVER. 0.500

RW MH

3.500

8.000

slicer

8.000

2.000

8.000

CEMENT SCREED FLR. FINISH

0.525

SF2C SF3 f SF3 f

GRANOLITHIC SCREED

SF3 f

SF2

Retail instore design project

Drg title

Proposed plan for Chandarana Nanyuki

FURNITURE LAYOUT

Designed;

Drawn;

Checked;

Drg type

Working Drawing

Date;

SE MAR 2016

sheet no;

COVER STORY

yout and Fitting’s Insight • •

•

• .

grocery and convenience shop usually operating near residential areas. Speciality store – a store which concentrates on narrow product areas, eg clothing, electrical goods, entertainment. Supermarket – a medium to large grocery and household store aiming for low-margin / high-volume sales. A supermarket is an advanced form of the small grocery stores and caters to the household needs of the consumer. The various food products (meat, vegetables, dairy products, juices etc) are all properly displayed at their respective departments to catch the attention of the customers and for them to pick any merchandise depending on their choice and need. Discount store – a small, medium or large shop which sources end-of-run stock or branded goods to sell at heavily discounted prices. Departmental / Hypermart store – a large store with a range of goods and services, divided into departments which can be individually managed by buyers, merchandisers or a separate private business. Warehouse / wholesaler / direct retailer – a medium to large store, usually off the high street, stocking goods directly from manufacturer or with costs of another step in supply chain removed. Online store - selling directly to customers through an e-commerce website.

In Kenya major retail stores range on Departmental stores, Supermarkets, Convenience and specialty stores and traditional wholesalers rarely do retail but now emerging on online retail stores. Most of the distinction of the same depends on region and majority of stores running below 5,000 Sq ft are Convenience stores, above 5001-20,000 sq ft are supermarkets and over 20,001 Sq ft are departmental / hypermarket stores. Instore design and branding is inevitable for our customers / clientele which have positively attracted both local and multinational to adopt our models and concepts and we look at taking the same a notch higher by incorporating the international partners’ to foster our retails concept for we do offer the service free to retailers who take our retail products ranging from fittings – shelving’s both for stores and storage rankings, refrigeration – all types, butchery, restaurants’ and bakery equipments, trolleys and baskets, Dummy displays for clothing stores, escalators and travelators,

Energy Saving lighting systems among others. “One of our major stores set up is underway with all concepts adopted from an international expert who have set up major stores globally and will be of its kind in the region when we look at the customer experience at the retail store coming up…” Our strength as RENOVA over the rest is the availability of enough stock of the above products to set up a store depending on the size which can take at minimum 2days and up to 60days depending on the magnitude of the project and we do advise retailers to incorporate us from the start at architectural stage to enable us develop a unique stores for we will avail our team at all stages of construction until the site is ready for operational. Retail store is an expensive venture and we work with partners’ to finance the major projects like the leasing partners , banks , Micro finance institutions and for small projects we may finance with the retailers jointly but terms and conditions apply cum past experience playing major roles during the expansion stages due to relationship build over the period of time. At RENOVA, we look forward to transform your store and have the new look retail outlet which drives shoppers to your store, give us a chance to re-invent you retail store.

Our Partners:-

....Among others INSIGHT RETAIL #16 JUNE - AUGUST 2017

RETAIL INSIGHT

Retail Research Insight on products About GfK fK is the trusted source of relevant market and consumer information that enables its clients to make smarter decisions. More than 13,000 market research experts combine their passion with GfK’s long-standing data science experience.

This allows GfK to deliver vital global insights matched with local market intelligence from more than 100 countries. By using innovative technologies and data sciences, GfK turns big data into smart data, enabling its clients to improve their competitive edge and enrich consumers’ experiences and choices. GfK POS (Point of Sales) Global figures are derived from GfK POS data. GfK forecasts end-demand consumer purchases rather than manufacturer shipments. Market sizes are built up by pointof-sale (POS) tracking in 90+ markets with updates on a weekly and monthly basis. GfK POS panel is based on the sales data gathered from over 425.000 outlets worldwide. A panel study is the periodic study where sales and price trends of product groups, features etc. are audited in the defined sales channels in retail. “ GfK East Africa POS Panel audits approximately 20 product groups in 7 sectors; Telecom, Information Technologies, Consumer Electronics, Small Domestic Appliances and Major Domestic Appliances” About East Africa and Global Smartphone Markets The East African (Kenya, Uganda and Tanzania) Smartphone Market in 2016 recorded 5 million units sold to consumers this is a 3.6% decline versus 2015, according to GfK Point of Sales data. This was largely driven by the Tanzania market declining by a staggering 35.2%. However, Uganda reached a double-digit growth of 10.9%. While Kenya declined from 29% in 2015 to 1.8% in 2016. Global Smartphone demand totaled 1.41 billion units for 2016 and GfK forecasts a 3% growth for 2017, resulting in 1.48 billion units. 2016 Overview: While in 2016 growth across the three East African countries slowed down versus the previous year, the number of Smartphone brands available increased with Kenya and Uganda recording increases of 25% and 24% respectively. In Tanzania, the number of brands available increased by 7%.

The three markets were affected by different factors. In Tanzania, there was lower purchasing power at the consumer level that was a direct result of new government policies but there was also a major drive to rid the market of “fake” phones that led to a decline in consumer confidence and as such demand for Smartphone’s was constrained in the first half of the year. In Uganda, a reduction in foreign aid led to lower liquidity in the economy and this tampered with growth in the market. In Kenya, after 3 years of strong volume growth, the market experience a slow down as the number of new Smartphone users declined and the market appeared to enter the “replacement” phase. 2016 Smartphone Market Dynamics: What features did consumers choose in 2016? 4G devices began to make their mark across the 3 countries. In 2016, 24% of Smartphone sales were 4G. Kenya was leading in this respect with 4G accounting for 27% of sales while in Tanzania and Uganda 4G phones accounted for 22% and 13% of sales volumes respectively. Screen sizes between 4 inches to 5 inches continued to dominate the market in the three countries and accounted for 54% of all Smartphone’s sales but the greater than 5 inches up to 6 inches class showed strong growth and moved from 26% in 2015 to 39% in 2016 volume share of the market. 2016 also witnessed a rapid growth of devices with storage capacity of over 8GB. In 2015, only 39% of Smartphone’s sold had a storage capacity of over 8GB but in 2016, this grew to 63%. In 2016, 79% of Smartphone’s sold in Kenya had a storage capacity of over 8GB while in Tanzania and Uganda this figure was 59% and 45% respectively. Global Markets in 2016: According to GfK’ s estimations, the Smartphone global demand in 2016 was 1.41 billion units with 6.6% year over year growth. 28% of these sales came from the developed countries. However, growth has slowed down or even turned to negative in these regions. One of the main reasons was the high rate of Smartphone penetration. These regions were saturated in the previous years. Therefore, in 2016, Western Europe faced a -3% declines, Developed Asia 1% increase and the market stayed flat in North America in year over year comparisons.

INSIGHT RETAIL #16 | JUNE - AUGUST 2017

Emerging markets continued to grow in 2016. Middle East and Africa region had a 5% growth in units, while Central and Eastern Europe had 10% and Emerging Asia had 6% growth rates. However, Latin America did not follow the same trend and had -1% decline in 2016. Although the total annual growth is negative, as the economic atmosphere began to improve in Brazil, the Smartphone markets for the region also started to show increases in the last quarter of 2016. Finally yet importantly, China’s growth in units was 17% for 2016, increasing up to 450 million units. Expanding 4G Technology contributed to the increase. 2017 Outlook: The first quarter of 2017 has seen both Uganda and Tanzania grow versus 2016 in terms of volume sales with Uganda growing at 28% and Tanzania growing at 12%. Kenya experienced a 4% volume decline. This can be largely attributed to a severe drought that has affected large parts of the country coupled with the national election period that has affected consumer confidence. Regarding emerging markets the market will continue to be shaped by the new demand increasing the penetration. According to GfK, 2016’s 1.41 billion global sales volume is estimated to increase by 3% in 2017 and achieve 1.48 billion units’ sales. For developed markets like Western Europe and North America growth is not expected or the maximum expectation is 1%. As Global Director of Telecom Research Arndt Polifke points out, “There is no other technology product that is as intensively used by consumers as the Smartphone. As a result, Smartphone demand remains stable even in saturated markets. Spurred on by the impressive range of exciting innovations, such as virtual reality, artificial intelligence, smart home functionality, mobile payments and mobile health, Smartphone’s are going to gain further relevance for consumers in developed markets. On top of this, developing regions such as the Middle East/Africa and Emerging Asia have yet to mature and as such still have significant potential for growth. These two factors lead to a solid growth outlook for Smartphone demand in 2017.” More Information get in touch with : Christopher Maina CEO, GFK – Kenya on - Christopher. Maina@gfk.com or www.gfk.com/en-ng

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HOW CAN SMALL SCALE FAMILY OWNED RETAIL STORES COMPETE WITH GIANTS (AND WIN)? By Jasper Ouma, DMS – Retail Trainers

s the country opens up with improved infrastructure and increased awareness, competition in major urban areas becomes tighter, several large Chain Stores are moving from their traditional bases to areas that were previously dominated by small scale family owned and managed retail stores. The large Chain stores are coming in with a daunting array of advantages: substantial financial resources, advanced technology, superior products, powerful brands, ability to lease or buy bigger shopping space, consumer price advantages and seasoned marketing and management skills. Is this therefore the end of the small scale family owned retail stores or are there areas and strategies that can make them compete and even win? Many have surrendered and been swallowed, however, some are battling on with considerable success in light of this phenomenon of development. There are several outlets that fall in this category; one example that I have closely worked with is Mama Watoto Supermarket in Western Kenya. The worst mistake one can do is to compete on price, for this you cannot win, due to the fact that the large retailer enjoys sourcing advantages that the small retailer only dreams of. But there are several soft areas that the small retailer is able to capitalize on that will definitely provide the necessary punch on the large retailer. Let us explore some of them here:

1. Provide Incentive Provide a personalized customer experience to anyone who walks into your store, whether they purchase something or not. Make your store a place of wonderful interactions, between customers and staff, regardless of the size. Refer to your customers by name. In other words, provide an incentive for them to come back to your store. 2. Offer Value Small retailer obviously has price disadvantages, so should not highlight this at all. However, the value you provide to your customer should totally overshadow this great disadvantage. How do you package the products you sell? 3. Differentiate Products The process of registering

new

regionalized products is quite complex for the large chains and comparatively easy for the small retailer, who can offer differentiated products with a local flair. This is, for example, seen in presentation of indigenous fruits and vegetables in sizes that are friendly and acceptable to the market.

8. Remember the 7 Key Performance indicators To be competitive, the retailer has to remember the 7 KPIs of retail:

4. Get Online Go online and offer a fantastic product basket to the consumer and be able to provide the service to support this kind of shopping.

• • • • • • •

5. Go Social Go social and retain local fans by supporting or even sponsoring a popular activity be it sports, passage of rights season, or unique occasions (bull fighting for example). In addition to this you can engage in social media channels, newsletters that highlight unique promotions, engage the youth, and generally be socially responsible.

9. Encourage Staff ownership of goals Total Quality Service can only come if the staff is empowered to own the goals and vision of the Retail Owner. Ensure accessibility and a level of openness that can be encouraging to staff. In addition to this, issues of integrity, accountability and governance are paramount in competing against the giants.

6. Defending with the Home Field Advantage Obvious the small local retailer has some home field advantages, even if it is to do with people habits, seasons, purchase patterns, which they should use to gain over the large “foreign” retailer.

10. Managing Transitions It is important to be flexible and open to market opportunities with quick decision making that can transit from one theme to the next as compared to the large retail shop where decision making is a process.

7. Manage processes Management of processes leads to exemplary customer service. Speed of service is of essence, just like toleration of low basket values matter to these consumers. Consumers should not be made to feel guilty that they are only buying milk and bread!

INSIGHT RETAIL #16 | JUNE - AUGUST 2017

Clean Environment Orderly Set-up Knowledgeable staff Greeting and welcome to the store Signage Efficient check out Value Perception

Of course the most important of all is to work additionally hard, keep learning and developing your capacity and hope that your competitor does not operate a personalized retail philosophy just to beat you. For more info contact: jasper@dms-train.com

’

OUTSOURCING IN RETAIL

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DATE: 14TH - 15TH DECEMBER, 2017 VENUE: Nairobi TIME:

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Retail Event Calendar 2017 Retail Interchange Centre Ltd T/A/ Insight Retail East Africa will continue to do the regional and national events for retail Industry come 2017 as per of our annual programmes to creating a platform with an aim of sharing with retailers the new trends, technological changes, training solutions as the supplier get to network and offer solutions to the industry based on the new developments in the industry. Who should attend:

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National Retailers Events 2017 Country Kenya

KE; UG & TZ

Month Retailers Convention 2017 on 14-15th Dec 2017 Retailers Forum + Retail Awards 2017 â&#x20AC;&#x201C; 15th Dec 2017 ON HOLD ON HOLD

Uganda Tanzania

Kenya Regional Clusters: Region

Seminar Period

Event Venue Eldoret

North Rift Region Central Rift Region Central Kenya (Mt. Kenya)

09th Mar 2017 (Closed) st 21 Mar 2017 (Closed) th 08 Jun 2017 (Closed)

Nairobi Regions

14-15 Dec 2017 Nairobi (Coming Up) 20th Sept 2017 Kisii (Coming Up) 29th Aug 2017 Meru (Coming Up)

South Rift & Nyanza Region Mt. Kenya Eastern Region

Nakuru Nyeri

Western & Nyanza Region

10th Oct 2017 (Coming Up)

Kisumu

Coastal Region

14th Nov 2017 (Coming Up)

Mombasa

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TECHNOLOGY INNOVATIONS & TRENDS

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RETAIL STATISTICS 2014 TIER 01

(HAVING 15 BRANCHES AND ABOVE)

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TIER 03 TIER 03

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