Case Studies
PLUS
Get into your Customers’ Mindset
A DAY IN THE LIFE
ISSUE
04 2015 Instore_Magazine_Issue_04.indd 1
Argos Fast Track Dulux Mix Lab
Momentum Instore’s
NEW BRAND & STRAPLINE Top 10 new
STORE CONCEPTS 23/02/2015 16:28
CONTENTS
2015
IT’S TIME TO TALK TO US
Your brand in
SAFE HANDS
H
ello and welcome to our first issue of Inside Instore for 2015. On behalf of the whole team at Momentum Instore, I would like to wish you all the very best for the year ahead. In this issue, you will find the latest retail news and Momentum Instore news, including some of the exciting upcoming activity for 2015. Now more than ever, technology is changing the face of in-store design, playing an ever more predominant role in the relationship between retailers and their customers. We take time to discuss the trends in technological innovations and how they will affect the future of in-store design, with the continuing online vs in-store debate up for discussion.
MOMENTUM INSTORE LIVE TO DELIVER ON OUR CLIENT’S INSTORE BRAND EXPERIENCES. WE’VE WORKED HARD TO BE ABLE TO KEEP THAT PROMISE, WORKING HAND IN HAND WITH SOME OF THE NATION’S LARGEST RETAILERS AND BRANDS TO DELIVER SEAMLESS INSTORE MARKETING CAMPAIGNS FOR THE LAST 35 YEARS. From ground up installations to complex store surveys we are here to take care of everything you need, exactly when you need it. With our highly specialised services including POP Installation, Merchandising, Store Surveys & Field Marketing, we’re certain we can deliver what you’ve been looking for.
Contents
If you would like to know more please contact Tim Ellis on: +44 (0) 7957 175 406, tim.ellis@momentuminstore.com
to our first issue of Inside Instore of 2015 Argos has realised and embraced the benefits of technology and the dominant role it plays in the customer journey and have invested in their stores, bringing them up to date offering the very best customer service, demonstrating why they are one the biggest retailers in the UK. Within this issue you will learn how Momentum Instore played a crucial role in delivering the new store concepts across the Argos brand. Last year also saw us working with Akzo Nobel to refresh their Dulux MixLab fixtures. We are not just committed to delivering excellent results, but also to continued development, as this example shows. We are pleased to announce that we will be exhibiting at the Retail Design Expo in March at the magnificent Olympia, London. Our exhibit will showcase the work we
04
do at Momentum Instore, following our rebrand to kick off 2015 in style. It is a perfect time to show we really are experts in our field. We will be demonstrating how services such as store surveys and reporting can benefit our clients, with real examples that show real results. We are committed to remaining at the forefront of our industry, just as retailers and brands alike will continue to strengthen their digital footprint, we will be keeping our finger on the pulse, reporting key trends and ensuring we offer the best service. Staying in step with our customers means that we have to keep the conversation going. To this end, are there any trends you see taking place in 2015 that we have missed? Or do you have a question about our work? Talk to us through any of our social media platforms or come on over to Stand J41 at the Retail Design Expo and let’s start a conversation. Rob Gleave Managing Director Momentum Instore
NEW OFFICE NEW OUTLOOK Celebrating an exciting year Fast Facts
05 THE RISE OF 06 DISCOUNT RETAILERS
Join us on
10
STAND J41 AT RETAIL DESIGN EXPO
YOUR BRAND IN SAFE HANDS
Issue 04 2015
Instore_Magazine_Issue_04.indd 2-3
Hello and welcome
CASE STUDY Getting Argos back on track
A DAY IN THE LIFE Tim Ellis, Business Development Manager
12 CASE STUDY
Momentum Instore Beechwood Court, Springwood Way, Tytherington Business Park, Tytherington, Macclesfield, Cheshire, SK10 2XG W: momentuminstore.com T: +44 (0) 1625 569 200
08 GET INTO
Akzo Nobel Dulux Mix Lab & Homebase – A fresh coat of paint
YOUR CUSTOMERS’ MINDSET
16
68% OF 18–25 YEAR-OLDS PREFER TO SHOP IN-STORE FOR CLOTHING AND SHOES
Your brand in
SAFE HANDS A lot can happen in a year
Contacts Paul McCarthy, Sales & Marketing Director E: paul.mccarthy@momentuminstore.com Tim Ellis, Business Development Manager E: tim.ellis@momentuminstore.com Julie Fort, New Business Manager E: julie.fort@momentuminstore.com Issue 04 2015
3
23/02/2015 16:28
NEWS
NEWS
New Office
Five ways to use
NEW OUTLOOK
M
omentum Instore is celebrating an exciting year of strategic growth and an increase in headcount by moving to brand new offices in Tytherington, Macclesfield. Rob Gleave, managing director says: “We are delighted to become part of the Macclesfield business community. Re-locating is an important step to ensure that the company meets its ambitious targets for growth in the medium and long-term.” Momentum Instore has enjoyed growth across all of its service offerings over the past year, with Installation and Store Surveys showing particular strength. Clients and employees remain at the forefront of the plans. Rob adds: “In an increasingly dynamic marketplace, speed and scale of delivery is essential for our clients, and it is our people who are indispensable in delivering this. By giving our team input in the decision-making process, we’ve taken a huge leap towards further
energising the business for a new era within Momentum Instore.” The new premises have been designed specifically for the needs of the business. The Momentum Instore team will benefit from the modern open-plan workspace through smarter communication and improved teamwork – a key element of this is employees are now located on the same floor to encourage constant communication. Specially designed breakout areas allow employees to relax and recharge during breaks, as well as providing the ideal space for entertaining our clients. The focus on employees during the planning process also ensured that for the majority of the workforce, it is a shorter commute to the new premises. Rob concludes: “As a business we are extremely excited about the move. It is the start of the next chapter within our growth plans, and myself and my fellow director, Steph Gleave, are looking forward to continued growth in the next 5 years.”
Your brand
IN SAFE HANDS
M
omentum Instore is proud to announce the launch of our rebrand. On the back of a successful year for us and our clients, we saw the need to take time to look at what we do and define how we can deliver better for our clients. We pride ourselves on our ability to execute great retail campaigns, but if we don’t communicate what we do in the right way, we won’t achieve the potential of our business. We talked to a range of stakeholders, inside and outside our business, to explore how and why clients would want to put us on their shopping lists. The rebrand process revealed our core values, allowing us to craft our brand proposition and how to communicate our brand essence to these internal and external stakeholders: This rebrand supports the business objectives of Momentum Instore. It means that we position ourselves as experts who are committed to the hard work required for getting the job done in the right way. Moreover, in working as a strategic partner with our clients, rather than simply a commodity or supplier, we support their business aims. And the rebrand is important for us here at Momentum Instore too. As we move forward, expanding our team and winning new business, it is important that we keep our business essence with us, taking it into each project in order to achieve the most that we can. 4
Instore_Magazine_Issue_04.indd 4-5
Passion
Partnership
A passion for retail
Partnership and collaboration helps us all go further
WE LIVE TO DELIVER ON YOUR INSTORE BRAND EXPERIENCES
T
here is no doubt that mobile technology has completely revolutionised the retail industry. The evolution of smartphones and tablets in recent years means that it is easier to access online services than ever before, no matter where the user may be at the time, just look at the new Apple Watch recently released. Online shopping was originally seen as a deadly threat to the survival of traditional high street stores, offering consumers a more relaxed browsing experience and, in most cases, cheaper prices. However, the adoption of new technology by multi-site retailers has seen the high street fight back, with bricks-andmortar stores now providing a similar experience to that which can be enjoyed online. Showrooming makes way for Webrooming. Just as credit and debit cards overtook cash as preferred methods of payment in retail stores, mobile payment is set to be the next big thing, changing the landscape once again. Indeed, the mobile payment market is growing rapidly, with retailers eager to take advantage of enhanced consumer data in order to increase customer loyalty. Although the full potential of mobile payment apps has yet to be realised, many multi-site retailers are already reaping the rewards.
1. OFFER EXCLUSIVE VOUCHERS AND MONEY-OFF DEALS There is no better way of encouraging consumers to embrace new initiatives than by offering discounts for doing so. As many of the current mobile payment apps are exclusive to particular chains,consumers are much more likely to return.
Detail
Right
Day in, day out – detail is what we do
We never settle until we get it right
Issue 04 2015
MOBILE PAYMENT
2. ENHANCE THE IN-STORE EXPERIENCE BY REDUCING QUEUES Mobile payments have the potential to drastically cut queues at checkouts, as the amount of time spent handling cash and
processing card transactions is reduced, enhancing the consumer experience in the process. There could potentially come a time when checkouts are not needed at all.
3. SHOP AND SCAN The next evolution in mobile retail technology is likely to be ‘shop and scan’, whereby customers scan the items they wish to purchase into their smartphone as they proceed around the store, subsequently paying for their purchases using a payment app.
4. ENHANCE THE SELF-SERVICE EXPERIENCE Many retailers already have self-service kiosks within their stores, but few currently utilise mobile payments. Adding mobile payment functionality gives the consumers an extra option and enhances their self-service experience.
5. DELIVER TAILORED MESSAGES Some retailers are taking advantage of the detailed consumer data available to them from smartphone payment apps by delivering personalised messages and offers to customers as they walk into the store, increasing brand awareness and enhancing customer loyalty in the process. Adopting a new mobilepayment scheme across a retail estate can initially be a costly venture and requires a complete overhaul of the current retail payment process requiring new fixtures to be installed. However, multi-site retailers who have access to advanced estate intelligence are much better placed to implement mobile payment technology throughout their stores and keep installation costs to a minimum. As the retail industry continues to evolve, retailers need to keep pace with ever-advancing technology or face being left behind. The smooth integration of mobile payment apps with advanced estate intelligence software is just another step into the future for the retail industry.
Issue 04 2015
5
23/02/2015 16:28
A DAY IN THE LIFE
A DAY IN THE LIFE
IN-STORE PERSONALISATION
Top five examples of
Tim Ellis
IN-STORE PERSONALISATION
T
he personalisation of a customer’s in-store experience is rapidly becoming a big deal within the world of retail. With the onset of omnichannel retailing, the general expectation of the average customer when it comes to the kind of service they wish to receive has risen markedly. It seems that the balance of power has shifted and now rests in the hands of the consumer. Multi-site retailers
are having to adapt to the changing face of the retail marketplace and find ways of replicating within their high street stores the kind of experience consumers already enjoy while shopping online. To achieve this, a number of retail organisations are looking at new ways of capturing essential big data. This complex but vital data includes current buying trends, localised sales figures, customer purchase
history and detailed real estate data or what we term estate intelligence. This final analytical element, estate intelligence, is perhaps the most underutilised but is a vital cog in the marketing machine. Smart retailers have taken the results gleaned from data research to offer personalised in-store shopping experiences to their customers, designed to attract people back to the high street. Here are five of the most successful.
Tim Ellis, Business Development Manager
IBEACONS
I
get up every morning at 6:30 because I’m always eager to get to work because of the challenges on offer working at Momentum Instore – or more likely because Jessica, one of my daughters, jumps on me in bed at that time every day! Depending on which day it is I could be headed to my desk at the window in our new office or I am on the train headed to London. If I’m in the office you will find me at my desk where many catch-ups tend to take place because of our open-plan layout. I also like to use the communal areas to conduct more informal meetings. The flexible design of our new offices support more open and free-flowing communication.
BUSINESS TO BUSINESS
Twice a week I’ll have a formal, internal business meeting, but the rest of the time will be split between ad hoc meetings and short conversations. I’m not a fan of meeting for meeting’s sake, but they do lend themselves to strategic knowledge sharing and the useful working through of problems. Similarly, client meetings are hugely important because, for us, building a brief is an art form. If we get the project brief nailed down, then this ensures we can structure solutions into short, discrete steps, making it efficient. The process from initial meeting to brief is complicated by the fact that often before meeting us, potential clients don’t necessarily know how they want to solve a problem. We need to accurately identify the solutions that are aligned with their goals, and as a partner, establish our position as a consultative resource, rather than simply a commodity sales company. It’s this problem solving that really drives me. 6
Instore_Magazine_Issue_04.indd 6-7
WHAT ARE THEY KEY CHALLENGES OF WORKING IN RETAIL?
Anyone who spends any time in our business will know that quality is at the heart of what we do. Rightly, clients want to see results and they want to see progress, but it is my job to ensure that instead of rushing, which can cause details to be overlooked, we take the time to create a project plan in a methodical way. Developing trust is key: our clients trust us to move at pace but to also to make the right decisions, evidenced by our proven track record. Given that we have developed our skills over so many different sectors, a client may be unfamiliar with the range of solutions that we can develop for them – especially if this solution comes from a different context. Projects implemented and lessons learned in cosmetics retail can deliver results in the DIY sector. Part of my day will be invested in finding ways to deliver better value for money because a real issue for clients is cost. Certainly, the current economic landscape means that belts are tightening in retail. Our customers have to be focused on ROI, this is a key concern for them. My job is to make and exceed the case for our work when businesses are budgeting for capital expenditure and ensure that we deliver the value and ROI expected of us. Finding common ground on measuring the success of our solutions is therefore a key challenge.
WHERE ARE WE HEADED?
A personal interest for me at the moment is the emergence of the ‘dark store’ concept. There is some scepticism about whether it is possible for a company like ours to break into it, but I think that the same rules around shopper experience still apply – speed and convenience, as well as high quality merchandising. For us more broadly, looking to Europe is something that can take us through the next stage of our development. The explosion of new data – both in volume and in type—means that we can offer increasingly complex solutions to clients. The amount of data that we collect even on simple installations has grown exponentially, and our processes on how we capture and capitialise on this are critical. We have to be in the position to measure and validate that information. It used to be just pure validation, but now we have to be far more analytical and analyse trends across sets 1000s of columns long. I’m not complaining though – we are delivering some really exciting projects around data capture and analytics. If people ask me about ideal clients and projects, I think that in retail there is no clear answer. For me it’s about the challenge and the ideal solution rather than the ideal projects. And currently, we work with worldclass clients, which in itself is pretty ideal. I love a challenge though. And when it’s time to relax, I may grab a pint of bitter – what I will do is discuss retail, I can’t help it, it’s one of the most exciting sectors there is.
“FOR US, BUILDING A BRIEF IS AN ART FORM”
Issue 2015 Issue 0404 2015
The new service from Apple has the potential to become a fixture in the regular shopping routine of consumers across the globe. This innovative technology not only offers a good mobile payment option, but can also be deployed in shopping centres to help customers navigate their way to particular stores. It also has the ability to send individual marketing messages to consumers via their smartphones.
WAITROSE
TOPSHOP
Perfectly blending in-store marketing with truly advanced technology, the London flagship store of the Topshop fashion chain utilised the Oculus Rift, a virtual-reality headset, to make their customers feel as if they were sitting in the front row at the Topshop Unique show at London Fashion Week.
Although the idea of a supermarket loyalty card is certainly nothing new (Sainsbury’s and Tesco have been successfully running loyalty schemes for years), Waitrose has taken things a step further. Not only are they offering personalised deals to customers based on their shopping habits, but those same customers also receive the opportunity to enjoy a free tea or coffee within stores.
ARGOS
SELFRIDGES
The high street catalogue chain replaced its paper catalogues with digital screens a while ago now, but it is only just beginning to expand the potential of this new technology. The Argos smartphone app allows customers to check the stock levels of various products in the Argos stores closest to them, thereby ensuring that if a customer walks into one of their stores, they are guaranteed to make a purchase. Online shopping was once seen as a huge threat to the future of the high street. However, it has simply served as a medium for change, with multi-site retailers finding increasingly innovative ways of personalising the bricks-and-mortar shopping experience.
For retailers such as Selfridges, whose stores are classed as destinations, the standard new retail installation and refit is no longer sufficient to satisfy experiencehungry customers. The Fragrance Lab concept from Selfridges, offering customers the chance to find their perfect scent through scientific know-how, is a superb example of the new immersive retail experience many people are now looking for.
Issue 04 2015
7
23/02/2015 16:28
GET INTO YOUR CUSTOMERS’ MINDSET
Fast Facts
UNPLANNED AND IMPULSE SHOPPING IS INCREASING - ONLY AROUND 16% OF GROCERY SHOPPERS NOW USE SHOPPING LISTS.
Fast Facts
68% OF 18–25 YEAR-OLDS PREFER TO SHOP IN-STORE FOR CLOTHING AND SHOES.
SOURCE: SHOPPER INSIGHTS
Get into your
CUSTOMERS’ MINDSET Fast Facts
44% OF ALL RETAIL TRANSACTIONS IN THE UK INVOLVE INTERACTION WITH MULTIPLE CHANNELS SUCH AS IN-STORE, ONLINE, MAIL ORDER AND CATALOGUE. SOURCE: DELOITTE UK
Fast Facts
R
etail in the UK will be redeemed by the customer. Or rather by retailers understanding their buying journey. When Amazon launched in 1995, global internet usage was less than 1%, today over 30% of the world’s inhabitants are using the internet. And by 2016, 1 billion smart phones will be sold every year to keep up with the demands of the ‘always-on’ consumer. However, this does not sound the death knell for bricks and mortar retail – instead, what it does do is demand that retailers get to grips with their demographic and align their brand seamlessly to the mindset of their customer. The ‘clicks- tobricks’ or ‘e-tail-to retail’ phenomenon that is seeing a number of online or e-commerce businesses opening physical stores, is driven by a number of factors; all of which are related to the expected customer experience of different demographics such as: • 68% of 18 – 25-year-olds prefer to shop in-store for clothing and shoes • Buyer behavior termed Mindful Explorers, Focused Problem Solvers and Ad Blockers that make up 65% of the 'always-on' consumer who either prefer shopping off-line or want to have brand experiences that includes those in-store Essentially, shopping is everywhere and at any time and retailers should be embracing this as an opportunity to create a seamless shopping experience that does not necessitate a migration from bricks to clicks. To bring to life the diversity of the buying experience within the context the ‘new’ customer journey, we caught up with three different consumers.
8
Instore_Magazine_Issue_04.indd 8-9
Issue 04 2015
Nathan: MD / business owner, father of three, cyclist with a keen interest in food and cooking. Nathan has disposable income and invests substantially in good food and wine. He is an ‘always-on’ consumer who runs much of his professional and personal business online. An avid supporter of local retailers who offer him artisan or organic food and ingredients, Nathan only uses two big retailers. One because it’s local to him, therefore convenient and where he buys his “boring stuff” such as detergents and the other because he knows they will always have that exclusive ingredient that he needs for his latest recipe. He never shops online for food. However, this is where he does all his other shopping. Clothes, electronics, wine, books – everything he buys online he researches using review sites. He wants to know what a total stranger living 2,000 miles away thinks about a TV he’s considering buying and will use social media to ask for a brand recommendation once he has researched the products he needs to solve his problems / make life easier / stay ahead of the curve. He never shops at ‘lower-end’ food retailers, he’s not a snob, he just doesn’t have the time to hunt for what he needs in chaotic aisles, nor does he want to risk wasting time because the item is not stocked. Time is his currency and so he shops with intent.
David: Account manager, lad about town, single and a great cook. A much younger, dare we say ‘hipper’ demographic than Nathan, David wants convenience and cost-saving when it comes to food. He is an avid fan
OVER 30% OF THE WORLD’S INHABITANTS ARE USING THE INTERNET. of certain ‘lower-end’ food stores because one in particular is on his doorstep and he believes in the integrity of its products. Except when it comes to meat – which he buys elsewhere with a different retailer that was not “caught up in the horse-meat scandal”. He only buys his clothes in-store because he invests in fashion, buying high-end brands that fit him well and are made of quality materials. David will buy electronics online but not if they’re big-ticket items. He is happy to risk less expensive items getting damaged on delivery. He is also happy to accept an item that is not quite up to the specifications he required. He won’t use it, but because it didn’t cost that much and he doesn’t have the desire or energy to send it back to the retailer, he will either make do or get rid of it. In-store experience is really important to him but his emphasis is on product display, aisle size, space and lighting and he is very preoccupied with where and how he pays. He detests how a great shopping experience can decline rapidly when it comes to parting with money at inadequate pay points that are obscurely positioned or not fully-manned.
Jade: PR consultant, sporty, very-early twenties, busy, busy, busy. It’s all about convenience for Jade – and saving money without having to compromise on quality. She likes to shop when her grocery store of choice is quiet
with loads of parking and she wants to buy everything she needs in that one location. But not meat. That is a high-end purchase that is sourced from a local butchers. Her food shopping is on a tight budget but she tends to overspend on fashion. She lives at home so her spending money is discretionary. She buys her clothes in-store, but she uses online retailers to research trends, review new ranges and compare prices – she sometimes buys online when she is in a hurry and can’t get to the high street, which is where she really loves to shop. Her ideal shopping experience would be on a high street that contained all the mid to high-end retailers in one place. With plenty of free parking. She loves the diversity retailers can offer outside of just selling products. Coffee, digital TVs, virtual experiences and the ability to absorb the ‘culture’ of the store are all important in Jade’s customer journey. As much as these customers can no longer be segmented within a social economic demographic, to be herded to the appropriate retailer that provides an expectant level of service and price, their mindsets can be tapped to engage them with a retail experience that delivers the same result – improved sales. Take David and Jade for instance. Both fall into what is known as Social Bumblebees. Social broadcasters, the behavior of this group of 'always-on' consumers that happily share their details and dates online, are expected to and do buy up to four times a week online. But they both want a bricks and mortar experience. Jade’s could be improved by providing pop-up shops of her favourite retailers in high-streets where these brand are missing, or temporary installations that
Issue 04 2015
offer her brand within a department that does not typically offer it – even if this is only over Christmas, when one-stop shopping would matter even more to Jade who is busy enough outside of the festive period. David would spend more time in shops that offered him the traditional principles of great merchandising and layout, particularly if this also facilitated faster and more efficient methods of payment. Nathan loves destination shops that guarantee that his essential ingredients are readily available. And this is not all relative to food. If he were to be offered much more by way of an experience aligned to his interests, he would happily take time to spend his currency on the high street. A Focused Problem Solver, according the ‘Vivaldi Always-On Consumer 2014’ report, Nathan would be enticed into a shop that offered added value beyond the product. In the cycling context, this could be in the form of free apps or even membership of a cycling group affiliated to the retail brand and that met at the store for demonstrations or networking. As the retail landscape continues to ebb and flow between e-tail and retail, emerging buying behaviors will continue to develop. Keeping pace with these is difficult, but by taking our example and drilling down to discover what individual preferences are will reveal that customers still have a lot in common, regardless of how they shop. These different mindsets all have major implications for store design, layout and communication and as importantly, how retailers think about the entire customer journey.
9
23/02/2015 16:28
CASE STUDY
CASE STUDY
Case Study
ARGOS FAST TRACK
99%
OF VISITS WERE COMPLETED ON TIME
35,100
QUESTIONS WERE ANSWERED
650
STORE PLANS WERE ANNOTATED
10
Instore_Magazine_Issue_04.indd 10-11
MOMENTUM INSTORE WERE TASKED WITH CARRYING OUT AN EXTENSIVE MULTI-SITE SURVEY OF 650 STORES OWNED BY THE RETAIL GIANT ARGOS. THE OBJECTIVE OF THE EXERCISE WAS TO COMPILE DATA THAT WOULD HELP THE RETAILER INTRODUCE A NEW FAST TRACK CUSTOMER PRE-PAY SERVICE – ALIGNED WITH THEIR STRATEGY TO BECOME DIGITAL RETAIL LEADERS. Both parties believed that the survey would ensure that Argos created the Fast Track area in the most appropriate in-store location. Existing fixtures and fittings were to be reviewed to determine how they could influence both the location and implementation of the Fast Track facilities and the initiative as a whole. A number of key decisions such as where to position the Fast Track tills were of the utmost importance in ensuring the success of the scheme. We relished the challenge of working with this cutting-edge retailer on this transformational project that would ultimately be of benefit to literally millions of shoppers across Britain. In order to complete the store survey and supply Argos with the information that would allow them to appropriately position
Issue 04 2015
the Fast Track areas, we collected data, compiled photographs and annotated store plans from across the 650 stores. This allowed for the creation of a clear, easy-to-understand and extremely effective visual indication as to where the Fast Track area should be located in each shop, also showing the positioning of existing fixtures and fittings that could influence where the new equipment should be placed. At Momentum Instore, we are committed to achieving the best results based upon each individual brief we receive, with training and planning being key to ensuring the optimum outcome. The Argos project involved the development of relevant questions and an individual and tailor-made store survey process. This ensured that the required data could be collected in the best way possible. Local Momentum Instore surveyors were thoroughly briefed in order to ensure that they fully understood both their role and the task at hand, allowing them to complete their work with the utmost efficiency and effectiveness.
ACHIEVING THE REQUIRED RESULTS
As part of the process, we held five training sessions in different parts of the country to ensure that all surveyors had the skills required to achieve the desired results. The surveyors subsequently carried out their allotted tasks in their local area. A nearperfect 99 per cent of the required visits over a five-week period were completed within the expected time-frame. These visits resulted in the answering of 35,100 questions, the provision of more than 26,000 photographs and the annotation
of all 650 store plans — providing Argos with a plethora of essential information upon which vital positioning decisions were subsequently based.
OVERCOMING OBSTACLES
As with any major project of this nature and on such a large scale, there were some challenges to overcome along the way. However, these were all effectively managed in order to reach the required goals. We understand that developments are almost inevitable during the fulfilment of many briefs so we’re experienced in handling changing environments and in adapting to cover emergent needs that may not have been uncovered prior to the start of the project. The challenges faced during this particular project included the addition of an extra question on the fourth day of the roll-out. This was soon resolved, however, through the adaptability and effective communication for which Momentum is renowned. In this case, the field staff were contacted and the brief was re-issued to ensure they had a complete understanding as to what was required and the changes to be implemented. The second week of the store survey saw the announcement of the placement criteria. Where the Fast Track till positions failed to meet these requirements, we provided Argos with a list of affected stores in order that a decision could be made as to whether the chosen position was acceptable or not. If it was determined that the positioning was not suitable, we gathered further data and compiled photographic evidence to assist Argos in selecting an optimal location.
THE OUTCOME
We are really proud of our input in the Argos Fast Track scheme. The project demonstrates our commitment to ensuring excellence during every stage of the process. This commitment was evident from the planning of the practicalities through to the training of our survey staff. We believe that every stage of a project is as important as the next in order to provide a service that is unrivalled in terms of planning, delivery, effectiveness and efficiency and the usefulness of the results achieved. It also demonstrated the flexibility offered by our company, both in terms of the service it can offer and in the way in which it can adapt to changing client needs, overcoming any issues. We were able to cultivate an extremely effective working relationship with the Argos team, ensuring that the survey was carried out as comprehensively as possible and that even changing aspects of the brief could be accommodated in order to achieve the desired outcome.
26,000 PHOTOGRAPHS PROVIDED
Issue 04 2015
11
23/02/2015 16:28
CASE STUDY
CASE STUDY finally the tin press. In addition, there were a number of top light boxes which had to be fitted in a very specific order along with the complex electrical requirements.
Case Study
THE RESULTS
AKZO NOBEL DULUX MIX LAB
Our client has been very impressed by the build quality of the units and the professional installation procedures undertaken by our teams. The installations were all completed right first time over a period of 18 weeks to meet our client’s requirements. Part of this success was due to the visibility that was offered to the client through our extensive reporting and app technology that ensured that they were kept up to date at all times.
18 WEEKS TO COMPLETE
16,000 QUESTIONS WERE ANSWERED
Investment implementation manager, Homebase
MOMENTUM INSTORE RECENTLY WORKED CLOSELY WITH AZKO NOBEL IN THE INSTALLATION OF THEIR NEW DULUX MIXLAB+ UNITS IN 228 HOMEBASE STORES LOCATED THROUGHOUT THE UNITED KINGDOM. IN ADDITION TO THE SUCCESSFUL INSTALLATION OF THE NEW 2014 UNITS, THE PROJECT ALSO REQUIRED THE DECOMMISSIONING OF THE OLD DULUX MIXLAB PAINT FIXTURES, WHICH HAD BEEN IN SITU FOR A PERIOD OF EIGHT YEARS. THE PROJECT
To ensure the client had full visibility of each of their stores, a comprehensive store survey was conducted pre and post-project. Not only did this allow us to work within a very tight scope, the planning ensured that a fully mapped-out installation process was designed to guarantee the most efficient, cost-effective measures were implemented and that each store experienced the minimal amount of disruption and best possible service. Each new fixture consisted of a large 7m x 3m unit that attached to the racking of a gondola. The units feature fully integrated shelving and lighting, in addition to a touchscreen computer and scanner and they allow Homebase customers to mix
12
Instore_Magazine_Issue_04.indd 12-13
Issue 04 2015
paint to their own exact specifications. Initially, the installation of the new units took our professional five-man teams approximately 10 to 12 hours to complete. Throughout the duration of the installation project, we worked in close harmony with Azko Nobel to ensure that each store was fully conversant with the schedule for installation of the new units and that stringent quality checks were carried out once installations were complete. Training played a key role in supporting the fast turnaround and the precision with which this project was completed. Sessions with the regional managers, supported by a project-bespoke training video ensured that the relevant information was to hand for reference at all times. An installation manual was also produced that was made available to all members of the team. At Momentum Instore, we believe that clear communication is vital to delivering a successful project. Pre-installation calls were made to ensure stores and staff were prepared for the overnight project. Our fully trained field team would then arrive at the store, along with two electricians appointed by Azko Nobel, in order to begin the installation. The electricians were on hand to disable the existing electrics and smoothly prepare the fittings for the new fixtures to be put in place. The first task upon arrival in the Homebase stores was to safely and expertly dismantle the existing Dulux MixLab fixtures and dispose of them in the skips which had been delivered earlier in the day. The new units for each store totalled four in number, with four separate sections to be put together on each unit. These sections consisted of colour-card/light boxes, a touchscreen and scanner, the mixing/tinting machine and
“I WOULD LIKE TO THANK YOU FOR ALL YOUR HELP AND SUPPORT IN THE MOVEMENT OF THE DULUX MIX LAB PROJECT. THE MOMENTUM INSTORE TEAM HAD AN ATTENTION TO DETAIL THAT WAS EXTREMELY HIGH AND ENSURED AN EFFICIENT AND PROFESSIONAL JOB WAS COMPLETED. I WILL BE RECOMMENDING YOURSELVES FOR FUTURE PROJECTS!”
100%
OF REPORTING COMPLETED ON TIME
228
STANDS INSTALLED
15,000 PHOTOGRAPHS PROVIDED
Issue 04 2015
13
23/02/2015 16:28
RETAILERS USING #SELFIE PROMOTION
Top 10 new
STORE CONCEPTS AS MULTI-CHANNEL RETAILING CONTINUES TO BECOME THE STANDARD MODE OF OPERATION WITHIN THE RETAIL MARKETPLACE, THE NEED FOR A DIFFERENT TYPE OF HIGH STREET STORE IS ESCALATING. THIS HAS LED TO A RISE IN RECENT TIMES OF THE RETAIL CONCEPT STORE, A NEW WEAPON IN THE ARMOURY OF RETAILERS LOOKING TO ATTRACT CONSUMERS BACK ON TO THE HIGH STREET. 1. THE DIGITAL CONCEPT
Argos is leading the way when it comes to mirroring the online digital experience in the high street. Providing consistency across all of its retail channels, the new Argos digital stores feature iPads for customer browsing, dynamic digital display screens instead of traditional POS materials and a sixty-second Fast Track collection service.
2. THE CINEMA CONCEPT
Selfridges of London has recently opened what is believed to be the world’s first department-store cinema. This unique sixty-seat cinema will screen national releases in addition to themed films which tie in with the store’s product base.
3. THE DIGITAL DISPLAY CONCEPT
Samsung Electronics has recently revealed a new concept for an in-store display – Center Stage. The technically advanced 4K UHD display screens are fully interactive, with customers able to access detailed specifics of each product, just as if they were online.
4. THE LUXURY SHOE CONCEPT
Customers at London department store Harrods are now able to shop for shoes in complete luxury. Harrods Shoe Heaven covers an area of almost 4,000 square feet and features velvet lounge seating, private suites and intricately designed displays.
5. THE LONDON CONCEPT
British handbag label Radley has gone back to its roots with its new internationally rolled-out store concept. Each branch will feature London-centric decoration, from cast-iron railings to lamp posts. In a nod to the future, all stores will also feature a range of iPads with which customers can browse, click and collect.
14
Instore_Magazine_Issue_04.indd 14-15
6. THE WINE CONCEPT
At its West Byfleet store, Wine Rack encourages customers to make use of the special wine-tasting zone, complete with LCD screen from which the retailer hopes to run Skype-based wine master-classes.
7. THE SPORTS CONCEPT
Sports nutrition retailer GNC’s concept stores are truly interactive. In addition to a protein shake Sports Bar, the stores also feature live workout Challenge Zones and interactive touchscreens full of useful exercise-based information.
8. THE TRAVEL CONCEPT
Known as ‘holiday design stores’, the new retail concept from Thomson has seen the travel operator truly go digital. The concept stores feature huge video walls and interactive touchscreens on which consumers can plan their holidays.
9. THE SPORTS STADIUM CONCEPT
Adidas is giving its customers the chance to experience the atmosphere of a sports arena in its brand new concept store in Kent. People enter through a tunnel to the cheers of the crowd and can then make use of a bank of interactive screens to find the product they want.
10. THE TRAVEL CONCEPT
Sports retailer Pro Direct has exactly matched the online shopping experience in its digital concept store in London. The physical store features digital signage and display screens on which customers can access real-time web-based content. The store even boasts fully interactive digital mannequins.
Issue 2015 Issue 0404 2015
Retailers Using
#SELFIE PROMOTION
I
t is not just the digital age that we live in today. In recent years, what began as a by-product of the internet-centric society has snowballed into a colossal force that has changed the way people communicate and even, in some cases, how they live their lives. This phenomenon is social media. Sites such as Facebook and Twitter not only rule the online world but, in many ways, exert immense power over the physical one. Many people often feel more comfortable communicating with each other via a social media message than they do by face-to-face conversation. From a marketing perspective, social media is an absolute blessing. If you want to reach as wide an audience as possible,then social media advertising is undoubtedly the way to proceed. The ability to be able to target a marketing message to a precise audience range means there are no wasted efforts. For retailers, there is another advantage to cultivating a strong social media presence too, and that is the opportunity to show a more approachable, friendlier side. Most large multi-site retail companies are seen as faceless corporations by many consumers — remorseless money-making machines where the brand is king. The most astute marketing teams at multi-national retailers have turned this public perception on its head by not being afraid to show the human side of their
@momentuminstore
business, producing Facebook pages and Twitter accounts that connect with consumers on a personal level. Happily getting involved in the most popular social media trends of the time, such as sharing selfies, is a prime example of this more natural approach paying great dividends. After all, if selfies help to portray presidents and prime ministers in a more positive light, then why can’t the same be true for a retail organisation? The recent ice-bucket challenge phenomenon which has gripped the entire world is perhaps the premium example of how social media trends can exert such influence and power over today’s society. Retailers who have heartily got behind the ice-bucket charity initiative have not only displayed their philanthropic side to the world, but have also managed to push to the fore the human nature of their business. Social media is based on the principle of connecting with others on a personal level. For retailers, making that personal connection with their customers has always been one of the trickiest aspects of the marketing process. The rise of social media has now made that process much simpler. Retail organisations that have been slow to capitalise on this golden marketing opportunity need to get on board quickly before they get left behind.
Issue 04 2015
15
23/02/2015 16:28
Your brand in
SAFE HANDS A lot can happen in a year
52,891
2.5 million
191,570
Busiest NIGHT OF THE YEAR
COSMETIC STANDS
in 2014
recorded to keep our clients informed about their projects and their store estates.
to our website
140 installers out on site in one night, all for one project!
installed and merchandised in one project!
Awarded A POPAI AWARD
228
97,000
572,903 PHOTOGRAPHS
21,850
SKINCARE TESTERS
228 individual installation projects completed last year
worked
taken in 2014
merchandised during one project
STORES VISITED
for our Boots fragrance installation
PIECES OF DATA
INSTALLATIONS
440
VISITS
MAN DAYS
1
11,000
52
A worrying AMOUNT OF
NEW TWITTER
NEW
NEW MEMBERS
followers
rebrand
added to the team!
Subways from across the road!
Thousands OF HOURS
575
38,525 KG OF STOCK INSTALLED
Countless GLASS OF RED
deciding on our new wallpaper designs
installed in one project
in one project, that’s the equivalent to 7 elephants!
on a Friday night!
GTU’S
YOUR BRAND IN SAFE HANDS
Instore_Magazine_Issue_04.indd 16
23/02/2015 16:28