The Emergent Programme Re-branding
of a Retail Store
The Emergent Programme Re-branding
of a Retail Store
So what’s so different about
retail projects…?
Small Spaces
Who makes the decisions about
these projects…?
Programme Manager
High Street Retailer
Joint Venture Partners
Sponsorship & Governance
Retail Vision Statement “To increase sales turnover by enhancing the attractiveness of the customer store experience.”
Dated Store Environment
Enhanced Store Environment
The Project Brief – As Issued “Rebrand 100 stores across the home market, in the most cost and time effective way. Ensuring minimal disruption to the Joint Venture Partners trading, and without effecting the existing project rollout”
The Project Brief - Interpretation A 100+ store multi-trade project 14+ Internal stakeholders 9+ External parties Covering UK Mainland, NI & ROI Protected trading hours “Value For Money” Project costs Completion in 5 months…
Programme Manager
High Street Retailer
Joint Venture PartnersBusiness Development
Managers
Finance
Property Managers
Legal
Design Managers
Business Development Project Delivery Teams
Visual Merchandising
Procurement & Logistics
Compliance
Sponsorship & GovernanceInternal Contributors
Scope of Works
Make good Suspended ceilings
Install new displays
Alter lighting layout
Clear all waste packaging
Unpack new displays Alter flooring & demise lines
Make good decoration
Clean site for next days trading
Isolate unwanted electrics Remove existing displays Scope
of Works
Programme Manager
High Street Retailer
Joint Venture PartnersBusiness Development
Managers
Finance
Property Managers
Legal
Design Managers
Business Development Project Delivery Teams
Visual Merchandising
Procurement & Logistics
Compliance
Landlords Agents
Local Authorities
Centre Management Teams
Sponsorship & GovernanceInternal & External
Contributors
The Challenges – On Balance
The Challenges – On Balance • No two sites the same • Various approvals required • Full drawings sets required • Partners “sign-off” required • On-site timings required (S/M/L stores) • Bespoke unitary take-offs required • Co-ordinate delivery timings • Ensure maintained quality of works • Meet all legislative requirements • Minimal project supervision available
The Positives – On Balance
• Low technical complexity • Shareable in-house knowledge • Trusted shopfitters available • Learning curve benefits
• No two sites the same • Various approvals required • Full drawings sets required • Partners “sign-off” required • On-site timings required (S/M/L stores) • Bespoke unitary take-offs required • Co-ordinate delivery timings • Ensure maintained quality of works • Meet all legislative requirements • Minimal project supervision available
Project Delivery Options 1. Engage short-term contractors to fill the role and
then end the relationship once the task is complete.
2. Use the existing processes and press the existing contractors to undertake more projects.
3. Train selected existing contractors to undertake the task, delegating responsibility for various elements of the project .
Project Delivery Options 1. Engage short-term contractors to fill the role and
then end the relationship once the task is complete.
2. Use the existing processes and press the existing contractors to undertake more projects.
3. Train selected existing contractors to undertake the task, delegating responsibility for various elements of the project .
The Strategy • A Programme Management approach • Provides centralised direction, control and monitoring • Contractors given extended responsibilities and autonomy for project delivery,
including: – Drawing production – Confirming the layout designs – Site management & supervision – Determining project duration and cost – Self-snagging – Agreeing store sign-off
• On completion of the first 2 sites for each of the selected contractors a quality inspection to be undertaken
• To finalise the process a joint meeting held with all 3 contractors on completion of 5 stores each.
Programme Manager
High Street Retailer
Programme Administrator [PMO]
Joint Venture PartnersBusiness Development
Managers
Finance
Property Managers
Legal
Design Managers
Business Development Project Delivery Teams
Visual Merchandising
Procurement & Logistics
Compliance
Landlords Agents
Local Authorities
Centre Management Teams
Sponsorship & Governance
Programme Management
Internal & External Contributors
Store Selection & Prioritisation • Which 100 stores? • Avoided stores having:
– Recorded asbestos – “Challenging” Landlords & Centre Management Teams
• Internal: – Financial approvals (1-2 weeks) – H&S Reviews (1-2 weeks)
• External: – Advertising Consent (12 weeks) – Landlord Consent (1 -12+ weeks) – Building Control (2-4 weeks)
Project Duration & Timescales • Lead-in: 2 weeks from receipt of all approvals • Project:
– Small store: One night – Medium store: One to two nights – Large store: Two to three nights – NB: The physical size of some stores restricted the benefit of
additional labour • Defect inspection: 3-4 months from PC • Payment: 100% made 2 weeks from PC
Programme Structure & Relationships • Overall sponsorship and governance of the programme was
provided at an executive level within the retailer’s organisation
• The Joint Venture Partners supplied all funding for the works
• The programme’s strategic direction, policies and processes was controlled at the programme level
• Implementation was delegated down to the project level. • All projects followed a standard approach for governance,
control and reporting mechanisms.
Programme Manager
High Street Retailer
Programme Administrator [PMO]
ContractorSouthern England
ContractorNorth England/Wales
ContractorScotland/NI/ROI
Suppliers
Joint Venture PartnersBusiness Development
Managers
Finance
Property Managers
Legal
Design Managers
Business Development Project Delivery Teams
Visual Merchandising
Procurement & Logistics
Compliance
Landlords Agents
Local Authorities
Centre Management Teams
Sponsorship & Governance
Programme Management
Project Delivery
Internal & External Contributors
Benefit Realisation • Speed of delivery:
– Target met by required date – Further 150 stores added to programme
• Cost effectiveness with notable savings achieved • Minimum variations • Minimal overhead cost to the Group & JVP’s • No major dis-benefits found • Hidden benefits:
– New retail appearance generated greater increase in sales than anticipated – The speed of delivery increased store turnover earlier – Costs recovered earlier than via conventional project delivery
The Learnings • Open sharing of knowledge across the wider team • Giving total delegation of tasks to capable
individuals and teams • Placing trust in those individuals to deliver • Embracing a partnering ethos to implementation • Establishing a strong Client/Supplier relationship • Communication, communication, communication…
“Suddenly a heated exchange
took place between the king
and the moat contractor…”
Thank You!