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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!