Case Studies in Retail Store Locations

Case Study 1: Bath & Body Works Holiday Rollout Synopsis The challenge represented a near logistical impossibility. But, working with 267 selected service vendors, the Titan team masterminded a flawless system to roll out holiday displays to Bath & Body Works stores all over the country. The solution took shape as a well-coordinated blitz by more than 750 delivery teams on two subsequent Sundays at the start of the retail industry's busiest season. This article originally appeared in the Summer 2006 edition of the Atlas Amplifier, the magazine of Atlas World Group. If you were in the market during the holiday shopping season for fragrant personal care products, you may have followed your nose to one of the more than 1600 Bath & Body Works® stores across the U.S. As you explored the aromas there, you would have seen a striking display ² a tiered tower loaded with goodies ² as well as Christmas trees festooned with cherry-red ribbons and bows. The delivery of those displays was a collaborative, perfectly timed effort of Atlas agent Specialty Moving Systems and Atlas subsidiary Titan. "When I was asked to submit a bid for this project, I knew it would require extraordinary resources," says Wes Wodka, National Account Representative with Specialty Moving Systems. "The scope of this rollout was the biggest we had ever encountered. The trick would be to deliver to every one of the Bath & Body Works stores, on a Sunday evening, within a window of approximately five hours." Wes contacted Titan to tap its potential for what he knew would need to be a logistical hat trick. Titan put together a contract-winning proposal based on efficient planning, perfect timing, and flawless execution. Not only did the plan look good on paper, the solution materialized with uncanny precision. "A lot of credit goes to Wilda Poehler, Special Projects Manager for Titan," says Wes. "She was extremely organized." A True Team Effort Wilda is quick to point out that the project would have been impossible were it not for a comprehensive team effort.

"This job involved everyone at our site in some way to help in planning and in communication with the service network. . the deliveries took place with an amazing lack of complications. parent company of Bath & Body Works." says Wilda." says Wes. Although there were a few eleventh-hour surprises." says Wilda. sent a plaque of appreciation to Titan and to Specialty Moving Systems. there was an instance where someone forgot his keys and had to make a trip back to get them. management for The Limited. delivery issues. We handled from one to six pallets and ten to fifteen cartons per store. October 16. such as an unexpected store closing. "It was a massive undertaking. necessitating the use of warehouses and equipment all over the country. This required the Atlas subsidiary to qualify new warehouses according to its stringent quality standards. "The display manufacturers shipped us the products marked with numbers coded to each store location. "For example. to 62 locations. "We handled two different kinds of displays ± holiday trees and plexiglass towers. The remaining deliveries (over 1500) took place Sunday. it was one team per store. In other cases. All together we orchestrated more than 750 delivery teams. and very minor." "In some cases. As deliveries were completed. one team could make delivery to two locations. It was phenomenal." says Wilda. including 40 selected Atlas agent partners. "Wilda explains that several of the stores in the retailer's chain are located in rural areas beyond the existing Titan network. "All told. The first deliveries took place on Sunday." says Titan Contract & Sales Administrator Karen Minnerly. October 9. we worked with 267 different service vendors. But there were absolutely no service failures. the Titan information system scanned the store sign-off sheets and uploaded them to the Titan web for verification. "There were very few." Titan headquarters served as a central communications point on the night of the massive rollout." To recognize the excellent service it received.

coordinate and deliver." STG National Account Supervisor Darlene Duff says the Titan-Atlas partnership makes for efficient service. Working with Design Display Group and Atlas Specialized Transportation Group. This article originally appeared in the Winter 2006 edition of the Atlas Amplifier. the magazine of Atlas World Group.S. All told. "STG Vice President of Sales David Coulter and I met with representatives from Design Display Group and the marketing team of Benjamin Moore to gain a clear understanding of their expectations. "In February of 2005 we teamed with Design Display Group."Design Display Group is a leader in merchandising design and display branding. the time she went through five gallons of paint before she finally decided on the color that would look best with her cherry cabinets and mauve curtains." says Mark. Aunt Gertrude is a lovely lady.S. manufacturer of premium quality residential. And thanks to collaboration among Design Display Group. Titan and Atlas STG. a leading U.S. Thanks to Benjamin Moore & Co. Titan and Atlas have set more than 2800 units in place. "We took the findings from that meeting to develop a solution using our combined strengths.." says Titan Special Projects Manager Wilda Poehler.S. our operators unpack the units and set them in place." Titan Sales Manager Mark Sesti believes the cooperative approach brought efficiency to the project right from the start. is a leading U. Take. within two weeks.Case Study #2: Benjamin Moore Paint Displays Synopsis Titan partnered with two other firms to bring a logistical solution to Benjamin Moore & Co. . fussy decorators like Aunt Gertrude now have a commonsense tool to help them choose colors." says Darlene.. Benjamin Moore & Co. these displays are showing up in locations across the country. "We deliver anywhere in the U. commercial and industrial maintenance coatings. commercial and industrial maintenance coatings. The color sample display lets them try a color on for size before they commit to painting an entire room. "Titan and Atlas began working on this project for Benjamin Moore in May of 2004. "Titan sends us the orders with the information we need to register. Everyone involved with the project has benefited from this collaboration. But sometimes she has trouble making up her mind. Titan ensured the timely delivery and placement of color sampler displays in hundreds of retail locations across the U. for example. manufacturer of premium quality residential.

which involves handling the logistics of moving finished goods from the source into stores and overseeing global trade and procurement requirements. . Successful retailers are those who know that the battle for customers is only won at the frontline. which in the case of a retail chain is at its stores. which requires marketing and brand management. and using it to optimise the next phase of the design process. which involves working with manufacturers to fulfil orders according to strategic merchandising plans and optimise cost. ByKushal Shah More than eight years after it forayed into the retail business. Pantaloon Retail decided to implement SAP to keep itself competitive in the rapidly growing Indian retail market. Pantaloon decided to implement an ERP system from SAP. After a comprehensive evaluation of different options and software companies. This project was headed by Pantaloon¶s Chief Information Technology Officer. which includes ideation. The Solution Some of the qualities of SAP retail solutions are that it supports product development. The company was looking for a solution that would bring all of its businesses and processes together.Pantaloon: ERP in retail Needing an organization-wide IT solution to help it perform better. sourcing and procurement. quality. ³The basic need was to have a robust transaction management system and an enterprise wide platform to run the operations.´ says Rakesh Biyani. Chinar Deshpande. managing mark-downs and capturing customer reactions. Director. and market demand patterns change. Store operations have never been as important to retailers as they are now. the management at Pantaloon decided to go in for SAP. The implementation was done by the SAP team with help of Novasoft which is based out of Singapore. selling goods across a variety of channels to customers. The implementation ³The implementation was outsourced to a third party. trend analysis. SAP was chosen as the outsourcing party on a turnkey basis. managing the supply chain. Some people from Pantaloon also assisted in the project. Pantaloon was regularly opening stores in the metros and there was an urgent need for a reliable enterprise wide application to help run its business effectively.´ says Biyani. buying plans. analysing data. and collaboration with partners in the supply chain. and speed±variables that must be weighted differently as business needs. About 24 qualified people worked on this SAP implementation. Pantaloon.

The project was flagged off on 15th June 2005 and took about six months to finish. The group also has joint venture companies with a number of partners including French retailer Etam group. It went live at the head office on 1st January 2006. Next and Guess in India. the SAP platform was developed with the help of Novasoft¶s template which was predefined by SAP after evaluation of Pantaloon¶s needs and expertise in retail solutions. The group's subsidiary companies include. In this phase. This data had to be migrated to the new SAP application. Debenhams. This was followed by Food Bazaar. Home Solutions Retail India Ltd. has over 140 stores across 32 cities in India and employs over 14. it launched Big Bazaar. . each and every one of these had to be evaluated. Talwalkar's. fashion apparel for plus-size individuals). The project was divided into three phases. Collection i (home improvement products). the company operates through four million square feet of retail space. Before the SAP implementation. E-Zone (consumer electronics). About the Company Pantaloon Retail is the flagship enterprise of the Future Group.000 people.Pantaloon Retail forayed into retail in 1997 with the launching of its fashion retail chain. Galaxy Entertainment and Indus League crore for FY 200506. Planet Retail. Next up was Central. Pantaloons in Kolkata. Since the SAP would combine all the processes. analysed and drafted them. The last phase in this project was for stores to switch over to the new system and for current data to be ported. It has recently launched its e-business venture. the entire project team worked on current processes within the structure of the organisation. music. a hypermarket chain. Lee Cooper. In the second phase.Three Phases SAP implementation is not a single phase process. The stores went live on SAP from 1st January 2006 to 30th June 2006. In 2001. aLL (a Little Larger. Headquartered in Mumbai (Bombay). Some of its other formats include. Gini & Jony and Liberty Shoes. a first of its kind located in the heart of major Indian cities. Shoe Factory (footwear) and Blue Sky (fashion accessories).The first phase involved blueprinting existing processes and mapping them to the desired state. The company registered a turnover of Rs 2. a food and grocery chain. Pantaloon Industries Ltd. The company owns and manages multiple retail formats that cater to a wide cross-section of Indian society. This blueprint was later used in the formation of new states of the solution. Depot (books. with a presence across multiple lines of business. futurebazaar. gifts and stationary). all the data was unorganised. Manipal Healthcare. a group company owns the franchisee of international brands like Marks & Spencer.

They are also in the process of setting up a SAP Competency Centre. the difficulties were faced during the data migration and in managing the interim period when the project was underway for about six months. . The cost of this project was about $10 million. We have already started working on MAP (Merchandise Assortment Planning). Customer Intelligence and CRM. Pantaloon has an in-house team and it has outsourced ABAP resources. Future projects After the successful implementation of SAP for its retail chain.´ says Biyani. ³It is too early to calculate RoI.Benefits and Challenges The key challenges in this project were not in the implementation. For maintaining this implementation and its related applications. Pantaloon plans to go ahead with IT projects such as implementation of WMS with RFID. Rather. Migrating unorganised data to an organised format is a challenging task.200 employees across the organisation. Inventory and Promotions Optimisation will be pursued later this year. Pantaloon has not been able to see immediate benefits from this implementation. The system runs on a HP Superdome server on HP UNIX 11i and the database is from Oracle. Maintenance & Hardware This application is currently being used by around 1. Auto-Replenishment and Purchase Orders. This application certainly has long term benefits which will be seen when the performance of various aspects will be analysed. We hope to use these systems to optimise our inventory and cut it by about two to four weeks (depending on the line of business).

the ideal store layout could be planned with consideration of which categories are most likely to be purchased on which mission and how flow can be improved through store. Exit surveys and Worldpanel data could be used to supplement and enrich the findings from the Pathtracker study. the client TNS proposed a Pathtracker study to understand store traffic flow. and those purchasing the category to be calculated.Case Study 1: Store Layout To determine the ideal store layout. and shopper missions. TNS conclusions and recommendations On average only 39% of the store was visited. The study also enabled category affinities to be identified. those stopping at the fixture. hot and cold spots within store. and Worldpanel data could be used to quantify opportunities by category and mission. With lead categories identified (visitors/stoppers/ purchasers). For each category in store the Pathtracker study enabled the number of shoppers passing by the fixture. Exit interviews uncovered ³softer´ issues with the existing store layout. together with mission types and affinities. The left hand side of the store received little traffic .

Next steps The insights enabled the development of an optimal store concept.Categories were classified as leader. sales increased by +7%. driven by the location of the lead categories and appropriate adjacencies. The client issue The TNS approach The outcome would need to understand: what the lead categories were what the main shopping missions were which categories were more likely to be purchased on which missions what the main category affinities were how traffic flowed around the store any shopper attitudes related to using the store. niche or under-developed based on shopper conversion rates Propensity to buy each category by trip type was identified Category affinities for the lead categories were calculated. high interest. When implemented in-store. .

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