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| Entry Title |
Tesco Superstore Roll Out |
| Category |
Installation |
| Company Name |
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| Client Company Name |
Tesco Stores Ltd |
| Year Entered |
2011 |
What was the client brief?
To rebalance the cosmetic area in all Superstores in the Tesco estate therefore enabling Tesco customers to have access to core ranges in smaller stores. This included removal of underperforming brands, installation of new carcass & brand inners for additional brands, movement of all cosmetic carcass to new store positions as part of Health & Beauty Relay and re-organisation.
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Describe how the project was accomplished including any challenges that had to be overcome?
Distribution of carcass & brand inners to 4 regional distribution centres Installation only allowed Sunday (after 4pm) to Thursday (pre-midday) All working areas had to be cordoned off during the process for H&S reasons All installations were completed during trading hours so special attention to public health & safety was necessary as often cosmetic carcass wre moved across stores. In excess of 35 stores per day had to be achieved in order to meet project timelines. Liaison with de-merchandising teams, electricians, store planning and store managers was essential to ensure minimum disruption to store. All stores had to be contacted 2 weeks prior to installtion & the day before and following installation..Schedule had to be changed at short notice as situations in stores changed i.e director visits. These stores then had to be accommodated within original time scale. All brand inners had to be received, QC'd, collated and loaded All teams had to possess hydraulic lifting trolleys for H....
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How did you ensure a high compliance / success rate for the project?
The success of this project depended on forward planning & communication . This was achieved by clear & visible communication that was co-ordinated by Inplace between Inplace ,Tesco ,DUK ,electricians ,merchandisers,store managers. A hotline was provided for all issues to be reported directly from store level. Prior to commencement of project all installers had training sessions to anticipate any issues that may arise. Signed documenation and photographs had to be emailed within 1 hour of completion to Inplace co-ordinator,this provided real time tracking and ensured smooth communication to stores regarding delays ect. All stores were visited by QC teams within 24 hours of installation and any snagging issues dealt with.
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| Entry Title |
Value Communication Rollout |
| Category |
Installation |
| Company Name |
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| Client Company Name |
The Co-operative |
| Year Entered |
2011 |
What was the client brief?
The brief was to Launch the ‘Big Deals’ communication to all stores for end of P1 2011 (18th January) in a right first time and cost effective way. The new proposition, which called “Big Deals”, meant the roll out of brand new point-of-sale material & equipment to 2,659 stores nationwide, over just 17 days. Such a large scale project would ordinarily involve the use of multiple suppliers from different regions in UK. However, The Co-operative Food entrusted Kleerex to successfully undertake the installation of all equipment and permanent POS to all 2,659 stores, offering substantial cost savings in addition to project management of the complete project. Kleerex were also entrusted to deliver the POS for the launch of the project to 1,905 stores – the remaining 754 stores had their POS delivered directly by Screenprint Productions Ltd.
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Describe how the project was accomplished including any challenges that had to be overcome?
Due to the volume of sites and the quantity of component parts involved this was a huge undertaking. Planning installation dates and times on site took three weeks to complete. Two months prior to the start of the programme test installations were conducted across ten sites of different sizes and locations to identify and minimise any issues or inefficiencies. In addition to the main Kleerex warehouses 12 regional depots were established with partner logistic companies, employing 40 staff, to minimise each installer traveling. Each of these locations required manning with experienced warehouse operatives to manage the loading and unloading of vans during the day to ensure they were equipped for the following evening. To safeguard the rollout all equipment was delivered into this network of warehouses prior to the start of the program. Third-party POS for 70 percent of the store programme was also kitted and collated with all store equipment in the regional warehouse depots for stores s....
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How did you ensure a high compliance / success rate for the project?
Prior to installation, two phone calls were made to each store to ensure they were prepared for the installation teams on the night. A call centre telephone number was also provided for stores in case they had any questions or concerns with the schedule. 24 hour office support enabled the fitting teams to resolve any difficulties whenever they arose in a quick and decisive manner. Reporting on all installations was available by 10am the following morning enabling The Co-operative to manage the program internally with all interested parties. This included a daily assessment of success / failure rates for initial installations. This was then reviewed with The Co-operative Food Project Team at 12pm every day.
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| Entry Title |
Audi Corporate Identity Change |
| Category |
Installation |
| Company Name |
CJ Retail Solutions |
| Client Company Name |
Audi UK |
| Year Entered |
2011 |
What was the client brief?
During 2010 Audi UK underwent an update of its showrooms to reflect this progressive and modern prestige brand’s image. After completing a review of the marketing and merchandising appraisals undertaken earlier in the year (2010) (which involved reviewing over 29,000 lines of data and 8,000 photos taken from every Audi centre) it was decided that all Audi branded POS, showroom and forecourt collateral should be designed, produced and updated. Audi’s success is based on providing first-class automobiles, outstanding service and uncompromising quality, symbolised through a clear corporate identity. The strength and clarity of the Corporate Identity ensures that each showroom is perceived as typically Audi at first sight- One name – One standard – Everywhere. Both through the architecture and signage Audi seek to promote this strong Corporate Identity. Audi’s key objectives were to: •Ensure each showroom represented Audi brand values •Improve showroom merchandising standards •Enforce Corp....
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Describe how the project was accomplished including any challenges that had to be overcome?
This project involved 130 bespoke installations with each showroom requiring a customised scope of works depending on the size and format of the retail centre. The programme was accomplished through robust planning, flexible scheduling and clear communications between the agency, Audi and the third party manufacturers. This was achieved by first class project management, supported by a highly skilled field force. Process of Project Implementation Planning: Following receipt of the initial brief from Audi UK to manage their showroom refresh project the installation agency conducted an initial meeting to explore the scope of the project and highlight any implementation issues that needed to be addressed. Scheduling: This was completed by the agency’s planning department and involved devising routes for each of the two man teams across the UK in line with the client’s geographical requirements and to be completed in two batches of two weeks. A one week break was built in to allow the clie....
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How did you ensure a high compliance / success rate for the project?
A 100% compliance level was achieved within the project timescale attributed to the agency’s robust project management, flexible planning and experience within the automotive industry. We thoroughly trained all our field members in every process of the installation and across all the differing retail layouts. We also used field members with the correct skill set to complete this project; they therefore required certain accreditations and training, including CSCS and Carry and Delivery of goods, and had completed our Training Academy to a gold standard. Expert project management was another important factor to the success of this project, guaranteeing it ran smoothly and that the installation dovetailed with the removal of old collateral. Health and Safety was also important to the success of this project. A thorough risk assessment was completed to ensure health and safety practices were maintained. All installation fitters, supervisors and managers complied with the requirements of th....
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| Entry Title |
Phones 4u Samsung FSDU Installation |
| Category |
Installation |
| Company Name |
CJ Retail Solutions |
| Client Company Name |
H Squared Limited |
| Year Entered |
2011 |
What was the client brief?
Our client H Squared had been commissioned to design and manufacture an impactful interactive retail marketing display unit to promote the new Samsung Galaxy tablet being launched onto the UK market in October 2010. The installation agency was commissioned to complete installation of the interactive display unit into Phones 4u outlets across the UK. The agency was responsible for the following tasks; (i)Receipt, pick,pack and collation and distribution of kit from regional depots. (ii) Assembly of the display tower and interactive monitor. (iii) All electrical connections and wiring including connection to main power supply, TV, camera, wi-fi, audio output, touch screen and interactive functionality. (iv) Programming of laptop keypad (v) Installation of POS items
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Describe how the project was accomplished including any challenges that had to be overcome?
This was a challenging installation primarily due to the weight and dimensions of the unit to be installed. Each unit consisted of 6 individual boxes, weighing up to 80kg each, and 3 man teams were therefore required. Retail sites were based within town centres and shopping centres both of which presented access challenges and problems when transporting large and heavy items during trading hours. The large dimensions also made it difficult to gain access through dorrways and sites had to be phoned prior to each visit to arrange access. Time and date specific issues; Limited stock availability of the initial production run put restrictions on the installation schedule. Which also had to accommodate out of hours, early morning and late night installations. Due to the high profile of the product being promoted London sites were given priority which also challenged manpower resources. The programme was accomplished through robust planning, flexible scheduling and clear communications betwe....
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How did you ensure a high compliance / success rate for the project?
A 100% compliance level was achieved within the project timescale attributed to the agency’s robust project management, flexible planning and experience within the electronics and telecoms sectors. We thoroughly trained all our installers in every process of the installation. We also used field members with the correct skill set to complete this project; they therefore required certain accreditations and training, including CSCS, Carry and Delivery of Goods and Manual Handling and had completed our Training Academy to a gold standard. In addition findings from the trial sites allowed for modifications to be made to the initial client installation brief which resulted in a smoother installation. A thorough risk assessment was completed to ensure health and safety practices were maintained with all installers, supervisors and managers complying with the Health and Safey at Work Act 1974. Reporting ensured the client and project team had full visibility during the project to be able to qu....
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| Entry Title |
Homebase Furniture Builds |
| Category |
Installation |
| Company Name |
CJ Retail Solutions |
| Client Company Name |
Homebase |
| Year Entered |
2011 |
What was the client brief?
During 2010 Homebase executed plans to move the brand from a DIY retailer to a home retailer. The brand tag line “Make a House a Home” was introduced in order to appeal to the family and female market and soft furnishings and furniture was given a more prominent/increased presence in-store. As part of the re-branding the installation agency was awarded the contract to carry out the furniture review. Activities included: removing out-dated items of furniture, re-siting existing items and building new items across 20 ranges of furniture and comprising 75 stock lines. The brief included; •Re-plan the furniture zonal areas •Build agreed new furniture •Place agreed furniture as per CAD layout •Replace damaged taped areas •Remove deleted product lines •Identify any damages and record on PDA •Photograph finished displays Client’s Objectives •Introduce new product lines to the floor displays •Ensure maximum compliance levels through gold standard build and installations •Adhere to Health and S....
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Describe how the project was accomplished including any challenges that had to be overcome?
This project involved 206 bespoke installations with each retail site requiring a customised scope of works based on consumer demographic data. The programme was accomplished through robust planning, flexible scheduling and clear communications between the agency and Homebase. Planning Following receipt of the brief from Homebase the agency conducted an initial meeting to explore the scope of the project and to highlight any implementation issues. Scheduling This was completed by the agency’s planning department and involved devising routes for each of the 2 man teams across the UK in line with stock availability at store. Trial sites were undertaken which allowed the agency the opportunity to identify any technical or logistical issues as well as confirm timings for each site visit. Findings from trial sites contributed to the detailed training manual produced by the agency. On-site implementation On arrival at site the installer would (i)Check the store specific implementation plan a....
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How did you ensure a high compliance / success rate for the project?
The high level of compliance achieved within the project timescale can be attributed to the agency’s robust project management, flexible planning and experience within the DIY retail industry. We thoroughly trained all our field members in every process of the installation. This was backed up by good communication between dedicated Homebase project leaders and store managers and having a dedicated Homebase field team . Reporting ensured the client and our project team had full visibility during the project to be able to quality control the work, check issues and ensure all work was completed to the highest standard. “We were very confident in CJ’s work and found the use of the portal a great step up from what we had previously worked with. The field team had a very good attitude whilst in stores and we received very positive feedback from the stores” Sharon Merry.
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| Entry Title |
Martin McColls Counter Rollout 2011 |
| Category |
Installation |
| Company Name |
Momentum Worldwide |
| Client Company Name |
Martin McColl Ltd |
| Year Entered |
2011 |
What was the client brief?
No1 independent neighbourhood retailer Martin McColl, wanted to introduce a fresh look to its counter serving area across its entire estate. The aim of the project was to standardise the way the tills were laid out in each store, create more serving space, maximise the benefit of their till screen advertising and assess whether the flow of traffic was encouraging impulse purchases at the till. Martin McColl initially approached the agency with a brief to complete a survey of the existing counter layout and design within 1,270 of its stores. The aim was to confirm the counter details within each store to aid with the manufacturing of new kits. Martin McColl then briefed the agency on the installation of the new counters into the full estate of 1,137 stores across the UK, including the Isle of Wight. Although the complexity of the installation varied from store to store, the main brief included the following tasks: •Re-profiling shelving •Installation of new units •Adaptation of the till....
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Describe how the project was accomplished including any challenges that had to be overcome?
Overview The sheer scale of the project presented a number of challenges. Visiting a total of 1,137 stores within a 12-week period required robust planning, logistical expertise, highly skilled installers and a dedicated project management team. To achieve McColl’s brief the agency had to overcome the following challenges: • Surveyed 1,270 stores across the UK to ensure the correct equipment is ordered/manufactured. • The agency used its expertise to make suggestions and put together a number of relevant survey questions for the client to ensure they received the data they required from the project • The surveys ensured that the following data could be collated from each store: the number of current units and shelves, hooks, the sizes of each counter and the current customer flow instore • Survey data was put into a PDA system so the data could be easily manipulated once all stores had been surveyed • Each store took an average of 15 minutes to survey. This equates to 317.5 man hours o....
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How did you ensure a high compliance / success rate for the project?
Overview The agency embraced a ‘Right First Time’ philosophy drawing on its vast experience and past learnings of installations in similar retail environments. The following helped the agency to achieve this: •Real-time stock control management and updates using PDA devices and stock extranets •Regular, timely and clear communication between manufacturers and retailers •Hands-on training of installation teams •Pre-calls to store prior to the installation team visiting. •Quality control checks by regional managers to ensure high standards •Regular reporting and monitoring of progress for the client Planning The project planning for the installations started in October 2010, 7 months before the project started. This meant that trials could be worked into the project timeline. Upon receipt of the initial client brief, the agency also met with Camelot, the Lottery provider, to fine-tune the project objectives and discuss the scope of work involved in installing the new Lotto unit. The agen....
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| Entry Title |
Refresh And Rebalance Project |
| Category |
Installation |
| Company Name |
Momentum Worldwide |
| Client Company Name |
Boots |
| Year Entered |
2011 |
What was the client brief?
Leading health and beauty retailer Boots wanted to maintain a competitive edge across its cosmetic category by improving the customer's experience in by redesigning and updating the brand inner units for Self Selection Cosmetics. The aim was to give the category a new 'Look and Feel' and extend the brand portfolio reinforcing Boots position as the market leader in this category. Momentum was successful in securing the contract to install the new units and project management the logistics associated with this large and complex installation project. The installation brief from Boots included a number of key challenges: • Modifications to the main generic furniture • Replace all old style self-selection inner units for 14 brands with the new designs. • Call off, pick pack and collate all the units, sales plan material and base furniture required • Complete a re-alignment of the brand adjacencies in every store • Introduce two completely new brands • Work with the manufacturers on designin....
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Describe how the project was accomplished including any challenges that had to be overcome?
Summary The agency installed a massive 19,803 mods into 1,631 stores. Each single mod measures 2ft 6in or 76.2 cm. (If you put the mods on top of each other, they would be two and a half times the height of Kilimanjaro). An average of 82 sites were visited every week for a period of 20 weeks. The agency also removed the 19, 721 exiting mods during the same visit. The scale and complexity of the project required a dedicated project management team of 10 full time office staff along with a field management team of 10 to manage all key elements effectively over a 5-month implementation period. The size and experience of the team ensured that all aspects of the project were managed in line with Boots’ expectations and the agency could overcome the challenges of the project. To achieve Boots’ brief, the agency had to accomplish the following challenges: • Install new inners for 14 brands into Boots • Introduce 2 new brands to the Boots estate • Manage a total of 9,500 pallets of stock deliv....
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How did you ensure a high compliance / success rate for the project?
Overview High compliance was achieved by the agency embracing a ‘right first time’ policy and ensuring our installers were trained to a high level through our robust training programme in order to complete the project. Our high compliance enabled the agency to achieve a right first time installation rate of 99.4%. Project Planning Pre-planning was essential so the agency started working on the project in September 2009 - eight months before project commencement – including holding a number of planning meetings with Boots. Planning also involved working with manufacturer and offering advice on the design of the kit to make it efficient for installation. This was key to ensuring the agency worked in line with Boots’ critical path. The agency ensured that the installation kit was delivered 3 weeks prior to installation, this allowed necessary in house procedures and processes to be performed prior to installation. The agency provided first class project management, highly skilled installe....
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