Retail Strategy Consulting

Every consumer brand today understands that to grow and scale profitably, they have to be omnichannel. Simply because their consumers are. Whether it is commerce or content consumption, consumers are doing it across channels seamlessly. Research offline, buy online, and vice versa is extremely common For example- 70% of consumer durables/electronics research begins online, but 70% sales are still offline. The keyword searches for many categories on Amazon/Google is only a small % of actual sales happening online. Same for youtube views on product review videos And now, with the advent of Quick-com, there are categories like beauty, general merchandise where research/discovery is happening on Nykaa/Amazon/Google/offline and purchase on Q-com For brands which have both D2C websites and EBOs, the best/highest converting footfall in the EBOs are actually people who have visited and researched the products on the website But despite understanding all of these, most consumer brands fail miserably when it comes to being truly omni-channel. So, if you are looking to scale across channels successfully, here are some must-dos across 4 heads a) Organization Structure & KPIs : Traditional structures simply won’t work if you are trying to build omnichannel. Most often we see different sales heads for different channel. We also see independent teams for e-commerce/modern trade resulting in internal competition for same consumer and often conflicting promotions And as a result channel conflict emerges from different margins across channels, Separate targets and KPIs and separate marketing budgets by channel Even for many new age brands who have a good D2C business and have newly opened EBOs, there are no synergies. The team that drives D2C has absolutely no incentive to drive relevant consumers to EBOs. In fact I will not be surprised if D2C teams in these companies will hide/remove the store locator to improve site conversions as that is what they are incentivized for The first way to solve it is to structurally remove silos and align incentives. Incentives drive behaviour. Have common joint goals and KPIs. At Atomberg, the growth team which drives e-commerce demand is also responsible for generating searches on Google and Youtube as this has highest correlation with offline demand. They are also responsible for generating leads that can be forwarded to the local teams. They are also responsible for driving footfalls to our marquee MBOs using the store locator. And all of these at a city level and a state level. So, in addition to channel wise targets at a national level, there are region wise targets for all channels combined which is of equal importance for the growth team The link to the complete post is in the first comment. It covers technology, product portfolio and pricing/promotions must dos for an omnichannel brand Do read

Convenience retail: where every penny counts Convenience stores operate on some of the tightest margins in retail. Rising energy costs, wage increases, and theft make cost management a daily battle. Yet, across the UK, independent retailers are showing how smart technology, process optimisation, and discipline can unlock significant savings. Several approaches stand out: • Staff productivity: Automating stock checks and order forecasting with advanced EPoS systems can save up to 12 staff hours per week – hours that can be redirected to customer service and sales. • Promotion cycles: Moving away from rigid four-week cycles towards staggered promotions avoids costly staff surges. One Stop Stores Ltd achieved ~£600 weekly savings with this approach. • Apps for operations: Low-cost tools like Connecteam simplify compliance, shift management, and reporting – reducing admin costs and preventing the need for extra hires. • Security discipline & smart locking: With UK shoplifting at a 20-year high, retailers like Costcutter ’s Peter Patel limit evening facings of high-value products. But there’s another evolution: grab-and-go cabinets that act as a “high value shop in the shop”, released only after credit card tap (or app) and potentially age verification. —> A leading example is Reckon.ai, a Portuguese startup whose AI and computer vision modules transform existing cabinets, fridges, shelves into autonomous smart units. —> Customers unlock the cabinet (via payment or authorized app), pick what they need, and simply close the door — all tracked in real time, with inventory updates and automatic checkout. —> This combines the convenience of self-service with the protection of a controlled environment. • Energy management: Smart plugs, timers, and recovery systems optimise usage. For heavy users, suppliers like SmartNest Energy, British Gas and EDF offer tailored contracts – but the key is short-term flexibility. • Cash handling automation: Smart safes digitise deposits, reduce errors, and free up staff from manual counting. The UK convenience retail market exceeds £47 billion annually, with over 46,000 stores serving millions. Efficiency at the execution level is not optional — it is a survival imperative. #retail #convenienceretail #fmcg #grocery #storeoperations #epos #retailtechnology #efficiency #staffproductivity #promotionstrategy #retailsolutions #energymanagement #sustainableretail #smartretail #security #cashhandling #lossprevention #retailsavings #omnichannel #automation #retailapps #ukretail #europeanretail #retailsecurity #retailinnovation #smallbusiness #ukbusiness #europebusiness #retailtrends #retaitech #foodtech

Did you know that 95% of urban holiday shoppers in India research products online before visiting a store? The question for luxury brands is: How do you convert these online visitors into loyal offline customers? For luxury brands, the challenge isn’t choosing between online and offline—it’s blending them to create seamless, personalized experiences that retain the exclusivity and allure of the luxury segment. Here are five strategies luxury brands in India can adopt:   1️⃣ The In-Store Experience Luxury shopping is all about the experience. While not every store can replicate Louis Vuitton (see pics), brands can still focus on creating immersive spaces. 🔵 Design stores as places where customers connect with the brand, not just the products. 🔵 Host art installations, pop-ups, or workshops. 🔵 Enable online fulfilment so customers can explore products in-store and complete purchases later online.   2️⃣ Use Technology Not every brand can afford cutting-edge AR or VR tools, but simpler technologies can also elevate the customer journey. Install tablets or interactive screens to offer customisation options like unique designs or personalised engravings. 3️⃣ Leverage Data Online data, like browsing habits and purchase history, can help create tailored in-store experiences. Imagine a scenario where a customer books an appointment, and the staff has pre-selected items based on their online activity. 🔵 Invest in CRM systems to collect and analyze customer data. 🔵 Train staff to use this data for personalized service. 🔵 Send timely notifications about new arrivals or events that align with customer preferences. 4️⃣ Omnichannel Integration The boundaries between online and offline are increasingly blurred. A customer might discover a product on Instagram, research it on your website, and then visit your store to complete the purchase. 🔵 Interconnect all channels—online and offline—for a unified experience. 🔵 Offer features like appointment booking, product reservations, and virtual consultations. 🔵 Provide flexible options, including in-store pickups and home delivery. 5️⃣ Redefine the Role of Sales Staff In the “phygital” era, sales staff are not just sellers—they are brand ambassadors and trusted advisors. 🔵 Train them to align service with the brand’s online interactions. 🔵 Equip them with tools to access customer profiles and preferences. 🔵 Focus on building long-term relationships rather than closing immediate sales. The future of luxury retail lies in combining the strengths of digital convenience and physical presence. By investing in technology, adopting data-driven personalization, and rethinking store roles, luxury brands can create unforgettable customer experiences that build lasting loyalty. In a world where expectations are constantly evolving, the brands that can master this digital-physical intersection will set the standard for the luxury market of tomorrow. #omnichannelretail #luxuryretail

📱 Rakuten’s launch of its AI Agent across mobile and web platforms is an example of how Asia Pacific retailers are moving from reactive conversational assistants to more proactive, ecosystem-driven capabilities. 👉 While Rakuten’s AI Agent is not yet “agentic AI” as per IDC’s definition, it reflects the starting point of a wider journey: adopting assistants for customer support and product discovery, then progressing toward autonomous, intent-driven agents that coordinate pricing, fulfillment, and engagement in real time. 📊 IDC’s Industry Insights 2025 – Retail Survey shows this evolution is underway: > 61% of retailers globally are piloting and deploying agentic AI > Nearly 25% of initiatives are already live > In Asia Pacific, adoption is especially visible in customer service, product discovery, and omni-channel integration 🔎 Along this path, retailers in APAC face key priorities: > Integration and Data Infrastructure – Building cloud-native and unified commerce platforms to support real-time decisioning > Personalization and Local Preferences – Balancing predictive analytics with community-driven, local brand trust > Operational Efficiency – Piloting AI in dynamic pricing, fraud detection, and workforce support, while addressing ROI and privacy concerns > Omni-Channel Intelligence – Moving from channel coordination to seamless, data-driven fulfillment and engagement > Conversational Interfaces – Preparing for customer expectations around voice, chat, and image search, which can lower friction and even reduce returns 🌏 Beyond Rakuten, we see JD.com in China experimenting with AI shopping concierges, Shopee piloting conversational agents in Southeast Asia, and Lotte in Korea exploring autonomous pricing and merchandising systems. Each step brings retail closer to the agentic ecosystems IDC describes. 📌 These developments reflect IDC’s finding that personalization, omni-channel integration, and agentic AI are converging to reshape retail operations and customer engagement. 📖 Read more in the full report by IDC's Ornella Urso: Personalized CX and Omni-Channel Integration Evolving Rapidly Alongside Agentic AI (Jul 2025 – https://lnkd.in/gSMq6eum) #RetailAI #AsiaPacific #AgenticEcosystem #CustomerExperience #IDCInsights See more about Rakuten here: https://lnkd.in/gPikKi8M 

Here's a thought for recruiters from industries OTHER than retail: Not sure if that store manager who applied has strong enough team building and HR skills? After all, they only fold clothes all day, right? What would they know? Hold on. Store managers and other #retail leaders have considerable experience in HR-related functions. They don't have a full HR team back there in the stockroom - any help is often hours away. They do it themselves: ✅ They assess their talent needs. What do they have now? What do they need soon? What about peak season fluctuations? ✅ They actively recruit day after day. They source top talent, relentlessly. ✅ They hire and onboard people. Lots of them. ✅ They train staff in classrooms, on the sales floor, in the warehouse, or in other locations. Wherever they can and need to. ✅ They create complex employee schedules week after week. ✅ They manage payroll budgets, wage scales, and labor efficiency. ✅ They oversee the performance of each member of their team. They do performance reviews and coach struggling employees. ✅ They create and manage succession plans to ensure a strong leadership bench for their location and the rest of the district/region/company. ✅ They identify, develop, and promote top performers within their store and for the company as a whole. ✅ They maintain a strong understanding of, and strict compliance with, local employment laws and regulations. ✅ They plan and facilitate team building events to improve the culture and employee engagement, recognition, and retention. ✅ They routinely demonstrate strong conflict resolution skills. They problem-solve several times a day. ✅ They manage severe weather events, active shooter situations, civil riots, and other crisis situations with exemplary leadership, communication, and compassion. Retail leaders have a wealth of experience to offer in HR, team building, operations, sales, customer engagement, and so much more. It's time to cast aside your outdated perceptions of what store managers are.

I was a Store Manager 10 years ago. There were millions before me ... and the Carrie Bradshw in me can't help but wonder why the role still looks EXACTLY the same. I jumped back onto the retail recruitment desk a few weeks ago and in my opinion, there's a really simple formula to attracting the best-in-talent Managers and not many brands outside of the big luxury players are doing it. 1. Change the rostering structure to a Monday - Friday roster. Shuffle ASMs to be key drivers Tuesday - Saturday and 3ICs or key-holders to lead your Sundays. 2. Elevate the title, elevate the opportunity. Create Business Managers, not Store Managers. Consider different titles that support senior operators. Gone are the days where only Area Manager roles are seen as senior or aspirational. Create store based roles in your brand that top performers will never want to leave. Specialists. Executives. Directors. Operations Managers. Get creative with titles and elevate the responsibility to deliver truly strategic results in key locations. 3. Give your leaders set strategy time each week. Elevate them from relying on them be physically on the floor 5 days a week, to having strategic day(s) that allow them to train, mentor and OPERATE like business owners. Afterall, you trust them wholeheartedly in that location. If their store not their business? Your Managers know more about what their location needs to thrive than anyone else in your brand. Empower them. 4. Start your salaries at no less than $85K and if you don't see value in that salary - look at what you offer in the L&D space and train your Managers on how they can add value at that level. This may be high for some boutique or lower turnover stores - at a minimum, start with your flagships and work backwards. In 2025, I truly believe the role of Store Manager needs to be aspirational. It needs to be exciting. It needs more strategy, more focus, more commitment - and not from the Managers themselves, but from everyone above them. There is SO much incredible retail talent out there right now, but we need to give them a reason to move elsewhere and a way to grow in a single site location. I understand there are profit margins, wage budgets and so many factors that impact this role. But we are operating in what should be a truly omni-channel world. If you want the best retail talent, start thinking differently. Work on your internal training. Stop searching for that unicorn retailer. Unicorn retailers are working for the brands that taught them how to be a unicorn and they aren't leaving unless you can offer them something significantly more exciting. Strategise how to develop unicorns through your own internal training and strategy program and hire the smile instead...

This week, Leon and I unpack the 5-Dimension Framework for building a winning marketing and sales strategy — and explore how it plays out in one of the most competitive spaces on earth: retail, especially convenience stores. Retail is a battlefield of inches — the placement of a product, the smell in the air, even the angle of a shelf can make or break a sale. The best retailers win not by chance, but by mastering every detail. The 5-Dimension Framework 1. Target Customer Insights – Who exactly are you serving, and what truly matters to them? 2. Unique Customer Value Proposition (CVP) – What do you offer that no one else can? 3. Reasons to Believe the CVP – The proof points that make your promise credible — from quality to consistency. 4. Trade-offs – What are you willing to say no to, so your focus stays sharp? 5. Pricing – How to turn your value into a pricing strategy that works — from charm pricing to perceived worth. Topics Covered • The golden rules of retail:  – Product mix and merchandising  – Customer experience and store operations  – Pricing and promotion  – Inventory and supply chain management  – People and performance We make reference to Shell convenience stores, 7-Eleven, KKM, and SEGi Fresh, uncovering fascinating insights: • Why Lululemon smells a certain way — and how scent becomes silent persuasion • Why Buy-1-Get-1-Free beats a simple 50% discount • Why you should never stock condoms behind the counter — and the science of visibility in retail • Should a petrol station be built before or after a traffic light? • And the case of Nigel Spark’s CapCity, where TikTok Live meets physical retail to drive conversion and loyalty. Retail isn’t just about shelves and sales. It’s about designing experiences that sell themselves — aligning insight, value, belief, trade-offs, and pricing into one seamless customer journey. The best retailers don’t just open stores. They build temples of consistency — where every scent, shelf, and smile quietly says: Welcome back. Check it out https://lnkd.in/gWC_UnA3

🔥 How Resilience Rewrote My Retail Story In my journey, conventional wisdom has rarely worked. Instead, I have focused on crafting solutions that fit the specific needs of the situation. Today, I want to share some key lessons from taking one of the biggest brands from $100 million to $400 million. 1️⃣ Treating each store as its own profit center. Rather than applying a blanket strategy, I tailored metrics and goals to each store’s unique context, ensuring a customized approach for maximum impact. 2️⃣ Redefining product strategy. I reimagined the product offerings, ensuring that we aligned our inventory with customer demands and emerging trends, resulting in improved customer satisfaction and sales. 3️⃣ Redesigning existing stores. I restructured store layouts and optimized product displays, creating an inviting environment that enhanced the customer shopping experience and increased foot traffic. 4️⃣ Changing the size and location of existing stores. By shifting stores to new, high-traffic locations and adjusting store sizes, we increased sales by 3x, making a massive difference in performance within the same market. 5️⃣ Expanding with new stores. The expansion into new locations played a crucial role in driving turnover and bottom-line growth. These new stores became significant contributors to our overall success. 6️⃣ Building a culture of excellence. I worked closely with the team to rebuild morale and create an environment where everyone felt empowered and valued, fostering collaboration and commitment. 7️⃣ Reimagining the brand experience. From customer interactions to operational efficiency, we explored ways to do things better. Every challenge was met with determination and a willingness to innovate. 8️⃣ Staff training to increase UPT and ATV. Investing in staff training programs focused on improving UPT (Units Per Transaction) and ATV (Average Transaction Value), which significantly boosted performance and customer engagement. The result? ✅ The stores achieved profitability with a minimum of 10% EBIT. ✅ We turned things around and breathed new life into these retail units. This experience reinforced some key lessons for me: ✔️ Listen—to the market, the team, and the customers. ✔️ Adapt—because flexibility is key to finding solutions in difficult situations. ✔️ Empower—those around you to take ownership and contribute to success. ✔️ Lead with empathy—because a motivated team can achieve incredible results. In retail, where change is constant, resilience and adaptability are vital. Whether it’s reshaping customer perceptions, improving store operations, or rallying a team, small, thoughtful steps can lead to meaningful outcomes. I’m grateful for what this journey taught me and for the team that made it possible. How has resilience played a role in your leadership journey? #Leadership #RetailIndustry #Resilience

As a franchise consultant, oftentimes one of the first conversations I have with candidates is simply an explanation of services. While most people understand the general function of a “coach” or “consultant” to be assisting an individual in the exploration and research process during some type of professional transition, from a position of experience and expertise, there are nuances to what this role entails. Over my years in the industry, I’ve found that there are 4 primary functions I perform while working with franchise candidates: 1. Getting to know and evaluate the candidate 🫱🏽🫲🏾 Not all brands match all candidates. It’s important to establish baselines and discover – first, whether franchise ownership is the right fit for you (the candidate), and second, what type of brand best matches your goals, personality, financial situation, among other relevant criteria. 2. Answering the big questions 🤨 Logically, people who have been in an industry for a while will have a better sense of which questions need to be addressed and in which order. For franchising, consider: How does funding work? What is a realistic timeline? How do I know what kind of franchise brand will lend itself to my professional experience? I help answer these questions and come prepared with personalized options.  3. Presenting pre-vetted quality franchises ✅ As a proud member of a fantastic franchise network (FranChoice), I have access to a large pool of quality franchise brands. I have the benefit of knowing brands that have been working with us for more than 20 years as well as exciting new brands that are consistently being added to our network that are just stepping onto the scene. 4. Following through on the process from start to finish 🏁 Ultimately, my goal is to provide ongoing support and strategic guidance throughout this process. Since my success is dependent on the success of my candidates (none of my fees are payable by the candidate), it is in our mutual best interest that I support you in every way I can throughout the entirety of the discovery and signing process. If you are curious about franchise ownership, schedule a call or send me a DM! -  #success #motivation #entrepreneurship #franchising _________________________ → Follow & ring the 🔔 for more franchise/business ownership tips & insight  → Business Page: Franchise Vision®

Common Visual Merchandising Mistakes and How to Avoid Them Visual Merchandising (VM) is the art of creating an engaging and customer friendly store layout, but even the best strategies can fall short if certain mistakes are made. Here are some common VM errors and tips to avoid: 1. Cluttered Displays Mistake: Overcrowding shelves and racks with too many products, making the display look chaotic. Solution: Focus on a clean, minimalistic approach. Showcase key items prominently and group products logically to create an inviting, organized display. 2. Poor Lighting Mistake: Using insufficient, harsh, or inconsistent lighting that fails to highlight the products effectively. Solution: Use warm and focused lighting to highlight key items. Invest in spotlights for premium products and ensure the lighting aligns with the store's mood. 3. Ignoring Customer Flow Mistake: A confusing store layout that disrupts customer navigation, causing frustration. Solution: Map out a clear path for customers, starting with attention grabbing displays at the entrance and logical product placements that lead to other sections. 4. Outdated or Static Displays Mistake: Keeping the same display for too long, making the store appear stale. Solution: Refresh displays regularly to reflect seasonal trends, promotions, or new arrivals. Rotate themes every few weeks to maintain customer interest. 5. Lack of Storytelling Mistake: Creating displays that don't engage customers or tell a cohesive story. Solution: Design displays with a theme or narrative that connects emotionally with the audience, such as showcasing outfits for a specific occasion or season. 6. Neglecting Window Displays Mistake: Underutilized or outdated window displays that fail to attract passersby. Solution: Invest in eye-catching and dynamic window displays. Use bold visuals, clear messaging, and rotate displays to highlight current promotions or bestsellers. 7. Inconsistent Branding Mistake: Displays that don't align with your brand's image or values. Solution: Ensure all visuals, colors, and props are consistent with your brand identity. This creates a cohesive shopping experience and reinforces brand recognition. 8. Overloading with Visuals Mistake: Using too many colors, props, or graphics, leading to a cluttered visual experience. Solution: Stick to a color palette and design language that enhances the products rather than overwhelming the customer. Keep visuals simple and purposeful. What's one VM mistake you have encountered? Share your experience below! #VisualMerchandising #RetailStrategy #GameChanger #RetailSuccess #CustomerExperience #StoreDesign #RetailInnovation #BoostSales #RetailTrends #MerchandisingMatters