A successful lifestyle brand had extended its retail footprint to more than 40 countries within a short time. After a fall in operating results, Team Retail Excellence was engaged to review the retail division’s operations – looking at markets and driving profitability.
A fashion chain had allowed obstacles to prevent it taking full advantage of low cost direct sourcing. Team Retail Excellence was tasked with setting targets, and then working with the team to overcome issues and achieve the vision set and associated financial performance.
A new management team had taken charge of a loss-making multi-channel company with misaligned processes. After the worst of the sales hemorrhaging was stopped, a 12-month program fixed the process issues and underlying performance – preparing them for profitable growth.
A non-food retailer wanted to move from three sales channels (stores, catalogs and internet) to true multichannel retailing. Team Retail Excellence worked with them to integrate key processes – driving consistency and synergy across very different channel needs.
An international luxury brand had set up 600 of its own stores worldwide. Rapid expansion meant 60 countries took "independent" retail paths. Our challenge was to help them define the right model and control points to drive financial performance as markets tightened.
A family-operated retail chain with a large franchise network needed to change how product was managed to reflect its scale. As they prepared to invest in a merchandise management system, Team Retail Excellence received a mandate to help them make the change effectively.
A lifestyle fashion brand had opened 400 of its own stores in five years. But staff costs were high, and there was insufficient focus on customer service. TReE worked the client to release over £3M p.a. - while driving up customer service, conversion and basket-size.
One of Europe’s largest clothing retailers recognised the need to revise its buying strategy – from tactical and heavily cost-based to a balanced approach with strategic supplier management to drive product innovation. It asked Team Retail Excellence to support its internal teams with expertise in buying and sourcing. A hands-on approach followed, including restructuring internally and a properly managed transition.
One of Central Europe’s largest retailers had grown through success mainly in toys and electronics. Looking to move into fashion retail, its initial attempts failed. Team Retail Excellence was called in and, following an assessment of what was by then a well served and highly competitive market, developed a concept and finance plan for a new fashion value format.
A wholesaler encountered early success with a new retail format. Pushing for growth led to a cash crisis. Team Retail Excellence assumed the position of Chief Restructuring Officer and worked with management to guide the company back to profitable, sustainable growth.
Following acquisition, a high-end menswear retailer reduced store labour costs, and looked for ways to improve customer service. Team Retail Excellence reorganized store processes and interaction with other functions - freeing up capacity for enhanced customer care.
An international womenswear brand was working to optimise its strategy and product range. Two large-scale consulting projects to do so were well received, but implementation had stalled. Team Retail Excellence was called on board to drive real ownership and change.
A German company with 130 stores across Europe had integrated many of its planning processes. Pricing remained disconnected and was seen to be responsible for performance fluctuations. A vertically and horizontally integrated approach to pricing was required…
An international retail chain with over 700 stores had grown continuously. Its existing buying and merchandizing processes were divided into centralized and decentralized areas of responsibility. Simplification, reduced numbers of un-necessary touch-points and hand-overs, plus strict calendar management greatly improved effectiveness and responsiveness
A successful, vertically structured fashion retailer suspected that its allocation management process was not fully realizing its stores’ sales and profit potential. They were right, but their initial thoughts on the “solution” were wrong – TReE helped them find the solution that worked best for them.