VMSD - September 2017 - T4

The 2016 survey was conducted to understand:
* goals & metrics used to measure ROI
* target levels for ROI
* frequency for calculating ROI
* criteria for determining if store redesign was a success
* criteria for determining/evaluating the role of any
specific design element(s) in the success (or failure)
of the store redesign
Key findings from the survey include:
Definition of "store redesign" was wide ranging. There
is an old truism: ask three people a question and you will
receive three different interpretations of the question.
Shop! found this to be true when we asked retailers,
designers and store fixture manufacturers to define "store
redesign." Respondents used words like remodel, redesign,
refresh, retrofit, reconfigure and renovation. The variety
of terms reflected the range of design scope, from minor
changes to completely new stores. Elements of redesign
included everything from interiors and architecture, fix-
tures and flooring, graphics and branding, and everything
in between. Rebranding and enhanced customer experi-
ence were also mentioned in describing a "redesign".
Redesign lifespan depends on whom you ask. In terms
of how long a store redesign should last, the three respon-
dent groups again had different responses: manufacturers
thought 3-4 years; the majority of designers believed 5-6
years, while retailers' responses were spread throughout
the ranges, depending on their definition of redesign.
However, 90% of retailers did not expect a store rede-
sign to last more than 6 years before an update would
be required. Not surprisingly, the smaller the remodel,
the lower the expected ROI, and the lower the expected
lifespan of the remodel. Conversely, the larger the remodel,
the larger the expected ROI and lifespan.
Perceptions of retailer motivation differs. Shop! research
also found designers and manufacturers had different per-
ceptions of what motivates retailers to embark on a store
redesign. Understanding these during the planning phases
of the project will help suppliers to better serve the retailer.

MOTIVATING FACTORS
Better leverage
physical footprint
to increase sales
across all channels

34%
23%
18%

Cohesively align
with a redefined/
reinvented brand

11%
29%
12%

Create a stronger
connection
with current
consumer base

23%
16%
12%

Retailers

Designers

Manufacturers

Specifically, retailers indicated that the single biggest
motivator for a store redesign was to better leverage their
physical footprint to increase sales across all channels.
Retailers also stated creating a stronger connection with
current consumer base as a key motivator. Manufacturers
aligned with retailers on the goal to leverage their physical
footprint, but also felt they wanted to be seen as an innovator in their market.
Designers, for their part, believed the redesign was done
primarily to cohesively align with a redefined/reinvented
brand and to a lesser extent, better leverage physical
footprint to increase sales across all channels. This may be
indicative of the designers' scope of work, specific to more
store design-oriented goals, however, given retailer moti-
vations, it would behoove designers to assess the overall
impact of their designs on sales lift across all channels.

KEY LEARNING:
Designers and manufacturers need to better understand retailer motivations for a store redesign to
help meet their core objectives.

2017 Shop! ROI Standards: Store Redesign

Table of Contents for the Digital Edition of VMSD - September 2017