CLIENT: A $1 billion plus national big box retailer.
This specialty retailer retained PwC‘s Retail Consulting Services to review its current merchandising practices. The executive team believed that there was significant opportunity to improve merchandising effectiveness through defining clear strategies, focus and accountabilities in the organization.
We defined, harmonized and planned the roll-out of critical merchandising processes to improve its effectiveness. We identified the associates responsible for each process, defined key performance indicators for measuring success for each process and role, and designed consistent and actionable reporting.
Our team identified a significant issue in the planning process – assortment decisions were conducted at a tactical level, with minimal strategy in place. We drove the design and implementation of the category strategy planning process, including training to ensuring that all category managers started planning their assortments in a strategic manner.
We also recognized a substantial gap in technology solutions available to automate much of the manual work that the merchandising team conducted. We identified functional requirements as well as internal and external costs to develop or enhance current technology solutions to support merchandising roles and promotional effectiveness.