16. Installation

To return to view all award categories for this year, click here.

Entry Title	Store Refurbishment Programme
Category	Installation
Company Name	CJ Retail Solutions
Client Company Name	Phones 4u
Year Entered	2010

What was the client brief?

With competition on the high street tougher than ever, Phones 4u refreshed its retail estate in a drive to boost standards and sales. A key objective for Phones 4u was to tone down the stores to give a slicker feel by renewing displays and refreshing the decor. The new design of the stores was not a radical departure from Phones 4u’s bold style and statement as the objective of the refit programme was to make the product the hero and get theatre into stores by having a much more ‘contemporary feel’. Phones 4u also aimed to increase the number of store bays where product is sold; eg 8 bays was increased to 10.5 or 11 which in turn has increased selling space by 30% in most stores. Client Brief: •To complete installation of store selling bays within the new store layout including; o6 x storage bays (3x Pay As You Go and 3x Contract) ohero bays, olaptop bays o“Grab and Go” tables. •Installation programme to follow specific dates of client’s store refit schedule in partnership with other s....
[More]

Describe how the project was accomplished including any challenges that had to be overcome?

Planning for: •6-8 hours on site, working overnight shifts •8-30 bays per store •446 sites •Nationwide coverage, including Northern Ireland •2 man teams installing 2 sites per night •Up to 36 installers per week •Working to store specific planograms. •All sites being date specific to follow Phones 4u subcontractor's schedule •Each site to have a risk assessment conducted to ensure all Health and Safety practices were adhered to. Initial planning involved compiling scheduling information from the subcontractors involved in the refit programme. We were required to work in conjunction with six different subcontractors including; electricians, painters and decorators and graphics fitters. Detailed planning was critical to ensure communication and liaison with each party and consisted of weekly meetings and conference calls to review project progress. As we were the last piece in the jigsaw it meant that we were dependant on other contractors having completed to schedule. Stage 2 of the pla....
[More]

How did you ensure a high compliance / success rate for the project?

To achieve high compliance, we thoroughly trained all our installers in every process of the installation and across all the differing store layouts. We also used installers with the correct skill set to complete this project; they therefore required certain accreditations and training, including CSCS, SPA, PAT Testing, 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 dovetailed with the activity of the subcontractors. We worked with six different subcontractors so constant communication was important to the success of the project. Health and Safety was also important to the success of this project. A thorough risk assessment was completed at every site to ensure health and safety practices were maintained. All installation fitters, supervisors and managers complied with the requirements of the Health and Safety at Work Act 1....
[More]

Entry Title	Martin McColl's New Magazine and Confectionery Fixture
Category	Installation
Company Name	CJ Retail Solutions
Client Company Name	Bartuf Systems
Year Entered	2010

What was the client brief?

The objective of this project was to increase, by 25%, the current profile of magazines, newspapers and confectionery in Martin McColl's stores. The objective was to be met by 1 Providing clarification of exisitng display equipment through surveys and data collection. 2 Refitting stores with new tiered shelving to increase the number of facings and improve the layout of the newspapers, magazines and confectionery bay.
[More]

Describe how the project was accomplished including any challenges that had to be overcome?

Stage One – Trial June 2009: A 12 store trial survey was completed to test the survey form structure and to gauge feedback from the field teams as to what would work effectively whilst on site. Completed survey forms were collated by our project team and forwarded to the POP manufacturer to enable them to produce store specific bay requirements for the next phase. August 2009: Based on trial survey results a 9 store trial installation was completed. This enabled confirmation of on site timings and the overall installation schedule. Stage Two – Surveys This project required 606 store surveys to be completed over 6 phases. This involved thorough planning, accuracy and efficient communication. The surveys required; i) measuring shelf height, width and depth ii) noting any obstructions such as fire extinguishers, floor levels, alarms and power points within the bays and surrounding area iii) collecting additional store information such as parking facilities iv) taking photographs of bay an....
[More]

How did you ensure a high compliance / success rate for the project?

Project management was fundamental to success of this project. Our Reporting system POPsysPRO ensured the client and our project team had full visibility during the project to be able to quality control the work, check any issues and ensure all work was completed to the highest standards. Any issues or problems were reported back to the client immediately in order that an on site solution could be found and full compliance achieved. It was important that all Installers were trained thoroughly in every aspect of this project. Accuracy during the initial surveys was imperative to the correct kit being manufactured. The manufacturing team had to rely on our measurements, which if incorrect would have caused devastating issues when installing the kit. To prevent any issues thorough training was given to all of our installers. This took place at the different store layouts and went through every process of the installation. Using installers with the correct skill set to complete this projec....
[More]

Entry Title	Sales Based Ordering for Cosmetics
Category	Installation
Company Name	Momentum Worldwide
Client Company Name	Tesco Stores Ltd
Year Entered	2010

What was the client brief?

Tesco’s principle brief was the implementation of new self-selection cosmetic display stands into the health and beauty aisle of 432 Tesco stores. The newly designed stands will introduce a new ticketing solution for this category, enabling store staff to continuously replenish stock levels and price tickets using a standardised store procedure. This was also an opportunity for Tesco to rebalance the cosmetic displays and maximise sales by changing the layout and planograms of the cosmetic stands, thus creating a new brand hierarchy for each store. This challenging project therefore involved a bespoke range of installations and kit updates for each store—this was not ‘one’ simple installation but 432 complex installation projects. The agency was responsible for the following tasks:- •Receipt, pick, pack, collation and distribution of kit from regional depots. •De-installation of outer carcass displays then subsequent installation of 143 new and reused outer carcass displays to match in....
[More]

Describe how the project was accomplished including any challenges that had to be overcome?

Introduction:- This challenging project involved 432 bespoke installations, with each store requiring a customised scope of works depending on the size and format of the store as well as the range of brands on display. The timescales for this complex project were tight, with the agency having only 12 days to put the project together in time for the pilot installations and only 5 days to plan the full-scale roll-out. Robust planning, flexible scheduling and clear communication between the agency, Tesco and third party manufacturers was essential. This was achieved by a first-class project management team who demonstrated resilience and a winning attitude throughout the project, supported by a highly skilled field force who enjoyed this new challenge. Process of Project Implementation- Project Planning:- The agency received an initial brief from Inplace Cosmetics, an estates management agency who were commissioned by Tesco to manage the Sales Based Ordering for Cosmetics project. The ins....
[More]

How did you ensure a high compliance / success rate for the project?

A total of 431 of 432 scheduled installation visits were completed within the project timescale thanks to the agency’s robust project management, flexible planning and vast experience installing cosmetic point of purchase displays into retail stores. The agency believes clear communication played a vital role in this project. The project management teams liaised with 6 POP manufacturers, Inplace Cosmetic project managers, and Tesco operations management on an hourly basis during the live project. In addition, all stores were given a 2 week and 24 hour pre-visit call to ensure that store managers were aware of the activity. The agency also checked with Tesco that there was enough room to accommodate a new brand in certain stores to help avoid wasted journeys. A helpline number was also provided by the agency which stores contacted on a daily basis with queries and issues. The installations took place during out-of-hours including weekends to help minimise disruption to store trading. Th....
[More]

Entry Title	National Lottery Playstation Project
Category	Installation
Company Name	Momentum Worldwide
Client Company Name	Camelot
Year Entered	2010

What was the client brief?

National Lottery operator Camelot wanted to introduce new-look Playstations, Scratchcard dispenser fascias and external signage across its network of 28,500 National Lottery retail outlets. The £16.5 million investment to refresh its permanent point-of-sale (POS) material underlined Camelot’s ongoing commitment to its retailers and formed a key part of its plans to offer National Lottery players and retailers an even better service – and to deliver the next stage of National Lottery sales growth and returns to the Good Causes. Camelot contracted two installation agencies to deliver this major POS and signage campaign across the UK. The brief involved the following challenging tasks:•The removal of old Playstations from 28,500 retailers•The installation of new Playstations at each retailer•The updating of Scratchcard dispensers with new frames and fascias•The replacement of projection signs and pavement signs at each retailer•Stock management, warehousing and distribution of the old and....
[More]

Describe how the project was accomplished including any challenges that had to be overcome?

Summary of ChallengesThe sheer scale of the National Lottery Playstation project presented numerous challenges. Visiting a total of 28,500 retailers in a 14-week period required robust planning and logistical expertise on the part of the dedicated project management team. This demanding project required the scheduling, training and implementation of a large workforce across the UK, together with sound co-ordination between the POS manufacturer, installation agencies, recycling partners and all retailers. An understanding of the logistical challenges presented by each retail environment – such as limited site access and off-loading restrictions – was also essential for successful implementation. Thanks to the hard work, determination and seamless synergy of the project teams, each installation was completed on time, on budget and to the extremely high standard required ¬– and expected – by Camelot.Project PlanningUpon receipt of the initial client brief, the installation agencies met wi....
[More]

How did you ensure a high compliance / success rate for the project?

The agencies embraced a ‘Right First Time’ philosophy and both organisations drew upon their vast experience and past learnings of installation into different retail environments to ensure a high success rate for the project. The following tactics helped the agencies to achieve this:•Real-time stock control management and updates using PDA devices and stock extranets•Regular, timely and clear communication between agencies, manufacturers and retailers•Hands-on training for warehouse and installation teams•Quality control checks by regional managers to ensure high standards•Flexible and realistic daily schedules for the engineers•Regular reporting and monitoring of progress for the clientInstallation into the 28,500 stores was successfully completed thanks to the hard work, dedication and expertise of the project management and field teams.Feedback from clientStephen Day, Camelot’s Head of Procurement & Supply Chain, says: “As Camelot’s installation and logistics partner the agencies wo....
[More]

Entry Title	Miss Dior Cherie 2009 Towers and Focal Point Treatment
Category	Installation
Company Name	Plan 2 Install
Client Company Name	Mad About Design
Year Entered	2010

What was the client brief?

On behalf of Parfums Christian Dior UK's design and manufacturing supplier, Plan 2 Install were commissioned to visit 100 Boots Stores to clad and merchandise Focal Point Towers. The installation programme was undertaken in May 2009 to support other instore marketing and promotional activities surrounding the launch of a brand new fragrance; Miss Dior Cherie Eau De Toilette. The installation team had to find the best existing "Boots Shelving Tower" or nominated "Focal Point Location" in each store and dress them with the cladding material supplied. The Towers had to be located adjacent to either the Dior Counter Concession or the 'A' Site where additional event promotional material was present. The Focal Points are fixture breaks in the Fragrance Walls around the perimeter of the chosen stores. Once clad, the displays were then merchandised with stock from the store and Testers were displayed on Glorifiers and Coffrets. The Top 30 Stores had to be completed in the first week of launch ....
[More]

Describe how the project was accomplished including any challenges that had to be overcome?

1.A Trial Installation was conducted by the Project Team in the Client’s design office prior to the roll-out to iron out any potential issues and create an Installation Method Statement. 2.Instruction to proceed was based upon a letter of authority agreed between Boots and Dior Head Offices, which was sent out to all Beauty Team Managers at Boots stores as part of their Monthly Sales Plan. 3.Project planning and control was conducted under PRINCE2 guidelines within the Plan 2 Install Project Office. Consideration was also given to our environmental policy. 4. The schedule was planned to ensure that each Installer would be visited by our Operations Manager at their first site to undergo training. This helps to establish a consistancy of approach and quality throughout the UK. In some cases this also combined with display equipment deliveries. 5.Off shore sites were scheduled and allocated to mainland team members to reduce the need for additional distribution, and training. 6.48 Hours i....
[More]

How did you ensure a high compliance / success rate for the project?

The key element to the success of this project was the planning carried out at the outset. The Method Statement was written following the trial installation and circulated to the installation team in advance of the rollout. Careful delivery planning made sure that the kit was in the right place at the right time. On the job training ensured that everyone involved in the project understood all the elements involved and were working to the same standards. Instructions were issued stressing that if either an installation was refused or a tower was not available and the installer could not negotiate a local solution, then a phone call was placed to the Project Office where help would be given to overcome the issue. This involved communicating with the Dior's own Retail Sales Force and Boots Head Office. 98 installations were completed successfully! Two stores had no towers for us to clad.
[More]