Corporate
FMCG Retail Industry Services
Loop is a strategic consultancy that centres its activity on the clients services, products and consumables; enhancing the performance of each within the company business model.
Corporate
FMCG Retail Industry Services
4R
etai
l
Loop
We def ine Opportunity Territories which achieve unique marketing positioning for the client.
We develop business models and convert them into retail models.
We def ine product and service strategies that achieve natural superiority in the market.
We structure categories, ranges and sku’s, etc. which form the retail assortment and align them with the correct pricing policy.
We define strategies to boost digital sales and the direct digital touchpoints with consumers.
We develop omnichannel strategies beyond the usual sales and communication channels.
We monitor market behaviour through data analysis, and analyse the different strategies and categories that have been developed.
We develop strategies for increasing traff ic, increasing average ticket and also that encourage customer loyalty.
We define strategies that create value from the data and knowledge about buyers and users.
We structure, design and manage strategies for private label and for manufacturer brands.
WE ARE EXPERTS IN RETAIL
Loop
5
6 7R
etai
l
Loop
FORUM SPORTS T O R E M O D E L
Loop
The sports store market is highly saturated and different brands f ight for differentiation though small adjustments in the assortment, price and communication.
The growth of actors such as Decathlon, the e-retailers and the boom in the sports clothes market have obliged Forum Sport to rethink their business, with two main alternatives: a strong leader proposition, or the adoption of a follower position carrying out small changes in the business model.
ChallengeDef ine a differentiated position and apply it to an integrated offline-online retail model, exploiting the potential of Club Forum Sport.
SolutionTo reach this unique positioning, a company-level strategic plan was developed, def ining the brand values, market positioning, client segmentation and the creation of an offline-online store model centred on the motivations of the target consumer. Furthermore, the store concept and the future purchase experience were def ined, exploiting omnichannel sales and developing the loyalty strategy which was to be integrated into the different touchpoints of the customer journey.
www.forumsport.com
7
8R
etai
l
GRUPO SONAEO M N I C H A N N E L S T R AT E G Y F O R W O R T E N
Loop
Worten is one of Sonae group brands and leads the home equipment sector in Portugal, where they have 125 stores as well as a strong presence in Spain with 60 stores.
ChallengeIn Portugal Worten has complete domination of the home equipment sector, however, in Spain this success has not been easily replicated due to the other leaders in the sector. Additionally, the entrance of digital players has commoditised the sector and means that competition based on price is the only relevant dimension for the majority of the competitors. Because of this, the main challenge for Worten in Spain is the construction of their own Opportunity Territory which gives Worten their own leadership role, and incrementally increases the traff ic to stores and overall prof itability.
SolutionIn order to achieve this objective, a unique competitive space was def ined for Worten Spain. The strategy drives the demand to a higher value purchase with the creation of new categories that require prescription, and maximises multichannel interactions to facilitate not only the capture of consumers but also the sales conversion.
9
www.worten.es
10 11R
etai
l
Loop
WORTEN BECKENP R I VAT E L A B E L S T R U C T U R E
In recent years Worten (division of the Sonae Group dedicated to the sales of home appliances) has developed a policy of creating private labels, of which the Becken brand stands out. Becken is specialised in the sales of home electronics and appliances.
ChallengeTo build the Becken brand for home appliances, ensuring that it has its own distinct character and image in a mid/high range, with the objective that in the future it could be an autonomous brand not necessarily connected to Worten.
SolutionWithin the conditions of a Private Label, a 360º strategy was created, which covers: the brand values, the portfolio structure, innovation policies, purchase strategies, design codes, image and positioning in the sales outlet and the portfolio of associated services.
Loop
11
www.worten.es
12 13R
etai
l
Loop
CONTINENTED I G I TA L I S AT I O N S T R AT E G Y
Loop
Continente, leader in food retail, and pioneering in FMCG e-commerce in Portugal, had already developed a number of disperse digital initiatives in the different departments of the organisation. These initiatives had been carried out inside each area of the company without a connected strategic objective.
ChallengeEvaluate and prioritise the different digital projects, giving them an overall sense of business to emphasise the value that they bring to the market.
SolutionTo develop this high-level model, a digitalisation strategy was def ined, centred on the brand philosophy and the consumer. In this way, all the different digital projects could be aligned according to Continente strategic objectives.
13
www.continente.pt
14 15R
etai
l
Loop
JULIÀ GRUPK AV E H O M E / M U LT I C H A N N E L S T R AT E G Y
Loop
The furniture sector is changing because of the arrival of new international players, who offer design at a good price, and also the arrival of purely digital furniture sales. In this context, Julià Group, a company that designs, manufactures and distributes designer furniture in independent stores decided to rethink their business model, being aware of the evolution of the sector and evaluating the potential of digital business.
ChallengeAdapt the business model to the new omnichannel attitude of the consumer: Showroom + e-retail; and leveraging the experience of the B2B e-platform, create the B2C e-retail, so that they could co-exist with their international f ranchises.
SolutionDef inition of the business model for the side-by-side existence of the physical and digital channels, maintaining the focus on both B2B and B2C. To achieve this, the markets were prioritised based on the level of development of e-commerce of each, the level of market maturity and demand growth. Additionally, a market intelligence strategy was developed, offering the online channel as a showroom adapted to the context, and commercial formats were def ined to maximise business in different types of categories.
15
www.juliagrup.com
www.kavehome.com
16 17R
etai
l
Loop
SPRINGFIELDD I V E R S I F I C AT I O N O F P R O D U C T O F F E R
Springf ield in the Spanish chain fashion store which forms part of Tendam Group (previously Cortef iel Group) and has more than 1000 stores in more than 70 countries across the world. Over the years, Springf ield has developed different fashion collections which respond to the clothing needs for different moments of use and their corresponding target consumer. These collections also looked for ways to diversify and increase average ticket sales.
ChallengeWith a specif ic target in mind, maximise growth and diversify product portfolio in order to increase sales per client.
SolutionConceptualisation of a set of products and services that complement the needs of the target consumer, not just focussed on the main clothing items but on accessories, aligned with the brand philosophy and creating the Springf ield universe for the client. To achieve this, the categories for different contexts in the life of the consumer were organised and the attributes were def ined for each context, with the products that make up each offer. Partnerships opportunities were def ined in order to exploit business potential, as well as a launch plan for increasing market recognition.
Loop
17
www.tendam.es
www.myspringfield.com
18 19R
etai
l
Loop
AREASS E R V I C E S TAT I O N S
The original store models for service stations had been developed with no adaptation to different types of clients in different locations, or their corresponding needs and motivations. Neither had there been adaptations in the assortment for different types of trips or characteristics of the journey. In this context, the loss of opportunities for sales and business optimisation were considerable, given that there was no distinction between store format, assortment, price or promotions.
ChallengeDetect and def ine a new model of service station through the construction of a new experience en-route which invites you to stop and visit the service station store.
SolutionDef inition of the structure of the retail model based on the needs of the different consumer targets and the segmentation of the store according to location and sub-target. Additionally we def ined a wide product range to respond to the different needs in the purchase and consumption contexts, focussed on food and convenience purchase; we def ined a Service station concept based on 5 motivations and purchase modes that had been identif ied during research into “Taking a break as part of the routine during your trip”.
Loop
19
www.es.areas.com
20 21R
etai
l
Loop
IMAGINARIUMR E TA I L M O D E L
Loop
Imaginarium initially found itself in a context of high competition due to the import of low quality toys f rom Asia with which it was competing in price; then, these players also began to compete with Imaginarium on quality and positioning. This redef inition of the competitive space required an adaptation of the business model and retail model in order to give consistency to the company’s value proposition and to accelerate their international expansion.
ChallengeTo def ine a retail model that can easily be scaled and developed internationally; focussed on a specif ic target and an experiential strategy which elevates the position of toys and related services to families.
SolutionDef inition of the Opportunity Territory based on the concept of “Common Spaces” between parents and children, converting Imaginarium into an ally which helps parents to manage time that they share with their children, creating a positive experience in quality time. In this context, Loop def ined a new retail concept and the diversif ication of new commercial lines with their different product lines as well as the services that help to fully exploit this Opportunity Territory.
21
www.imaginarium.es
22 23R
etai
l
Loop
AVIA P E T R O L S TAT I O N S
Loop
There had been an increase in convenience stores due to the need to make a fast purchase, and with very few articles due to the lack of time, as well as the increase in smaller households. Petrol stations also joined this phenomenon, evolving into a new store concept where the “petrol stop” also becomes a moment for the consumer to buy other types of products that resolved immediate needs.
ChallengeTo def ine a new Avia store to increase prof itability, promote the capture of f ranchisees, generate traff ic and integrate it into a replicable management model.
SolutionDef inition of a new prof itable store model which is replicable, easy to implement and that can be segmented according to the store surroundings and the needs/motivations of the customers that stop there. Furthermore, the def inition of the structure and assortment for the convenience stores and the full use of the back-off ice of the store and their potential to generate business.
23
www.aviaenergias.es
24R
etai
l
PALOMA BARCELÓR E TA I L M O D E L D E F I N I T I O N
Paloma Barceló is a Spanish luxury brand that designs, manufactures and commercialises contemporary footwear with daring designs but comfortable to wear. In order to make their exclusive designs, the company had developed a system that would mean they could manufacture a constant volume of high quality products based on a craft batch production method.
ChallengeMaximise the business based on brand value in order to plan company growth and expansion, preparing the company for investment capital.
SolutionWe identif ied opportunities that emphasise the brand positioning, and with this def ined the retail model, structuring the market intelligence area and the collections based on brand recognition. Likewise, the business model was redef ined with the integration of the offline-online channels, with their own sales team and a plan for international expansion. Finally an company strategy was developed which contributed to the increase in company value.
25
Loop
www.palomabarcelo.com
26 27R
etai
l
Loop
DENTAL COMPANYC L I N I C S
The main chains of dentists in Spain have been developed using a bricks-and-mortar store model with high costs and a high level of technology in the service offer. Part of this new technology is the possibility to digitalise the patient’s physical dental information, which means that relevant patient information can be used when the patient is not present. However, Dental Company had followed an expansion strategy installing branches in small towns where the larger chains were not present, but these are the locations where it’s not possible to charge a high price for the services.
ChallengeDef ine an Opportunity Territory for Dental Company which exploits their assets and capabilities. Def ine a structure of the business model and prof itability which takes into account the exploitation of different formats of the clinics according to the patient’s needs.
SolutionDef inition of a unique model of dental clinics based on patient information and knowledge, increasing professionalisation through digital services. Additionally, we def ined a market intelligence model which would facilitate the activity for both f ranchisees and patients and contributed to a better experience of the dental clinic.
Loop
27
www.dentalcompany.es
28 29R
etai
l
Loop
PRIOE - S E R V I C E S TAT I O N S
Loop
29
Prio is a Portuguese company specialised in the manufacture and commercialisation of fuels. Founded in 2006 with a clear objective for respect for the environment, Prio initially specialised in alternative fuels such as natural gas, bio-diesel and electric mobility. In Portugal Prio has more than 250 service stations, many of which have charging points for electric vehicles.
ChallengeTo def ine the future format of the Prio Service Station, responding to the needs of new mobility models and developing new business models to ensure the prof itability of these new types of stations.
SolutionLoop def ined the base of the new business model where it is the services that redef ine the value of petrol stations as well as their monetisation and prof itability. These services are associated to the needs of electric car drivers, new urban modes of transport and new habits of purchase and use. As part of the project we def ined the physical specif ications of the future e-service stations and furthermore the creation of the future service station which would be exclusively for electric mobility and related services.
www.prio.pt
30 31R
etai
l
Loop
RUSTICAEC R E AT I O N O F A N E W D I V I S I O N
Loop
31
In the last few years Rusticae had lead the positioning in the hospitality sector with close customer relationships that has allowed them to build loyalty with a wide range of clients, with which they have increased their hotel chain to more than 300 hotels.
ChallengeThe change in the hospitality context, such as the atomisation of the offer and the entrance of new quality certif ications online which are accessible to all users, has created a challenge for Rusticae. The company needed to continue leading a high value offer (which is Rusticae’s knowledge base) but in this context it was necessary to signif icantly increase the features offered by Rusticae.
SolutionMaximise the value that Rusticae offers, based on 5 factors: 1. Give an identity to the customer membership club and increase its activity. 2. Creation of personalised offers 3. Organisation of complementary local activities, gastronomy etc, linked to the gift cards. 4. Creation of a specif ic offer for companies; and 5. Creation of a selection of content associated with the Rusticae brand. This def inition has meant that Rusticae can increase their service offer progressively, maintaining leadership in the segment.
www.rusticae.es
32 33R
etai
l
Loop
PERALADA GROUPL OYA LT Y S T R AT E G I E S
Peralada Group is a family company with presence in numerous sectors: leisure, culture, viticulture and industry. As part of their leisure portfolio, Peralada Group has casinos in Spain, Argentina and Uruguay as well as an online casino. The “offline” casinos are differentiated purely by their locations, however, the online casino is in a highly competitive market and there are barriers that make player attraction and loyalty very diff icult.
ChallengeWorking with Peralada Group’s physical and digital ecosystem, the challenge was to create the Club and develop it to its maximum potential as a tool to obtain and sustain the unique market position in the casino games market.
SolutionDef inition of a Privilege Club focussed on capturing new non-player prof iles, encouraging the occasional player to increase their visits. This would be applied across both physical casinos as online and with new technologies. This was the def inition of a complete new leisure offer as well as advantages for members that attract a local and non-local target, and build loyalty around the physical casino and its distinct leisure use contexts.
Loop
33
www.grupperalda.com
34R
etai
l
NEXDOMS T R AT E G I C C O M M E R C I A L S T R AT E G Y
RACC, the Auto-assistance and insurance company asked Loop to develop an Opportunity Territory to exploit their position and credibility in the market, in order to increase the offer of products and services. With this context in mind, we detected that in the business of home renovations and domestic repairs there is a lack of structured recommendations and quality services, and because of this, linked to their home insurance offer, RACC decided to develop this position under the brand Nexdom.
ChallengeDef inition of the business model for the commercialisation of services for house renovations underpinned by RACC values and the quality guarantee.
SolutionCreation of the business model, omnichannel strategy, formats and retail model for RACC house renovations. Def inition of the commercialisation structure, client management and customer experience; furthermore, the layout, communication and look&feel of the Nexdom stores.
35
Loop
www.racc.es
36 37R
etai
l
Loop
NATIONAL GEOGRAPHICR E V I S I O N O F T H E R E TA I L M O D E L
National Geographic Partners is a scientif ic organisation communicating through graphic and audio-visual media about geographical knowledge, archaeology, natural sciences, world cultures, history, the promotion of environmental conservation and historical heritage. In that time, the organisation decided to exploit their brand values by f ranchising a retail and online business of products that go further than just media communication; but this model unfortunately didn’t take off in the Spanish market.
ChallengeAnalyse the reasons for why the retail model wasn’t successful in Spain and revise the model for international exploitation.
SolutionIn order to def ine the Opportunity Territory taking into account the Company DNA and the brand philosophy, a segmentation of the target was completed to understand consumer motivations. After this, we def ined the structure of the product and service portfolio, as well as the store formats according to different contexts: f rom shopping centres to airports. Parallel to this, the retail model was redef ined in order to accelerate international expansion and exploit the brand assets.
Loop
37
www.nationalgeographic.com
All the case studies of the companies referred to in this document are projects in which Loop has participated, either in the entire process or part of it in collaboration with the client.
Strategic Reflection Center MadridCalle Alcalá, 21 - Planta 11, derecha28014 Madrid, SpainTel.: (+34) 911 441 144
Strategic Reflection Center BarcelonaCamí de Can Camps 17-1908174 San Cugat del Vallés, Barcelona, SpainTel.: (+34) 933 030 299
Strategic Reflection Center LisboaRua Duque de Palmela, 37 – 3 Esquerdo1250-097 Lisboa, PortugalTel.: (+351) 215 895 471
Strategic Reflection Center País VascoGoiru Kalea, 1 A Eraikutza20500 Arrasate, Gipuzkoa, SpainTel.: (+34) 943 848 988
www.loop-cn.com
Corporate
FMCG Retail Industry Services
