1. Driving sustainableyou find your
Helping profit growth

3. Retail-Remedy delivers complete support solutions to
retail companies and those organisations wishing to
engage with retailers.
As retail experts we pride ourselves in providing our clients with quality,
experience-based insights into the challenges and opportunities that retail
provides.
Our strength lies in being able to apply our collective retailing experience
(currently in excess of 200 years) to develop strategies, concepts and
ideas that appeal to consumer needs and deliver sustainable profit growth
to the companies we engage with.
Our values and trading ethos have enabled us to attract leading retail
specialists to join us – people we have worked with over time, people we
are prepared to trust with your project …and our reputation.
As a business we pride ourselves on being respectful towards your culture
and identity and at the same time delivering an objective, independent
and honest appraisal of your organisational strengths and opportunities.

4. Strategy & Planning

5. Strategy & Planning Workshop – Strategic Personnel (business owners/leaders/senior managers)
Prime Objective: to formulate an effective strategy using all the tools at your disposal and create plans that you can implement
Learning outcomes
At the end of the workshop, participants will:
 evaluate the Strategy employed by successful retailers  be aware of the tools to help challenge and develop Strategy
 understand the factors that influences current and future  understand how to keep Strategy alive and relevant
Strategy
 appreciate how to begin forming a customer-facing Strategy
Strategy and Planning programme overview
Defining Strategy Surfing the Edge of Chaos
 The tale of the rather warm frog  Strategy as a living organism
 What Strategy is and what it is not  Removing equilibrium and delivering for the customer
 Brand and Strategy compatibility in the retail sector  Creating an adaptive Strategy system
 Evaluating your current Strategy  Creative Strategy on the edge of Retail Chaos
 Competitors’ Strategy and how to ignore it
Strategy as Options for the Future
 Strategy Testing
 Uncovering hidden constraints
Strategic Decision Making  Establishing Strategic processes
 Developing collective intuition  Optimising the Strategic portfolio
 Creating constructive conflict  Planning and Opportunism
 Maintaining decision pace in fast paced retail environments
 Avoiding internal politics
“Perception is strong and sight weak.
Traditional Strategic tools
In strategy it is important to see distant things
 SWOT analysis as if they were close and to take a distanced view
 Five forces framework of close things.”
 Experience curves
Miyamoto Musashi 1584-1645,
 Strategic portfolios legendary Japanese swordsman

6. Leadership

7. Leadership Workshop
Prime Objective: transforming business owners into great leaders
Learning outcomes
At the end of the workshop participants will be able to:
 design, evaluate and communicate an effective vision for your  deliver a variety of communication styles for each business
business need
 act as a role model for team empowerment and performance
 deliver a clear Strategy that engages the whole team
management
 understand how to inspire colleagues with stretching goals and  identify team dynamics and instigate a performance and
clear target setting development culture that caters for the whole team
Leadership programme overview
Laying the foundations Goal setting
 Great Business Owners versus Great Business Leaders  What is policy? what is procedure?…and how to communicate
 Transforming business ideas into strategic direction both
 Reviewing the vision, mission and values of your business  Aligning personal targets with business goals, Strategy into
KRAs
 How to keep your business relevant – BHAGs
 Building milestones
 Knowing when to grow and when to shrink
Building the right team Managing performance
 Agreed performance charters and how to get them – GAPS
 Great leaders build great teams
analysis
 Harnessing the passion of your team.
 Performance reviews and their frequency
 Recognising individual and team strengths
 Dealing with poor performance
 Team building options
 Managing personal development and nurturing talent
Communicating the message  Aligning reward to performance
 Communication types and their uses  Succession planning to future-proof your business
 The problem with over-communication and how to stop it
 The Emperor has no clothes – how to tell him.
 Communication feedback loops “Know Thyself!”
Scribes of Delphi (via Plato)

8. “Designing an authentic and differentiating Brand
Promise and aligning your company to be a
Promise Delivery System (and nothing else) equals
Brand Success”
WOW Branding 2007
Branding & Marketing

9. Brand & Marketing Workshop 1 – Strategic personnel (business owners/leaders/senior managers)
Prime Objective: to evaluate, challenge and understand the principles of Branding as it relates to your business and its customers
Learning outcomes
At the end of the workshop, participants will:
 understand what their brand values are  create marketing promotions that support the brand
 understand how to create a brand promise  understand how to deliver the brand promise through the line
 review options for central brand management  understand how to extend a brand or make a sub brand
 understand how to create differentiation in an undifferentiated
market
Strategic Brand & Marketing programme overview
What’s your Brand? Marketing the Brand options
 Your Brand evaluation  Keeping the Brand Promise during marketing
 Market place review  Promote the product or the Brand?
 Customer profiles, current and future
Bringing the Brand alive
Brand and Strategy integration  How does the field team live the Brand?
 Right brains, left brains and the bit in the middle.  Brand enhancing and erosion in the field
 Brand promise alignment
Going to Market
Managing Brand options  Brand extensions, the good the bad and the
‘ I’d rather not’
 One stop Shop
 Sub-branding, Why? Why not?
 Brand agencies
 Integrating your marketing team
“An image is not simply a trademark, a design, a slogan
Brand disciplines or an easily remembered picture. It is a studiously crafted
 Differentiating your Brand personality profile of an individual, institution, corporation,
 Internal collaboration, external collaboration product or service.”
 Remaining innovative Daniel J. Boorstin: historian, professor, attorney and writer

10. Branding & Marketing

11. Brand & Marketing Workshop 2 – Operational personnel (line management)
Prime Objective: to understand the brand and how the brand promise is delivered though its people
Learning outcomes
At the end of the workshop, participants will:
 understand the importance of branding throughout the  have learnt how to support integrated marketing through
organisation promotional management
 understand how to evaluate brand execution in the field  realise the importance of making service part of the brand
 understand the importance of keeping branding simple in the experience
field  understand how to execute events in the field.
Operational Brand & Marketing programme overview
What’s your Brand? Operational Marketing
 Your Brand evaluation  Simplifying the toolkit
 Market place review  Developing sixth sense marketing
 Customer profiles, current and future  Promotional management
 Colleague profile
Keeping it interesting
Brand Execution in the field  Making it an event
 Brand values and company values  Delivering for the suppliers
 Colleague Brand induction
Customer Service
 Look and Feel, to customers and colleagues
 Service as a Brand expression
 Ease of Brand execution in stores
 Brand enhancing and Brand erosion
 Analysis and management of Brand management in the field
Brand Charters “There is nothing more tragic for a company
 Creating a Brand Charter than when its insiders are clueless about the brand
 Involving colleagues in the Brand
 All-arena support of the Brand and their role in delivering the brand promise.”
 Brand enhancing and Brand erosion WOW Branding 2007

12. Buying &
Merchandising
“We only have one bullet in
our gun, the right product at
the right price”
James Sinegal, Costco

13. Buying and Merchandising Workshop
Prime Objective: to increase sales and profits through better buying and category management
Learning outcomes
At the end of the workshop, participants will:
 understand the role the category plays in their business  approach setting the right objectives and strategies
 understand their Customers and what they want from the  make the right decisions on range, pricing and promotions
category
 growing their sales and profit of the category
 understand the competition and how this effects their
decisions
Better Buying and Category Management programme overview
Defining the role of the category Developing category objectives and strategies
 What does your category mean to Customers in your store:  Understand your growth objectives
– Is it destination, routine or treat?
 How can you achieve them?
– Is it a category that will be awarded feature space
and/or marketing support?  What do you need to do differently?
 How does the category contribute to overall profit?  Creating plans to land change
Understanding your Category Customer Better Buying
 Who is your target Customer?  How you can afford to deliver your strategies
 What % of the store’s Customers will you expect to shop your  Making the right decisions
category?  Customer requirements vs financial benefits
 What does your Customer need/want from the category?  Better negotiation with suppliers
 How to delight the Customer
Price and Promotions
Understanding your Competition  What is your price and promotions strategy?
 Where else are your customers shopping?  What do you need to do more of, or to do differently?
 Why are they shopping there?  How to fund your activity
 How can you improve on their current experience?  How to shout about your activity
 How can you tell them about your benefits?

14. Negotiation
“Let us never negotiate out of fear.
But let us never fear to negotiate.”
John F Kennedy
“Imaginative, sanguine
men will never recognize
that in negotiations the most
dangerous moment of all is
when everything is moving
according to their wishes.”
Honoré de Balzac, French writer

15. Negotiation Workshop
Prime Objective: to increase profits through better Negotiation
Learning outcomes
At the end of the workshop, participants will:
 understand what makes a good negotiator – how to become one  understand how to deliver a win-win outcome
 understand their objectives, and those of the other party  understand how to manage conflict and tactics
 know how to plan a negotiation  understand how to capture and record agreements correctly
 know how to set the right strategy and work to this throughout
the negotiation
Better Negotiation programme overview
What makes a good negotiator? Aim for win-win
 What are the knowledge and skills required?  How to make both sides ‘feel good’
 How can you become better at negotiating?  Conflict and collaboration – uses and misuses
 How to practise, practise, practise  Concessions – should you or shouldn’t you?
 How to build and maintain relationships
Planning the negotiation
 How to set the right objectives Managing conflict
 Know your own business  Is conflict a bad thing?
 Understand what the other side wants  How to say no without walking away
 Where is the power? – what have you got that the other party  When to walk away
wants?
Tactics, and how to handle them
Setting your negotiation strategy  Most common tactics and responses
 What is your start point?
 How to use time and deadlines
 Managing agendas
Capturing the deal
 How can you take advantage of natural competition between
suppliers?  How to document and follow up post deal
 Avoiding break down

16. Visual
Merchandising

17. Visual Merchandising Workshop
Prime Objective: to increase footfall, sales and profits through powerful Visual Merchandising
Learning outcomes
At the end of the workshop, participants will:
 understand the importance of visual merchandising within  appreciate the elements of successful visual merchandising
their business model execution
 understand visual merchandising and its relationship to sales  be able to identify visual merchandising action plans, toolkits
and training guides
 understand the components of visual merchandising
Visual Merchandising programme overview
The role of Visual Merchandising Product Execution – the principles
 What’s my role?  Categories/Brands/Prices
 How does it impact the business?  Product adjacencies
 Measuring Success  Use of space and product flexing
 Promotional activities
Image and Identity
 Understanding your customer Communicating your message
 Communicating your brand values  Windows
 The silent sales person  Point of Sale
 Displays
Navigation and Store design
 Fixtures
 Understanding customer flow
 Use of space
 Mapping the customer Journey
 Colleagues
 Delivering the correct floor plan
 Choosing lighting and fixturing
“Properly practiced creativity must result in greater
The Product Story sales more economically achieved. Properly practiced
 Building a campaign
creativity can lift your claims out of the swamp
 Less is more
of sameness and make them accepted, believed,
 Apples with apples
 Visual cues persuasive, urgent“
 Working with colour William Bernbach , founder of Doyle Dane Bernbach

18. Customer Service
“If growth is what you’re
after, you won’t learn
much from complex
measurements of customer
satisfaction or retention.
You simply need to know
what your customers tell
their friends about you.”
Frederick F. Reichheld , Harvard Business Review

19. Customer Service Workshop – Strategic level
Prime Objective: introducing a modern approach to recognising and satisfying current and future customer needs
Learning outcomes
At the end of the workshop participants will:
 recognise the correlation between your brand and service.  be able to recognise and reward great service delivery.
 understand how to determine the ‘real’ needs of customers.  plot the customer journey and determine the key service
overlaps.
 understand how to measure service effectiveness and
delivery within the business.
Customer Service programme overview
The Customer Colleague Engagement
 Who is your customer?  Why they bother, if they do?
 Who do you want your customer to be?  Recruiting a service driven team
 What does your ‘Brand’ say about your service and your  How to get – and keep – colleagues engaged in service
service say about your ‘Brand’? delivery
 Identifying and plotting the needs of your current and future
Service Framework
customers
 Growing your business through service delivery
The Experience  Policies and procedures – Giving customers what they want
 You are a service expert
 Budgeting for service – it costs you money but increases your
 Seeing what your customers see profits
 Hearing what your customer say  Monitoring colleague/customer engagement
 Making feedback work for you
The Customer Path “The only path to profitable growth
 Your customer’s journey starts before they enter your business may lie in a company’s ability to
and never ends
 Making your customers work for you
get its loyal customers to become its
 The goodwill bank marketing department.”
 Measuring Success Frederick F. Reichheld, Harvard Business Review

20. web: www.retail-remedy.com e-mail: info@retail-remedy.com phone: +44 (0) 161 408 3021 driving sustainable profit growth