Devour, London • Coffee Fog Devour, London • Coffee Fog Innovative Spaces • The experience of space takes all the character of an event, carefully orchestrated to impress and enthral the visitor at every step. • In addition to the visual impression of the colours and materials, elaborate film, sound and light installations can be employed to reinforce a desired effect. • Other worlds can also be created using virtual reality which adds a new dimension to spatial experience that enriches the real environment. • Users are no longer in the here and now but experienced something completely new in an artificially created parallel world. • Despite their technical sophistication however, these are as yet no match for the ‘real’ experience. Innovative Spaces •Scoop, London Innovative Spaces • Scoop, London • The British Museum of food • The British Museum of food is Britain’s first dedicated museum entirely devoted to the history, evolution, science, art and culture of food. • It was conceived as a new cultural hub, the museum is committed to developing new forms of inclusive and participatory art and science projects designed to provoke new thinking, curiosity and inspire wonder about food. • The mission is to engage people in a past, present and future of food in all its forms and to inspire the Next Generation of consumers, chefs, food educators and producers. Innovative Spaces • The British Museum of food is also a new kind of museum: multisensory and multidisciplinary space brings the world of food to life with exhibits you can taste, smell and eat. • Unlike a traditional museum with the permanent collection and home, the British Museum of food will build organically, operating initially with a decentralized model that doesn’t depend on enticing people to its home but takes the museum directly to the people. • SCOOP is the first manifestation of this approach. • By creating immersive, interactive interpretations of their shared culinary past, present and future, the British Museum food will continually challenge standards of how to experience an exhibition. Innovative Spaces • Lobby Area Innovative Spaces • Lobby Area Innovative Spaces •The Electric Wafer Cinema Innovative Spaces • Collecting ice cream with the Weirs • The first space that you enter is a small cinema playing a video of ice cream enthusiasts Robin and Caroline Weir: ice cream collectors, historians, storytellers and authors. • Caroline Weir’s Collection is that the core off exhibition’s Journey into a history of ice cream. • On display are a considered selection of objects chosen following intimate conversations with the Weir’s and time spent amongst the collection in West London. • A selection from their treasure trove consists of more than 10,000 items with Britain’s love of ice cream and mind. Innovative Spaces • Innovative Spaces •The shock of ice: •The awesome power of the natural phenomen.

1. Devour, London
• Coffee Fog
Devour, London
• Coffee Fog
Innovative Spaces
• The experience of space takes all the character of an event,
carefully orchestrated
to impress and enthral the visitor at every step.
• In addition to the visual impression of the colours and
materials, elaborate film,
sound and light installations can be employed to reinforce a
desired effect.
• Other worlds can also be created using virtual reality which
adds a new
dimension to spatial experience that enriches the real
environment.
• Users are no longer in the here and now but experienced
something completely
new in an artificially created parallel world.
• Despite their technical sophistication however, these are as yet

2. no match for the
‘real’ experience.
Innovative Spaces
•Scoop, London
Innovative Spaces
• Scoop, London
• The British Museum of food
• The British Museum of food is Britain’s first dedicated
museum entirely devoted
to the history, evolution, science, art and culture of food.
• It was conceived as a new cultural hub, the museum is
committed to developing
new forms of inclusive and participatory art and science
projects designed to
provoke new thinking, curiosity and inspire wonder about food.
• The mission is to engage people in a past, present and future
of food in all its
forms and to inspire the Next Generation of consumers, chefs,
food educators
and producers.
Innovative Spaces

3. • The British Museum of food is also a new kind of museum:
multisensory and
multidisciplinary space brings the world of food to life with
exhibits you can taste,
smell and eat.
• Unlike a traditional museum with the permanent collection and
home, the British
Museum of food will build organically, operating initially with
a decentralized
model that doesn’t depend on enticing people to its home but
takes the museum
directly to the people.
• SCOOP is the first manifestation of this approach.
• By creating immersive, interactive interpretations of their
shared culinary past,
present and future, the British Museum food will continually
challenge standards
of how to experience an exhibition.
Innovative Spaces
• Lobby Area
Innovative Spaces
• Lobby Area

4. Innovative Spaces
•The Electric Wafer Cinema
Innovative Spaces
• Collecting ice cream with the Weirs
• The first space that you enter is a small cinema playing a
video of ice cream
enthusiasts Robin and Caroline Weir: ice cream collectors,
historians, storytellers
and authors.
• Caroline Weir’s Collection is that the core off exhibition’s
Journey into a history of
ice cream.
• On display are a considered selection of objects chosen
following intimate
conversations with the Weir’s and time spent amongst the
collection in West
London.
• A selection from their treasure trove consists of more than
10,000 items with
Britain’s love of ice cream and mind.
Innovative Spaces
•

5. Innovative Spaces
•The shock of ice:
•The awesome power of the
natural phenomenon
Innovative Spaces
• Sub zero temperatures? Most likely not what would you
expect in a museum.
• The deep frozen chamber is an homage to the discovery of ice,
not merely as a
natural substance, but has a powerful tool and phenomenon for
humanity.
• In 1857 Swiss businessmen Carlo Gatti built London’s first ice
well is off Regent’s
Canal and is the key figure in developing the ice trade in
Britain.
• These nearby wells with the centre of London Canal Museum
with ice coming
initially from natural sources in Norway via ships, these wells
in Kings Cross would
still up to 400 tons advice for distribution.
Innovative Spaces
•

6. Innovative Spaces
•The Sublime Banquet:
•How Ice Cream Charmed
Europe
Innovative Spaces
• The introduction of ice cream into European society, is told
through objects and
ephemera from Robin and Caroline Weir Collection which
illustrates the
aristocratic origins of ice cream and sorbets and the party took
to more utilitarian
age of the ‘penny lick’.
• Displays include early sorbettiere Machines; an installation of
more than 200
penny licks, and an introduction to the life and work of female
British culinary
pioneer, Agnes B. Marshall, dubbed the Queen of Ices.
• From the 1850s the penny lick – a small reasonable serving
cup, democratized ice
cream. The small heavy-bottomed glasses became popular for
selling and serving
ice cream in the streets.
Innovative Spaces

7. •
Innovative Spaces
•
Innovative Spaces
•
Innovative Spaces
•Epochs of flavor:
•An aromatic journey through
time
Innovative Spaces
• Agnes B. Marshall’s 1885 book included recipes for cucumber
and ginger ice
cream and recipes for Carnation flavoured ice cream date back
to as early as
1750.
• In this space visitors have the opportunity to press a variety of
‘bells’ which then
released an historic flavour.

8. Innovative Spaces
•
Innovative Spaces
•Marshall’s school of cookery
Innovative Spaces
• The following experience allowed you to travel back in time in
the exhibitions
‘Time Machine’ to meet Ida, Agnes B. Marshall’s star pupil and
learn how to make
ice cream.
Innovative Spaces
•
Innovative Spaces
•

9. Innovative Spaces
•The joyous Fountain
Innovative Spaces
• 20th century ice cream machines and serving tools.
• The next display is a selection of ice cream machines dating
from 1900 alongside
the objects relating to the evolving format of ice cream such as
ice cream
sandwiches, sundaes and popsicles.
• Also on display in the 1950s Wall’s ice cream cart for
children. Londoner Thomas
Wall II had been running the family butcher business and was
fed up with laying
off staff every summer when the demand for sausage and pies
fell. The solution?
To retain all of his employees by creating an ice cream business
during summer
months.
Innovative Spaces
• From Play-doh to Andy Warhol, the 20th century collection
showcased ice cream’s
role in popular culture.

10. Innovative Spaces
•
Innovative Spaces
•
Innovative Spaces
•Paradise now
Innovative Spaces
• The science, psychology and chemistry of ice cream.
• The section was a series of interactive experiences which took
you on
multisensory journey into the world of ice cream.
• Using a light-responsive EEG (electroencephalogram) helmet
you could step into
a fully immersive flavor cloud to understand the surprising
chemical make-up of
ice cream.
Innovative Spaces

11. •
Innovative Spaces
•
Innovative Spaces
•
Innovative Spaces
•Lick the sky
Innovative Spaces
• The future of ice cream
• What is the future of ice cream?
• Recent innovations in ice cream focus on sustainability, new
textures and health
consciousness, but one thing stays the same – vanilla remains
the long-standing
favourite flavor with 29% of the popular vote.
• Advancements includes new inventions as well as reinventions
of classics.
• Finally with 19% of ice cream being consumed in bed – how

12. can we eat it in the
dark? Glow in the dark ice cream of course.
• In the section you entered a luminous and cave where the
future of ice cream is
so bright that it glows in the dark.
Innovative Spaces
Innovative Spaces
• As a part of your research you should undertake a visual audit
of the
selected brand.
• The reasons for this are:
• To avoid trying to reinvent the wheel
• To establish what already exists
• In establishing what already exists you should then be able to
build
upon this.
• For example…….
Case Study
•Maison Louis Vuitton

16. Surveying Your Space
•Drawing your Plan
•Seminar 2
•Jonathan Baker / Holly Wadsworth

17. Surveying Your Space
• Drawing your plan can seem quite complicated initially,
however, once you
understand the main principles of drafting you will become
more accustomed to
the skills needed to produce accurate drawings whenever
necessary, or at least
understand what you are looking at during meetings further
down the line when
you enter into industry.
Surveying Your Space
• Stage 1
• Once you have your measurements on your sketched floor plan
the next stage is
to transfer these onto graph paper.
• Please only use a pencil to do this as producing this with a pen
will prevent you
from being able to erase any errors.
• For this exercise you will need:
• A pencil
• A 30cm ruler
• A compass
• An eraser
Surveying Your Space
• Stage 2

18. • Firstly determine how many squares on your graph paper you
will use, for
example
• One bolder square should equal 1 Metre. One slightly less
bold square will equal
0.5 metre and so on……
Surveying Your Space
• Stage 3
• Now begin to draw the major elements of the space showing
any doorways,
windows (in some cases you may also need to show elements
such as fireplaces
and stairs although we are only asking you to produce a simple
plan)
Surveying Your Space
• Stage 3
• Once you have the plan of the space you can then begin to
draw the elevations,
i.e. essentially these are the walls where you may need to
include windows.
Surveying Your Space

19. • Stage 4
• Once you have drawn your plan you may wish to overlay a
sheet a tracing paper
in order to ‘zone’ areas within the space.
Surveying Your Space
• Stage 5
• Once you have zoned the various areas you can then overlay
another sheet of
paper to add the fixtures.
Surveying Your Space
•Allocated Space for Topshop
concept: Blueprint Café, High
Holborn
• *Please note that the following drawings are indicative only to
show you the space you will be
using
Surveying Your Space: Blueprint High Holborn
•

20. Surveying Your Space: Blueprint High Holborn
•
Surveying Your Space: Blueprint High Holborn
•
Surveying Your Space: Blueprint High Holborn
•
Merchandise Planning & Trading Week 6: Numeracy Session
Sales Planning and the WSSI
Weekly Teaching Plan
Week 6 (9th November): Sales Planning & WSSI Refresher
Week 7 (16th November): Markdowns & Promotions
Week 8 (23rd November): Interpreting the Line Report
Week 9 (30th November): Open to Buy and Stock Management
Watch out! We are in JPS
Week 10 (7th December): Balance to Achieve and Re-
Forecasting
2

21. Sales Planning & Phasing
Reminder from Last Term: Why do we plan sales?
To allow us to take informed decisions
Stock commitment
Store staffing
Storage space
To set benchmarks for performance and enable review of
progress in order to:
Maximise sales and profit
Minimise risks and costs
Plans are not inflexible and are rarely a completely accurate
reflection of the future
They are our best educated guess at a point in time
4
Other Stuff you’ve heard before
5
Planning the Range
Year 1, Term 2
Collaborative Project
Year 1, Term 2
The Rubik’s Cube of Seasonal Planning
6

22. STYLE
CATEGORY
DEPARTMENT
STORE
GRADE
DEPARTMENT
WEEK
MONTH
SEASON
Who knows about the Rubik’s Cube? Aim to get all sides as a
solid colour – everything needs to match – same with planning
In the first year, you focused on building the plan from style up
to total and from store up to total.
In the third term, we introduced you to the WSSI, which focuses
on the third dimension – weekly, but it still needs to match
In your WSSI sessions, we talked about phasing your sales, we
going to build on those sessions.
6
When do we start planning?
7
It depends!TYPE OF RETAILERAPPROX . ANNUAL
STOCK TURNWEEKS COVERUp market branded
store2.718Independent retailer3.017Hardware
store3.515Department store4.012Fashion multiple6.08Value
discount shop8.06Supermarket12.03
Retailers with a slower cover TEND to be those with a longer
critical path

23. Timescales of Production: Wooden Garden Furniture
8
Months from start of production to launch of range in UK
1
2
3
4
5
6
Harvest trees
Ship from South America to Vietnam
Cut logs into lengths and dry in ovens to standardise warping
Make
Pack/ Ship to Port
Ship to UK
Ship to DC
Distribute to Stores
Steps to Sales Planning
9

24. 1. Learn lessons
2. Identify opportunities
3. Remove “exceptions” & standardise sales
4. Apply building blocks
5. Set total season plan
6. Phase sales & enter into WSSI

25. How do we build Lessons Learnt?
Collect all available data
Performance data
Weather conditions
Competitor analysis
Customer feedback
Treat it like a jigsaw
Look for patterns and exceptions
10
Performance Analysis
11SalesMarkdownStockValueVarValue% to
SalesCoverCategoryTYLY%TYLYTYLYTYLYStraight2302204.
5%16127.0%5.5%9.07.0Bootleg/ Wide
Leg34030013.3%16304.7%10.0%7.08.0Skinny18015020.0%191
210.6%8.0%7.07.5Boy
friend1008025.0%7107.0%12.5%8.08.5Embellished12010020.0
%191715.8%17.0%12.011.5Total97085014.1%77817.9%9.5%8.

26. 28.2
Highlight winners and losers together
11
How do we identify opportunities?
Research
Trend predictions
Global impacts on trends
Current product offer
Gaps compared to competition
Product trends
New threats or competitors
Corporate growth target
12

27. Strengths
Weaknesses
Opportunities
Threats
What Factors can impact on Performance?
13
Major
Sporting Events
Moveable Public
Holidays &
Events
Extreme Weather:
Snow
Floods
Extreme Heat

28. Unplanned
Space
Changes
Strikes and
Public
Disturbances
Economic Disasters
Power Failures
Bird Flu
Foot & Mouth Disease
Terrorist
Attacks
Unexpected
Response to
Promotion
Quality
Problem
Removing Exceptions
14Actual SalesStoreWeek ->1234TotalNameCommentUnusually
HotLondon11002800150016007000Paris1600400022002200100
00New YorkClosed Week 3 for
flooding13003200018006300Total4000100003700560023300Sta
ndardised SalesStoreWeek -
>1234TotalNameCommentUnusually

29. HotLondon1100150016005500Paris1600220022007900New
YorkClosed Week 3 for
flooding130018006300Total4000560019700
Excluding closure week, the sales of New York are +14.5%
more than London. 1,500 +14.5% = 1,718
Sales are building from weeks 1 – 4: Apply average of week 1
and 3
1700
5400
1300
1900
1500
4700
Top Down/Bottom Up Planning
Bottom up targets are rolled up and compared to top down
targets
Differences are reviewed and changes agreed collaboratively to
ensure ownership of the target
15
Top Down
Management give
overall growth
target for sales
and margin
Bottom Up
B and M teams
submit plans based
on detailed product

30. opportunities
Bottom Up Planning:
The Building Blocks
16
Last Year £12.0m
Dis-continued line (£0.8m)
Loss of space (£0.6m)
Last Year Base £10.6m
LFL growth 5% £0.53m
New key line £1.0m
New sub-category £1.2m
New Target £13.33m
Space:
Where existing stores gain more space there must be a sales
benefit and it should be planned at same sales per square foot
and therefore total sales will increase
If current space decreases sales per foot need to go up in order

31. to maintain profitability
New space should at least be planned at company average sales
per square foot
16
Set Total Seasonal Sales Plan: Exercise
Let’s work together to suggest a sales target for next year based
on the information given
Company target growth = 10%
Stonewash skinny jeans are a major trend for next season;
markdown TY driven by product failure on a dark wash
Growth in skinny likely to take some sales from straight jeans
More opportunity in bootleg/wideleg with growth on wideleg
Boyfriend jeans have had a good couple of years but there is
more competition coming into the market
Embellished had good sales growth but with high markdown and
increase in cover; trend forecasts suggests that new category,
distressed finish, will split sales between
Embellished/Distressed
17
Sales Phasing Exercise
18Next YearActual SalesMarkdown Stock Target SalesValue
MixVar Value % to Sales Cover Category ValueMixVar
TY%TY LY TYLYTY:LY%TY LY TY LY TY LY Straight
23022023.7%25.9%4.50%16127.00%5.50%97Bootleg
/Wideleg34030035.1%35.3%13.30%16304.70%10.00%78Skinny
18015018.6%17.6%20.00%191210.60%8.00%77.5Boy friend
1008010.3%9.4%25.00%7107.00%12.50%88.5Embellished
12010012.4%11.8%20.00%191715.80%17.00%1211.5Distressed
Finish000.0%0.0%0.00%000.00%0.00%00Total
1070100%10.3%970850100.0%100.0%14.10%77817.90%9.50%

32. 8.28.2
Seasonal Sales Planning Exercise: Possible Answer
19Next YearActual SalesMarkdown Stock Target SalesValue
MixVar Value % to Sales Cover Category ValueMixVar
TY%TY LY TYTY:LY%TY LY TY LY TY LY Straight
22021%-4.3%23022023.7%4.50%16127.00%5.50%97Bootleg
/Wideleg39036%14.7%34030035.1%13.30%16304.70%10.00%7
8Skinny
22021%22.2%18015018.6%20.00%191210.60%8.00%77.5Boy
friend
11010%10.0%1008010.3%25.00%7107.00%12.50%88.5Embellis
hed 656%-
45.8%12010012.4%20.00%191715.80%17.00%1211.5Distressed
Finish656%0.0%000.0%0.00%000.00%0.00%00Total
1070100%10.3%970850100.0%14.10%77817.90%9.50%8.28.2
Sales Phasing
20
Steps to Sales Phasing
Review 2-3 year’s sales trends
Take account of standardised history
Consider the total mix for the first and second quarters as this is
usually similar
Adjust sales for impacts of key events
Add in new promotional events
Add in impacts of new stores

33. 21
Phasing Exercise 1
Download the exercise from Moodle and complete it in the soft
copy
Feel free to work with your neighbour to complete this!
22
Phasing Exercise 2
The total department phasing has been set
However, this doesn’t match my category phasing
For the second exercise, match your bottom up phasing to the
top down phasing
Try not to change the top down phasing
23
WSSI Recap
24
What is the WSSI?
Weekly Sales Stock and Intake:
The most important stock control document in a merchandise
team

34. It can be shown in Retail Selling Value (inc or ex VAT), Units,
or Cost
25
Pre-Season Planning
A document to plan sales, stock and intake
In-Season Trading
An in-season forecasting tool
An overview of current performance
A method of highlighting possible issues
A document which can be completed manually or automatically
Can be broken down to show figures yearly, half yearly,
monthly, weekly, cumulative to date
25
The Function of the WSSI
Weekly Sales Stock and Intake:
The MAIN stock planning and forecasting document for most
retailers

35. 26
Sales
Phased: by week, month and total half
Actual/ forecast / re-forecast
Budget, variance to Budget
Last Year, variance to LY
Intake
Delivery Phasing
Intake Quantities
Open to Buy
Stock
Required, actual and forecast
Cover Performance: Flat and Forward
Terminal stock & Impact on Profit
Markdowns
Phased: by week, month and financial half
Impact on Profit
To manage our stock effectively, we monitor ALL stock
movement through the WSSI
Each of the above is one of the key performance criteria on
which merchandisers and buyers are assessed
Hence, this shows the importance of this document
What if scenarios
Sanity check on plans
Show total picture when rolled up – see if sum of individual

36. depts are too optimistic or pessimistic
Consider implications of not having a WSSI
26
Terminology Check: Terminal Stock
Terminal stock:
The stock that remains in the business beyond its planned
selling period, for example:
Beaded evening dresses in February
Shorts in November
Terminal stock targets are set as:
Total cash value
Cash value as a percentage of the total sales
Cash value as a percentage mix of the total stock
Who uses the WSSI?
28
Company overview
Finance
Cashflow
Currency purchase

37. Merchandising and Product
Category planning and management
Weekly view of required intake
Supply Chain
Intake and despatch
Retail Operations
Store staffing levels
DC capacity and staffing
Executive Board

38. The Key Calculation of the WSSI
29
Week 1 Opening Stock
+
ALL Intake
-
Sales
-
ALL Mark down
=
Week 1 Closing Stock
Commitment
Receipted
Open to Buy
Clearance
Point of Sale
This now becomes the OPENING STOCK for Week 2
The Key Calculation of the WSSI
30WeekSales Act/ FcstOpening
StockIntakeMarkdown150.0600.0290.05.0280.0835.0140.010.03
100.0135.010.04120.010.0Jan350.0660.035.05875.0
885.0
910.0
95.0
Last Year
31Sales £KLast YearWeekAct/FcstVar LY%Opening

39. StockIntakeMarkdownSalesTotal MDOpening
Stock150.04.2%600.0290.05.048.010.0500.0280.0835.0140.010.
078.010.0702.03100.0885.0135.010.098.015.0874.04120.0910.0
95.010.0110.015.01,026.0Jan350.0660.035.0334.050.05875.01,0
16.0
2.6%
2.0%
9.1%
4.8%
Cover
32Sales £KStock & CoverLast YearWeekAct/FcstVar
LY%Opening StockTY CoverLY
CoverIntakeMarkdownSalesTotal MDOpening
Stock150.04.2%600.016.714.6290.05.048.010.0500.0280.02.6%
835.0140.010.078.010.0702.03100.02.0%885.0135.010.098.015.
0874.04120.09.1%910.095.010.0110.015.01,026.0Jan350.04.8%
660.035.0334.050.05875.01,016.0
11.1
9.1
7.3
11.2
10.5
9.2
Example of WSSI used last year
33
A WSSI is usually done for a full financial half – 26 weeks

40. Plan WSSI: Key Metrics
What is the total season target sales?
Assuming we achieve target sales, what would be the total
seasonal variance to last year?
What is our total season target markdown?
What is our target closing stock for the season?
What mix of the total season sales are we forecasting to take in
November?
What is the target opening stock cover in week 4?
34
Current Trading Position
Today is the Monday of week6 (actual sales weeks1-5) and the
is bad news!
Sales are down on target – what is our cumulative sales versus
target?
What is the other problem?
Stock is building
What is the current variance between actual stock and target
stock?
35
Target Cum Sales = 2,112 + 1,093 = 3,205
Actual Cum Sales = 1,532 + 686 = 2,218
Actual vs Target = (2,218-3,205)/3,205 x 100 = -30.8%
Actual Stock = 7,368, Target Stock = 6,500
Variance = 868
Exercise

41. Review the actual WSSI
Suggest what action we can take to come back to target sales by
the end of the half
36
Next Week’s Session
Markdowns and Promotions Refresher
Review the Notes from last year
Fashion Buying and Merchandising Year One
Collaborative Unit Week 4: Sales Planning and Phasing
37
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1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
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A
B
C
Autumn/Winter Sales by Store Type
Sheet2NameTurnoverSpaceRankGradeDensityVariance Top to
BottomNameTurnoverRankClusterSpaceDensityVariance Top to
BottomDifference to
GradeLondon$1,950,0004,80011$406London$1,950,000114,800
$406Berlin$1,620,0004,50021$360Melbourne$1,780,000213,10
0$574New York$1,708,0004,30031$397New
York$1,708,000314,300$397Moscow$1,347,0004,10041$329Bej
ing$1,682,000413,800$443Bejing$1,682,0003,80051$443Paris$
1,643,000513,000$548Prague$1,266,0003,60061$352Berlin$1,6
20,000614,500$360Rome$1,547,0003,50071$442-
27%Rome$1,547,000713,500$442-
21%Madrid$1,351,0003,33082$406Madrid$1,351,000823,330$4
06Sydney$1,137,0003,20092$355Moscow$1,347,000924,100$3
29Melbourne$1,780,0003,100102$574Prague$1,266,0001023,60
0$352Paris$1,643,0003,000112$548Warsaw$1,166,0001122,500
$466Washington$777,0002,700122$288Istanbul$1,147,0001222
,100$546Warsaw$1,166,0002,500132$466Sydney$1,137,000132
3,200$355Seoul$1,066,0002,500142$426Bangkok$1,073,00014
22,300$467Tokyo$925,0002,400152$385Seoul$1,066,0001522,
500$426Cairo$833,0002,350162$354-29%Kuala

43. Lumpur$1,005,0001622,200$457-
26%Bangkok$1,073,0002,300173$467Tokyo$925,0001732,400$
385Kuala
Lumpur$1,005,0002,200183$457Cairo$833,0001832,350$354Ist
anbul$1,147,0002,100193$546Delhi$800,0001931,590$503Buen
os
Aires$690,0002,100203$329Washington$777,0002032,700$288
Amsterdam$463,0001,800213$257Lisbon$750,0002131,750$42
9Lisbon$750,0001,750223$429Quebec$700,0002231,590$440B
ucharest$485,0001,700233$285-26%Buenos
Aires$690,0002332,100$329-
25%Delhi$800,0001,590244$503Bogota$618,0002441,590$389
Quebec$700,0001,590254$440Nairobi$585,0002541,450$403Bo
gota$618,0001,590264$389Karachi$562,0002641,400$401Nairo
bi$585,0001,450274$403Brussels$505,0002741,400$361Karach
i$562,0001,400284$401Tehran$497,0002841,300$382Brussels$
505,0001,400294$361Bucharest$485,0002941,700$285Tehran$4
97,0001,300304$382-18%Amsterdam$463,0003041,800$257-
25%
Sheet4NameSpaceAverage SpaceGradeTurnoverAverage
TurnoverClusterNumber of StoresVariance Top to
BottomLondon4,8001$1,950,000New
York4,3001$1,708,000Bejing3,8001$1,682,000Berlin4,5001$1,
620,000Rome3,5001$1,547,000Moscow4,1001$1,347,000Prague
3,6001$1,266,000Melbourne3,1002$1,780,000Paris3,0002$1,64
3,000Madrid3,3302$1,351,000Warsaw2,5002$1,166,000Sydney
3,2002$1,137,000Seoul2,5002$1,066,000Tokyo2,4002$925,000
Cairo2,3502$833,000Washington2,7002$777,000Istanbul2,1003
$1,147,000Bangkok2,3003$1,073,000Kuala
Lumpur2,2003$1,005,000Lisbon1,7503$750,000Buenos
Aires2,1003$690,000Bucharest1,7003$485,000Amsterdam1,800
3$463,000Delhi1,5904$800,000Quebec1,5904$700,000Bogota1,
5904$618,000Nairobi1,4504$585,000Karachi1,4004$562,000Br
ussels1,4004$505,000Tehran1,3004$497,000
Sheet3NameTurnoverSpaceRankGradeDensityVariance Top to
BottomNameTurnoverRankClusterSpaceDensityVariance Top to

44. BottomDifference to
GradeLondon$1,950,0004,80011$406London$1,950,000114,800
$4060Berlin$1,620,0004,50021$360Melbourne$1,780,000213,1
00$5741New York$1,708,0004,30031$397New
York$1,708,000314,300$3970Moscow$1,347,0004,10041$329B
ejing$1,682,000413,800$4430Bejing$1,682,0003,80051$443Par
is$1,643,000513,000$5481Prague$1,266,0003,60061$352Berlin
$1,620,000614,500$3600Rome$1,547,0003,50071$442-
27%Rome$1,547,000713,500$442-
21%0Madrid$1,351,0003,33082$406Madrid$1,351,000823,330$
4060Sydney$1,137,0003,20092$355Moscow$1,347,000924,100
$329-
1Melbourne$1,780,0003,100102$574Prague$1,266,0001023,600
$352-
1Paris$1,643,0003,000112$548Warsaw$1,166,0001122,500$466
0Washington$777,0002,700122$288Istanbul$1,147,0001222,10
0$5461Warsaw$1,166,0002,500132$466Sydney$1,137,0001323,
200$3550Seoul$1,066,0002,500142$426Bangkok$1,073,000142
2,300$4671Tokyo$925,0002,400152$385Seoul$1,066,0001522,
500$4260Cairo$833,0002,350162$354-29%Kuala
Lumpur$1,005,0001622,200$457-
26%1Bangkok$1,073,0002,300173$467Tokyo$925,0001732,400
$385-1Kuala
Lumpur$1,005,0002,200183$457Cairo$833,0001832,350$354-
1Istanbul$1,147,0002,100193$546Delhi$800,0001931,590$5031
Buenos
Aires$690,0002,100203$329Washington$777,0002032,700$288-
1Amsterdam$463,0001,800213$257Lisbon$750,0002131,750$4
290Lisbon$750,0001,750223$429Quebec$700,0002231,590$440
1Bucharest$485,0001,700233$285-26%Buenos
Aires$690,0002332,100$329-
25%0Delhi$800,0001,590244$503Bogota$618,0002441,590$38
90Quebec$700,0001,590254$440Nairobi$585,0002541,450$403
0Bogota$618,0001,590264$389Karachi$562,0002641,400$4010
Nairobi$585,0001,450274$403Brussels$505,0002741,400$3610
Karachi$562,0001,400284$401Tehran$497,0002841,300$3820B

45. russels$505,0001,400294$361Bucharest$485,0002941,700$285-
1Tehran$497,0001,300304$382-
18%Amsterdam$463,0003041,800$257-25%-1
Sheet5NameSpaceAverage SpaceGradeTurnoverAverage
TurnoverClusterNumber of StoresVariance Top to
BottomLondon4,8004,3501$1,950,0001,740,000A4New
York4,3001$1,708,000ABejing3,8001$1,682,000ABerlin4,5001
$1,620,000A-
17%Rome3,5003,7331$1,547,0001,386,667B3Moscow4,1001$1,
347,000BPrague3,6001$1,266,000B-
18%Melbourne3,1003,1432$1,780,0001,591,333A3Paris3,0002$
1,643,000AMadrid3,3302$1,351,000A-
24%Warsaw2,5002,7332$1,166,0001,123,000B3Sydney3,2002$
1,137,000BSeoul2,5002$1,066,000B-
9%Tokyo2,4002,4832$925,000845,000C3Cairo2,3502$833,000
CWashington2,7002$777,000C-
16%Istanbul2,1002,2003$1,147,0001,075,000A3Bangkok2,3003
$1,073,000AKuala Lumpur2,2003$1,005,000A-
12%Lisbon1,7501,9253$750,000720,000B2Buenos
Aires2,1003$690,000B-
8%Bucharest1,7001,7503$485,000474,000C2Amsterdam1,8003$
463,000C-
5%Delhi1,5901,5554$800,000675,750A4Quebec1,5904$700,000
ABogota1,5904$618,000ANairobi1,4504$585,000A-
27%Karachi1,4001,3674$562,000521,333B3Brussels1,4004$505
,000BTehran1,3004$497,000B-12%
Sheet6NameTurnoverRankGradeNumber of StoresAverage
Turnover per GradeTurnover Variance Top to
BottomWineville$1,430,000115$1,287,000Rice
Town$1,397,00021Dairyshire$1,315,00031Fishport$1,148,0004
1Beefton$1,145,00051-20%Crispburg$991,000626$902,500Port
Cod$966,00072Rio de Salsa$912,00082Punta
Fahita$906,00092Sweetville$854,000102Choctown$786,000112
-21%Cornland$680,0001235$617,400Pepperton$660,000133Via
Pasta$635,000143Popton$587,000153Melba$525,000163-
23%Newbread$464,0001744$427,250Icemouth$429,000184Live

46. rpool$422,000194Eel Haven$394,000204-15%
Sheet8Kitchen Equipment Sub Category AnalysisSub
CategorySales ($K)MixMD ($K)% of SalesNet ASPSales
UnitsBakewareTY$25021.6%$156.0%$32.337,733LY$23023.7
%$167.0%$36.726,264Var LY%9%-6%-12%23%Yr-
1$22025.9%$125.5%$32.336,805Var Yr-
1%14%25%0%14%CrockeryTY$39033.6%$184.6%$44.508,764
LY$34035.1%$164.7%$42.498,002Var LY%15%13%5%10%Yr-
1$30035.3%$3010.0%$43.816,848Var Yr-1%30%-
40%2%28%CutleryTY$18015.5%$158.3%$25.007,200LY$1801
8.6%$1910.6%$27.076,649Var LY%0%-21%-8%8%Yr-
1$15017.6%$128.0%$22.946,539Var Yr-
1%20%25%9%10%Pots &
PansTY$12510.8%$97.2%$24.505,102LY$10010.3%$77.0%$22
.984,352Var LY%25%29%7%17%Yr-
1$809.4%$1012.5%$23.033,474Var Yr-1%56%-
10%6%47%GlasswareTY$12010.3%$1613.3%$21.005,714LY$1
2012.4%$1915.8%$21.285,639Var LY%0%-16%-1%1%Yr-
1$10011.8%$1717.0%$20.134,968Var Yr-1%20%-
6%4%15%Food
PreparationTY$958.2%$88.4%$25.003,800LY$00.0%$00.0%$0.
00- 0Var LY%0%0%0%0%Yr-1$00.0%$00.0%$0.00- 0Var Yr-
1%0%0%0%0%TotalTY$1,160100.0%$817.0%$30.2838,313LY
$970100.0%$777.9%$31.3930,906Var LY%20%5%-4%24%Yr-
1$850100.0%$819.5%$29.6928,633Var Yr-1%36%0%2%34%
Sheet7
Planning ExerciseSales Planning Exercise•Company Growth
10%•Stonewash skinny jeans are a major trend for next season;
markdown TY driven by product failure on a dark wash•Growth
in skinny likely to take some sales from straight jeans•More
opportunity in bootleg/wideleg with growth on
wideleg•Boyfriend jeans have had a good couple of years but

47. there is more competition coming into the market•Embellished
had good sales growth but with high markdown and increase in
cover; trend forecasts suggests that new category, distressed
finish, will split sales between Embellished/DistressedNext
YearActual SalesMarkdown Stock Target SalesValue MixVar
Value % to Sales Cover Category ValueMixVar TY%TY LY
TYLYTY:LY%TY LY TY LY TY LY Straight
23022023.7%25.9%4.50%16127.00%5.50%97Bootleg
/Wideleg34030035.1%35.3%13.30%16304.70%10.00%78Skinny
18015018.6%17.6%20.00%191210.60%8.00%77.5Boy friend
1008010.3%9.4%25.00%7107.00%12.50%88.5Embellished
12010012.4%11.8%20.00%191715.80%17.00%1211.5Distressed
Finish000.0%0.0%0.00%000.00%0.00%00Total
1070100%10.3%970850100.0%100.0%14.10%77817.90%9.50%
8.28.2
Planning AnswerSales Planning Exercise: Suggested
Answer•Company Growth 10%•Stonewash skinny jeans are a
major trend for next season; markdown TY driven by product
failure on a dark wash•Growth in skinny likely to take some
sales from straight jeans•More opportunity in bootleg/wideleg
with growth on wideleg•Boyfriend jeans have had a good couple
of years but there is more competition coming into the
market•Embellished had good sales growth but with high
markdown and increase in cover; trend forecasts suggests that
new category, distessed finish, will split sales between
Embellished/DistressedNext YearActual SalesMarkdown Stock
Target SalesValue MixVar Value % to Sales Cover Category
ValueMixVar TY%TY LY TYLYTY:LY%TY LY TY LY TY LY
Straight 22021%-
4.3%23022023.7%25.9%4.50%16127.00%5.50%97Bootleg
/Wideleg39036%14.7%34030035.1%35.3%13.30%16304.70%10
.00%78Skinny
22021%22.2%18015018.6%17.6%20.00%191210.60%8.00%77.5
Boy friend
11010%10.0%1008010.3%9.4%25.00%7107.00%12.50%88.5Em
bellished 656%-

48. 45.8%12010012.4%11.8%20.00%191715.80%17.00%1211.5Dist
ressed
Finish656%0.0%000.0%0.0%0.00%000.00%0.00%00Total
1070100%10.3%970850100.0%100.0%14.10%77817.90%9.50%
8.28.2
Phasing ExerciseSales Phasing ExerciseInstructions1) Only key
in where the cell is yellow2) Follow the step as explained at the
head of each column1,070.0Working ColumnsSales £KWeekly
MixMarkdownsCalendarWeekDateMonthly MixCalculated
Monthly SalesVariance 2017Weekly MixCalculated Weekly
SalesVariance 20172018Var
2017%201720162018201720162017201620182017201617-Jan-
180.0-100.0%-100.0%22.720.40.0%2.3%2.4%0.0214-Jan-180.0-
100.0%-100.0%27.224.80.0%2.8%2.9%0.0321-Jan-180.0-
100.0%-100.0%35.223.20.0%3.6%2.7%0.0Chinese NY 2017 Jan
28th-Feb 2nd428-Jan-180.0-100.0%-
100.0%40.825.90.0%4.2%3.0%0.0Jan0.0-100.0%0.0%0.0-
100.0%0.0-100.0%125.994.30.0%13.0%11.1%0.00.054-Feb-
180.0-100.0%-100.0%37.630.30.0%3.9%3.6%0.0Chinese NY
2016 Feb 8th-22nd611-Feb-180.0-100.0%-
100.0%32.136.40.0%3.3%4.3%0.0718-Feb-180.0-100.0%-
100.0%35.437.60.0%3.6%4.4%0.0Chinese NY 2018 Feb 12th-
16th825-Feb-180.0-100.0%-
100.0%45.342.60.0%4.7%5.0%11.710.5Clearance
EventClearance EventFeb0.0-100.0%0.0%0.0-100.0%0.0-
100.0%150.4146.90.0%15.5%17.3%11.710.594-Mar-180.0-
100.0%-100.0%40.838.60.0%4.2%4.5%0.01011-Mar-180.0-
100.0%-100.0%38.132.90.0%3.9%3.9%0.01118-Mar-180.0-
100.0%-100.0%37.638.30.0%3.9%4.5%4.1Easter Offers1225-
Mar-180.0-100.0%-100.0%38.740.20.0%4.0%4.7%4.54.4Easter
OffersEaster Sunday March 27th 2016131-Apr-180.0-100.0%-
100.0%40.233.60.0%4.1%4.0%0.05.1Easter Sunday April 1st
2018Mar0.0-100.0%0.0%0.0-100.0%0.0-
100.0%195.4183.60.0%20.1%21.6%8.69.5Cum0.0%0.0-
100.0%0.0%0.0-100.0%0.0-
100.0%471.7424.80.0%48.6%50.0%20.320.0148-Apr-180.0-

49. 100.0%-100.0%44.434.00.0%4.6%4.0%0.0Easter Offers1515-
Apr-180.0-100.0%-100.0%47.134.90.0%4.9%4.1%0.0Easter
Sunday April 16th 20171622-Apr-180.0-100.0%-
100.0%40.235.70.0%4.1%4.2%0.01729-Apr-180.0-100.0%-
100.0%38.133.20.0%3.9%3.9%0.0Apr0.0-100.0%0.0%0.0-
100.0%0.0-100.0%169.8137.80.0%17.5%16.2%0.00.0186-May-
180.0-100.0%-100.0%33.528.90.0%3.5%3.4%0.01913-May-
180.0-100.0%-100.0%30.824.70.0%3.2%2.9%0.02020-May-
180.0-100.0%-100.0%48.642.50.0%5.0%5.0%30.027.8Planned
SaleSaleSale2127-May-180.0-100.0%-
100.0%43.538.30.0%4.5%4.5%29.924.3Planned
SaleSaleSaleMay0.0-100.0%0.0%0.0-100.0%0.0-
100.0%156.4134.40.0%16.1%15.8%59.952.1223-Jun-180.0-
100.0%-100.0%41.437.40.0%4.3%4.4%38.432.0Planned
SaleSaleSale2310-Jun-180.0-100.0%-
100.0%40.033.20.0%4.1%3.9%50.146.9Planned
SaleSaleSale2417-Jun-180.0-100.0%-
100.0%46.239.10.0%4.8%4.6%32.933.3Father's Day 17th June
2018Father's Day 18th June 2017Father's Day 19th June
20162524-Jun-180.0-100.0%-
100.0%27.223.80.0%2.8%2.8%0.0261-Jul-180.0-100.0%-
100.0%17.319.50.0%1.8%2.3%0.0Heavy RainJun0.0-
100.0%0.0%0.0-100.0%0.0-
100.0%172.1153.00.0%17.7%18.0%121.4112.2Cum0.0%0.0-
100.0%0.0%0.0-100.0%0.0-
100.0%970.0850.00.0%100.0%100.0%201.6184.3
1) Review the monthly mix for 2017 and 2016 (in bold red text)
and key in a suggested monthly figure for 2018 in the column
below (yellow cells)
2) Check the monthly mixes add up to 100%
3) Review the monthly calculated sales value (column D) and
the variance to 2017 (column E)
4) When you are happy with the monthly sales, key in a
suggested weekly mix
5) Check that the calculated month total comes back to your
keyed in monthly total (column C) and to 100% overal

50. 6) Review the weekly calculated sales value (column G) and the
variance to 2017 (column H)
7) Usually, sales targets are dones as whole numbers, with no
decimal places so, when you are fairly happy with your weekly
sales, key in the numbers rounded to whole numbers
−For example, if the calculated fiugure is 41.8, key in 42
8) Check that the total adds up to 1070
Phasing Ex 2Monthly Phasing Sheet Cat
#DescriptionJan%Feb%Mar%Apr%May%Jun%Total
%1StraightMonthly
Sales/Mix3214.5%4018.2%4721.4%3315.0%3114.1%3716.8%2
20100.0%Cat Mix of
Total25.0%21.4%19.8%18.9%18.6%21.0%20.6%2Bootleg/
WidelegMonthly
Sales/Mix4311.0%6516.7%8521.8%6416.4%6316.2%7017.9%3
90100.0%Cat Mix of
Total33.6%34.8%35.9%36.6%37.7%39.8%36.4%3SkinnyMonthl
y
Sales/Mix3013.6%4821.8%4821.8%3515.9%3114.1%2812.7%2
20100.0%Cat Mix of
Total23.4%25.7%20.3%20.0%18.6%15.9%20.6%4BoyfriendMo
nthly
Sales/Mix1110.0%1715.5%2522.7%1816.4%2018.2%1917.3%1
10100.0%Cat Mix of
Total8.6%9.1%10.5%10.3%12.0%10.8%10.3%5EmbellishedMo
nthly
Sales/Mix57.7%913.8%1726.2%1320.0%1015.4%1116.9%6510
0.0%Cat Mix of
Total3.9%4.8%7.2%7.4%6.0%6.3%6.1%6DistressedMonthly
Sales/Mix710.8%812.3%1523.1%1218.5%1218.5%1116.9%651
00.0%Cat Mix of
Total5.5%4.3%6.3%6.9%7.2%6.3%6.1%Bottom Up
TotalMonthly
Sales/Mix12812.0%18717.5%23722.1%17516.4%16715.6%1761
6.4%1070100.0%Cat Mix of
Total100.0%100.0%100.0%100.0%100.0%100.0%100.0%Top

51. Down TotalMonthly
Sales/Mix11911.1%17916.7%23421.9%17416.3%17116.0%1931
8.0%1070100.0%
Actual Monday Week 6Actual WSSI Monday Week
6Dept:OuterwearSeason:AW 2018Cat:AllHideCurrent
WeekPlanning*7.5 WeeksHideHideSales £KStock &
CoverIntakeMarkdownLast YearPhasingWeekDateAct/
FcstTargetVar Tgt%Var LY%Act/ Fcst Opening StkFwd Req
Stk*Target StkTY Opening CoverLY Opening CoverTgt
Opening CoverTotalOrders/ Act IntakeOTBCalc
OTBTotalPOSClearanceTargetSalesTotal MDPOSOpening
StockSales MixCalendarLY Intake127-Aug-18294393-25.2%-
20.5%3,66544703,8008.27.09.75525521,0861010037012122,574
2.0%96423-Sep-18300489-38.7%-
33.0%3,91349993,80013.07.07.81,6591,6592231111044814143,
1562.0%1,323310-Sep-18464543-14.5%-
1.3%5,26154843,80011.38.57.01,3881,388-
3701818047017174,0173.1%1,311417-Sep-18474687-31.0%-
19.8%6,16757973,80013.08.25.51,2601,260-
914212159122224,8413.2%1,800Sept1,5322,112-27.5%-
18.5%19,0062075015,2004,8594,8590256060001,879656514,58
810.3%5,398524-Sep-186861,093-37.2%-
35.7%6,93260196,50010.15.65.91,1561,156-
1,38234341,06746466,0284.6%1,10161-Oct-
189199051.5%1.7%7,36859876,5008.06.77.21,2371,237-
1,801525290445456,0166.2%1,05878-Oct-
1890278015.6%40.5%7,63458336,5008.59.58.31,1441,144-
2,0364747064232326,1256.1%1,136815-Oct-18862948-
9.1%18.6%7,82957936,5009.19.16.91,0951,095-
2,02519534161072793286,5875.8%1,873Oct3,3693,726-
9.6%0.9%29,7632363126,0004,6324,6320-
7,24432816716103,34021615124,75622.8%5,168922-Oct-
187841,204-34.9%-35.7%7,86758427,57010.06.36.3683683-
1,737323201,21957577,6405.3%1,1111029-Oct-18785870-
9.8%-0.9%7,73459987,5709.99.48.7850850-

52. 1,7544444079255557,4755.3%659115-Nov-18770824-
6.6%17.7%7,75560017,57010.111.19.2503503-
1,5763838065447477,2875.2%7011212-Nov-18621831-25.3%-
4.9%7,45058747,57012.011.29.1810810-
1,8714747065364647,2874.2%7211319-Nov-18687711-3.4%-
1.3%7,59257217,57011.110.510.6448448-
2,0014242069657577,2914.6%841Nov3,6474,440-17.9%-
9.1%38,3982943637,8503,2943,2940-
8,938203203004,01428028036,98024.6%4,033Cum8,54810,278-
16.8%-7.4%87,1677381679,05012,78512,7850-
16,15759143016109,23356149676,32457.7%14,5991426-Nov-
1884476610.2%7.0%7,31153117,0008.79.49.13,21503,215-
4,9196161078973737,3795.7%860153-Dec-
188808049.5%27.4%9,62147037,00010.910.78.700-
1,2216565069153537,3775.9%6901610-Dec-
189429123.3%45.1%8,67674556,7009.211.37.300-
1,2217272064954547,3236.4%2471717-Dec-
189379122.7%18.6%7,66264416,0008.28.76.600-
1,2219783894007901,032536,8676.3%205Dec3,6033,3946.2%2
3.4%33,2702390926,7003,21503,215-
8,5821,17623694002,9191,21223328,94624.3%2,0021824-Dec-
186406252.4%-9.5%5,74745264,2009.07.46.7000-
1,2213333070776305,2504.3%01931-Dec-
1864633394.0%86.2%5,07438533,5007.912.910.5000-
1,2211515034718184,4674.4%0207-Jan-
192902900.0%6.6%4,41331923,20015.215.111.0000-
1,221260152450272237184,1022.0%02114-Jan-
192632630.0%7.3%3,86326422,65014.714.710.1000-
1,2211212024514143,5931.8%0Jan1,8391,51121.7%17.1%19,09
71421313,550000-
4,8843207524501,5713458017,41212.4%02221-Jan-
192092090.0%19.4%3,58823672,37017.219.111.3000-
1,221990175993,3341.4%02328-Jan-
191561560.0%5.4%3,37021492,15021.621.313.8000-
1,2217700148663,1501.1%0244-Feb-191771770.0%-
8.8%3,20719862,00018.115.411.3000-

53. 1,22132273150194244112,9961.2%02511-Feb-
191501500.0%8.7%2,70814871,48018.118.59.9000-
1,2216600138992,5581.0%02618-Feb-
191251250.0%5.9%2,55213311,33020.420.410.6000-
1,221660118662,4110.8%0Feb8178170.0%5.7%15,42593209,33
0000-6,1053503531507732744114,4495.5%0Cum14,80716,000-
7.5%2.1%154,959121258128,63010.59.58.016,00012,7853,215-
35,7272,4377761,661014,4962,392850137,131100.0%16,601272
5-Feb-192,42112001,2002,287Stockturn2.52.78.5
TargetTarget WSSIDept:OuterwearSeason:AW
2018Cat:AllHideCurrent WeekPlanning*7.5
WeeksHideHideSales £KStock & CoverIntakeMarkdownLast
YearPhasingWeekDateAct/ FcstTargetVar Tgt%Var LY%Act/
Fcst Opening StkFwd Req Stk*Target StkTY Opening CoverLY
Opening CoverTgt Opening CoverTotalOrders/ Act
IntakeOTBCalc OTBTotalPOSClearanceTargetSalesTotal
MDPOSOpening StockSales MixCalendarLY Intake127-Aug-
183933930.0%6.2%3,80053643,8008.27.09.74034032,24710100
37012122,5742.5%96423-Sep-
184894890.0%9.2%3,80060473,8007.87.07.85005002,79511110
44814143,1563.1%1,323310-Sep-
185435430.0%15.5%3,80065953,8007.08.57.05615613,0991818
047017174,0173.4%1,311417-Sep-
186876870.0%16.2%3,80068993,8005.58.25.53,4083,40854021
2159122224,8414.3%1,800Sept2,1122,1120.0%12.4%15,200249
0515,2004,87204,8728,6816060001,879656514,58813.2%5,3985
24-Sep-
181,0931,0930.0%2.4%6,50070406,5005.95.65.91,1271,127218
34341,06746466,0286.8%1,10161-Oct-
189059050.0%0.1%6,50067186,5007.26.77.29579575152529044
5456,0165.7%1,05878-Oct-
187807800.0%21.5%6,50065516,5008.39.58.3827827564747064
232326,1254.9%1,136815-Oct-
189489480.0%30.4%6,50065566,5006.99.16.92,2132,213-
1,10419534161072793286,5875.9%1,873Oct3,7263,7260.0%11.
6%26,0002686426,0005,12405,124-

54. 78032816716103,34021615124,75623.3%5,168922-Oct-
181,2041,2040.0%-1.2%7,57064667,5706.36.36.31,2361,236-
1,396323201,21957577,6407.5%1,1111029-Oct-
188708700.0%9.8%7,57061747,5708.79.48.7914914-
1,4984444079255557,4755.4%659115-Nov-
188248240.0%26.0%7,57060737,5709.211.19.2862862-
1,8433838065447477,2875.2%7011212-Nov-
188318310.0%27.3%7,57057287,5709.111.29.1878878-
2,3624747065364647,2875.2%7211319-Nov-
187117110.0%2.2%7,57052087,57010.610.510.6183183-
2,2274242069657577,2914.4%841Nov4,4404,4400.0%10.6%37,
8502964837,8504,07304,073-
9,325203203004,01428028036,98027.8%4,033Cum10,27810,27
80.0%11.3%79,0508141779,05014,069014,069-
1,42459143016109,23356149676,32464.2%14,5991426-Nov-
187667660.0%-2.9%7,00047747,0009.19.49.18270827-
2,7576161078973737,3794.8%860153-Dec-
188048040.0%16.4%7,00042447,0008.710.78.756905693726565
069153537,3775.0%6901610-Dec-
189129120.0%40.5%6,70070726,7007.311.37.328402848872720
64954547,3235.7%2471717-Dec-
189129120.0%15.4%6,00060886,0006.68.76.6880880978389400
7901,032536,8675.7%205Dec3,3943,3940.0%16.3%26,7002217
726,7001,76801,768-
2,2971,17623694002,9191,21223328,94621.2%2,0021824-Dec-
186256250.0%-
11.6%4,19841984,2006.77.46.700003333070776305,2503.9%01
931-Dec-183333330.0%-
4.0%3,54035403,50010.612.910.500001515034718184,4672.1%
0207-Jan-
192902900.0%6.6%3,19231923,20011.015.111.00000260152450
272237184,1021.8%02114-Jan-
192632630.0%7.3%2,64226422,65010.014.710.10000121202451
4143,5931.6%0Jan1,5111,5110.0%-
3.8%13,5721357213,55000003207524501,5713458017,4129.4%
02221-Jan-

55. 192092090.0%19.4%2,36723672,37011.319.111.3000099017599
3,3341.3%02328-Jan-
191561560.0%5.4%2,14921492,15013.821.313.80000770014866
3,1501.0%0244-Feb-191771770.0%-
8.8%1,98619862,00011.215.411.3000032273150194244112,996
1.1%02511-Feb-
191501500.0%8.7%1,48714871,4809.918.59.900006600138992,
5580.9%02618-Feb-
191251250.0%5.9%1,33113311,33010.620.410.60000660118662
,4110.8%0Feb8178170.0%5.7%9,32093209,3300000350353150
7732744114,4495.1%0Cum16,00016,0000.0%10.4%128,642126
486128,6308.09.58.015,837015,837-
3,7202,4377761,661014,4962,392850137,131100.0%16,6012725
-Feb-191,20012001,2002,287Stockturn3.22.7
OriginalTotal WSSIDept:OuterwearSeason:AW
2018Cat:AllHideCurrent WeekPlanning*8 WeeksHideaa
hiddenSales £KStock & CoverIntakeMarkdownLast
YearPhasingWeekDateAct/ FcstTargetVar Tgt%Var LY%Act/
Fcst Opening StkFwd Req Stk*Target StkTY Opening CoverLY
Opening CoverTgt Opening CoverTotalOrders/ Act
IntakeOTBTargetTotalPOSClearanceTargetSalesTotal
MDPOSOpening StockSales MixCalendar127-Aug-18294393-
25.2%-20.5%3,66549013,8008.27.08.05525520-
60,975101003700132,5742.0%180,00023-Sep-18300489-38.7%-
33.0%3,91353913,80013.07.07.81,6591,659021,0251111044801
63,1552.0%0310-Sep-18464543-14.5%-
1.3%5,26158763,80011.38.57.01,3881,3880-
139,760181804700194,0173.1%100,000417-Sep-18474687-
31.0%-
19.8%6,16761823,80013.08.25.51,2601,260040,1652121591024
4,8413.2%100,000Sept1,5322,112-27.5%-18.5%4,8594,8590-
139,5456060001,87907214,58710.3%380,000524-Sep-
186861,093-37.2%-
35.7%6,93263296,50010.15.15.91,1561,1560120,16534341,067
0495,4264.6%100,00061-Oct-
189199051.5%1.7%7,36863306,5008.05.77.21,2371,237034,040

56. 52529040485,1306.2%100,00078-Oct-
1890278015.6%40.5%7,63462556,5008.58.68.31,1441,1440132,
540474706420345,5366.1%100,000815-Oct-18862948-
9.1%18.6%7,82962336,5009.18.26.91,0951,09503,99019534161
072763305,9965.8%100,000Oct3,3693,726-
9.6%0.9%4,6324,6320290,73532816716103,3406316122,08822.
8%400,000922-Oct-187841,204-34.9%-
35.7%7,86763138,22010.05.36.86836830-
10323201,2190646,5125.3%85,0001029-Oct-18785870-9.8%-
0.9%7,73464668,2209.98.09.48508500-
10,760444407920626,3405.3%85,000115-Nov-18770824-
6.6%17.7%7,75563218,22010.19.410.050350342,240383806540
526,1455.2%85,0001212-Nov-18621831-25.3%-
4.9%7,45061978,22012.010.09.9810810-
260474706530716,5404.2%85,0001319-Nov-18687711-3.4%-
1.3%7,59266718,22011.19.411.64484480-
260424206960646,5374.6%30,000Nov3,6474,440-17.9%-
9.1%3,2943,294030,950203203004,014031332,07424.6%370,00
0Cum8,54810,278-16.8%-
7.4%12,78512,7850182,14059143016109,2336354668,74957.7%
1,150,0001426-Nov-
1884476610.2%7.0%7,31161347,1008.78.69.33,21503,215-
99,610616107890926,8185.7%30,000153-Dec-
188808049.5%27.4%9,62154157,10010.99.48.8000-
52,610656506910676,4975.9%30,0001610-Dec-
189429123.3%45.1%8,67674557,1009.29.97.8000-
610727206495686,4296.4%30,0001717-Dec-
189379122.7%18.6%7,66264417,1008.27.87.8000-
6109783894007901,395676,1866.3%60,000Dec3,6033,3946.2%
23.4%3,21503,215-
153,4401,17623694002,9191,40029425,93024.3%150,0001824-
Dec-186406252.4%-9.5%5,74745263,0509.06.24.9000-
61033330707149434,4094.3%50,0001931-Dec-
1864633394.0%86.2%5,07438533,0507.911.49.20039015150347
0253,9574.4%50,000207-Jan-
192902900.0%6.6%4,41331923,05015.213.810.500-

57. 610260152450272410223,7652.0%50,0002114-Jan-
192632630.0%7.3%3,86326423,05014.713.011.6000-
610121202450183,1931.8%50,000Jan1,8391,51121.7%17.1%00
0-1,4403207524501,57155910815,32412.4%200,0002221-Jan-
192092090.0%19.4%3,58823671,61017.218.47.7000-
6109901750113,2211.4%40,0002328-Jan-
191561560.0%5.4%3,37021491,61021.619.610.300057,3907700
148082,9001.1%40,000244-Feb-191771770.0%-
8.8%3,20719861,61018.113.69.100091,39032273150194370142,
6451.2%02511-Feb-
191501500.0%8.7%2,70814871,61018.115.310.700083,3906600
1380112,1141.0%02618-Feb-
191251250.0%5.9%2,55213311,61020.417.612.9000-
3,610660118072,0820.8%0Feb8178170.0%5.7%000227,950350
3531507733705112,9625.5%80,000Cum14,80716,000-
7.5%2.1%149,30216,00012,7853,215255,2102,4377761,661014,
4962,392999122,965100.0%1,580,0002725-Feb-
192,42112001,2002,287Stockturn2.63.15.2%6.9%
This is not possible - wk 25, if your opening stock is 1610, with
a target sales of Wk25 150, wk 26 125 and target md of wk 25
and 26 6, then you can only get down to 1323 closing stock
This is not possible - if you buy to a target stock of 8220 in Nov
then you need a negative OTB week 13 of -367 to get to the
next month's target stock of 7100
This is not possible - if you buy to a target stock of 7100 in Nov
then you need a negative OTB week 17 of -2160 to get to the
next month's target stock of 3050
LY Total MD ignores weekly POS
LY Stock figures would mean negative intake
Phasing Top Down Bottom UpMonthly Phasing Sheet Cat
#DescriptionSept%Oct%Nov%Dec%Jan%Feb%Total %Total
Season Target1Cat 1Monthly
Sales/Mix0.0%0.0%0.0%0.0%0.0%0.0%00.0%Cat Mix of
Total0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%2Cat 2Monthly
Sales/Mix0.0%0.0%0.0%0.0%0.0%0.0%00.0%Cat Mix of

58. Total0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%3Cat 3Monthly
Sales/Mix0.0%0.0%0.0%0.0%0.0%0.0%00.0%Cat Mix of
Total0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%4Cat 4Monthly
Sales/Mix0.0%0.0%0.0%0.0%0.0%0.0%00.0%Cat Mix of
Total0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%5Cat 5Monthly
Sales/Mix0.0%0.0%0.0%0.0%0.0%0.0%00.0%Cat Mix of
Total0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%6Cat 6Monthly
Sales/Mix0.0%0.0%0.0%0.0%0.0%0.0%00.0%Cat Mix of
Total0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%7Cat 6Monthly
Sales/Mix0.0%0.0%0.0%0.0%0.0%0.0%00.0%Cat Mix of
Total0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%8Cat 6Monthly
Sales/Mix0.0%0.0%0.0%0.0%0.0%0.0%00.0%Cat Mix of
Total0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%Bottom Up
TotalMonthly
Sales/Mix00.0%00.0%00.0%00.0%00.0%00.0%00.0%Cat Mix
of Total0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%Top Down
TotalMonthly
Sales/Mix2,11213.2%3,72623.3%4,44027.8%3,39421.2%1,5119
.4%8175.1%16,000100.0%16,000
Commercial_Space_Design_P1.pdf
Commercial Space Design
Jonathan Baker
Commercial Space Design
• This Session…….
• Commercial Space design, strategy, retailer
types, floor layouts (with focal points and
sightlines), layouts within selling areas

59. Commercial Space Design
Commercial Space Design
• What creates a store environment that invites you
to enter and encourages you to stay and look
around?
Commercial Space Design
•Visual Merchandising Strategy
• The Five senses
Commercial Space Design
• Basic visual merchandising design concepts used throughout a
space
create a strong foundation for a successful business.
• The atmosphere, the environment and layout strategies should
appeal
to all of the senses
• Each design element should be ‘layered’ into the basic shell of
the
space in order to build the brand image

60. Commercial Space Design
• If you have ever shopped in a Victoria's
secrets store you will know something about
atmosphere. When you enter the store you
see colour and texture everywhere – from
silk fabrics of intimate apparel to lavishly
printed wallpapers to painted mouldings and
elegantly carved furniture.
Commercial Space Design
• The soft lighting is easy on the eyes and you will
probably notice a subtle fragrance in the air and
hear classical music. How long does it take
before you begin to touch the fabric of the
merchandise? Was it on the first table as you
entered the store? Victoria’s secret do an
excellent job of appealing to all of the senses. It
could also appeal to our sense of taste by
developing and sampling a line of small
indulgences such as sweets and chocolates.
Commercial Space Design
• Doing so would create a
complete sensory experience
for shoppers and also expand
the retailers private label and
its value to customers.

61. Commercial Space Design
•Design Elements and Principles
Commercial Space Design
• In visual merchandising design we arrange products, signage,
props….and so on to create a shopping environment which is
pleasing
• We work with various elements such as colour, for
example to bring a sense of unity to a space.
Commercial Space Design
• Unity is one of the principles of design.
• Other principles are
• Harmony
• Repetition
• Balance
• Rhythm (movement)
• Contrast
• Emphasis
Commercial Space Design
• Using a design element such as an oversized prop alters the

62. apparent
size of a product and make it seem small in comparison. The
change
in the proportions of the items establishes the presentations’
emphasis. A good example of this is at Moschino who
frequently use
over sized props.
Commercial Space Design
Commercial Space Design
Commercial Space Design
Commercial Space Design
Commercial Space Design
• Key Principles Design Elements
• Unity Colour
• Harmony Texture
• Repetition Proportion
• Balance Direction
• Rhythm Size
• Contrast Shape
• Emphasis Line

63. • Surprise Sequence
Tension
Commercial Space Design
•Types of Retailers
Commercial Space Design
• There are several traditional categories describing the way
stores may
be designed, organised, or operated
•What are the categories?
Commercial Space Design
• Department stores
• Consist of many departments, each devoted to a specific
category. Department
stores also use a wide variety of speciality and custom fixtures
to showcase each
category
Commercial Space Design

64. • Luxury Stores
• The luxury brand store contains limited supply of selected
product geared
towards a niche market featuring specialised merchandise of
higher quality.
Brands such as Louis Vuitton never have a sale of their goods,
it is simply
destroyed if it doesn’t sell.
Commercial Space Design
• Speciality Stores
• Speciality stores have a limited number of departments or
merchandise categories and
generally a smaller footprint. The speciality stores merchandise
is as the name implies, more
specialised than that of a department store and usually caters for
a narrower range of
customers. The speciality retailer often needs unique fixtures
and seeks to project a more
exclusive store image based on price and status.
Commercial Space Design
• Boutiques
• Boutiques are small stores featuring assorted items that it
specific
merchandising themes or appeal to specialised clientele. The
term boutique

65. may also be used to describe cross merchandising within a
department store
when retailers bring several departments together for a special
promotion.
Commercial Space Design
• Discount Stores
• Discount stores have lots of departments and a wide range of
products which
appeal to a wide range of customers. They utilise mostly no-
frills metal gondola
fixtures that hold a lot of merchandise
Commercial Space Design
• Hypermarkets
• Hypermarkets have several merchandise categories housed
under one roof
which can range from beauty, home, garden, sportswear and
food.
Commercial Space Design
• Outlet stores
• Outlet stores tend to be stand alone stores or areas under one
roof space. The use similar

66. fixtures to those found in speciality stores but Visual
merchandising impact is less because
stock quantities are broken up into smaller categories. These
may sell overstocked goods,
manufacturers irregular merchandise or sale goods.
Commercial Space Design
• Warehouse Stores
• Warehouse sites house massive quantities of goods on grids of
industrial shelving, offer no
frills shopping at reduced prices. These stores tend to be plain
and fluorescent-lit and have an
industrial ambience. Fitting rooms (if they have them at all) are
utilitarian. Shopping trolleys
are usually over sized and big enough to carry large items such
as furniture. Some places
don’t even give you a carry bag as they assume shoppers will
make enormous purchases in
one go.
Commercial Space Design
• Charity Stores
• Charity shops are usually operated on a non-profit basis and
run by
organisations such as the Salvation Army, Oxfam and so on.
They often resemble
car boot sales or market stalls and sell products such as
clothing, books and

67. accessories. This is no frills merchandising and very little
visual merchandising is
used.
Commercial Space Design
•Floor Layouts
Commercial Space Design
•Product adjacencies
Commercial Space Design
• One of the starting points for planning the
Commercial Space is to consider what is
known as the product adjacencies.
• What are product adjacencies?
Commercial Space Design
• Product adjacencies refers to which products
sit next to each other, for example, hosiery
next to lingerie, fruit next to vegetables and so
on.
• In order to maximise the space and the use of

68. the selling floor, the customer should be
guided through the fixtures and aisles from
one product to the next.
Commercial Space Design
• The reason for this is to avoid customer
confusion but also in order to reinforce the
appearance of areas within the commercial
space and make the shopping experience
easier for the customer and hopefully
maximise sales.
Commercial Space Design
• The starting point in deciding your product
adjacencies is to make a rough plan of the
floor layout (you should however of course
check to see which products will be available
to you at any given time as product ranges
change seasonally and new products may be
about to arrive.
Commercial Space Design
• As well as product adjacencies you might also
consider the location of strong product
categories (and probably best sellers) as these
should ideally be located in prime selling
spaces.

69. • Additionally if you have a commercial space
which is selling premium brands, the brands
themselves will have very strong views
regarding where they should be positioned
within the space and who they will be
positioned with.
Commercial Space Design
• Also, smaller brands might wish to be placed
next to more aspirational brands in order to
catch the eye of the customer.
• Once the product categories and brands are
roughly placed on the floor plan it is much
easier (and advisable) to physically walk the
space in order to ensure that the product
categories naturally flow from one to another.
Commercial Space Design
•Floor Layouts
Commercial Space Design
• Once the product adjacencies have been worked through this
will
enable you to plan a more detailed floor layout.

70. • Well planned product placement will make the shopping
experience
feel effortless for the customer and also drive sales.
• In the case of clothing retailers there is of course the difficult
task of
ensuring that they appeal to both genders and make the areas
easily
identifiable. This is no easy task to do if you want to create a
whole
shopping experience although it does make it much more
exciting.
Commercial Space Design
• With clothing retailing, menswear comes second to
womenswear,
purely because women spend more on products than men and
tend to
be far more confident in their shopping.
• Therefore, it is not unusual for womenswear to be on the
ground floor
and menswear positioned on the second floor of a store.
• Additionally, fragrances and cosmetics are nearly always
placed at the
front of department stores worldwide.
Commercial Space Design
• The key to planning the space

71. is the positioning of the
products within it. These
areas can be divided into
Platinum, Gold, Silver and
Bronze.
Commercial Space Design
• The Platinum area is the key selling area within
the space.
• The second area, known as the Gold area is the
next, through too Silver and Bronze.
• Therefore the first area to note in any space are
the entrances as they will determine where the
customer will enter and exit the space and
therefore where to designate the Platinum area.
Commercial Space Design
• Lower priced, Sale, High fashion, best sellers or
promotional products might also be placed
within the Platinum space as this will usually
attract more customers and therefore more sales.
• Areas such as the Bronze area will usually draw in
fewer customers (because of the distance from
the entrance) and therefore staple products are
usually positioned in this area.

72. Commercial Space Design
• Additionally, to the product, in order to
attract and guide customers through the
space we also need to lead customers
and encourage them to browse and
remain as long as possible. Clear
walkways will guide them and enticing
product presentations will encourage
them to make a purchase.
Commercial Space Design
• Over a period of time retailers have evolved several basic
floor plans in
order to move shoppers past fixtures of merchandise within
their
spaces
• The initial aim of this was to efficiently expose the customer
to the
maximum amount of merchandise in the minimum amount of
time
• In contemporary retail, selling space, people traffic and so on
are still
important but the focus is also on the aesthetic and customer
comfort
Commercial Space Design

73. •The Grid layout
Commercial Space Design
Commercial Space Design
• The grid layout as the name implies, is a linear design with
fixtures arranged on the parallel aisles. Fixtures are
arranged in a chess board style with horizontal and vertical
aisles that run through the store. There may be one
primary aisle and several secondary aisles depending on
the square footage of the space. The layout is efficient in
terms of space use and allows orderly merchandising and is
simple and predictable to navigate and easy to maintain.
This system also creates natural sightlines which lead to
points at the ends of aisles which allows for visual
merchandising.
Commercial Space Design
•What are the problems with a
grid layout?
Commercial Space Design
Commercial Space Design

74. Commercial Space Design
Commercial Space Design
Commercial Space Design
Commercial_Space_Design_P2.pdf
Commercial Space Design
Commercial Space Design
Commercial Space Design
Commercial Space Design
Commercial Space Design
•Free flow layout

75. Commercial Space Design
Commercial Space Design
• Free flow layout is the opposite of the grid with fixtures
arranged in interesting formations to encourage browsing.
There may be several fixtures grouped loosely around the
central cash and wrap. The critical element here is to allow
space between fixtures to allow traffic to move around easily.
Shoppers wont linger around a fixture if they are nudged by
another shopper by trying to get through the space with
elements such as a push chair between tightly packed
fixtures, however the free flow arrangement encourages
shoppers to move from one department into another and
therefore exposing them to other categories of merchandise.
Commercial Space Design
•The loop layout
Commercial Space Design
Commercial Space Design
• The loop layout features a race track traffic aisle

76. around the stores perimeter. This layout exposes
the shopper to more merchandise and can often be
seen in discount stores or department stores.
• This layout usually also contains overhead
directional signage and departmental graphics to
provide visual cues to the location of other
departments guiding shoppers around the space.
Commercial Space Design
•The soft aisle Layout
Commercial Space Design
Commercial Space Design
• The soft aisle layout contains fixtures arranged into
groups.
• This technique encourages shoppers to shop the
walls and to move around the space easily. Here,
the walls are considered the most important sales
generating locations in the store.
Commercial Space Design
•The minimal Layout

77. Commercial Space Design
• The minimal layout as the name suggests is
almost gallery-like in its simplicity. The
merchandise is sometimes wearable art,
designer made. More often this one is used
in luxury brands where merchandise is
perhaps presented dramatically on the walls
of the store, much like art objects.
Commercial Space Design
•Layouts within selling areas
Commercial Space Design
• All of the layouts previously mentioned can be permanent or
non
permanent
• In department stores for example, these layouts tend to be
permanent
because the stores are so large it is very expensive to move
them
• Several types of stores maintain permanent floor layouts

78. Commercial Space Design
• Luxury brands
• Career stores
• Speciality stores
• Luxury brands catering for customers who visit
regularly to purchase specific brands such as
handbags, shoes, accessories, fragrances and
cosmetics
• Career stores for men and women where suits,
career separates and shoes are the most important
items with accessories, casual wear and coats are
located toward the middle and rear of the store
• Speciality stores with merchandise for both men
and women – shoppers become confused if these
departments change location without notice
Commercial Space Design
•Presenting current Season
Merchandise
Commercial Space Design
Commercial Space Design
• In speciality stores the first third of the store
feature products that a customers are currently

79. seeking. This floor layout represents March and
April and the career department is positioned on
the right hand side of the store at the entrance.
This is prime selling space and since shoppers are
looking for new spring suits in March and April its
wise to present career wear at the front of the
store.
• Dresses are also positioned next to the career
department. Why is this? Essentially the strategy
here is that the retailer is trying to appeal to a
wider range of customers.
Commercial Space Design
•Individual department
layouts
Commercial Space Design
• When we are merchandising a department or a
specific merchandise category within a
department each area is treated like an individual
store – particularly when identifying prime selling
space. Each area can be divided into five areas;
trend, test, shops, basics and key items. However
all five areas aren’t always represented in every
department.
• Trend areas feature merchandise which has been
accepted by shoppers as ‘hot’ or current fashion
and mannequins, graphics etc. may be used to

80. support the most exciting items.
• The test area is set aside to sample merchandise
items or styles which the retailer thinks will
become popular
Commercial Space Design
• The shop area usually consists of
products bought in depth and pulled
together into one department
• The basics area is stock bought in bulk
such as a denim jacket. Jeans are slim
one season and wide the next but
jackets remain the same
• Key Items are proven sellers that have
been purchased and offered at
competitive prices.
Commercial Space Design
• Alternative view with walkway
Commercial Space Design
•Clearance

81. Commercial Space Design
• Clearance or Sale items consist of products that
have been permanently marked down for a
quick sale. These items may be handled in a
variety of ways
• Clearance items may be pulled together at the
rear of each department
• Clearance merchandise may be grouped from
all departments into one area such as at the
back of the store
Commercial Space Design
• Clearance may also be grouped at the
front of the store for traditional major
events such as January sales
• Some retailers consolidate merchandise
into a few larger stores with high traffic or
high bargain hunter demographics or
remove their tags and sell the
merchandise to an outlet store.
Commercial Space Design
•Fixture Placement

82. Commercial Space Design
• Chevroning fixtures is useful
in large spaces where there is
plenty of room, however
keeping all of the fixtures
straight and square to the
walls will give the illusion of
space.
Commercial Space Design
• Sightlines, Focal Points & Pause
Points,
Commercial Space Design
• When a customer enters into a store they will be
challenged with several directions.
• Do they go left, right, forward or decide to leave?
• If we assume they stay it is the retailers task to
help them to choose which way to walk around
the space and therefore sightlines and focal
points will encourage them to explore the
commercial space.
Commercial Space Design

83. • Sightlines
• What do you think a sightline is?
Commercial Space Design
• A sightline is the customers eye-view into and around a
store
Commercial Space Design
• Sightlines are a useful tool for prioritising the key areas of
your retail environment
• The first sightlines to establish are those on entering the
store
Commercial Space Design
• The second sightlines identify those viewed from the front
mat or reception area
• The sightlines from this point should take the customer
on a journey throughout the store
• Think of the customers journey like a ball in a pinball
machine…….

84. Commercial Space Design
Commercial Space Design
• Focal Point
• What do you think a Focal Point is?
Commercial Space Design
A focal point is positioned at the end of or on a sightline
How do we identify focal points?
Once Sightlines are established, focal points occur naturally
A focal point could be a graphic, display or new and exciting
product
Essentially focal points lead a customer through your retail
environment
from the front to the back and back again
Commercial Space Design
Commercial Space Design
•What is a Pause Point?
Commercial Space Design

85. • Pause Points
• fixture or display which makes the customer stop and
browse or buy
• It is an essential tool for breaking up long, boring
walkways and for applying
• Lakes, Trees and Mountains
Commercial Space Design
• Lakes, Trees, Mountains
Commercial Space Design
• Facing the customer flow?
• What do you think this means?
• Is this an important consideration in Visual
Merchandising?
Commercial Space Design
Commercial Space Design
•Additional thoughts……….

86. Commercial Space Design
• What do you think Destination
departments within stores are?
Commercial Space Design
• Do you randomly walk along the street
and impulse purchase a……
Commercial Space Design
• Imagine for a moment that you were going to a
very exclusive event, consider what kind of
shoes would you wear?
Commercial Space Design
• Would they look something like this?
• Describe what they would look like…..
Commercial Space Design
• Based on what you have said, where are
female shoe departments (particularly within

87. department stores) usually located?
Commercial Space Design
• Usually at the back of the store
• Why?
Commercial Space Deisgn
• Additional sales…!
Commercial Space Design
• Think about your last visit to a store that you never shopped in
before.
• Why did you decide to go to the store?
• Were you responding to a specific advertising campaign?
• What did you see as you walked in?
• Did the stores exterior send you any messages?
Commercial Space Design
• Was the view through the storefront appealing? Informative?
• When you entered, was the lighting pleasant?
• Do you remember any particular scent or sounds?
• Was it easy to tell what the store was selling?
• On your visit what was your impression of the store?

88. Seminar_Surveying_Your_Space_Year2_Part1.pdf
Surveying your Space
Jonathan Baker
Surveying Your Space
• A survey allows you to record and process the information
needed to
produce measured drawings. Whether you have a kitchen or a
whole
building to survey, the procedure is the same.
• By using sharp observation skills, you can record the
information
needed to produce accurate freehand drawings and the session
today
offers you a step-by-step guide to surveying a space and will
develop
your freehand drawing skills.
Surveying Your Space
• The initial procedure when surveying a space is to make sure
that you have the
right equipment.
• You will need a long tape measure (provided for you for this
exercise)
• A convenient pocket-sized measure (provided for you)

89. • Paper to sketch your floor plan
• Graph paper (provided for you, however you may need to stick
two pieces
together in order to have sufficient space to draw your plan)
Surveying Your Space
•For this exercise you will be working
in Millimetres and Metres only.
Surveying Your Space
• Stage 1
• Take as many photographs of the space as you can in order to
remind yourself
what the existing space looks like (this is particularly useful if
you are working
internationally and unable to revisit the space at a later date).
Surveying Your Space
• Stage 2
• In the future you may need to arrange a site visit to a store
well in advance as this
will save you unnecessary delays when you arrive on site. You
should allow for a
good amount of time to survey the space (at least half a day) so

90. that this no need
to return if you are short of time.
• For the purposes of this assignment we have arranged for you
to use an in-house
space in the Blueprint café at High Holborn.
Surveying Your Space
• Stage 3
• Decide how you will survey and establish a programme.
• I.e. before you begin the physical survey, take time to walk
around the space to
appreciate the size, shape and proportion of the space itself.
• Make a note of anything that might obstruct measurements,
such as large
machinery or furniture.
• Please note: You may need to organise a second visit to the
site if you are unable
to obtain all of the measurements on the initial visit.
Surveying Your Space
• Stage 4
• Prepare freehand drawings.
• Before you begin measuring with your tape measure as you
will need a set of
well-proportioned freehand plans and sections to place your

91. measurements on.
• For example………
Surveying Your Space
• Once you have a sketch of the space draw in any details which
you will need to
work with.
• If you have an iphone you might also wish to use the compass
in order to
establish which direction is North as this can be important when
considering how
the light sources will affect the space. (Please note that it is not
necessarily
essential for this project although may be useful in the future)
Surveying Your Space
• Stage 5
• Before you begin measuring, mark up your drawings with
dimension lines. This
will save you time and ensures that you establish all of the
measurements which
you will need. Wherever possible it is wise to place dimension
lines outside the
plan and when measuring to run dimensions clockwise.
Surveying Your Space

92. • Stage 5
Surveying Your Space
• Stage 6
• Measuring is best done either in pairs or small groups to
ensure accuracy and
practicality. One person holds the zero end of the tape and
writes down the
dimensions as the other reels out the tape, takes a measurement
and calls it out,
repeating it to confirm.
• The main measurements will be running dimensions, i.e. these
are
measurements from a single point and usually from corner to
corner of a space.
• Using the smaller tape you can measure small areas such as
window openings.
• As not all spaces are absolutely square, therefore diagonal
measurements should
be taken.
wk 3 allocation seminar Answers.pptx
Answers to Scenarios

93. Answers to scenarios.
Scenario 1:
Allocate 2440 units 69.8%
Extra question – what is the size buy ratio in units and do you
have enough of every size to go to each store?
Size 18 is the issue with 5% of the buy units = 175units vs
153stores, so if we send out 153units we are allocating 87% of
the buy, so this leaves only 13% replen. Is this what the
Merchandiser planned?
Scenario 2:
Send to the Webs – 250 units
Send tight – 5 units to Northern and Scottish stores and Oxford
Street/city centre department stores
Scenario 3:
Allocate to Next – 300 units
Send 12 units to stores – 300 units
Send tighter depth to Web sites – 200 units
wk 3 Grading Allocation lecture.pptx
Principles of
Fashion Grading & Allocation
London College Of Fashion
9th October 2018
Branch Merchandising
Optimising stock levels & sell through
Grading
Allocations
Capacity & Ideal Minimum Stocks

94. Replenishment
INTRODUCTION
Space Management
Location Strategy
Optimising sales/profit density and brand space
Density analysis
Linear audit
Ad Hoc
Logistics Forecasting
International
Partner Relationships
Projects
Gary
Head of Branch
Merchandising
We are always looking for methods to achieve the
highest sales with the least amount of markdown spend.
Grading and Allocation help to do this by assigning the stock to
the best location, where it is most likely to sell, for the highest
profit.
Right Stock – Right Place – Right Time

95. GRADE & ALLOCATION PURPOSE
GRADING
Grading is a location hierarchy. Individual grades are groups of
stores (including web stores) with a similar profile
All the stores within that grade are sent the same same product
range and stock quantities
The criteria used varies across brands but these are some of the
choices:
Sales Space
Demographics End-use
Profile Fashion-ability
Location type Region/Geography
Selling Channel
GRADE DEFINITION
GRADE DEFINITION
Grades should support the merchandising and ranging strategy:
Facilitate stock management
just the right amount in every location

96. big chains have too many stores to buy for every store
individually
It’s used by B&M for Assortment planning to
range build options
determine buying volumes
It’s used as the allocation template
Consistency of approach across the business
Potentially multiple different Gradings by selling channel
Uk & Eire Own Buy
International Own Buy
Franchisee/Wholesale
Website
Outlet
The level in the product hierarchy of Grading
Total company
Department
Category
Sub-Category
GRADE CHANNEL & PRODUCT HIERARCHY
7
GRADE OVER-ARCHING STEPS
Data Capture

97. Store Level
Planning
Create Data Based Grading
GRADE OVER-ARCHING STEPS
Data Capture
Store Level
Planning
Create Data Based Grading
Profiling/Demographics
Retailers Review
Retailers Review
GRADE OVER-ARCHING STEPS
Data Capture
Store Level
Planning
Create Data Based Grading
Profiling/Demographics
Apply Retail Feedback
Retailers Review
Retailers Review
Grading Issued To B&M
GRADE OVER-ARCHING STEPS
Data Capture
Store Level
Planning
Create Data Based Grading
Grading on Allocation System
Profiling/Demographics
Apply Retail Feedback
Retailers Review

98. Retailers Review
Grading Issued To B&M
Update Grading with changes
GRADE OVER-ARCHING STEPS
Data Capture
Store Level
Planning
Create Data Based Grading
Grading on Allocation System
Profiling/Demographics
Apply Retail Feedback
Retailers Review
Retailers Review
Grading Issued To B&M
Update Grading with changes
TRADE
GRADE OVER-ARCHING STEPS
Data Capture
Store Level
Planning
Create Data Based Grading
Grading on Allocation System
Profiling/Demographics
In-Season
Re-Grade
Apply Retail Feedback
Retailers Review
Retailers Review
Grading Issued To B&M
Update Grading with changes
TRADE

99. TYPICAL GRADING APPROACHES
SALES
Most traditional approach
Simple straight ranking on turnover
Shop floor linear ignored
SPACE
Simple straight ranking on linear
Sales ignored
Approach more suitable for very high ROS
Fixed kit
Supermarkets
SALES & SPACE
Dual ranking using both parameters
Sales first
Space is the moderator
Sales Grading is easy and straight for forward
Sales determine the width, the depth and the replenishment
The big disadvantage: all stores in the same grade get the same
options irrespective of size
SALES GRADING

100. Sales & Space Grading allows for more option control and a
better to fit the space:
Linear is used to determine the range width
IAQ is either minimum display quantity/size break or calculated
from other KPI’s
Sales determine the replenishment
Accurate linear counts from the shops make or break this
grading
SALE & SPACE GRADING: OPTION MANAGEMENT
Sales Sequence: stores are ranked by turnover and assigned a
Sales banding
Space Sequence: each store is then resorted by it’s linear
WITHIN it’s Sales band
This combination of Sales and Space create a new grade
ROS, line life and space help the amount of options required for
this grade
Grades with a similar option requirement can be banded
together

101. How To Grade
Example Of The Sort
GRADING LCF GDM
The Grading (UK ONLY)
16+ separated grades of options is a lot to manage
Rate of Sale, planned life of a line and linear mean some grades
have the same option requirement for a whole season. In this
example 6 option grades
The 16+ grades help manage initial allocation depth and
replenishment
THAT’S A LOT OF GRADES!
Improved visual presentation & better usage of stock

102. Better depth management within the option grade.
Stores of the same size can get the same options but different
levels of volume, either in initial or through replenishment
In other words, less overstocking, less under-stocking
Better sell through of stocks overall
Reduced markdown
GOALS
Selected high density stores are graded higher than the space
dictates eg John Lewis stores, Lakeside Deb
extra distribution team action requited to manage stock levels
by adjusting replenishment minimums, rotating capsules and
IBTs
High Profile Stores/Spotlight stores
Consignment stores
your stock/their staff
The web is not constrained by physical space

103. EXCEPTION MANAGEMENT & SPECIAL GRADES
Increased focus on detailed profiling, creating grades and store
clusters around KPI’s and demographics to support locations
where the customer really wants your brand.
Outside inputs: Kantar, Javelin, Pragma
Good, Better, Best, Aspiration
Broad-appeal, Trend, Directional
Premium vs mainstream vs discount
Find the unique customer proposition for
that location
FUTURE DEVELOPEMENTS

104. GRADING LCF GDM
PROFILE GRADING OUTPUTS – QUICK SNAP SHOT
Multi-input approach considering both traditional data and
market demographics
Demographic/Fashionability provides insight into locations
where your brand is most relevant
Formal/Occasion brands tend to polarise around high turnover
locations and high mix of affluent consumers
Casual high street brands have a broader appeal
In both groups the Low Demographic/Low Turnover stores will
become low priority
ALLOCATION

105. Sending the stock/intake from the warehouse to: stores,
websites, wholesale customers, franchisee partners…
The allocator sets the required parameters, and the system
spreads the stock across the grades
Allocation operates at the lowest level of the product hierarchy
SKU: Stock Keeping Unit
Style, Colour, Size
ALLOCATION DEFINTION
Five Main Types:
Initial Allocation (pre-allocation): first time a style has arrived
Replenishment: system generated allocation based on sales
Stock Builds: allocation of more stock than sales dictate
Manual Allocation: the allocator overrides the system
New Location Openings: cherry-picked stock package

106. ALLOCATION TYPES
INITIAL ALLOCATION
FAR EAST SUPPLIER
EUROPEAN SUPPLIER
MERCHANDISER PERMISSION TO SHIP
ALLOCATOR CREATES PRE-ALLOCATION
INITIAL ALLOCTION
Initial allocation is set by SKU based on the range plan and
Grading
Most initial allocations are created whilst the stock is still in-
transit
Some questions the allocator has to consider:
How many stores is the style ranged to?
Is it a web exclusive?
What has the merchandiser planned on the range plan?
When is the next drop due?
Is the style from a current collection/story/there or does it need
to be held for launch?
Do we have any over stocked stores that need excluding?

107. Do we have any events coming up that stores need building for?
INITIAL DROP: IN-TRANSIT
11,000 Units Delivery
Pre- Allocation
Stores = 55%
6,000 Units
Warehouse = 18%
2,000 Units

108. Web = 18%
2,000 Units
Franchisee = 9%
1,000 Units
INITIAL DROP: ALLOCATION PLAN
STORES
55%
WEB
18%
REPLEN
18%
FRANCHISEE 9%
INITIAL ALLOCATION
FAR EAST SUPPLIER
EUROPEAN SUPPLIER
MERCHANDISER PERMISSION TO SHIP
ALLOCATOR CREATES PRE-ALLOCATION
STOCK ARRIVES IN THE
WAREHOUSE
STOCK IS DESPATCHED & INVOICED
INITIAL ALLOCATION
FAR EAST SUPPLIER
EUROPEAN SUPPLIER
MERCHANDISER PERMISSION TO SHIP
ALLOCATOR CREATES PRE-ALLOCATION
WAREHOUSE PICKS
PRE-ALLOCATION
QC PASS TRIGGERS THE PRE-ALLOCATION AND

109. CREATES PICK NOTE
STOCK ARRIVES IN THE
WAREHOUSE
STORE RECEIPTS STOCK-IN & IT BECOME BRANCH
STOCK
CUSTOMER BUYS PRODUCT
REPLENISHMENT
REPLENISHMENT
Initial allocation sets an ideal stock holding by SKU
Each night the system looks at which stores have sold a SKU
If warehouse stock is available, replenishment is generated for
that SKU, to a maximum of the ideal level
Replenishment is typically 1:1
Once the replenishment algorithm is executed, the systems
sends a picking list to the warehouse: pick, pack, invoice &
send
REPLENISHMENT
Once a week the system will re-calculate the ideal stock holding
for every SKU, by location, based on sales, cover (and other
parameters the allocator sets):
fastest selling stores ideal stock holding increases = more
replenishment
slowest selling stores ideal stock holding decreases = reduced or

110. no replenishment
If warehouse stock is limited (always!) and there is not enough
of a size to replenish every store the system will ration the
stock:
by Grade
then cover within grade
TRADING AND REVIEW
How many weeks cover of stock do we have in the warehouse?
When is the next intake due?
How long to sale?
Any promotional events coming up?
Which stores are turning the fastest?
What is the weather like this week?
Does the style need extending to more stores?
Are the web stores fully available?
Which Grade is selling best?
Do we have enough to replenish all stores or do we need to cut
some stores?
Is it a continuity style like a vest or a jean - availability?
Is a store over-stocked?
THE END!
FUTURE DEVELOPEMENTS

111. Store£SalesStoreSalesLinearStoreSalesSpace£Linear
B567 - Debs Birmingham202,17206 TopB593 - Debs
Foyleside06 Top160B593 - Debs Foyleside06
TopLarge135,748160
B532 - Debs White Rose197,93606 TopB486 - Debs Cork
Centre06 Top141B486 - Debs Cork Centre06
TopMedium159,273141
B529 - Debs Trafford Park176,89206 TopB567 - Debs
Birmingham06 Top138B567 - Debs Birmingham06
TopMedium202,172138
B486 - Debs Cork Centre159,27306 TopB532 - Debs White
Rose06 Top91B532 - Debs White Rose06 TopEdit197,93691
B448 - Debs Bath158,02806 TopB529 - Debs Trafford Park06
Top85B529 - Debs Trafford Park06 TopEdit176,89285
B593 - Debs Foyleside135,74806 TopB448 - Debs Bath06
Top80B448 - Debs Bath06 TopEdit158,02880
B538 - Debs Plymouth98,44707 MidB510 - Debs Colchester07
Mid134B510 - Debs Colchester07 MidLarge84,731134
B581 - Debs Portsmouth94,71107 MidB520 - Debs Crawley07
Mid134B520 - Debs Crawley07 MidLarge91,199134
B465 - Debs Blackpool94,60507 MidB771 - HOF Cardiff07
Mid131B771 - HOF Cardiff07 MidLarge87,067131
B750 - HOF Cheltenham94,25807 MidB711 - IND
Northallerton07 Mid118B711 - IND Northallerton07
MidMedium93,473118
B711 - IND Northallerton93,47307 MidB538 - Debs
Plymouth07 Mid116B538 - Debs Plymouth07
MidMedium98,447116
B520 - Debs Crawley91,19907 MidB581 - Debs Portsmouth07
Mid116B581 - Debs Portsmouth07 MidMedium94,711116
B562 - Debs Inverness89,84507 MidB750 - HOF Cheltenham07
Mid81B750 - HOF Cheltenham07 MidEdit94,25881
B771 - HOF Cardiff87,06707 MidB562 - Debs Inverness07

112. Mid78B562 - Debs Inverness07 MidEdit89,84578
B510 - Debs Colchester84,73107 MidB465 - Debs Blackpool07
Mid55B465 - Debs Blackpool07 MidEdit94,60555
STEP ONE: SALESSTEP TWO: SPACESTEP THREE: SALES
& SPACE
JV- GRADING
GRADE
New GradeCountSales %Ave SalesMD %Margin %Linear
Ave
Space
Linear
DensitySpace %
OSV
AVERAGE
SALES
Opts Per
Ft
INTAKE
ASPStk Opts
Density
ROSLine Life
Sales
Options
Branch
Qty
Cum
Buy
Sales
Options
01 Web
512%498,49454%60%9501901013%1,092,3231.01351901.6202
4733164
02 Mega
Large25%530,17044%68%3731861091%951,0321.01351861.52
024229222WEB
03 Stand Alone

113. Large86%161,93058%57%1,422178355%387,2380.91351600.72
020814332
06 Top
Large21%121,42257%57%328164281%284,3440.91351480.520
19211354
04 Sportlight
Large42%128,44644%68%620155322%227,8481.01351550.420
2028388SPECIAL
06 Top
Medium117%143,50955%60%1,389126445%318,7701.0135126
0.72016414546
04 Sportlight
Medium85%144,50645%67%1,014127444%262,0251.01351270.
62016512640TOP
06 Top
Edit1811%134,66955%60%1,71695546%297,7561.11351050.82
013616931
03 Stand Alone
Edit21%121,61956%59%210105451%278,2541.01351050.82013
715962
07 Mid
Medium239%80,30955%60%2,439106298%178,0121.01351060.
520138101,182
07 Mid
Large93%77,73852%62%1,210134224%162,9400.81351010.520
13191,265
04 Sportlight
Edit62%84,03843%68%633105312%147,7881.01351050.420137
81,312MID
07 Mid
Edit104%76,27656%59%72572403%172,8991.1135800.6201041
21,436
08 All
Large5812%43,16755%59%6,4851121523%95,3240.8135890.32
011661,788
08 All

114. Medium407%38,68257%58%3,469871712%90,1771.0135870.32
011362,025STANDARD
08 All
Edit183%37,67153%61%1,11362234%79,9751.1135680.320887
2,14688EDIT
Option Frame Work
245
200
165
138
111
FORMAL / OCCASION BRAND Profile Grading
£
STORE GRADING
(No. Of Locations)
A B C D
% OF
SHOPS
HIGH 40 25 21 10 38%
MEDIUM 17 16 26 - 23%
LOW - - - 91 36%
HIGH T/O
LOW
T/O

115. D
EM
O
G
R
A
P
H
IC
/F
A
SH
IO
N
A
B
IL
IT
Y
% OF £
65%
21%
14%
CASUAL Profile Grading
£

116. STORE GRADING
(No. Of Locations)
A B C D
% OF
SHOPS
HIGH 26 22 12 4 32%
MEDIUM 29 16 21 - 33%
LOW - - - 68 34%
HIGH T/O
LOW
T/O
D
EM
O
G
R
A
P
H
IC
/F
A
SH
IO
N
A

117. B
IL
IT
Y
% OF £
46%
35%
19%
wk3 Allocation Seminar Questions.pptx
INITIAL DROP: IN-TRANSIT

118. 11,000 Units Delivery
Pre- Allocation
Stores = 55%
6,000 Units
Warehouse = 18%
2,000 Units
Web = 18%
2,000 Units
Franchisee = 9%
1,000 Units
INITIAL DROP: ALLOCATION PLAN
STORES
55%
WEB
18%
REPLEN
18%
FRANCHISEE 9%
Allocation Scenario 1:
Style 1 is a brand new knitwear style , in a new colour.
3500 unit drop ranged to go to all store
Ratio: 8 – 18 , split 10% 20% 25% 25% 15% 5%
We have :
3 Web sites who need a total of 600 units.

119. 40 stores who need 16 units each.
50 stores who need 12 units each.
60 stores who need 10 units.
How much stock do we allocate , what % is left for
replenishment
Allocation Scenario 2
Style 2 is a new style of padded Parka. We have a drop of 1200
units and the next drop is due in 6 weeks time.
It is ranged for 60 stores and the 3 new Websites.
Initial Allocation Quantities are tighter on Parkas as they are
bulkier and take up more space.
It is August and we are in the middle of a heat wave.
Allocation Plan is :
100 units each to the our website and the Amazon web, 50 units
to House of Fraser web.
8 units each to 40 Solus stores.
6 units each to 30 Department stores.
What would you suggest we do today with the stock?
Allocation Scenario 3 :
Style 3 is a brand new dress, 1000 unit drop.
It is ranged to go to the top 25 Dresses stores who need 14 units
each.
The Web sites need 300 units in total.
Next have bought 300 units.
The next delivery is 200 units in 7 days time.
But :
The supplier under delivered by 150 units.
The deadline for delivering to Next is in 4 days time otherwise
they will cancel the order.
So:

120. How many units short are we?
What would you do?
wk3 Grading Seminar Questions With Answers.xlsx
ActivitiesCreate A Simple Sales and Space GradingSort the
stores into grading bandsThink about where the natural brakes
in data are between the storesUse the exact format of the labels
below to make the summary table workSTEP 1Sales Sequence
Create the sales grades by sorting the stores by descending
turnover.Assign each store one of the following labels to give it
a sales grade:01 Web02 Top Store03 Mid Store04 Standard
StoreSTEP 2Space Sequence WITHIN each of the sales banding
you have assigned above,re-sort the store by their linear space
largest to smallestAssign each store one of these following
space labels: LargeSmallSTEP 3Sales & Space Sequence The
sales and space grade should have concatentated to create the
final gradeIf the labels are in the correct format, it will update
the grade summary table belowAre the stores spread evenly
through the grade, and should they be?Are there to many stores
in one grade?What is the mix of sales to space at top and bottom
of the chainHow does density peformance through the
chain?STEP 4A Few Questions On Profiling - What Makes A
"GOOD" StoreIn this list identify the best 2 locations for the
brandIn this list identify the worst 3 locations for the brandAs
well as the sales line consider the stores profiles:Is the average
selling price high?Is the margin performance better than other
stores?Is the customer only interested in the discount?Is there
growth potential based on the Good, Better, Best Mix?Is there a
lot of the right customers in the market (the higher the Market
Index number the better!)?
Grading Exercise COMPLETEDStore Grading Exercise
HOSTSTORE NAMESalesSpace GradeSales & Space
GradeStore CountPlanned Sales £LinearLinear

121. DensityACHIEVED ASPMargin %Markdown
%GOODBETTERBESTMarket
Customer IndexMARKET PROFILE EXTERNAL
RESEARCHWEBJLP Website01 Web01 Web
1731,639139202.4575.0272.4%22.2%45%31%24%n/a0.
WebWEBInhouse Websites01 Web01 Web
1397,231139109.9165.5569.2%30.7%41%29%30%n/a0.
WebWEBDebs Website01 Web01 Web
1307,55213985.1066.6069.6%29.2%43%22%35%n/a0.
WebWEBHOF Website 01 Web01 Web
1305,32213984.4866.0668.5%32.0%44%27%29%n/a0.
WebHOFHOF Birmingham02 Top StoreLarge02 Top Store
Large182,67213323.9169.7171.4%25.1%60%32%8%751. Major
Regional CentreDEBDebs Glasgow02 Top StoreLarge02 Top
Store Large178,53911925.3865.6770.7%26.9%48%18%34%821.
Major Regional CentreDEBDebs Guildford02 Top StoreLarge02
Top Store
Large165,61011821.3969.2171.9%24.3%51%14%35%1575.
Town Large PremiumDEBDebs Oxford Street02 Top
StoreSmall02 Top Store
Small1271,473102102.3776.4371.7%23.8%57%18%25%641.
Major Regional CentreHOFHOF Oxford Street 02 Top
StoreSmall02 Top Store
Small1101,1599540.9675.7272.2%22.8%57%18%25%641.
Major Regional CentreDEBDebs Merryhill02 Top StoreSmall02
Top Store
Small151,3438922.1960.4069.2%30.7%49%29%22%882.
Destination Retail ParkHOFHOF Darlington03 Mid
StoreLarge03 Mid Store
Large143,49213912.0360.4168.9%31.7%41%19%40%944.
Town LargeHOFHOF Exeter 03 Mid StoreLarge03
Mid Store
Large130,2001209.6861.3870.5%27.5%68%20%12%1173. City
CentreINDIND Wimbledon03 Mid StoreLarge03 Mid Store
Large131,91210311.9264.3471.7%23.1%53%21%26%796. City
Centre SuburbDEBDebs Canterbury03 Mid StoreLarge03 Mid

122. Store Large136,4759514.7767.0572.3%24.4%72%14%14%1214.
Town LargeDEBDebs Wigan03 Mid StoreSmall03 Mid Store
Small127,2318013.0955.5768.3%31.5%14%0%86%764. Town
LargeDEBDebs Newcastle03 Mid StoreSmall03 Mid Store
Small139,5247719.7461.9569.7%29.2%51%23%27%793. City
CentreDEBDebs Southampton03 Mid StoreSmall03 Mid Store
Small148,0827424.9964.9868.8%30.9%65%29%6%1093. City
CentreHOFHOF Carlisle04 Standard StoreLarge04 Standard
Store Large123,4731277.1159.5869.1%31.0%77%0%23%1084.
Town LargeDEBDebs Hull04 Standard StoreLarge04 Standard
Store Large119,9921176.5759.5067.1%35.0%72%7%22%823.
City CentreINDIND Truro04 Standard StoreSmall04 Standard
Store Small121,9537311.5757.7769.9%28.2%61%17%22%1237.
Town SmallDEBDebs Romford04 Standard StoreSmall04
Standard Store
Small120,1507110.9252.7565.7%37.0%77%0%23%836. City
Centre SuburbHOFHOF Lincoln04 Standard StoreSmall04
Standard Store
Small123,3856913.0456.7668.9%30.7%66%13%21%1174.
Town LargeDEBDebs Livingston04 Standard StoreSmall04
Standard Store
Small121,0226013.4857.4467.6%34.0%78%18%4%784. Town
LargeDEBDebs Dundee04 Standard StoreSmall04 Standard
Store Small121,7775914.2049.7266.0%37.4%50%27%23%893.
City CentreSALES AND SPACE GRADE SUMMARY
TABLESALES LABELSPACE LABELGrade NameStore
CountPlanned Sales £LinearLinear DensityAverage Sales
£Average LinearStore %Planned Sales %Linear %01
WebLarge01 Web
41,741,745556120.49435,43613917%62%22%02 Top
StoreSmall02 Top Store
Large3226,82137023.5875,60712313%8%15%03 Mid Store02
Top Store Small3423,97528657.02141,3259513%15%12%04
Standard Store03 Mid Store
Large4142,08045711.9635,52011417%5%18%03 Mid Store
Small3114,83623119.1238,2797713%4%9%04 Standard Store

123. Large243,4652446.8521,7331228%2%10%04 Standard Store
Small5108,28733212.5421,6576621%4%13%Total
Brand242,801,2102,47643.51116,717103100%100%100%
wk3 Grading Seminar Without Answers.xlsx
ActivitiesCreate A Simple Sales and Space GradingSort the
stores into grading bandsThink about where the natural brakes
in data are between the storesUse the exact format of the labels
below to make the summary table workSTEP 1Sales Sequence
Create the sales grades by sorting the stores by descending
turnover.Assign each store one of the following labels to give it
a sales grade:01 Web02 Top Store03 Mid Store04 Standard
StoreSTEP 2Space Sequence WITHIN each of the sales banding
you have assigned above,re-sort the store by their linear space
largest to smallestAssign each store one of these following
space labels: LargeSmallSTEP 3Sales & Space Sequence The
sales and space grade should have concatentated to create the
final gradeIf the labels are in the correct format, it will update
the grade summary table belowAre the stores spread evenly
through the grade, and should they be?Are there to many stores
in one grade?What is the mix of sales to space at top and bottom
of the chainHow does density peformance through the
chain?STEP 4A Few Questions On Profiling - What Makes A
"GOOD" StoreIn this list identify the best 2 locations for the
brandIn this list identify the worst 3 locations for the brandAs
well as the sales line consider the stores profiles:Is the average
selling price high?Is the margin performance better than other
stores?Is the customer only interested in the discount?Is there
growth potential based on the Good, Better, Best Mix?Is there a
lot of the right customers in the market (the higher the Market
Index number the better!)?
Grading ExerciseStore Grading Exercise HOSTSTORE
NAMESalesSpace GradeSales & Space GradeStore
CountPlanned Sales £LinearLinear DensityACHIEVED
ASPMargin %Markdown %GOODBETTERBESTMarket
Customer IndexMARKET PROFILE EXTERNAL

124. RESEARCHDEBDebs
Canterbury136,4759514.7767.0572.3%24.4%72%14%14%1214.
Town LargeDEBDebs
Dundee121,7775914.2049.7266.0%37.4%50%27%23%893. City
CentreDEBDebs
Glasgow178,53911925.3865.6770.7%26.9%48%18%34%821.
Major Regional CentreDEBDebs
Guildford165,61011821.3969.2171.9%24.3%51%14%35%1575.
Town Large PremiumDEBDebs
Hull119,9921176.5759.5067.1%35.0%72%7%22%823. City
CentreDEBDebs
Livingston121,0226013.4857.4467.6%34.0%78%18%4%784.
Town LargeDEBDebs
Merryhill151,3438922.1960.4069.2%30.7%49%29%22%882.
Destination Retail ParkDEBDebs
Newcastle139,5247719.7461.9569.7%29.2%51%23%27%793.
City CentreDEBDebs Oxford
Street1271,473102102.3776.4371.7%23.8%57%18%25%641.
Major Regional CentreDEBDebs
Romford120,1507110.9252.7565.7%37.0%77%0%23%836. City
Centre SuburbDEBDebs
Southampton148,0827424.9964.9868.8%30.9%65%29%6%1093.
City CentreWEBDebs
Website1307,55213985.1066.6069.6%29.2%43%22%35%n/a0.
WebDEBDebs
Wigan127,2318013.0955.5768.3%31.5%14%0%86%764. Town
LargeHOFHOF
Birmingham182,67213323.9169.7171.4%25.1%60%32%8%751.
Major Regional CentreHOFHOF
Carlisle123,4731277.1159.5869.1%31.0%77%0%23%1084.
Town LargeHOFHOF
Darlington143,49213912.0360.4168.9%31.7%41%19%40%944.
Town LargeHOFHOF Exeter
130,2001209.6861.3870.5%27.5%68%20%12%1173. City
CentreHOFHOF
Lincoln123,3856913.0456.7668.9%30.7%66%13%21%1174.