VISUAL MARKETING PROGRAM. February 6, 2008. Background where we came from and where we are…. Frost Electric Supply, a multi-generational electric supply company, has identified a need for change in its current environment and method of capture for its in-store/showroom transactions .
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February 6, 2008
III. Current Paradigm
The current industry is a picture painted by a legacy of failure to properly maximize showrooms. Our goal is to alter the current paradigm and create a more retail friendly environment therefore driving more sales at the showroom level.
Most distributors in virtually all supply chain industries, from suppliers such as Frost Electric to plumbing and HVAC distributors primarily use the showroom/retail sales floor as a static formal display area or as adjunct storage to the warehouse. While this may fill a need and fill the “box” it is far less than what the optimum selling environment could be. The reasons for this “channel bacteria” are obvious. It is simple, its ease of implementation, ABDTW (always been done that way), management’s failure to look outside the box, laziness, lack of adequate skill level, poor ordering/stocking levels and a myriad of other reasons that limit many companies to a level of acceptable mediocrity.
VI. Branch Issues
the good, the bad and….
After a review of the individual locations was completed an assessment of comparative strengths and weaknesses was outlined.
● Corporate commitment to change
● Excellent “story” available to communicate
● Current brand selection is well-known and highly marketable
● Locations are conveniently located throughout the Frost trading area
● Available showroom square footage obtainable
● Keen awareness of movement to “green”
VI. Branch Issues
● Retail store presence
● Lack of a “story” being told
● Diffused focus & direction
● No replicable effort, branch to branch
● Drama or excitement is missing
● Little effort to drive customer traffic; in the door and through the branch
● Highest volume products or areas not promoted/highlighted
● No “feature displays”
VI. Branch Issues
● Failure to emphasize “green”
● Lack of “real” sales attitude
● No continuity
● Current signage not used to its fullest potential
● Fixtures provided don’t work
● Display fixtures not well-maintained
● Frost history not noted
● Inconsistent and/or missing stock levels
● Will call location not optimum
● Safety concerns
VII. Assessment (Cont.)
Frost as a company has invested a tremendous amount of money in inventory all of which is currently providing little or no return in the showrooms. The net result is a substantial penalty regarding any opportunity to add showroom sales to the top line.
The up side is there is adequate space in each location to develop a real “sales” presence in the Frost showrooms which if worked properly will garner sales revenue, create additional foot traffic and develop “Frost Loyalty”.
IX. Tactics (Cont.)
● Capitalize on the physical counter as a merchandising sales area.
● Develop and use plan-a-grams.
● Create model showroom including signage, fixture package and theme, replicate throughout chain.
● Include merchandising in all marketing programs; include appropriate signage and product ties.
● Coordinate all merchandising efforts with corporate calendar “promo calendar”
● Create vendor resources pool for space reservation during promo periods.
● Enlist vendor financial assistance for fixtures and signage.
● Don’t just think “green”, make it “green”
Leverage all possible assets
On hand inventory
Key strategic points
Create new environments
On-line ordering/reference Store design
X. Visual Marketing Keys (Cont.)
Use as lighting sales tools
Consider light boxes
Create “focus walls”
Use flexible frames for signage and themes
Tell story and highlight marketing theme
Remind of “Frost” history
Determine product categories for risers
Use end-caps effectively
Create new product displays
Timelines have been considered but without further confirmation as to the elements and direction chosen it is ill-advised to speculate or to attempt to develop time lines for completion.
Having stated the above the following can be considered for benchmarking given the commitment and adequate resources being allocated including personnel, capital and inventory.
Development 2 – 3 months
Design 1 – 2 months
Implementation of “Frost Standard” unit one 1 – 2 months