RETAIL / ILLUSTRATIVE PROJECT
Planning a two-store expansion
A fictional specialty retailer is choosing between opening two additional stores together or spacing the openings across the year.
THE DECISION
Start with what
needs to be understood.
Model each store’s fit-out, stock, staffing and sales ramp separately, then compare the impact on group cash.
START WITH THE DRIVERS
Connected assumptions. A clear view of your business.
THE PROPOSED APPROACH
Connect the drivers
to the decision.
This example describes how the scope could be shaped for the fictional brief.
The store economics
Build the sales forecast around visitors, conversion, basket size and trading days. Reflect seasonality and the time required to establish a new location.
The cost of the location
Connect rent, fit-out, fixtures, inventory and staffing to the opening schedule. Separate recurring costs from the initial investment.
A network view
Keep store performance visible while connecting central staff, warehousing and shared expenses. Test the timing and cash effect of new openings.
THE DELIVERABLES
A connected set
of business materials.
The owner would be able to see the operating performance of each store and the investment needed at company level.
- A store-level forecast covering sales, margins, stock, operating expenses, investment and group cash flow.
- A business plan explaining the concept, location, customer, merchandising and store operations.
WHAT WOULD INFORM THE WORK
- Location, floor area and trading calendar
- Footfall, conversion and basket assumptions
- Product mix and gross margins
- Lease, fit-out and staffing estimates
- Existing store results and inventory
EXPLORE RELATED DECISIONS
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