2017 Shop! ROI Standards: Store Redesign
The 2016 survey was conducted to understand:
• goals & metrics used to measure ROI
• target levels for ROI
• frequency for calculating ROI
• criteria for determining if store redesign was a success
• criteria for determining/evaluating the role of any
specific design element(s) in the success (or failure)
of the store redesign
Key findings from the survey include:
Definition of “store redesign” was wide ranging. There
is an old truism: ask three people a question and you will
receive three different interpretations of the question.
Shop! found this to be true when we asked retailers,
designers and store fixture manufacturers to define “store
redesign.” Respondents used words like remodel, redesign,
refresh, retrofit, reconfigure and renovation. The variety
of terms reflected the range of design scope, from minor
changes to completely new stores. Elements of redesign
included everything from interiors and architecture, fix
tures and flooring, graphics and branding, and everything
in between. Rebranding and enhanced customer experi
ence were also mentioned in describing a “redesign”.
Redesign lifespan depends on whom you ask. In terms
of how long a store redesign should last, the three respon
dent groups again had different responses: manufacturers
thought 3 4 years; the majority of designers believed 5 6
years, while retailers’ responses were spread throughout
the ranges, depending on their definition of redesign.
However, 90% of retailers did not expect a store rede
sign to last more than 6 years before an update would
be required. Not surprisingly, the smaller the remodel,
the lower the expected ROI, and the lower the expected
lifespan of the remodel. Conversely, the larger the remodel,
the larger the expected ROI and lifespan.
Perceptions of retailer motivation differs. Shop! research
also found designers and manufacturers had different per
ceptions of what motivates retailers to embark on a store
redesign. Understanding these during the planning phases
of the project will help suppliers to better serve the retailer.
Specifically, retailers indicated that the single biggest
motivator for a store redesign was to better leverage their
physical footprint to increase sales across all channels.
Retailers also stated creating a stronger connection with
current consumer base as a key motivator. Manufacturers
aligned with retailers on the goal to leverage their physical
footprint, but also felt they wanted to be seen as an innovator in their market.
Designers, for their part, believed the redesign was done
primarily to cohesively align with a redefined/reinvented
brand and to a lesser extent, better leverage physical
footprint to increase sales across all channels. This may be
indicative of the designers’ scope of work, specific to more
store designoriented goals, however, given retailer moti
vations, it would behoove designers to assess the overall
impact of their designs on sales lift across all channels.
Designers and manufacturers need to better understand retailer motivations for a store redesign to
help meet their core objectives.
to increase sales
across all channels
with a redefined/
Create a stronger
Retailers Designers Manufacturers