Interspar, Austria's best compact hypermarket grocery retail store design and in-store POS marketing by our international brand communications strategy consultancy.
Leading edge companies are already employing game-changing ideas today. They are exciting, they work, but they also require a very different mindset than the ones employed by traditional grocery chains. If you believe that the inflexion point in the supermarket industry is already at hand, these ideas are necessary for future survival and must be implemented now. SPAR-AG is one of the largest business enterprises in Austria and has introduced revolutionary innovations in the grocery trade from the very beginning in 1954. A very important focus for the SPAR organisation has always been wide-ranging improvements in the customer experience.
Retail designer and brand consultancy delivers marketing and interior design services.
Interspar hypermarkets feature a selling area of 2,500m2 to 7,000m2. Interspar management enlisted the help of CampbellRigg in the game-changing design for the non-food area of their 4600m2 compact hypermarket in Villach, Austria.
The design of store in Villach, in the seventh-largest city in Austria, has moved away from a traditional supermarket into a new kind of consumer entity a compact hyperstore.
The decision to vary store design, size and product mix adjacencies allows for further penetration of the marketplace by reaching consumers closer to where they live, commute or work. The design solution creates a compelling presentation of categories, the illusion of open space between each category utilising a combination of tall and small merchandise units. Improvements to way-finding communication make the store easy to navigate, matching product solutions to lifestyle needs.
a focus on planning
When it comes to grocery retail store design and branding, we aim to animate as many brands as possible.
The aim was to turn the Villach store into an ‘open room’ which was easy to navigate. This was to be achieved with a particular focus on creating a modern, familiar, yet exciting and authentic atmosphere with a price aggressive approach.
We did this in a number of ways. The illusion of an open space was created by the combination of tall and smaller merchandise units, while the transparency of the store and improved orientation made it easy to navigate.
New signage featuring inspirational images inspired the customer to new purchases, at the same time keeping a relaxing shopping environment.
Considering important factors such as orientation points, sightlines, information stream, pathway/customer journey and turning points of a customer journey, CampbellRigg managed to create an enjoyable, easy shopping experience for the customer and sales focus for Interspar.
Food for thought by our strategic brand marketers:-
We will discuss five game-changing ideas next. They all need to be accompanied by the warning that none are simple to implement. This article demonstrates that the management at Interspar is actively engaged in several of these practices. Successful grocery retailers in the future will employ one or several of these strategies to survive, thrive and re-define the inflexion point.
1. Create your own brand strategy
There is probably a no more over-used word in marketing today than “brand”. Too often, it is used as a substitute for private label products, an advertising campaign a new logo or new store look. While these are certainly tactical applications of a brand, it means so much more.
2. Truly differentiate your retail product offerings
We firmly believe that there is a wonderful place in the world for a supermarket chain that executes the basic premise of a food store very well. One of the primary ways to differentiate is through perishables or products produced exclusively at store level. Perishables offer high margins and cannot be easily copied by formats more focused on price than on execution.
3. Expand purpose from share of stomach to share of wallet brand retailing
Retail convergence is a threat to supermarkets.
It also represents a spectacular opportunity in that there is freedom to move from category to category. Supermarkets can focus on filling an increasing share of customer needs that are not simply food related. In order to succeed customers must believe that the brand is capable of delivering this expanded range.
4. Apply oligopoly strategies
What should be painfully clear by now is that one size no longer fits all. The concept of a store geared for the broad middle (the foundation of the modern supermarket) is difficult to defend against increasingly diverse digital competition and a diverse customer base. While the supermarket will continue to be a core foundation of the food business, it is no longer enough to simply live off a singular format. One only needs to look at Tesco to see the power of diversified formats (in size and offer) as a means to gain ever-increasing share.
5. Pursue customer intimacy, loyalty and digital reward programmes
Retailers live or die on their ability (or lack thereof) to satisfy consumer demand. A chain can never simply win because it has more capital or more locations. It must offer something compelling to the consumer. There will always be tremendous opportunities for those companies who can understand customer needs and deliver on them in a compelling manner.
Different companies start at different points, depending on their business model. All of the options above are intriguing they offer significant points of differentiation to combat the impact of alternative forms of distribution and the blurring of channels. By no means are they the only options available. There are countless variations worth exploring that can tap into, or even create new consumer demand. Where does your brand need to grow?
to work with us