Visual Merchandising Software Solutions with O'Neill

See how O’Neill achieves quicker and more effective communication within their HQ and storefront teams using our Visual Retailing software.

 

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“What I like most about it is the ability to make quick changes. Instead of going out and standing instore trying to make the visual merchandising decisions, I can do it on the computer. It means I can help not only one store, but every store, of every size.”

- Bjorn Blankert, Visual Merchandise Manager at O’Neill

In the past, the merchandise and range planning process for O’Neill was developing a collection biweekly. A visual guideline was created along with it and sent to the stores in a big pile of paper. The stores then had to execute this visual merchandising guideline as best they could given the merchandising range they had, and then the local store staff sent photos of the execution back to headquarters for feedback. It was a long feedback loop. 

“Our visual merchandising process in the past has been very stiff and rigid in terms of in-store merchandising. One of the big challenges we were facing was how to get faster and more agile in terms of our visual merchandising process. We were in the market for a tool that would allow us to become more reactive to what’s happening at the store-level.”

O’Neill uses Visual Retailing to easily disseminate range analysis, create merchandising guidelines and virtual store displays, identify problem areas, and collaborate on new ideas. 

“We use it to facilitate our biweekly store changeovers, from sending directives to discussing what’s working and what isn’t. It saves a ton of time compared to our old process, and has quickly become an essential fixture of our operations strategy.”

Thanks to improvements in communication and process, Visual Retailing tools have positively impacted O’Neill’s company culture. The program facilitates a much more fluid, collaborative conversation, helping the company become more efficient in their day-to-day operations. They now have a better connection with the in-store team, and the documents they’re sending out are more less cumbersome to put together – they know they’ll be able to answer questions and give feedback more readily, rather than putting together meticulously detailed planograms and waiting for photos from the individual stores.

“It’s not orders from headquarters kind of communication – the guideline still stays a guideline. Now there’s more connectedness and understanding between the store, field and HQ.”