We - KappAhl

Before establishing a new store, extensive
analysis is carried out of the location concerned.
Attractive locations with good customer
flows are a must if we are to establish
a store. We also look at factors such as competitors
and consumption patterns. In
2008/2009 we opened 32 stores and closed 4.
We have contracts for a further 52 stores as
at 31 August. Many new establishments take
a long time to plan, for example if the store is
to be in a new shopping mall that is still on
the drawing board. Sometimes it can go
really fast. If the right premises, in an existing
shopping mall, are suddenly available a new
establishment can be managed in a matter of
months, sometimes even faster.
MOVING TO A BETTER POSITION Moving
a store can mean a boost for the entire operation.
The reason may be that the existing
store is too small, that a new shopping mall is
being built or that another area in a certain
town is thought to have more interesting
potential. Results show that relocations to
date have led to increased profitability. We can also decide to completely
close down stores that do not live up to the long-term goals
if there are no alternative premises in the area. Here too, analysis is
extensive. Reviewing the store network has accelerated in recent
years and many changes have been made.
REGULAR STORE IMPROVEMENTS Every year a large number
of improvement projects are carried out in the store network. This
may involve putting up new walls, replacing stairs with escalators
or installing new lighting that heightens the impression of displays.
In addition, the cash points are extended to make things easier
both for customers and staff. The meeting with the customer
at the cash point is particularly important for creating loyalty. For
that the fittings must be right.
We also carry out minor maintenance, such as painting and
flooring. Our measurements show that customers become more
positive towards the store after these improvements.
CORRECT STAFFING OF CENTRAL IMPORTANCE To maintain
the best possible customer service, staffing must be well-balanced,
so that we can meet customer’s expectations of good service
while keeping costs under control. Staffing follows the variation in
demand on different days of the week and in different seasons.
During the year we introduced a new scheduling programme that
makes it easier to improve staffing efficiency. At present about 75
per cent of our store staff work part time and the others full time.
VALUE CHAIN
2008/2009 Kappahl 27