Ensuring Merchandising Compliance from 35,000 Feet
Learn how Lolli and Pops saved time and money by remotely accessing merchandising insights through the RetailNext platform.
U.S. locations
Lolli and Pops
Bins in the largest stores
Lolli and Pops
Lolli and Pops is a specialty confectionery retailer — a "purveyor of sweetness" — with more than 35 locations across the United States, stocking sweets from famed producers and local artisans that change daily with batch size and availability. Consistent, well-executed visual merchandising across that dispersed fleet is central to the in-store experience.
The Challenge
The company's VP of Product leads both buying and much of the visual merchandising across its stores. Each location carries a wide assortment of confectionery SKUs, with between 150 and 360 bins for scooped and bulk sweets, so re-assorting and setting stores is genuinely difficult — requiring repeated meetings with the planning team and, often, a great deal of travel to see layouts in person. The team needed a way to fine-tune and finalize store sets without standing in every store.
The Solution
Using RetailNext's merchandising solution, the team could review still-image snapshots of stores, displays, fixtures, and product assortment remotely. In one instance — working from a flight, on limited airplane Wi-Fi — the VP of Product worked through roughly 10–15 problem stores that had been planned to about 80%, pulling up snapshots from each location, capturing screenshots, and emailing them with annotations to her planner to resolve details such as where to place dark chocolates in a store full of sours.
The Results
By the time the flight landed, the team had finalized the merchandising layout for every store in the exercise — completing the store set entirely remotely and moving straight into implementation. What would otherwise have required additional rounds of planning meetings and in-person store visits was handled from, in effect, 35,000 feet, letting the team execute to plan and serve customers faster.
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