As part of the sister companies merger in 2009, we had showroom duplication and redundancy across the country for the business model ROI. I led the evaluation of each location taking into consideration cost and revenue per square foot, sku allocation per location and evaluated sales revenue that was driven by the official market dates and also the non-market dates sales revenue.
I evaluated every lease, commitments and requirements along with the cost of the inventory needed to properly merchandise all the product categories. The objective was to work with all the showroom location leaseholders to ensure a fair and professional manner in which this was to be accomplished.
Once all the analysis on ‘as is’ was completed, I focused on the ‘to be’ vision. Through this effort we were able to consolidate and reduce our pre-merger square feet by over 25% and our total cost of showroom operations by over 30%, which resulted in significant annualized savings without any revenue or customer disruption.