1. EVENT SPACE
1.1. Trending
1.1.1. The Strategy
1.1.1.1. 12 month Program
1.1.1.2. Options
1.1.1.2.1. PDU
1.1.1.2.2. SRT
1.1.1.2.3. Counter Displays
1.1.2. Kids Accessoriesy Stand
1.1.3. Unicorn
1.1.4. Bag Charms
1.1.5. PVC / Personal Care
1.2. KIDS EVENT
1.2.1. By reduction of BYS Mini Sku Duplication - reduce the range and periodically launch PDU program
1.2.2. X 3 PER ANNUM
1.2.2.1. OCTOBER
1.2.2.2. JANUARY
1.2.2.3. JULY
1.3. FASHION EVENT - ADULT
1.3.1. X 4 PER ANNUM
1.3.2. TREND BASED HAIR ACCESSORIES
1.3.2.1. JAN
1.3.2.2. MAR
1.3.2.3. AUG
1.3.2.4. NOV
1.4. PERSONAL CARE EVENT
1.4.1. X3 PER ANNUM
1.4.2. POP EVENT
1.4.2.1. POP 30 - JAN
1.4.2.2. POP 50 - JUN
1.5. COSMETICS EVENT
1.5.1. POP 50 - JUN
1.5.2. POP 30 - JAN
1.6. KPI
1.6.1. HOTTEST TRENDING PRODUCT TO BLOW THE CONSUMER AWAY
2. THE BRIEF
2.1. KPI's
2.1.1. Fashion Accessories
2.1.1.1. Margin Expectation
2.1.1.1.1. HAIR ACCESSORIES BASICS 70%
2.1.1.1.2. HAIR ACCESSORIES FASHION 60%
2.1.1.1.3. KIDS HAIR & FASHION ACCESSORIES BASICS 60%
2.1.1.2. Value $4.8M per half (need to deliver $1.6m per bay across 3 bays in total
2.1.1.2.1. NEW KPI - Eash product needs to turn X1 unit per store per week
2.1.1.3. Price Points / RRP
2.1.1.3.1. Basics $3
2.1.1.3.2. Fashion $3 - $4
2.1.1.4. Require 3% rebate to cover markdowns in store
2.1.1.4.1. RJS tailor range where needed to accommodate for A,B & C grade stores
2.1.1.5. 3 BAYS that will compromise of
2.1.1.5.1. X 1/4 HAIR BRUSH RANGE
2.1.1.5.2. X 1 BAY ADULT HAIR BASICS
2.1.1.5.3. X 1 BAY PERSONAL CARE
2.1.1.5.4. X 3/4 BAY KIDS HAIR AND FASHION ACCESSORIES
2.1.1.5.5. ALL STORES
2.2. RANGE REVIEW UPDATE : MARCH 2025
2.2.1. REVIEW OBJECTIVES
2.2.1.1. • Deliver value to our core customers through uniqueness, pricing, and quality. • Rationalize and refresh our product ranges. • Simplify product execution for our store teams. • Facilitate easier product flow within the supply chain. • Create a sustainable pathway for deals. • Achieve a DIFOT (Delivery in Full On Time) rate of 95%. • Improve profitability for sustainable growth.
2.2.1.1.1. • Facilitate easier product flow within the supply chain.
2.2.2. KEY DATES & DEADLINES
2.2.2.1. • August 4th, 2024: Submission of new line forms, including pricing for new lines to be considered. (No Later) • August 26th, 2024: Requested samples for all current ongoing products, including shelf-ready trays, must be received. Please send to TRS H/O, Attention: Anthea Papadopoulos and Pnina Horn • August 26th - September 23rd, 2023: All samples (new and ongoing) will be reviewed and approved for future ranging. • October 21st, 2024: Notification of deletions and new ranging. • October 28th, 2024: Purchase orders raised for overseas lines. • December 23rd, 2024: Local orders placed. • March 10th, 2025: Purchase orders delivered to DCs. • March 31st, 2025: Full implementation in stores.
2.2.3. OUR MISSION
2.2.3.1. Save All Australians Money Every Day
2.2.4. OUR VISION
2.2.4.1. Be Australia’s Biggest and Most Trusted Discount Variety Store
2.3. Partner with GFA to develop a fashionable range of Cosmetics, implements and fashionable Accessories Range that is on trend, fun and represents value for the REJECT SHOP
3. FORWARD STRATEGY 'PRODUCT DEVELOPMENT'
3.1. 365 EVERY DAY RANGE
3.1.1. PERSONAL CARE
3.1.1.1. TRS Branded
3.1.1.1.1. Range that covers all the needs and essentials of a 365 Range
3.1.1.1.2. Implements
3.1.1.1.3. Brushes
3.1.1.1.4. Cos Bags
3.1.2. HAIR ACCESSORIES
3.1.2.1. HAIR BASIC ADULT ACCCESSORIES
3.1.2.1.1. TRS Brand (365 Basics)
3.1.2.2. KIDS ACCESSORIES
3.1.2.2.1. TRS brand
3.1.2.2.2. BYS MINI ME
3.2. THE HOW?
3.2.1. We have a strong plan and product program for the next 18+ months and have identified several areas where we can grow and maximise sales.
3.2.2. Work our 3 bays as effectively as possible. Maximum stock turn and return on space from the modules through constant review of the range. - expand on areas that are working Ie. Brushes and reduce product that isn’t (Mini Me being reduced March). - Double facing best sellers where warranted. Ensuring we have the right amount of product on the peg. - Consider artwork updates to give the modules a sense of newness.
3.2.3. Continue to introduce new trending products outside of these modules. These additional PDUs and buys has provided very good incremental growth and enabled us to try new products and categories without impacting the sales from the modules. - Can we find a flex space year round to house these opportunities? - Have a rolling program of PDUs or displays or must have product or great value adds ie. POP 1, POP 2, Event space, Halloween, Sports Carnival. - Basic cosmetic/beauty offer at least twice a year. Ie. Beauty Basics offer
3.2.4. Explore new categories – sunglasses, party, body, gifting, clearance opportunities etc.
3.2.5. Increase our order processing time. With our new warehouse fixturing we will be able to reduce the pick times on a replen order from 2 weeks to 1 week so we can speed up the time it takes to get to your stores.
3.2.6. Having a better plan around new store rollouts and replen orders to maximise sales upon opening.
3.2.7. Investigating issues at both store level with getting stock on display and improving data integrity.
3.2.8. Eliminating issues at an accounts level with uploading invoices to ensure sales and SOH is updated and also to ensure that payments are guaranteed.
3.2.9. WHERE TO FROM HERE :
3.2.9.1. GFA to provide X 3 cost options
3.2.9.2. Consignment V X-DOCK? is this the answer
3.2.9.3. Merchandising V X-DOCK? is this the answer
3.2.9.4. Current Status
3.2.10. IN STORE MERCH :
3.2.10.1. Identified placing stock on show is a issue and continues to be
3.2.10.1.1. Re-IMPLEMENT SHELF TALKER
3.2.10.1.2. IS AL STORES THE PROBLEM ?
3.3. KEY LEARNINGS:
3.3.1. We have identified that the TRS customer is wanting both value every day and value in pack size
3.3.2. We have identified there is Data Integrity Issues
3.3.3. We have identified Stock Management at store level is a continual issue
3.3.3.1. CARE FACTOR = 0 at store level
3.3.4. We have identified we have the right range offer (BEST IN CLASS)
3.3.5. We have identified the problem @#$%
3.3.5.1. Are we asking the right questions
3.3.5.2. Do we have the answers
3.3.5.3. Are we implementing the solutions
4. EVENT SPACE #2
4.1. GIFTING
4.1.1. BATH & BODY
4.1.2. COSMETICS
4.2. SPORTS CARNIVAL/ CHEER SQUAD
4.3. SET 4 SCHOOL
4.4. HALLOWEEN
4.5. EASTER
4.6. XMAS
4.7. FASCINATORS
4.8. PARTY
5. GFA
5.1. WHO WE ARE & WHAT WE DO
5.1.1. CREATIVE RETAIL SOLUTIONS & ON TREND PRODUCT INNOVATIONS
5.1.1.1. SCA's
5.1.1.1.1. Strong supply chain network providing start to end solution.
5.1.1.1.2. Sourcing capabilities and supplier partnerships. A network of proven, reliable, audited factories.
5.1.1.1.3. We have a well established China based team including our Product Manager, Sourcing Team and QA team.
5.1.1.1.4. We provide retail solutions to grow businesses. We understand retail and are adaptable, flexible and open to new opportunities.
5.1.1.1.5. We offer value for money, every day through trusted products and brands.
5.1.1.1.6. Speed to market with new product, fast turnaround to maximise opportunities. We will offer ideas, new products and concepts on a regular basis.
5.1.1.1.7. We maximise trends, events and seasonal opportunities and have the ability to pivot quickly into different areas as required.
5.1.1.1.8. We have state based sales reps to service accounts Australia wide and we partner with a full merchandising company for additional store level support.
5.1.1.1.9. We provide full service account management, dedicated i xventory team, customer service and sales support.
5.1.1.1.10. We invest in product, supply chain improvements, IT and systems.
5.1.1.1.11. Established, experienced business of 40 years. Cash flow positive business which enables us to invest in product, keep up supply and fund new projects.
5.1.1.1.12. n house trend forecasting team for product design and in house graphic design team.
5.1.1.1.13. We handle our own warehousing and logistics for reliable, constant supply.
5.1.1.1.14. We work closely with our customers to understand their business, their issues and how we can work towards removing solutions. With our new TRS dedicated pick face we will reduce replenishment order turnaround by a week.
5.1.1.1.15. We are a solution based business. We have tried many different models within TRS. We have delivered on our promise to build
5.1.1.1.16. Account Management/Range Management is at the core of our business. We can manage major accounts through our inventory support team, analyse the data, run replenishment and sales reports to grow your business.
6. BLUEPRINT 'THE MECHANICS'
6.1. GFA will provide
6.1.1. TOP LINE SALES LAST 4 YEARS
6.1.2. Stock Inventory & Replen Meetings
6.1.2.1. Scheduled X 12 per annum
6.1.2.2. Monthly
6.1.3. X4 Product Development and strategy meetings to held at GFA
6.1.3.1. GFA National Account Manager
6.1.3.2. GFA Planner
6.1.3.3. GFA Sales Manager
6.1.3.4. GFA Product Development Team
6.1.4. Planogram and Layouts
6.1.5. Merchandising
6.1.5.1. Require assistance with Layout Updates
6.1.5.2. Clean fill and tidy
6.1.5.3. Ordering
6.1.5.4. Implementing Stock On Show
6.1.5.5. Partner with Leading Merchandise Company In Australia 'FACTS RETAIL SOLUTIONS'
6.1.5.5.1. Live Reporting
6.1.5.5.2. Photos
6.1.5.5.3. Real Time Reporting
6.1.5.5.4. Capabilities
6.1.6. SERVICES
6.1.6.1. GFA to manage inventory
6.1.6.2. Account management services
6.1.6.3. Graphics and design for Artwork
6.1.6.4. Product development services
6.1.6.5. Customer Service
6.1.7. OPERATIONS
6.1.7.1. Model based on delivery into DC - XDOCK
6.1.7.2. Pick & Pack by store order replenishment
6.1.7.3. Warehousing Solutions
6.1.7.3.1. Dedicated PICK and PACK ZONE
6.1.7.3.2. Dedicated BULK warehousing ZONE
6.1.7.3.3. State of the Art Pick Zone
7. TRS 'OUR CUSTOMER'
7.1. CAPABILITIES
7.1.1. EDI implementation
7.1.2. Warehousing
7.1.2.1. XDOCK
7.1.2.2. BULK
7.1.2.3. DIRECT TO STORE
7.1.3. ISSUES
7.1.3.1. INVOICING
7.1.3.1.1. SLOW PROCESS LEADS TO DELAY IN PAYMENTS
7.1.3.1.2. IINVOICES NOT BEING UPLOADED IN FULL
7.1.3.1.3. TIME MANAGEMENT ISSUES with ACCOUNTS
7.1.3.1.4. CONSIGNMENT MODEL : Is this an opportunity to move to consignment to eradicate the problem OR is it just a band-aid solution at present?
7.1.3.2. STOCK REPORTING
7.1.3.2.1. LACK OF VISIBILITY OF REAL TIME STOCK due to SFTP invoice order upload process
7.1.3.2.2. FORECASTING measures now in place which is a positive
7.1.3.2.3. STOCK OH HAND data is in accurate
7.1.3.3. RETAIL LEVEL: STOCK ON SHOW
7.1.3.3.1. LACK OF SUPPORT with Stock being put out on arrival in store
7.1.3.3.2. MERCHANDISING: is this the answer ?