Archive for category: blog EN

By Nicolas Veslin

(5 minutes)

We observe that a retail sales network changes its visual identity on average every 7 years. And since a rebranding requires a strong mobilization of the company and is expensive, the investment must be profitable.

You must therefore organize effective maintenance of your signs and your points of sale. Because a new sign, broken or dirty, gives the same deplorable result on the perception of the customer as an old sign broken or dirty … except that you have just spent thousands of euros to install it.

So as not to throw your money out the window, maintain your points of sale.

How?

Processes, contracts, logistics, management tools, advice and experience sharing … We give you all the answers

NEEDS


There are two kinds of maintenance which correspond to two different needs.

Preventive maintenance which concerns the anticipated maintenance of the installed equipment, such as the verification of the fastenings, the relamping, the functional tests of the equipment. It is organized, planned, controlled. Daily maintenance, dusting, cleaning, are part of preventive maintenance.

Corrective maintenance, which concerns repair of breakdowns, reconditioning following vandalism or the replacement of objects following accidental breakages.

NV • Spacing, or worse, eliminating preventive maintenance and doing only troubleshooting is not a good calculation. On the contrary, the final cost will be higher.

The cost in euros first, because the material degrades more quickly if it is not maintained, because emergency interventions cost more than interventions planned and organized on rounds, and finally because some breakdowns lead to operating loss.

It also costs a lot in brand image, which is difficult to convert into euros but which is very real.

Who wants to enter a store plunged into darkness or whose sign threatens to fall?

THE STAKEHOLDERS

The point of sale managers. They are the first links in the information chain. They send repair requests to the Help Desk.

The Help Desk. He collects and processes requests for intervention. He plans the interventions and monitors their proper execution.
This function is provided by the network head or can be outsourced to a specialized company such as IMEI.

Specialized or multi-technical maintenance companies.
Note that the shopfitters who have rebranded the network know the products. They are therefore obviously key players in the maintenance of signs. When the rebranding has been managed by the sign manufacturer, he also knows how to handle maintenance interventions.

TECHNICAL SCOPE AND NETWORK HEAD CONTRACT WITH ITS POS

The technical scope, that is to say the range of works included in maintenance management depends on each network. Networks place the cursor on Cleaning or Maintenance in sometimes different places. Some networks include equipment modifications (adding or modifying a sign, for example) in Maintenance. Furthermore, depending on whether your stores are integrated or franchised, the technical scope is also variable.

Even if all the networks are different, we can nevertheless list the following main principles which are found in the majority of organizations:

  • cleaning of premises and shop windows, furniture, POS display and poster holders and equipment: Cleaning at the charge of the point of sale.
  • relamping, cleaning of signs, replacement of visual identity products, furniture, equipment: Maintenance supported by the network head.
  • Work to restore floors, walls, ceilings, etc. : at the expense of the franchisee or the head of the network for integrated sites.

The types of work that may fall under the Maintenance of points of sale are:

  • electrical work
  • plumbing work
  • carpentry work
  • soil work
  • repair or replacement of signs or concept objects
  • interior painting work
  • facade cleaning
  • ventilation and air conditioning work
  • escalators and elevators

For very specific products or products with a high security component, such as elevators, the networks call on specialized companies or suppliers of this equipment. For other work, you can call on an all trades company (Entreprise Tous Corps d’État in french).

PROCESS

As for the organization of a deployment project, we will use a work by Workflow. A workflow is the formalization of the sequence of tasks in a process. It describes the sequence of tasks, the stakeholders, the information exchanged.

NV The workflow is an essential tool in the management of multisite projects, whose operation will be repetitive. If your points of sale are all different, the organization set up is part of an established process.

The detail of the workflows is different for each organization. However, the macro tasks are as follows concerning corrective maintenance:

Declaration of failure and Repair Order.
It is, most often, made by the manager of the point of sale who detects a breakdown, breakage, theft, damage by vandalism.

Qualification of the request.
It is made by the HelpDesk, who verifies that the request (Repair Order) falls within the scope of Maintenance and which performs a pre-diagnosis.

Search for an artisan if the sites are not pre-assigned by a framework contract or if the intervention is “outside the schedule”.

Quote / Order

Intervention planning

Intervention and closure of the intervention.

Equipment stock management and warranty / after-sales management.

NV Qualification is important because it makes it possible to validate that the Repair Order falls within the contractual field of Maintenance and that it is not a request for work or a request for additional equipment and control that it respects the guidelines.

It also makes it possible to clearly specify the request; a front sign is not a banner sign, which is not a kakemono … For the intervention to be effective, it is necessary to make the correct diagnosis and not to operate the left leg when the right is broken!

Qualification is essential finally in the contractual framework of a franchise.

The processes are of course different if we consider preventive maintenance interventions, which can be planned and organized in rounds, or corrective maintenance which must be dealt with more or less quickly depending on the emergency of the Repair Order.

INFORMATION AND COMMUNICATION MANAGEMENT

These are two fundamental points for successfully managing the maintenance of your network.

The Information relates first of all to the equipment of each site:

  • references of installed objects,
  • names of supplier companies,
  • names of installation companies,
  • installation dates,
  • warranty periods,
  • maintenance sheets,
  • material sheets,

They also relate to the dates linked to each Workflow event, the quantities, the photos, the types of breakdowns, etc.

The use of a Workflow makes it possible to properly organize communication between stakeholders and in particular with point of sale managers. This Communication organization will be integrated into the Communication Plan phase of the Change Management. For quality service and to let the point of sale manager know that you meet his needs perfectly, you must:

  • inform and train him in procedures
  • take into account any request 24 hours a day, 7 days a week
  • notify him that his request is taken into account after qualification or why his request is not taken into account
  • notify him of the key stages in advancing his request
  • notify him of the date of the intervention

NV Network Heads, do not neglect the communication towards the Site Managers.

They are your internal customers. You offer them a service of maintenance management. And a good relationship with its network is essential for its good health and its development.

To go further, you can set up a monitoring of your network’s satisfaction with the service provided by companies and by your own services. Because improving Quality first involves measuring satisfaction and then implementing corrective actions (see PDCA method).

As part of this continuous improvement, you will not forget to set up, from the construction of your management tool, the pathologies analysis. It will allow you to detect weaknesses on certain product references.

You can advantageously include in your supply contracts a clause linked to pathologies.

CMMS SOFTWARE (computerized maintenance management system)

There are many Maintenance management softwares for the tertiary sector, there is much less for agencies or retail shops. Nevertheless, it is difficult to do without even if you have a small network.

To choose it well, the first thing to do is to define your needs and build your Workflow, ie the process of your maintenance interventions. Your management tool should allow you to follow the interventions on each site and to have an overview in the form of a Dashboard gathering the key, technical and economic indicators.

For a perfect integration of the maintenance tool in your organization, it is very interesting to provide Site Managers with a declaration interface (Repair order). In the form of a web interface and / or a mobile application.

NV Your tool should be able to edit the documents linked to an intervention (estimate, intervention report, etc.), manage after-sales service / guarantees, manage stocks, and follow your workflow to manage information and communications to the relevant stakeholders at the right time with the right documents.

IMEI develops your tailor-made management tool, which perfectly and solely meets your needs for the right cost.

IMEI Services Cloud® is the brand of IMEI which develops project management web tools, maintenance management and business mobile applications.

STOCK MANAGEMENT AND PURCHASE OF STOCK REPLENISHEMENT

NV As with a deployment project, Logistics plays a very important role in the organization of your Maintenance management.

We will even talk about Supply Chain Management because it will involve suppliers upstream by building up stocks and downstream by managing the treatment of defective or broken products by their scrapping or repair. The restocking strategy, volume estimation, minimum order quantities, purchase prices, storage locations; all these subjects must be defined before procurement by the project team and the purchasing department.

To help you organize your maintenance management of your network, IMEI provides your Operational and Purchasing departments with a duo of expert Consultants in Supply Chain Management and Maintenance.

Monitoring of stocks is imperative and must be linked to monitoring the consumption of products. Consumption projections help to anticipate the restocking triggers. You are based on past consumption, expected turnover, expected events and supply times. A software will be an interesting ally to monitor stocks in real time and allow this anticipation.

For restocking, take into account the minimum purchase quantities. Indeed, some products will require purchases of raw materials (ABS, aluminum sheets, etc.) in minimal quantities by the manufacturer. The buyer and the manufacturer must be absolutely in line with these minimum purchase quantities which guarantee the sale prices. You avoid litigation, delivery delays, uncontrolled price changes, and for manufacturers: negative margins!

As for a deployment project, the contracts signed with companies and suppliers must describe the liability shift between the manufacturer and the installer as well as the dates taken into account for the warranty periods and their duration.

TO GO FURTHER

. AFNOR standard : standard NF EN 13306 gives the terminology of maintenance (in french).

EDITION

The articles published on imei-consulting.com are extracts from L’Université IMEI’s internal training modules, the aim of which is to share knowledge, values, know-how and methods with IMEI employees.

Writer :

Nicolas VESLIN
CEO of IMEI
Specialist in concept deployments since 2003

Ecosystème des déploiements d'enseignes et de concepts
By Nicolas Veslin

(3 minutes)

NV • Welcome to the world of deployments. But who does what ?

Are you a student, junior project manager or experienced executive but in charge of a concept deployment project for the first time? Do you want to understand who does what and save time?

In this article, we offer a quick overview of the different actors in a concept deployment. You will be able to structure your thinking and better project yourself into the adventure that opens up before you. Welcome to the world of rebrandings, designers and other manufacturers …

THE DIFFERENT STAKEHOLDERS OF A CONCEPT DEPLOYMENT

. The sale network head (la Tête de réseau) : is the Project Owner. The sale network head is the parent company whose points of sale are franchises or integrated stores which belong to the sale network head.

The brand designer or the communications agency: creates the new logo and the new visual identity.

. The space designer (brand designer or interior architect): creates the new space design or concept.

The Design Office (le Bureau d’études) : continues the work of the brand designer and translates design into objects. He defines the technical specifications and draws the 2D and 3D design plans. He helps the sale network head to prepare the technical documents for the call for tenders.

NV • IMEI is a Design Office.

We support you in preparing your call for tenders, rationalizing product costs and minimizing their environmental impact. Our engineers have up to 20 years of experience and effective methods of ecodesign, function analysis and Design To Cost.

. The Project Owner Support (Assistant à Maitrise d’Ouvrage): is an expert in concept and visual identity deployments. Project Owner Support’s services are varied. They depend on the needs of the sale network head, there is no typical mission. A Project Owner Support can intervene throughout the project. His experience and independence make him a precious ally.

NVIMEI is a Project Owner Support.

Whether it is to guide you through the twists and turns of the administration to obtain the necessary authorizations, to control the quotes site by site or even to assist you in site receptions, an experienced Project Owner Support saves you time and money. Spending a few thousand euros can save you hundreds of thousands! Speaking from experience.

In addition, through its IMEI Services Cloud® brand, IMEI develops project management softwares and mobile applications to help you monitor and manage your project. Information management is one of the keys to the success of an effective concept deployment or maintenance management.

. Administrative authorities (mairies, préfectures) : they issue an authorization which is different depending on the nature of the work, the nature of the building (classified or not), the location of the store (protected area or not).

. The Project Manager (Maitre d’œuvre) : is the company in charge of the physical realization of the deployment.

In France, we separate the implementation tasks into two notions : the ” Maîtrise d’œuvre de conception” and ” the Maîtrise d’œuvre d’exécution”.

The first can be translate by Preliminary Project Management. The Project Manager adapts the concept at each point of sale in compliance with the guidelines created by the brand designer or the space designer. He draws the plans named “Avant-Projet Sommaire ” (APS) to be validated by the sale network head. He finally completes the administrative files in order to obtain the necessary authorizations.

The second notion of “Maîtrise d’œuvre d’exécution” can be translate by Works supervision. The project manager plans and monitors the installation work until it is received without reservation.

NVIMEI is a Project Manager.

The Project Manager turns dreams into reality. In project management, you need expertise in visual merchandising and / or interior architecture to properly apply the concept site by site. You have to know how to put yourself in the place of the end customer. The watchword is Customer Experience. The Project Manager must take into account the external environment of the sale point, the road axes, the external flows and the angles of visibility.

Then, in Works Supervision phase, the analysis of the architecture of the store, the internal flows, the territorial, administrative and social particularities of the place, or even the needs related to the commercial team make that the declination of the concept site by site cannot be a copy / paste of the standard plan.

. The Sign Manufacturer (l’enseigniste) : manufactures signs, point-of-purchase signs, digital display media (or dynamic display), etc. There are more than 475 sign manufacturers in France (source e-visions, national union of Signs and Signage, May 2020). For mass deployments, some manufacturers have become real industrialists with significant production capacities. In very many cases of mass deployments, the network head asks the manufacturer to take charge of the installations.

. The installer (le poseur) : is a company specialized in installation and maintenance of signs.

. The shopfitter (l’agenceur) : is responsible of interior works.

. The General Contractor (le Contractant général) : offers a turnkey service including project management and works. Sale network heads ask for a general contractor to roll out their interior concepts.

NVIMEI is a General Constractor.

Whether it involves rolling out a new store concept, a click and collect concept or coworking spaces, IMEI supports you and offers you a turnkey service.

. Regional managers of the network (le Responsable régional) : can play a role depending on the organization of a network. Sometimes they are the ones who validate the preliminary projects.

. Store managers (le Responsable de magasin) : participate in the process, depending on the organization of the network, whether they are franchises or integrated stores, and according to the prerogatives that are assigned to each. In some cases, they will validate the preliminary project. In other cases, they will simply certify the passage of the installer or the shopfitter.

NVHave you a clearer picture of the situation ?

Great. This overview draws a map that helps you structure your thinking. To deepen your knowledge, feel free to call us. We will organize training.

See you soon.

For more information, please write to contact@imei-consulting.com or call +33 (0)240539613

To follow us, subscribe on Facebook and LinkedIn IMEI pages, and visit our website imei-consulting.com to find all the articles classified by themes.

Edition

The articles published on imei-consulting.com are extracts from L’Université IMEI’s internal training modules, the aim of which is to share knowledge, values, know-how and methods with IMEI employees.

Writer :

Nicolas VESLIN
CEO of IMEI
Specialist in concept deployments since 2003

Plan de conception. Descriptions techniques.
By Nicolas Veslin

(4 minutes)

NV • To buy well, you have to be able to compare offers. It’s a common sense principle. And it remains true in the context of a deployment of signs, POP signs or signage.

But for you who are project manager or buyer, what does it mean to buy well?

Buying well means buying technically the product or service that meets your needs, at the best price. And for this, you must communicate to the companies responding to your call for tenders, a precise functional and technical description of your need. Accompanied by a structured response framework, it gives confidence to bidders and compares coherent economic offers.

“I understand, but I’m an insurer, a toy seller, an airport manager; how can I write these technical specifications when it’s not my job? ” 

Answers …

DESIGN process of your SIGNAGE, SIGNS AND POP SIGNS

The steps :

  • Analyse the needs
  • Research technical solutions and materials
  • Write technical specifications

NV • As we said, technically describing your need makes you receive comparable technical and economic offers. It also gives confidence to the bidders. On the other hand when there are uncertainties, the sellers consciously or unconsciously take a safety factor in their economic offer. They thus anticipate delays or modifications during design which are costly and sometimes difficult to bill. This creates tensions in the working relationship between the provider and his client.

If you do not have all the internal skills, delegate the design of your objects to a specialized Design Office (DO). The DO is impartial and works with the sole objective of satisfying your need. The DO supports you in the technical definition of products, based on the design produced by the communications agency, the designer or the space designer.

Graphic design is a real engine for technology, which must innovate and find solutions. The changes of the graphic design of the objects are sometimes imposed by technical, economic, ergonomic or political choices. The cartesian spirit of the Design Office, its engineering tools and its objectivity are adapted to these situations and guide you in these choices.

Analyse the needs

The work of the Design Office (DO) begins when the designer’s work is finished and he has produced the Design Book.

This Design Book presents the whole range of objects, signs or signage, which will be available at points of sale, colors, renderings, rules of application, prohibitions. It describes signs, banners, totems, street signs, poster holders, displays, kakemonos, flag signs, box letters, dynamic signage, …

To properly define its needs, the DO carries out a functional description of the product and characterizes each function by criteria, levels and flexibility. It may for example be a level of luminance requested as well as the tolerance accepted or even the time for holding the colors with a tolerance given on a color chart.

NV • The Function Analysis is the main tool to carry out this description of the needs. The result of this analysis is the Functional Specifications. The idea is to focus on functions as a working base before working on technical solutions.

Research technical solutions and materials

The DO then carries out an initial search for solutions and the first principle plans in 2D and 3D.

To validate technical solutions and materials, the DO makes prototypes or models (real or virtual, in augmented reality) as well as sample boards. 1:1 scale prototypes are installed in real situations.

The DO and the Project Management validate the prototypes, models and materials.

NV • The DO can go further. Indeed, to increase the value of your products, you can decide to deploy a Design To Cost (DTC) methodology and / or do Eco-design.

We cover the subject of DTC in an article called Design to Cost. Why ? For who? How? ‘Or’ What? By who ?

Eco-design is a desire to integrate the environmental impacts of products from their conception. During this phase of research of solutions and materials, the use of software makes it possible to compare different product evolutions by assessing their ecological impact. You will find all the information in the article The eco-design of signs, POP signs and signage objects.

Eco-design and Design To Cost are services provided by IMEI.

The validation of materials is often carried out with the graphic designer since he has defined the desired renderings. Validation of color renditions by day and by night when it comes to light objects is important and difficult. You will often have to compromise between day color, night color and reference color of your image. Remember that the same color reference cannot have the same rendering on paper, on a computer screen, on vinyl lit by the sun or on PMMA diffusing an artificial light.

I recommend my clients to form a small validation committee because there are often as many opinions as there are participants in these validation sessions! This validation committee must have the decision-making power.

Finally, the validation of technical solutions is easier if you have made a Functional Specifications (FS). Indeed, the functions are characterized by criteria and levels to be reached. Validation is therefore much more objective. Remember to fully integrate all the valued consumers of the object in the realization of the FS; that is to say all those who will benefit from a good conception of the object. The end user of course, but also the transporter, installer, maintainer, recycling company, or even the sales department that uses your object to “sell” user-friendliness, ambience or products. It’s the best way to make the right choices.

Write technical specifications

The technical parts are generally grouped in the CCTP (Cahier des Clauses Techniques Particulières) of the call for tenders for a french market. These pieces are grouped together in a Technical Book.

It contains :

  • the Design Book or Graphic Book
  • the Functional Specifications
  • principle plans detailing the shapes and dimensions of the objects, in 2D and 3D
  • preliminary calculation notes
  • the maintenance and care guide
  • material sheets

These documents can be produced on different software and therefore have different computer formats. The FS, written in a text editor, can return certain documents as appendices. Obviously do not forget to list these appendices. The documents sent to bidders are saved in a universal format like PDF for easy reading by all.

These technical documents from the FS complement the administrative, organizational and commercial documents of the call for tenders. The article How to organize a Call for Tenders Signs or POS and choose its providers? describes these parts and answers this question.

NV • Signs, fixed or digital signage, POP signs and equipment for a concept are among the vectors of the Brand Identity of a network. Consequently, the perceived quality of these objects must be in line with the commercial positioning of the company, whether it is low-cost or luxury. So define the desired quality level well and be aware that it directly affects the purchase price of the items. So it should be consistent with your budget and the products or services you sell.

The precise technical specifications, defined by the DO, frame this graphic design and the rigorous design transforms the intention of the graphic design into physical reality. It is therefore very important to give very detailed information to the bidders so as not to deviate from the initial vision, to keep control of your project and to buy well.

To go further

IMEI supports you in the design of your signage objects and the definition of your technical specifications.

And if you want a methodological approach to rationalize costs and reduce the environmental impact of your products, IMEI brings you its skills in Design To Cost and Eco-Design, two concepts that can very well be combined.

For this, contact us on +33 (0)2 40 53 96 13 or by email at contact@imei-consulting.com.

Edition

The articles published on imei-consulting.com are extracts from L’Université IMEI’s internal training modules, the aim of which is to share knowledge, values, know-how and methods with IMEI employees.

Writer :

Nicolas VESLIN
CEO of IMEI
Specialist in concept deployments since 2003

Comment et pourquoi faire une analyse de risques lors d’un projet de déploiement de concept?

By Nicolas Veslin

(3 minutes)

NV • The deployment of a new concept or a new visual identity is an important event for a network. The company invests and engages for several years in an identity path that must be a success. Employees and General Management therefore watch the project and its progress very closely.

If you are in charge of such a project, you need to master the problems that are sure to get in your way. Risk analysis, at the very beginning of the project, is then a precious ally.

At IMEI we use the FMEA method which is detailed in this article. I have observed that this collective working method is very powerful. In fact, not only will you anticipate the risks and implement the means to control them, but you will also build the cohesion of your team and thus make your life easier!

The method is simple and inexpensive. IMEI conducts for you these risk analysis work in consulting services or integrates them into its broader missions of Assistance to the Contracting Authority. Intra-company training can also be an interesting solution if you want to deploy the method more widely within your departments.

How to carry out this risk analysis?

Theory. Experience sharing. We tell you everything.

Theory

FMEA stands for Failure Modes and Effects Analysis.

It is an approach that applies today to products, processes or services. Its purpose is to imagine the failures that the system studied will potentially suffer, their consequences and the means to be implemented to limit or eliminate the most critical risks. The method mobilizes participants whose skills, knowledge and points of view are complementary to guarantee the exhaustiveness of the analysis.

To perform a FMEA, we use a rating grid and we evaluate three criteria for each failure: its Severity (S), its Probability (P) and the Detection (D).

 The Risk (R) is calculated by :  R=  S x P x D.

Practical application

Steps :

  1. Define the working group and the scope of the analysis
  2. Identify potential failures
  3. Define preventive and corrective actions

FMEA must be carried out at the very beginning of the project because it is a preventive approach. The first step of a FMEA is to compose the working group and define the scope of analysis. This stage is carried out by the Project Management or the Contracting Authority. The method mobilizes a working group made up of all the project stakeholders.

NVDepending on the nature of the project and the organization of the network, the group may be composed of the Contracting Authority, the Design Office, the Project Management, a representative of agents or managers of points of sale, the Maintenance department, the Marketing department, the Communication department, the Commercial department, manufacturers and installers.

I often find that the idea of ​​bringing all of these services together in one workgroup seems difficult for my clients. Bad relations, taboos, competition … there are many reasons. The use of an outside consultant is a very good way to facilitate the creation of the team and the effective participation of each group member.

This joint work goes beyond the risk analysis. Indeed, making all the project stakeholders work together makes everyone aware of the difficulties encountered by the other actors and therefore facilitates communication and the exchange of information that will have to be done during the operational phase of the project.

The profit is enormous and the return on investment guaranteed! So use it.

The second step is to identify potential failures, assumed or already encountered during a similar project.

Each step of the process is analyzed. The animator defines with the group the rating scale for Severity, Probability and Detectation and uses an analysis grid. The working group describes the failures, their consequences and quantifies their level of risk (R).

NVA color code makes it easier to read the document.

The method does not impose a scale, so it is the experience of the animator and the common thinking of the team that calibrate properly the rating scale. For example, we can choose to assign the ratings 1-3-5 for each criterion and put words on what is a 1, a 3 or a 5. We can thus have for Detection: 1 = Systematic detection; 3 = Random detection; 5 = Unable to detect.

The process steps are those described in the workflow and the Work Breakdown Structure (WBS) of the project. You can find these concepts in the article How to prepare a deployment project – Framework and Master Plan.

Risk analysis may relate to Communication, the establishment and use of Project Management Tools, Means and Human Resources, Employee training, Resistance to change and the social environment of the company.

Finally, the last step is to define the actions to be taken against risks that go beyond the acceptability threshold.

Once again, it is the collective intelligence and experience of the members of the working group that makes it possible to well define these actions.

NV Depending on the size of the group, the animator can organize reflections and work in pairs. It is then an opportunity for the various players to start a good relationship built on a moment of co-construction of solutions. This step is therefore a moment of both risk analysis and team building.

The FMEA worksheet constitutes the final output and the action plan to be implemented. I advise to review it regularly during project points, to complete it if necessary and of course to follow the implementation of actions.

In conclusion

FMEA is a simple, pragmatic, inexpensive and very powerful method.

It is interesting, both for project preparation and Quality management, but also for team building and Change management. The implementation of FMEA must be led by one or two experienced people. Choosing a consultant can be a good idea to promote freedom of expression and speaking, and to avoid overtones or taboos.

Contact us and call on a FMEA expert or schedule a training.

To go further

Download an example of FMEA worksheet :

editION

The articles published on imei-consulting.com are extracts from L’Université IMEI’s internal training modules, the aim of which is to share knowledge, values, know-how and methods with IMEI employees.

Writter :

Nicolas VESLIN
CEO of IMEI
Specialist in concept deployments since 2003

logo université IMEI jpeg
By Nicolas Veslin

SHARE OUR EXPERIENCE AND OUR KNOWLEDGE

This is what we propose through articles that we now post on the IMEI website and on Facebook and LinkedIn pages.

Extracted from L’Université IMEI training modules and accompanied by expert testimonies, these articles deal with themes related to the brand and concepts universe, to Design, to Project management and to onsite Implementation.

I created L’Université IMEI to share knowledge, skills, values ​​and methods within IMEI. Its primary goal is to train our employees and especially new entrants to the company so that they benefit from a perfect integration and so that they are operational quickly.

On this foundation of academic knowledge and experiences accumulated over these many years, it seemed to me interesting, through articles and testimonies, to share more widely information on our services and our business sector.

BETTER PROMOTING THE ACTIVITIES OF IMEI AND RESPONDING TO THE LARGEST NUMBER

Whether you are a student, junior project manager or seasoned executive, these publications are for you. And if you already know everything … don’t hesitate to send us your resume!

I wanted these articles to tackle subjects from the simplest to the most complex to satisfy everyone’s curiosity and thirst for knowledge. Here are some examples of topics:

  • The different types of signs and their function at a point of sale
  • Why and how to do a risk analysis during a concept deployment project?
  • How to write the technical specifications of its signs before launching a call for tenders?
  • The ecosystem of concept deployments or who are the actors of a deployment?
  • Design to Cost. Why ? For who? How?
  • How to prepare a deployment project? Framing and Master Plan

In addition, players from the Signs world, retail, logistics, project management and purchasing experts participate in the writing of other articles and share their experiences on subjects such as:

  • How to organize the Supply Chain Management of a rebranding?
  • Change management, an essential element for the success of a deployment or how to integrate the resistance to change of employees and franchisees into project management.
  • How to physically deploy a concept on hundreds or thousands of sale points, stores or agencies?
  • What is the job of Assistant to the Project Owner?
  • What is the job of Help Desk – Maintenance Expert?

WORDS OF EXPERTS

L’Université IMEI also organizes inter and intra-company conferences and training for anyone outside the company wishing to supplement their knowledge in the fields related to the deployment of concepts.

For more information, please write to contact@imei-consulting.com or call +33 (0)240539613

To follow us, subscribe on Facebook and LinkedIn IMEI pages, and visit our website imei-consulting.com to find all the articles classified by themes.

See you soon.

Edition

The articles published on imei-consulting.com are extracts from L’Université IMEI internal training modules, the aim of which is to share knowledge, values, know-how and methods with IMEI employees.

Writer :

Nicolas VESLIN
CEO of IMEI
Specialist in concept deployments since 2003

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