Manage different store models under the same corporate umbrella, with rules tailored to their own operations.
Not all stores share the same business purpose or operating model. A flagship store might highlight the brand experience and a broad product portfolio, while a showroom might focus on consulting and order taking. An outlet store might handle end-of-season, display, or second-quality products; and a franchise store combines brand standards with local business ownership.
Minerva views store types not merely as a classification used for reporting purposes, but as operational models that define products, inventory, pricing, payment, personnel, services, and transaction authorizations.
Identifiable store models
Flagship Store: Large-scale stores offering the full brand experience, extensive collection, and comprehensive customer service.
Standard Corporate Store: Retail outlets operated by a company, with centralized product and pricing policies.
Franchise Stores: Stores that operate under independent business ownership, with brand agreements and centralized standards.
Showrooms: Locations focusing on product experience, consulting, design, and quotation processes; operating with limited or zero saleable stock.
Outlet Stores: Stores that sell end-of-season, display, returned, refurbished, or special-status products at controlled prices.
Warehouse Store: Stores that combine retail sales with a large amount of local inventory and direct delivery capabilities.
Pop-up Store: Sales points that open temporarily for a specific period, event, region, or collection.
Shop-in-shop: Sales and display areas dedicated to a brand within another retailer's space.
Delivery and Service Point: Points focusing on order delivery, return acceptance, samples, spare parts, and customer service.
Digitally Enabled Store: Stores that complement limited physical display with digital catalogs, configuration, and remote inventory access.
Business rules depending on the store type.
For each store type, the product portfolio, display requirements, inventory policy, pricing authorization, payment methods, return acceptance, delivery options, staff roles, and performance targets can be defined separately. This allows for the application of previously approved store type rules when opening a new store, instead of redesigning the operational model from scratch.
Compare the tip with the actual performance.
Stores should be evaluated not only in relation to each other, but also according to the expected business model of their own type. Consulting and offer conversion are important for showrooms, while inventory aging and recoverable value are crucial for outlets; and delivery speed and inventory efficiency may be more decisive for warehouse stores.
Don't treat store diversity as an exception; transform each store model into a repeatable operating structure with defined functions and performance metrics.