Category Archives: Retail

Integrating Shopify with Google Sheets (magic tricks made to look easy)

In team digital we like to make things look easy, and in doing so we hope to make life easier for people. A recent challenge has been how to recreate the Top sales by product analysis from the Shopify web application in Google Docs to see how the top 10 selling products compare month by month. The task of creating a monthly breakdown of product sales had up until now been a manual task of choosing from a date picker, exporting data, copying to google sheets, etc.

Having already had some success pushing and pulling data to google sheets using google apps script and our Culture Data platform, we decided to automate the process. The goal was to simplify the procedure of getting the sales analysis into Google docs to make it as easy as possible for the user – all they should need to do would be to select the month they wish to import.

We have developed a set of scripts for extracting data using the Shopify API, but needed to decide how to get the data into Google Sheets. Whilst there is a library for pushing data from a node application into a worksheet, our trials found it to be slow and prone to issues where the sheet did not have enough rows or other unforeseen circumstances. Instead, we performed our monthly analysis on the node server and saved this to a local database. we then built an api for that database that could be queried by shop and by month.

The next step, using google script was to query the api and pull in a month’s worth of data, then save this to a new sheet by month name. This could then be set added as a macro so that it was accessible in the toolbar for the user in a familiar place for them, at their command.

As the data is required on a monthly basis, we need to schedule the server side analysis to save a new batch of data after each month – something we can easily achieve with a cron job. The diagram below shows roughly how the prototype works from the server side and google sheets side. Interestingly, the figures don’t completely match up to the in-application analysis by Shopify, so we have some error checking to do, however we now have the power to enhance the default analysis with our own calculations, for example incorporating the cost of goods into the equation to work out the overall profitability of each product line.

 

 

Bristol Museum & Art Gallery refit ChangeLog

Photo of newly refit shop at Bristol Museum & Art Gallery

After much planning, preparation and excitement the week of 25-29th June 2018 was the building of our shop refit at Bristol Museum & Art Gallery. The first time in our history that we’re commissioned a specialist cultural heritage shop fitting firm, ARJ CRE8. It is the end of the week and many people have worked very long hours to smash out the out shop fittings and build us a shop that we can be proud of…and most importantly increase profit.

The shop is complete and ready for customers on Saturday. We have a small snagging list and need to visual merchandise properly but this is scheduled for early next week. For now we just need to ensure 100% of products are available and nothing is missing /left in storage.

Today is a proud moment

Thank you to everybody who encouraged us throughout the week and/or lent a hand.  A special thanks also to Bristol Museums Development Trust who agreed to significantly contribute to the cost of the project. I can’t thank Andy, Jon and the team from ARJ CRE8 enough for their professionalism, problem solving ability and relentless cheerfulness!

Now let’s go out and prove you don’t need a stockroom…..hehe

ChangeLog

29th June 2018
  • 07:20-10:00  GO! GO! Go! Moved as much products as possible from storage to the shop and our holding space. Big thank you to the staff who volunteered some time to make stuff around
  • 07:45 – 17:00 Finished up adding doors to bays, shelving, lighting adjustments and painting
  • 11:00 accessories arrive from courier to enable visual merchandising of the shop
  • 12:00-16:30 a few of our international volunteers came to the rescue and helped us prepare shelving and get products out on the shelves.
  • 15:00-17:00 move the pop-up shop fittings back into the shop and setup the tills and digital signage
  • 15:30 sold to our first customer despite being technically closed! A visitor really wanted our Millerds Map so I showed him our new bay and we made the sale!
  • 17:00-18:30 vacuum, clean and move out any non-critical products and accessories
  • 18:31 Shop is ready to open Saturday morning
28th June 2018
  • 07:30-10:00 move stock from deep storage
  • 10:00-13:00 move bay units into position
  • 13:00-18:30 wire and light each bay, reconnect air-handling which appears to have been out of action for years, finish cutting ceiling tiles
  • 17:00-18:30 move products to outside shop ready for restocking Friday morning
27th June 2018
  • Build bay bases and measure out precise bay locations
  • Wire perimeter
  • Ordered accessories for displaying products
  • Wire networking to shop
  • Empty final waste to skip
26th June 2018
  • 07:30 Ceiling fitter arrives onsite to fit ceiling tiles on existing tracks. Quickly discovers that all the track is obsolete and needs to replace entire track
  • 08:00 Zak tears shirt moving pallet full of ceiling tiles
  • 08:30-10:00 set up pop up shop in front hall. Shop takes £496.35 gross during day
  • 08:30-11:00 Replace obsolete circuit board
  • 08:00-21:00 Continue work to perimeter walls. Edge of ceiling complete and 50% of ceiling track fitted
25th June 2018
  • 06:30 Skip arrives…in wrong location…… 2hr wait for move
  • 8am Contractors arrives and unloads tools
  • 08:30 Contractor begins to gut existing shop walls and ceiling
  • 10:00 Retail team begin to review products for pop-up shop which will run 26-29th June
  • 09:00 Sparks begins to review wiring and remove old…discover circuit board is ancient so we get in Carters to assess and agree to replace on 26th
  • 10:00 Waste for skip removed to front of building and loaded into waiting skip
  • 14:05 [redacted!]
  • 14:15 Building Practice team called to assess wall
  • 15:00 Large lorry of 38 shop bays arrives and is unloaded
  • 16:00 Stone mason’s make wall safe by carefully taking wall pillar apart without further damage to each stone which is then stored
  • 17:00 Second large van arrives to deliver central bay units and small fittings which is unloaded
  • 17:45 Remaining waste loaded into van
  • 17:45 to 18:15 Clean up of route
  • 19:30 Evening private hire event starts
24th June
  • Team of 6 empty all shop products and move to holding location
  • Old fittings e.g shelving removed to storage or for recycling

Photo of shop the day before refit all emptied and readyThe shop just hours before the refit to rip out the stockroom, install new bays and maximise the space

Preparing to refit Bristol Museum & Art Gallery shop

Between 25-29th June 2018 we’ll be closing our shop to gut the space and build a new and improved customer offer. I thought I’d take the time to explain the details of the project just ahead of the actual build.

The shop was last refit in the early 1990s and in the past 18-24 months it has been a daily struggle to grow the business within those dated constraints which are primarily:

  • Space isn’t used effectively both behind the scenes (stockroom) or in the public area of the shop and cannot be optimised further
  • the fittings are very dated and the super wood effect weakens our brand
  • a partial  2016 refit saw improvements to sales by introducing LED lighting, dedicated nesting tables and a bookshelf area which increased sales by over 100% for those categories
  • although the ceiling lighting has dramatically improved the general vibe, the majority of products are still not lit well which doesn’t show products in the best way
  • the bays are all slatwall which constraints our options for displaying products, limits the visual merchandising and has poor space/density

We went out to tender and successfully secured the expertise for design as build of ARJ-CRe8. Originally we hoped to complete the project earlier this year but we missed the narrow window. As the exhibition exits through the shop we can only do the work between exhibitions so a June date was set.

We had a reasonable budget, a contractor and a GO date. As with all my collaborative projects we use Basecamp to communicate with all the project team and to keep other interested parties in the loop. I love tools like this as they cut down on meetings and keep a full history of questions and decisions that we can refer back to. It means when we do meet face to face it is super productive. Between February and April we worked together on the design, staff feedback and drawings. In total we’ve had five evolutions of the original design. Each iteration is an incremental improvement to the previous direction and catching missed constraints.

I was keen to completely remove the traditional  “till” area as I believe this isn’t a productive use of space and the future of retail will be till free. However we’re not quite into the future so my colleagues successfully convinced me that being an early adopter isn’t always best. We will test a till free approach in the near future!

Now that the design is in the final build phase we know that the refit will:

  • remove the stockroom to give us 20% more shopfloor space and 31 total bays with under unit storage
  • allow us to provide a better customer experience with a shop designed and built for a heritage customer
  • use the removal of the stockroom to properly implement an effective buying and stockholding procedure – hold less stock to keep as much cash free as possible and not own risky products
  • increase serving from one cashier to up to two at the same time which has long been an issue
  • improve category management by having clearly defined zones
  • allow us to introduce improved security measures [redacted]
  • introduce a shop that is aligned to our brand with new colour ways and point of sale
  • improve flow from the exhibition area and give a better connected interaction of the exhibition and its related products
  • increased high price  point products with lockable units
  • allow us to study what we can maximise in this space to inform Project Alfred, our project which seeks to redevelop the building eg should we move the shop in that project or leave it by the exhibition space

We have been busy with lots of small but important detail such as moving key infrastructure, planning how to run a pop up shop in the front hall during the work and how to work with the exhibition team who will be in derig mode.

We expect a significant increase in sales and the hard work begins once the build is complete. We’ll have transformed the space which are in effect is our foundations and we can now set about building a very successful retail offer from these strong beginnings.

Ill let you know how we get on….onwards

 

 

 

 

 

New locker alert

Photo showing grey lockers

Adding additional lockers to our museums is a top 5 request from the public and staff alike. On Wednesday the 20th September we installed new lockers at Bristol Museum & Art Gallery and M Shed.

Until this week we only had 8 lockers at Bristol Museum & Art Gallery which is not exactly lots when you have 400,000 plus visits. At both museums the lockers have been finished in a suitable RAL colour way. We’ve introduced a £1 non-refundable fee which will initially re-pay the cost of lockers then be used to support our work. Slow money but sure money.

The main considerations for lockers are:

  • Custom brand colours
  • Coin retention lockers
  • The number of doors per locker – 2, 3 or 4 (more lockers more money but less useful if size is important)
  • installation
  • Location in the building
  • Disclaimers and cost messaging

The install didn’t quite go to plan. I asked for lockers. I got lockers. However I also needed the following which I hadn’t specified:

  • Numbered lockers – inserts so that the public can remember which locker they used
  • Numbered key fobs – the public need to know which key they have
  • Nuts and bolts – to connect each locker together and to the wall to eliminate the chance for the locker to tip over

I purposely located a bank of lockers in the corridor so that they’ll be in the sightline of visitors to the front hall. Previously the lockers were tucked away and a constant frustration for visitors. Regular readers will know one of my favourite quotes “Address the user need and the business need will be clear”.

Retail will be responsible for collecting the income with this new welcome income stream.

I was chuffed when one of our Visitor Assistants said “I’ve been here over 10 years and never thought I’d see the day we added extra lockers”.

If you remember to address the bullet points above you’ll have a smooth installation. Good luck.

Results of running a shop in the front hall

Photo of our front hall shop

Just before summer started I wrote about taking the plunge having an additional small shop in the front hall at Bristol Museum and Art Gallery throughout the summer. Summer is over and so is our shop, for now. This post is a summary of performance. In short, the shop was worth doing with the following results:

  • 10% of total sales for the month or £5,300 net sales
  • 939 orders
  • 2% conversion (confirmed it was additional sales not just taking sales from main shop)
  • Same ATV as main shop despite selling far fewer products
  • Staffing costs were covered by moving the second retail assistant from the main shop
  • £400 on a whacking huge shop sign (pictured) and a few units to supplement existing available units
  • Answered countless public enquiries

I would have been kicking myself if we hadn’t tried to push the retail needle and i’m glad we did. We had our most successful month on record and met our income target. The front hall shop helped us over the line in this respect. We started on day 1 of the school summer holiday without much of a plan other than a hunch the products should be suitable for kids and tourists. Over the course of the project we chopped and changed the products as the teams powers of observation dictated.

Staffing

Finding staff at short notice proved to be a challenge with a few moments but fortunately the team including our brilliant casual pool came to the rescue. I asked the team for feedback throughout the project. Everyone on the front hall shop said they enjoyed the shifts and kept busy in the quiet periods by pricing and preparing products. As expected they also answered lots of public enquiries and raised awareness of our retail offer. The main shop coped with having one person instead of two but this made their work full-on and its much appreciated. We will use the feedback to see how we can better ease the load in the coming year, especially dealing with deliveries.

Product selection

We used the existing products from our range and started with best sellers with a Bristol theme. We thought this would appeal to the tourists. However the Bristol theme didn’t really push the needle so we switched to more ‘kids’ and ‘home’ which proved successful.  I really wanted to try a selection of jewellery but the hall is used frequently for evening events so we decided this could wait until a future project.

Positive fringe benefits

We don’t have staff permanently in our front hall anymore so having staff here was good for the public enquiries. The hall is large and having visitors milling around the shop gave a nice vibe to the space. Staff received lots of positive comments about the offer and many said they’d be back for Christmas shopping. Some visitors completely miss the fact we have a shop so this made sure 100% knew we had an offer.

Next time

I have decided that the front hall shop should come back at high visitor times so October half-term and then from late November until the end of the school holidays. We need to plan the range further in advance and be very mindful that December is peak evening event season so everything must be easily movable. We did indeed push the needle.

Onwards!

Pushing the needle: a shop in our fron thall

Photo of front hall shop on day 1

Each year until at least 2022 we need to grow our retail revenue and profitability by 10% or greater. At Bristol Museum & Art Gallery our retail is typical of the sector in converting about 10% of visitors into shoppers. For us, this will not be enough to do what we need to do. But we must hit our target.

To work out if you have any hope of making your target you need to do a little maths:

  • Divide the total number of visitors by the expected number of shoppers to get your conversion rate e.g 10%
  • Take your expected Average Transaction Value (ATV) and multiple this by your conversion rate to get a baseline amount of sales revenue you expect to generate – remember sales are not profit
  • Take your baseline expected sales and divide by the expected visitor numbers to get your Spend Per Head (SPH)

The problem should be obvious…. an average is basically an assumption that IF A + B + C happens then success!

It is good to have a working set of data, averages and assumptions to use as a baseline but we can’t run our retail on assumptions and need to try everything to maximise sales. I know that to have more confidence in our programme we need to keep poking the box to try to positively increase our conversion and thus sales.

The best way to get the conversion up to is raise awareness to the visitor that we have a shop offer and try to affect behaviour. Our front hall has 100% of our visitors passing through.

During the summer holiday we’re testing the idea that more exposure should increase sales by introducing a small shop located in the front hall. This project will inform our future plans for growing the retail business which may include moving the location of the main shop.

The outline business case is below:

  1. A visually attractive retail offer located in the front hall will undoubtedly increase awareness of a retail offer in the Museum. Although improvements have been made to the entrance of the main shop including introducing a large bookstand and jewellery stand, some visitors still miss the retail offer. This project will hopefully encourage impulse buying and whilst signposting to the main shop either now or for Christmas.
  2. As an example we used a pop up shop for Chinese New Year which increased sales by 18% on the previous year 2015-2016. This also avoided the big queues in the shop and congestion in the entrance and exit in the shop which aids the visitor experience
  3. There will be almost no investment costs, as we already have the equipment needed to set up a small shop.
  4. Staff costs will be met using the current budget by moving the second retail assistant to the front hall. The downside of course will be less ability to deal with deliveries and some customers who want assistance.
  5. The shop in the front hall will be open daily during summer school holidays 24th July -1st September and be mobile enough to be able to close and move for any evening events.
  6. The space taken for the shop would measure 9ft (2.7 mtrs) by 11ft (3.4 mtrs).
  7. Meeting the potential for growth – going on last year’s August figs of ATV at £6.18 an increase of 5% conversion could lead to an increase £10,000.
  8. Hopefully a secondary benefit is that this will reduce queue pressure on the main shop
  9. Use the opportunity to engage the visitors about our cafe and exhibition Pliosaurus

So how did we do the first week?

Sales in the front hall accounted for 13% of sales. The first two days we were finding our feet so i’d expect this to increase in the coming week. At this stage we can’t tell if this has simply taken a share of the main shop’s sales or increased sales overall… we need to compare a few data sources and experiment with the product range…. watch this space!

How we did it: automating the retail order forms using Shopify.

*explicit content warning* this post makes reference to APIs.

THE PROBLEM:  Having set ourselves the challenge of improving the buying process  , our task in Team Digital was to figure out where we can do things more efficiently and smartly. Thanks to our implementation of Shopify, we have no shortage of data on sales to help with this, however the process of gathering the required information to place an order of more stock is time consuming – retail staff need to manually copy and paste machine-like product codes, look up supplier details and compile fresh order forms each time, all the while attention is taken away from what really matters, i.e. which products are currently selling, and which are not.

In a nutshell, the problem can be addressed by creating a specific view of our shop data – one that combines the cost of goods, with the inventory quantity (amount of stock left) in a way that factors in a specific period of time and which can be combined with supplier information so we know who to order each top selling product from, without having to look anything up. We were keen to get in to the world of Shopify development and thanks to the handy Shopify developer programme documentation & API help it was fairly painless to get a prototype up and running.

SETTING UP: We first had to understand the difference between public and private apps with Shopify.  A private app lets you hard code it to speak to a specific shop, whereas the public apps need to be able to authenticate on the fly to any shop. With this we felt a private app was the way to go, at least until we know it works!

Following this and armed with the various passwords and keys needed to programmatically interact with our store, the next step was to find a way to develop a query to give us the data we need, and then to automate the process  and present it in a meaningful way. By default Shopify provides its data as JSON, which is nice, if you are a computer.

TECHNICAL DETAILS: We set up a cron job on an AWS virtual machine running Node and MongoDB. Using the MEAN stack framework and some open source libraries to integrate with Google Sheets, and notably to handle asynchronous processes in a tidy way. If you’d like to explore the code – that’s all here. In addition to scheduled tasks we also built an AngularJS web client which allows staff to run reports manually and to change some settings.

Which translates as: In order to process the data automatically, we needed a database and computer setup that would allow us to talk to Shopify and Google Docs, and to run at a set time each day without human intervention.

The way that Shopify works means we couldn’t develop a single query to do the job in one go as you might in SQL (traditional database language). Also, there are limitations in how many times you can query the store. What emerged from our testing was a series of steps, and an algorithm which did multiple data extractions and recombination’s, which I’ll attempt to describe here. P.S. do shout if there is an easier way to do this ;).

STEP 1: Get a list of all products in the store. We’ll need these to know which supplier each product comes from, and the product types might help in further analysis.

STEP 2: Combine results of step one with the cost of goods. This information lives in a separate app and needs to be imported from a csv file. We’ll need this when we come to build our supplier order form.

STEP 3: Get a list of all orders within a certain period. This bit is the crucial factor in understanding what is currently selling. Whilst we do this, we’ll add in the data from the steps above so we can generate a table with all the information we need to make an order.

STEP 4: Count how many sales of each product type have taken place. This converts our list of individual transactions into a list of products with a count of sales. This uses the MongoDB aggregation pipeline and is what turns our raw data into something more meaningful. It looks a bit like this, (just so you know):

STEP 5: Add the data to a Google Sheet. What luck there is some open source code which we can use to hook our Shopify data up to Google. There are a few steps needed in order for the Google sheet to talk to our data – we basically have our server act as a Google user and share editing access with him, or her?. And while we are beginning to personify this system, we are calling it ‘Stockify’, the latest member of Team Digital, however Zak prefers the lofty moniker Dave.

The result is a table of top selling products in the last x number of days, with x being a variable we can control. The whole process takes quite a few minutes, especially if x >60, and this is due to limitations with each integration – you can only add a new line to a Google sheet once / second, and there are over 500 lines. The great thing about our app is that he/she doesn’t mind working at night or early in the morning, and on weekends or at other times when retail managers probably shouldn’t be looking at sales stats, but probably are. With Stockify/Dave scheduled for 7am each morning we know that when staff look at the data to do the ordering it will be an up to date assessment of the last 60 days’ worth of sales.

We now have the following columns in our Google Sheet, some have come directly from their corresponding Shopify table, whereas some have been calculated on the fly to give us a unique view of our data and on we can gain new insights from.

  • product_type: (from the product table)
  • variant_i:d (one product can have many variants)
  • price: (from the product table)
  • cost_of_goods: (imported from a csv)
  • order_cost: (cost_of_goods * amount sold)
  • sales_value: (price * amount sold)
  • name: (from the product table)
  • amount sold: (transaction table compared to product table / time)
  • inventory_quantity: (from the product table)
  • order_status: (if inventory_quantity < amount sold /time)
  • barcode: (from the product table)
  • sku: (from the product table)
  • vendor: (from the product table)
  • date_report_ru:n (so we know if the scheduled task failed)

TEST, ITERATE, REFINE:  For the first few iterations we failed it on some basic sense checking – not enough data was coming through. This turned out to be because we were running queries faster than the Shopify API would supply the data and transactions were missing. We fixed this with some loopy code, and now we are in the process of tweaking the period of time we wish to analyse – too short and we miss some important items, for example if a popular book hasn’t sold in the last x days, this might not be picked up in the sales report. Also – we need to factor in things like half term, Christmas and other festivals such as Chinese New Year, which Stockify/Dave can’t predict. Yet.

AUTOMATIC ORDER FORMS: To help staff compile the order form we used our latest Google-sheet-fu using  a combination of pick lists, named ranges and the query function to lookup all products tagged with a status of “Re-order”

A list of suppliers appears on the order form template:

and then this formula looks up the products for the chosen supplier and populates the order table:

“=QUERY(indirect(“last_60_days”&”!”&”11:685″),”select G where M='”&$B2&”‘ and J=’re-order'”)”

The trick is  for our app to check if the quantity sold in the last x days is less than the inventory quantity, in which case it goes on the order form.

NEXT STEPS: Oh we’re not done yet! with each step into automation we take, another possibility appears on the horizon…here’s some questions we’ll be asking our system in the coming weeks..

  • -How many products have not sold in the last x days?
  • -If the product type is books, can we order more if the inventory quantity goes below a certain threshold?
  • Even if a particular product has not sold in the last 60 days, can we flag this product type anyway so it gets added to our automatic order form?
  • While we are at it, do we need to look up supplier email addresses each time – cant we just have them appear by magic.

…furthermore we need to integrate this data with our CRM…..looks like we will be busy for a while longer.

 

 

 

Retail: Improving the buying process

Customers buy what they can pick from the shop floor or online catalogue. Not what is “on its way from a warehouse” or “gathering dust” on our stockroom shelf. Stock not available to the customer is therefore waste. A waste of committed money (cash flow concern which  immediately introduces risk) and a waste of space in our shop stockroom which in turns reduces overall shop floor space and slows staff looking for product.

Because “Buying” is the most critical of the four pillars of retail, it seems the sensible place to focus our attention on to gain further improvement. I’m going to challenge ourselves to use 2017-18 to maximise our buying by refining the workflow.    This will be a collaboration between me, retail, user research and our digital team.

At present we do our buying like any other retailer, we order by supplier when we feel or notice heavy product depletion. Furthermore at any one time we’re “holding” about 10% of our annual total stockholding in our stockroom and another 10% on the shop floor. If it is on the stockroom shelf it has zero chance of being sold.  In addition to having a costly quantity of product hanging around, the space used to hold our product could potentially be converted into public shop floor space. For example at Bristol Museum and Art Gallery there is a false wall which conceals our stockroom which is about 8m in length with a depth of 1.4m. If we’re about to improve how we buy, it is possible to push this wall back further and gain that space as public floor space that could be used for 2-4 nesting tables worth £10,000+. The challenge of course is that would reduce our total stockroom space by 2/3.

If we can nail our understanding of what to buy and when, this would unlock the potential to carry out operation “shrink the stockroom”. Order exactly what we need when we need it and not before.

The upsides would be:

  •  Move to a new process of ordering “just in time”
  • reduce stockroom size thus freeing up new floor space for customers worth £10,000+
  • reduce “out of stock” scenario by improving the buying process
  • order by need not assumption
  • reduce ordering time across the full year
  • reduce owning costly stock that may not sell which also takes up space
  • maximise available money set aside for buying products that sell
  • Reduce time lost by staff who have to hunt around a big stockroom
  • Heavily reduce human interaction which will reduce our cost per transaction and help us move to being digital by default
  • Allow retail manager to focus on other tasks

 

Challenge: Improving the buying process for retail

Customers buy what they can pick from the shop floor or online catalogue. Not what is “on its way from a warehouse” or gathering dust on our stockroom shelf. Stock not available to the customer is therefore waste. A waste of committed money (cash flow concerns and thus an introduction of risk) and a waste of space in our shop stockroom which in turns reduces overall shop floor space and slows staff looking for product.

Because “Buying” is the most critical of the four pillars of retail, it seems the sensible place to work on iterating to gain further improvement. I’m going to challenge ourselves to use 2017 to maximise our buying workflow.

At present we do our buying like any other retailer, we order by supplier when we feel or notice heavy product depletion. Furthermore we “hold” about 1/4 of our stockholding in our stockroom. If it is on the stockroom shelf it has zero chance of being sold. In addition to having a costly quantity of product hanging around, the space used to hold our product could potentially be converted into public shop floor space. For example at Bristol Museum and Art Gallery there is a false wall which conceals our stockroom which is about 8m in length with a depth of 1.4m. If we’re about to improve how we buy, it is possible to push this wall back further and gain that space as public floor space that could be used for 2-4 nesting tables worth £10,000+. The challenge of course is that would reduce our total stockroom space by 2/3.

If we can increase our understanding of what to buy and when this would unlock the potential to carry out operation “shrink the stockroom”.

The upsides would be:

  • move to a new process of ordering “just in time”
  • reduce stockroom size thus freeing up new floor space for customers worth £10,000+
  • reduce “out of stock” scenario by improving the buying process
  • order by need not assumption
  • reduce ordering time across the full year
  • reduce owning costly stock that may not sell which also takes up space
  • maximise available money set aside for buying products that sell
  • reduce time lost by staff who have to hunt around a big stockroom

The first major step forward has been moving to a fully digital ordering process to minimise the steps required for that particular part of the system. We use a combination of Shopify reporting and google spreadsheets to do this. Our internal system for generating purchase orders currently prevents us using automated ordering directly to the supplier.

I think the next step will be to understand the rhythm of how often each product is sold AND what minimum order size suppliers can accept.

Myself and the team will write about our successes and challenges throughout the year. It won’t be easy but nothing worth doing is!

The week our office turned into a photography studio!

With one of the main aims this year being to improve our online shop, myself and Darren decided to improve and update some stock photos. We enrolled in a crash course from resident photographer David Emeney and by the end of session thought we’d be able to do it, easy.

However, we came to find that photography is not as easy as it seems! First came the issue of space. Although David kindly allowed us to use his studio in the basement, with no computer nearby to check pictures and in fear of messing with any of his equipment, we though it may be best  if we set up a studio a little more close by.IMG_20170109_154103292_HDR

In true Blue Peter style Darren and I set about creating our own in-office photography studio by collecting bits and pieces from around the museum to mirror the one in the basement. Cardboard tubes were stapled together acting as a rod to hold the white background in place, this was held up by string wrapped multiple times around our window bars, counter tops were cleaned as to not make the paper dirty and even a staff noticeboard was used behind the paper to block out any natural light. Of course our office had to be rearranged first to fit such a project inside, a move which would have me non-stop sneezing for a few days as the settled dust was disturbed!

After a while of playing with the camera’s settings trying to find the right ones, we set to work to photograph stock. With thanks to Debs for letting us borrow geology’s light, the products came out well and the online shop now looks a lot smarter for it. Having this type of light was key to taking a good image, the close proximity between the product and source of light and changing the camera’s white balance when needed added extra quality.

It was a really good experience getting to know the manual settings of a camera and how each product requires a slight adjustment, also to be up to date with what products we currently have in store. I look forward to doing more stock photo shoots in the future and hope, at some point, to have all products photographed like this to keep a consistent look for the online shop.

£70 stoneSSGB edt 4559warrior duck 4857