{"id":8752,"date":"2025-06-12T13:28:56","date_gmt":"2025-06-12T13:28:56","guid":{"rendered":"https:\/\/sigespana.es\/servicios\/casos-de-exito\/cosmetics-case-study-2\/"},"modified":"2026-08-13T10:53:40","modified_gmt":"2026-08-13T10:53:40","slug":"cosmetics-case-study-2","status":"publish","type":"caso_exito","link":"https:\/\/sigespana.es\/en\/services\/case-studies\/cosmetics-case-study-2\/","title":{"rendered":"Flash Opening in Cosmetics"},"content":{"rendered":"\n
\n

\u23af THE CHALLENGE<\/span><\/p>\n\n\n\n

14 BRANDS. ONE TEAM. 48 HOURS TO OPEN.<\/span><\/h2>\n\n\n\n

Opening a multi-brand cosmetics store isn’t just about setting up the fixtures. It means rolling out up to 14 different brands simultaneously<\/strong> \u2014each with its own fixtures, planogram, products, and testers. That\u2019s 14 different visual identities, 14 different display criteria, and 14 times the chance that something could go wrong. And all of this must be completed within a maximum of 48 hours from the time the equipment arrives at the store until the store opens to the public.<\/strong> This deadline is non-negotiable because it depends on the mall\u2019s opening, customer communications, and the brand\u2019s launch campaign. A delay isn\u2019t just an operational problem\u2014it\u2019s a public relations issue for the retailer and for all the brands in the mall. The logistical complexity of this type of opening is enormous: each brand arrives with its own materials at different times<\/strong>, and the team has to manage the receiving process, verify that everything is correct, set up the displays in the proper order, and leave each space spotless before moving on to the next one. There\u2019s no room for error, and no extra time. <\/p>\n<\/div><\/div>\n\n

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\u23af OBJECTIVES<\/span><\/p>\n\n\n\n

WHAT THE CUSTOMER NEEDED<\/span><\/h3>\n\n\n\n
\n
\n
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Full rollout within a maximum of 48 hours per store<\/strong>Complete the installation of fixtures, products, and testers for all brands carried in the store within a maximum of 2 days from the arrival of the team.<\/p>\n\n\n\n

Simultaneous management of up to 14 brands per store opening<\/strong>Coordinate the receipt, verification, and installation of materials for each brand in an orderly manner without interference, while adhering to each brand\u2019s visual standards.<\/p>\n\n\n\n

100% compliance with opening dates<\/strong>Ensure that no store opens late due to reasons attributable to execution\u2014with no exceptions, regardless of the complexity of each opening.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div><\/div>\n\n

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“When a store<\/span> opens its doors, no one in the world should know what happened in the previous 48 hours<\/span>. That’s what we do.” <\/p>\n\n\n\n

SIG Spain Operations Team<\/p>\n<\/div><\/div>\n\n

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\u23af THE SOLUTION<\/span><\/p>\n\n\n\n

EXPERIENCE THAT SHAPES YOU,LOGISTICS THAT NEVER FAIL<\/span><\/h3>\n\n\n\n

The key to opening a multi-brand store in 48 hours without any mistakes isn\u2019t just having a good team\u2014it\u2019s having the right team for every situation. At SIG Spain, we tackled this challenge using two complementary strategies: cascading internal training and customized logistics managed by our own staff. <\/p>\n\n\n\n

\n
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CASCADE TRAINING MODEL: SENIOR TRAINING JUNIOR<\/strong> To ensure high-quality execution at every store opening, we\u2019ve implemented an internal training model where our most experienced field staff serve as trainers for junior staff<\/strong>. This ensures that knowledge regarding brand standards, implementation criteria, and incident management is conveyed directly and practically\u2014not from a manual, but from someone who has already done it. <\/p>\n\n\n\n

CUSTOMIZED LOGISTICS WITH OUR OWN STAFF<\/strong> Instead of relying on external carriers to manage the receipt and distribution of materials, we develop our own customized logistics<\/strong> system for each store opening<\/strong>. The same team responsible for the rollout manages the receipt of materials, verifies that everything is correct, and organizes the installation sequence. There are no intermediaries who could cause errors or delays. <\/p>\n\n\n\n

DIRECT AND ONGOING RELATIONSHIP WITH RETAIL CHAINS<\/strong> Maintaining direct and open communication with the managers of each chain is what allows us to anticipate last-minute changes\u2014which, when it comes to store openings, are more frequent than they should be. A change in date, a delay in the delivery of a brand\u2019s merchandise, or a modification to the planogram can be handled without any impact if known in advance. If found out at the last minute, it complicates everything. <\/p>\n\n\n\n

SEQUENTIAL AND BRAND-BY-BRAND VERIFICATION OF THE ROLLOUT<\/strong> Each brand was rolled out sequentially, with verification completed for each space before moving on to the next. Evidence photo, planogram verification, and confirmation that testers and products were correctly placed. Only when a brand was set up perfectly did we move on to the next one. <\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div><\/div>\n\n

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\u23af RESULTS<\/span><\/p>\n\n\n\n

THE NUMBERSTHAT COUNT<\/span><\/h3>\n\n\n\n
\n
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100 %<\/span><\/p>\n\n\n\n

MEETING DEADLINES<\/p>\n\n\n\n

In all the openings that have taken place<\/p>\n<\/div>\n\n\n\n

\n

48hours<\/span><\/p>\n\n\n\n

MAXIMUM TERM PER STORE<\/p>\n\n\n\n

From the team’s arrival to the opening<\/p>\n<\/div>\n\n\n\n

\n

14 brands<\/mark><\/p>\n\n\n\n

MAXIMUM PER OPENING<\/p>\n\n\n\n

Managed simultaneously<\/p>\n<\/div>\n<\/div>\n\n\n\n

100% on-time performance for all store openings.<\/strong> It\u2019s not a goal that\u2019s achieved just once\u2014it\u2019s the standard that SIG Spain upholds in every flash opening project, regardless of the number of brands involved or any unforeseen issues that arise during execution. The opening date is non-negotiable. Neither are we. <\/p>\n<\/div><\/div>\n\n

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\u23af KEY LESSONS LEARNED<\/span><\/p>\n\n\n\n

WHAT THIS PROJECT TAUGHT US<\/span><\/h3>\n\n\n\n
\n
\n
\n
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<\/path><\/svg><\/span>Direct contact with the retailer is the best way to manage risk.<\/strong> At store openings, last-minute changes are inevitable\u2014a delayed delivery, a modified planogram, a date that\u2019s moved up. The difference between managing that change and suffering its consequences lies in whether or not you have a direct line to the retailer\u2019s manager. Without that contact, surprises arise when there\u2019s no longer any room to react. <\/span><\/div>\n<\/div><\/div>\n<\/div>\n\n\n\n
\n
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<\/path><\/svg><\/span>Cascade training multiplies capacity without sacrificing quality.<\/strong> In projects where the demand for expert staff exceeds availability, the senior-junior model is the most efficient solution. The junior learns by doing, under the direct supervision of someone who is already familiar with the standards. The result is a larger team that maintains the same high quality of work as the most experienced members. <\/span><\/div>\n<\/div><\/div>\n<\/div>\n\n\n\n
\n
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<\/path><\/svg><\/span>In-house logistics eliminates the most unpredictable variable.<\/strong> Every logistics intermediary is a potential point of failure\u2014a delay in delivery, an error in the documentation, a breakdown in communication between teams. Managing logistics with your own staff eliminates that variable and puts control of the project in the hands of the team carrying it out, not a third party. <\/span><\/div>\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div><\/div>\n\n
\n

Do <\/strong>you have a similar project in the COSMETICS <\/strong>industry?<\/strong><\/p>\n\n\n\n

Tell us about the challenge, and we’ll tell you how we’ll solve it. We’ll get back to you in less than 24 hours. <\/p>\n\n\n\n

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REQUEST INFORMATION \u2192<\/a><\/div>\n<\/div>\n<\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

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