A problem you know all too well
You manage a network of dozens or even hundreds of stores. In theory, everything should work consistently – the same planogram, the same category, the same assumptions. In practice, however, the results can differ dramatically.
In one store, coffee sells so fast that shelf space becomes insufficient. In another, it sits for weeks, blocking space for products that could rotate better. This is not a coincidence or a “local specificity” beyond control. It is the result of poorly adapted Space Planning.
As a result, well-known problems emerge: lost sales, excess inventory, manual store-level adjustments, and growing chaos between headquarters and operations.
Why one planogram doesn’t work
At the strategic level, standardization sounds reasonable. It simplifies management and gives a sense of control. The problem is that stores within a network are simply not the same.
They differ in size and layout, customer profile, category role, and sales dynamics. A planogram designed for the “average” is therefore a compromise that, in practice, is not optimal for any store.
This is exactly why a single universal planogram often intensifies the problem instead of solving it.
Where does chaos in Space Planning come from
If you see significant differences between stores, they usually stem from three recurring issues.
The first is the lack of store segmentation. Treating all stores the same leads to incorrect space allocation and a mismatch in the assortment.
The second problem is planograms created as “one-size-fits-all.” A single template tries to fit everywhere – and ends up fitting nowhere.
The third, very practical symptom, is manual adjustments in stores. Merchandisers and store managers still “fix” the plan on-site, which means you lose central control over what the layout actually looks like.
How to organize Space Planning in practice
Organizing Space Planning does not require a revolution, but a consistent approach. The key is to move from a single planogram to a system that accounts for differences between stores.
Segmentation – the foundation of the entire process
The first step is real store segmentation. Not just: • supermarket vs. convenience
But also: • store size
• sales structure
• customer profile
The goal: a few clear clusters, not dozens of exceptions.
Defining the role of the category
The same category can have different functions: • sales driver
• basket builder
• impulse purchase
This directly impacts how much space it should receive on the shelf.
A system of templates instead of one planogram
Instead of a single planogram: • you create templates for segments
• you maintain consistency
• you allow controlled flexibility
The best approach is a three-layer model: • fixed merchandising rules
• space allocation per format
• SKU selection per store / location
Data instead of intuition
Good Space Planning is not based on intuition.
It is based on data: • category sales
• product rotation
• availability (out-of-stock)
• space efficiency
A planogram should reflect demand – not assumptions.
Automation – where it delivers the most value
This is not about a huge transformation.
The biggest impact comes from: • automated planogram variants
• bulk updates
• central version database
• deviation alerts
Space Planning systems today can create store-specific planograms based on sales data – manual work is no longer necessary to scale this process.
Consistency vs. flexibility – the biggest myth
The most common concern among retailers:
“If we move to store-specific planograms, we will drown in operations.”
This is valid – if done manually.
A well-designed system works differently: • standardizes processes
• automates differences
• maintains central control
The result: • a consistent brand
• better local adaptation
• less operational chaos
What changes after organizing Space Planning
Companies that move to this model see: • less manual work for teams
• better fit of assortment to each store
• consistency across locations
• higher shelf efficiency
Most importantly:
Space Planning starts supporting sales – instead of limiting it.
Summary
Chaos across store layouts does not come from people’s mistakes.
It is a model issue.
You will not solve it with: • another Excel version
• a larger team
• manual planogram corrections
The solution lies in: • segmentation
• a template system
• data-driven decisions
• automation
Want to see what can be improved in your network?
If you manage multiple store formats and see that planograms don’t perform as expected, start with a specific example.
During a Space Planning audit, we can analyze one of your categories and show: • where you are losing sales
• which categories are incorrectly allocated
• what you can improve fastest
