The Phantoms began with a highly lean retail operation. One person was responsible for overseeing both in-arena retail and a limited ecommerce offer, with the underlying model having remained largely unchanged for more than a decade.
Moving from this structure to a full-time, street-facing retail business represented a significant change in both ambition and operational complexity. The organisation needed to establish a seven-day flagship store while simultaneously improving its digital channel, product offer, inventory control and supporting processes.
Early in the project, it became clear that the transformation required more than the opening of a new store. Manual and reactive workflows needed to be replaced with structured, system-led processes. New technology had to be introduced to support better decision-making and future growth.
A full audit and cleanse of the existing inventory data also revealed widespread inaccuracies and inconsistencies. These issues needed to be resolved before the organisation could establish reliable reporting, stronger stock control and a scalable foundation for the new retail operation.
