In a context of growing demands in the retail sector, where the customer experience and operational efficiency play an increasingly decisive role, checkout areas have become a strategic point of intervention. The urge to provide a fluid, ergonomic, and commercially practical service has led many organizations to rethink their customer service models, focusing on simplifying processes, enhancing customer interaction, and optimizing available human resources. This framework serves as the basis for the transformation presented in the following case study, which focuses on redesigning the layout and operation of the checkout counters.

The context of the company and the vision for the new checkout

The company in question is one of the largest sports retail chains in its country, renowned for the diversity and quality of its range of articles and equipment for multiple sports. It combines reference brands with a strong commitment to its own, emphasizing design, affordability, and the quality of its products. With a consolidated network of stores and a customer-focused value proposition, the company has been investing in modernizing its spaces and streamlining its processes.  It was in this circumstance that the need arose to redesign the checkout area, a critical point for ensuring the fluidity of the service, the proximity to the customer, and also the sales potential. The approach adopted, the challenges overcome, and the results of this transformation are presented below.

Operational diagnosis and main challenges identified

The initial analysis identified several operational constraints that impacted both the quality of service and the productivity of the teams. The previous checkout model had several limitations in terms of ergonomics, space organization, and process fluidity, resulting in longer-than-desired waiting times, uncomfortable interactions, and missed sales opportunities.

Among the main challenges were:

• Not enough space for two customers at the same time.
• Unintuitive single queue with no visual support.
• Work elements out of direct reach of the operator (clothes hanger, bags, demagnetization plaque).
• Fragmented task flow, requiring frequent trips away from the counter to:
  • Collect or deliver reservations.
  • Get watches and glasses.
  • Deposit defects and returns.
  • Restock economat.
• Limited visual contact with the customer due to the operator’s physical position.

These limitations resulted in an inefficient operation, a fragmented shopping experience, and the devaluation of the final point of contact with the customer. These aspects would be significantly improved with the intervention carried out.

The methodological approach to redesigning the checkout

To address the identified challenges, a structured and collaborative approach was employed, centered on direct observation of operations, detailed functional planning, and validation in a real world context. The aim was to develop a practical and effective solution that is fully aligned with the specific needs of the teams on site and the operational requirements of the store.

The redesign process was carried out in four major stages:

1. Diagnosis and functional planning

• Detailed analysis of tasks at the checkout point.
• Identification of waste and non-optimized flows.
• Definition of the principles for the new solution, which consist of the following:
  • Do not turn your back on the customer.
  • Eliminate non-essential elements.
  • Well-defined location of the components.
  • Definition of the “sales through impulse” area.
  • Economat stock and daily product.

2. Prototyping and mock-up testing

• Construction of a full-scale model to validate the concept.
• Simulations with operators to test the accessibility and fluidity of the process.
• Reorganization of critical elements: hanger, bags, alarms, technical sheets, various leaflets.

3. Testing in a real environment

• Implementation of the prototype in the pilot store.
• Validation with the teams and collection of customer feedback.
• Rigorous measurement of travel times and distances.
• Final adjustments before the rollout phase.

Figure 1 – Prototype design and site testing

Results achieved with the new counter layout

The implementation of the new solution has yielded significant gains in several key areas, including operational efficiency, enhanced customer experience, and increased impulse sales.

Operational efficiency

• Reduction in average registration time by 30%.
• 87% reduction in the time needed to pick up reservations.
• 83% reduction in the distance traveled per record.
• 60% reduction in distance traveled per reservation.
• Overall 28% reduction in average service time.

Customer experience and space flow

• 43% increase in the area dedicated to waiting customers.
• Elimination of physical barriers between the operator and the customer.
• More direct, ergonomic, and efficient service.
• Redesigned single queue, with better visibility and organization.

Commercial impact

• Creation of a 3 m² impulse selling area, integrated into the queue
• 40% increase in sales of products located in this area.
• Freeing up resources for assisted sales, with an average impact of +207€/day/store.

Additional advantages of the redesigned single queue

• Guaranteed first-come, first-served service.
• Exposure to a broader range of products.
• Reduction in theft due to visual and route reorganization.

The redesign of the checkout area demonstrated how an approach centered on on-site monitoring, team involvement, and practical validation can generate significant transformations in traditionally undervalued spaces. By viewing the checkout counter as a strategic point in the in-store experience, the company was able to increase operational efficiency, strengthen its relationship with customers, and boost new sales opportunities. The results obtained reflect the effectiveness of solutions based on simplicity, ergonomics, and attention to functional detail, all essential principles for keeping up with the growing demands of a constantly evolving sector.

We are committed to respecting our clients’ confidentiality. While we have altered or omitted their names, the results are genuine.