About Us

Omnibus

Propelling changes in a retail world.

THE WHY

Why Omnibus?

Before I kicked-off Omnibus, I’ve earned a professional mileage in big retail systems. One multinational giant supplier (Coca-Cola), one regional convenience store leader (Petrol).

 

Some changes were already in the air. Internet was there, waiting to explode, while within retail Category Management was one of the buzzwords of the day. The computer-aided tools began to reshape the nature of the retail.

As might be obvious in the time of a change, some paths were well-trodden while others just waiting for me to discover.
I learned a lot and also taught a lot, had access to the best practices and also hands-on some of the projects were pioneering in the region (introduced first computer-aided planograms in the region).

Then came the New Millenium and the digital explosion. But the processes and patterns were still so deeply rooted in the systems – you may call it inertia – that there was supposedly no need to ask new questions. All along there was also a pressing feeling that the sheer dimension of the big retail companies regularly flattens down the will to discover new insights, swallows smart solutions and distances the organizations from the more adventurous in retail.

The economic crisis at the end of the decade showed that some things shouldn’t be taken for granted anymore. It’s exactly here where Omnibus wants to embrace change and find the ground for crossings into the retail territories less known.

Omnibus stands for:

Conducting probing research to find out more about decision-making at point-of-sale. Building bridges between the Big & the Small Data. Between off-line and on-line. Between startup community and traditional supply. Building the coherence between operational efficiency and the core vibrations of the brand.

 

HOW MANY PEOPLE WORK AT OMNIBUS?

Omnibus is carried by a central idea of change in the retail world

(see Principles below)

As such it is a project-based company. We scale the team according to the scope of the challenge. This gives us flexibility for the fast-changing world.

With this approach we could manage the unusual:

1

To small family owned stores, we could provide know-how of the big companies.

2

To big companies, we could add the feel of the customer’s pulse while doing our best to simplify their processes.

3

We can support garage craft innovators and huge giants that need that extra retail touch.

But this scalability sure doesn’t mean that we don’t work with our proven partners. When we find someone suitable we try to stick with them and maintain a long-term commitment.

YES, SOME THINGS ARE BETTER THAN OTHERS

Areas of special interest

– cracking hard retail cases
– providing special shopper insights
– increasing ROI on promotions
– helping KAM departments to get out of the rebates game
– researching how & why people buy to inform planograms, store layouts, product positioning
– smart assortment optimization by using clustering and patterns recognition
– pricing models in connection to smart labels
– promoting and standing behind organic producers and initiatives
– business storytelling
– connecting startups with traditional players

THE OMNIBUS AGENDA

Helping partners
win retail challenges

unlock the customer behavior

connect startup solutions & retail needs

spread the most valuable asset – knowledge

innovate and accept change

unleash the hidden Brand power

THE OMNIBUS PRINCIPLES

  • Simplify but don’t shortcut!
  • If the two comparable options have the same financial potential, the one that’s more sustainable and friendly to environment and the whole ecosystem should always be embraced
  • Have you really made everything for sustainable option to get the same opportunity as the more invasive option?
  • Quick wins are okay because they gain momentum for long-term projects, but shouldn’t be the final measure of it all
  • Startup solutions are a promising opportunity to enliven traditional retail approaches. They might bring fresh blood which is so very necessary.
  • Embrace new technologies – but don’t forget that the final end is to satisfy the human needs.
  • Leave the monotonous work to robots and artificial intelligence. But don’t forget this should mean more time for creative and imaginative retail solutions!
  • Research should be an adventure into unknown, othervise it isn’t research just data collecting and interpreting
  • In the end, it’s the customer, the human being, that decides whether to choose something or not
  • The well established processes shouldn’t blind us for the basic stuff itself.
  • Simplify. Don’t add complication to the already complex retail world.

In short:
Got a retail challenge that has something to do with customers? Big or small – it doesn’t matter. I am here to help you.

Cases