Case Studies: How Can We Help You?

Case Study: Customer Experience – The Buckingham Palace Shop

In April 1993 it was announced that the State Rooms of Buckingham Palace would open to the public (initially for five years), to support the restoration of Windsor Castle following the disastrous fire of 1992.  The Team set up to coordinate and deliver this momentous project included a small sub-group, tasked with delivering an appropriate Retail offering, to be situated in a tent in the Palace Garden.


Buckingham Palace Shop - Sample Media Coverage

Buckingham Palace Shop – Sample Media Coverage

  • Model/adapt best practice examples from the UK and internationally
  • Expand the original brief (which was to sell guidebooks and postcards)
  • Adopt guiding principles:
    • The Experience must reflect the quality and uniqueness of the State Rooms tour
    • The products should be exclusive, British-made and based on the contents of the State Rooms
    • Packaging and product information should enhance understanding of the role of Buckingham Palace, HM The Queen as Head of State, and of the Royal Collection
  • Design and implement an innovative Shop layout, displays and product catalogue
  • Optimise visibility of the merchandise and speed of Service
  • Via close collaboration with the Visitor Experience Team, adapt operating procedures and Service style to maximise sales through enhancing the Visitor Experience – including relocating the Shop to a much larger space after one week!


  • The Shop garnered extensive, favourable media coverage in its own right
  • The Retail Experience enhanced the overall Visitor Experience
  • And over the five-year period generated over £6m (profit): 17% of the cost of restoring Windsor Castle

Case Study: Communication – The Emirates Air Line Cable Car Front of House Team (Continuum)

In Spring 2012, as part of the delivery arrangements for London’s first cable car, a Passenger Service Charter was commissioned.  The brief was to bring together the Brand Values and Cultures of eight contracting companies – including Emirates (sponsor), TFL, DLR, MACE Macro, Doppelmayr and Continuum.  The objective was to create a single ethos, focused on delivering an outstanding Passenger Experience.


Emirates Air Line Cable Car - project sponsor Mayor Boris Johnson

Emirates Air Line Cable Car – project sponsor Mayor Boris Johnson

  • Brainstorming among the partners to distil their contributions into a simple Vision Statement: “Inspiring Journeys”
  • Create and deliver the Passenger Service Charter document and a training programme to over 100 recruits to the Front of House Team, plus staff from all the contracting teams
  • Ensure integration of all operating procedures into the “Inspiring Journeys” ethos


  • A very diverse workforce, largely recruited in the Host Boroughs of Newham and Greenwich, was quickly moulded into a single, customer-focused Team
  • Daily Passenger numbers exceeded 30,000 during the London 2012 Olympics
  • After only three months the Cable Car topped the TFL Passenger Satisfaction survey for the entire London transport network

Case Study: Leadership – The National Trust for Scotland Enterprises

Scotland’s largest charity was suffering growing pains – Membership growth had plateaued, income was falling and the organisation’s vital conservation Mission was at risk.  A new role of Commercial Director had been created and a new trading Board constituted.


  • Analyse the challenges, consult and communicate a new strategic growth plan

    National Trust for Scotland - Wayfinding project

    National Trust for Scotland – Wayfinding project

  • Overhaul all commercial activities – from Retail and catering to Holidays, Mail Order and Brand Licensing
  • Recruit and develop a Team of passionate advocates of “Conservation through Customer Care”
  • Set up a new Customer Services Department, integrated at every level of the Trust
  • Revamp the Trust Brand, Marketing and Internal Communications


  • Created a Culture of Customer-focussed, commercially-minded business units
  • Commercial income (profit) up from £0.5m – £1.5m
  • Increased Membership recruitment: boosting the Donations and Legacies pipeline
  • Increased Visitor numbers (after a 10-year decline): boosting  the Membership pipeline

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