Nationwide FM Rollout for a Pan-India Retail Chain

The Challenge

A pan-India retail chain with more than 300 outlets across metros, tier-two cities, and high-street locations had grown faster than its facility operations could keep up. Each region had appointed its own local housekeeping crews, pest-control contractors, and odd-job vendors — leaving the brand juggling hundreds of disconnected suppliers with no common standard.

The result was visible on the shop floor. Store presentation varied widely from city to city, service quality was unpredictable, and procurement overheads ballooned as every outlet negotiated its own contracts. With no consolidated reporting, leadership had little visibility into what FM was actually costing — or whether customers were walking into a consistent brand experience.

Our Approach

Innov proposed a single-partner model that would absorb every soft service, pest-control, and vendor-management function under one accountable contract. The rollout was sequenced region by region so that no store experienced a gap in service during the transition.

A national operations team set one playbook for the entire estate, then mobilised local crews trained to that same standard — combining nationwide consistency with on-the-ground responsiveness.

• Standardised housekeeping SOPs, store-opening checklists, and grooming standards across all 300+ outlets.
• Consolidated pest control under one scheduled, audited programme with uniform treatment cycles and reporting.
• Replaced hundreds of local vendor contracts with a single managed-services agreement and centralised procurement.
• Introduced a unified dashboard giving regional and head-office teams real-time visibility of service quality and spend.

The Results

Within 120 days the entire network was operating to one standard. Store presentation became consistent from the largest flagship to the smallest high-street outlet, and the brand experience customers encountered no longer depended on which city they were in.

By collapsing hundreds of fragmented vendor relationships into a single managed model, the chain eliminated duplicated overheads and gained the buying power of a national contract — cutting overall FM costs by 30% while raising service quality across the board.