More brands are restructuring their sales and merchandising models, not because these functions are no longer important, but because traditional in-house structures are becoming harder to sustain. Rising costs, staffing challenges and increased pressure from retailers are forcing businesses to rethink how sales and merchandising support is delivered.
What we are seeing is not a reduction in retail execution, but a move toward more flexible and resilient models, including outsourced sales teams and merchandising services.
The growing risk of in-house headcount
Maintaining in-house sales and merchandising teams has always carried risk, but that risk has increased significantly in recent years.
When a team member leaves, takes extended leave, or becomes unavailable, coverage gaps appear immediately. Recruitment and onboarding take time, and during that period store visits are missed, execution suffers, and relationships can weaken.
For many brands, the question is no longer about loyalty to an internal structure, but about whether that structure can consistently support retail performance.
Coverage gaps lead to inconsistent execution
Inconsistent execution across regions is one of the most common issues facing brands.
Some stores receive regular support, while others are visited infrequently due to staff shortages, travel constraints, or competing priorities. This results in uneven merchandising standards, poor planogram compliance, and missed opportunities at store level.
Retailers notice these inconsistencies quickly. Once confidence in execution is lost, it can be difficult to rebuild.
Outsourcing as a stabiliser, not a stop-gap
Sales and merchandising outsourcing is often viewed as a cost-saving measure. In reality, stability is the primary advantage.
Outsourced merchandising services in New Zealand reduce reliance on individual team members and spread knowledge across a broader, trained team. When someone is unavailable, coverage continues. Call cycles remain intact. Stores stay supported.
For many brands, this continuity is critical to maintaining sales momentum and retailer trust.
Flexibility matters more than ever
Retail is no longer predictable.
Promotions change quickly, ranging evolves, reset timelines are compressed, and seasonal demand can shift with little warning. Brands need sales and merchandising models that can adapt without triggering full restructures or lengthy approval processes.
Outsourced sales teams offer this flexibility. Support can be scaled up or down, focus areas adjusted, and resources deployed where they will have the greatest impact, without the overheads associated with permanent headcount changes.
Retail execution remains essential
Restructuring does not mean reducing presence in store. If anything, expectations around retail execution are higher than ever.
Retailers expect brands to be proactive, consistent and well informed. They want issues identified early, feedback shared quickly, and solutions offered at store level.
Brands that restructure successfully treat outsourcing as a partnership. They value retail experience, detailed reporting, and teams who understand the realities of the shop floor, not just head office strategy.
Why choose Plum Agencies
Choosing the right partner is critical when outsourcing sales and merchandising.
Plum Agencies specialises in outsourced sales teams and merchandising services across New Zealand, with a strong focus on retail execution, consistency and accountability. Our team is made up of experienced retail professionals who understand store operations, retailer expectations and the practical challenges brands face at shelf level.
What sets Plum Agencies apart is our ability to combine national coverage with local knowledge. We offer flexible call cycles, detailed reporting, and proactive feedback that helps brands understand not just what is happening in store, but why.
For brands restructuring their sales and merchandising models, Plum Agencies provides stability, continuity and a partnership approach that supports long-term retail performance.
Looking ahead to 2026
As we move toward 2026, this shift is expected to continue.
Brands are under pressure to operate efficiently, but cutting sales and merchandising support is rarely the answer. Restructuring sales and merchandising models is about protecting performance, improving consistency, and building a more future-focused approach to retail execution.
For many businesses, the real question is no longer whether they need sales and merchandising support, but how to deliver it in a way that is flexible, reliable and built for the realities of modern retail.
