In the competitive world of mass retail, maintaining the appeal of retail outlets is an ongoing challenge. It was at the Tech for Retailin November, we had the opportunity to present our successful collaboration with Intermarché in a particularly insightful conference.

Entitled "How Intermarché accelerated the rollout of its store concept thanks to an immersive virtual showroom," this presentation was given by Loïc Le Du, Concept Manager at Intermarché, and Josselin Monnot, our Key Account Manager. Together, we detailed how virtualization and 3D are transforming the way the group deploys and maintains its flagship concept, the "Fab Mag."

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The context: a mature concept and a network of independent contractors

To understand how this project came about, we need to look at the context of Intermarché. In 2019, the retailer launched a store concept called "Fab Mag." This concept is distinguished by a customer journey that is strongly focused on fresh produce and traditional departments (butcher, fishmonger), while placing fast-moving consumer goods (FMCG) and non-food items on the periphery.

Today, the rollout has been a massive success, with more than 1,050 points of sale transformed in five years. However, as Loïc Le Du explains, a store concept lives and ages. After a few years, signage becomes damaged (from shopping carts and natural wear and tear) and the need for restocking becomes crucial to maintaining the brand image.

What makes Intermarché unique is its model: it is a group of independent retailers, known as members. Unlike integrated groups, each store owner is free to make their own investments. The challenge for the supply and brand management teams is therefore twofold:

1. Convince members of the need to maintain the concept.
2. Facilitate the ordering and installation of new components operationally without requiring costly external interventions.

The technological solution: A 3D platform as a lever for transformation

To meet this need, we worked hand in hand with Intermarché. Our expertise in immersive 3D solutions for merchandising and retail enabled this collaboration, born out of the need to engage members more easily, to evolve through several technological phases to culminate in a unique platform.

The stages of technological maturity

During the conference, we highlighted three major stages in the use of 3D at Intermarché, which illustrate our modular approach:

1. Real capture and 3D integration: initially, the goal was to scan a real environment (similar to Google Street View) and integrate 3D objects into it to visualize concepts. This allowed for immersion that was "as close to reality as possible."
2. Full Virtual (3D Store Design): to increase flexibility, Intermarché has switched to full modeling of generic stores. This approach, similar to video games, offers total flexibility: everything can be modified, moved, and adjusted in real time, allowing layouts to be tested without the cost of physical prototyping.
3. Augmented Reality: finally, technology allows 3D elements to be projected directly into the physical store via smartphone to validate a layout.

It is the synthesis of these technologies that gave rise to the project presented: the virtual showroom  signage.

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The Virtual Showroom: an intuitive ordering platform

The major innovation we have introduced is a signage control platform accessible on PCs and smartphones, officially launched in early 2025 (after a ramp-up phase in 2024).

Functionality and User Experience (UX)

Our goal was to "replace service provider management with a clear and intuitive platform." The result is a virtual showroom reproducing an ideal Intermarché, in which the user can navigate freely.

• Immersive navigation: Members can "teleport" themselves to different aisles via a side menu or by clicking on points on the floor, virtually visiting the Fruit & Vegetables, Grocery, or Non-Food sections.
• Simplified interaction: Points of interest (red dots) indicate available signage elements (banners, gables, shelf stoppers). By clicking on them, the user accesses a carousel of options.
• Information and ordering: Each item has a detailed description (dimensions, prices, delivery times). Users can add items to their cart and confirm their order without leaving the immersive experience. The process is seamless: no credit card is required, as billing is internal and automated.

Two access modes for two uses

The platform was designed to meet two distinct needs:

1. Store access (Buyer): For store owners and managers who wish to place orders for restocking or updating their concept.
2. Visitor access (Demonstration): A powerful internal communication tool. Teams at headquarters use it to present the concept, convince new members, or train employees, replacing static PDFs with a dynamic visual experience.

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Results and key performance indicators (KPIs)

The figures we shared at the conference demonstrate the rapid adoption of the tool by the Intermarché network. In January 2025, the key indicators are as follows:

- Over 750 active users: a significant adoption rate across a network of more than 2,000 points of sale.

- Over 41,000 product sheets opened: demonstrates curiosity and active research for solutions by stores.

- +7,100 items ordered: the order volume confirms the relevance of the proposed offer.

- Average basket value of €450: corresponds to targeted restocking ("small signage") rather than major renovation.

- Average browsing time of 12 minutes: a high level of engagement for a B2B tool, indicating genuine exploration of the showroom.

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The strategic benefits for Intermarché

Beyond the figures, this project, which we developed together, has had a profound structural impact on the brand.

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1. Streamlining the offering

The creation of this virtual catalog, which we helped to structure, forced the teams to sort through everything. The "standards book" was drastically streamlined, going from a multitude of references to an optimized catalog of 4,000 signage references. This simplifies logistics and ensures greater visual consistency across the entire fleet.

2. Autonomy of points of sale

This is the core of the promise made to members: "Gain operational efficiency." The platform allows for easy installation by the member themselves, without outside intervention. This reduces costs for the store and speeds up the implementation of campaigns or design updates.

3. Internal sales and persuasion tool

As Loïc Le Du pointed out, the tool we have developed has become an essential presentation aid. "Accurate visualization" and "immersive rendering" help reassure members before they invest. We move "from vision to conviction" much more quickly than with abstract 2D plans.

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The future: Artificial Intelligence and autonomous modeling

The conference concluded with a look at the future, which is firmly focused on technological innovation and AI.

AI at the service of merchandising

We are actively working on integrating Artificial Intelligence for two major uses:

• Automatic planogram generation: Use AI to automatically create and adapt product layouts, reducing time-consuming tasks for merchandising teams.
• Image recognition: Compare "actual vs. recommended" by analyzing photos taken in-store to verify compliance with the theoretical planogram.

Towards total modeling autonomy

At Intermarché, the ambition is to enable members to model their own points of sale in the future. The idea is to provide a simple tool (cloud, web) where owners can draw the walls of their stores and drag and drop elements of the concept to test configurations in complete autonomy.

Experience at the heart of Intermarché's transformation

Our testimony alongside Intermarché at Tech for Retail perfectly illustrates the digital transformation of physical retail. By moving from administrative signage management to an immersive, gamified experience, Intermarché has succeeded in engaging its network of independent retailers, streamlining its costs, and modernizing its image.

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For professionals in the sector, this case study illustrates a very concrete use of 3D in everyday life. Beyond the "wow" effect, we demonstrate that these solutions are immediate operational performance levers that streamline the relationship between headquarters (the concept) and the field (the reality of the store).This case study illustrates a very concrete use case for 3D in everyday life in the retail sector, because beyond the wow factor, these are immediate operational performance levers, capable of streamlining the relationship between headquarters (the concept) and the field (the reality of the store).