MG2 Listed in Building Design+Construction’s Top 200 Architecture Firms for 2024
MG2 ranked among the top 20 in Building Design+Construction Media’s recently released Top 200 Architecture Firms for 2024.
MG2 ranked among the top 20 in Building Design+Construction Media’s recently released Top 200 Architecture Firms for 2024.
Nordstrom partnered with MG2 to design and remodel an existing store in Bellevue, spanning multiple buildings with the intent to develop a new fleet-wide strategy. This new dynamic for the Nordstrom customer will set the stage for future retail success.
The goal is to establish a seamless, discovery-driven customer experience showcasing the most sought-after brands in the world. All areas of the store will be updated to create a designer-level experience—clear, light, warm, and flexible. The design and implementation of the new Fleet-Wide Strategy will focus on the following: customer experience, brand attraction, innovation, flexibility, budget, and operational efficiency.
The Navy Exchange (NEX) oversees more than 300 NEX retail stores on 92 naval bases worldwide, varying in size from small self-checkout convenience stores to large department stores. In 2020, NEX enlisted MG2 to partner with them in a department-by-department exploration into how to redefine value at its owned locations. This exploration encompassed Beauty, Consumer Electronics, Kids, Footwear, Home, Jewelry, Food Hall and Provisions – all utilizing Oceana base store as the anchor test store.
Once implemented at Oceana, the NEX team worked with MG2 to leverage learnings from the pilot location to apply a guide for further iterations and eventually a rollout playbook to adapt and scale each department’s evolution.
Due to the continued elevation of the competitive landscape, NEX has invested in evolving and elevating their value proposition to their patrons by reimagining the store experience department by department.
“Thirty years ago, it was really convenient because everybody lived on base, but now more families live off base.
It’s about creating a sense of excitement, a sense of community, a sense of belonging, and being able to allow patrons to check more off their list.”
– Rich Honiball, EVP and global chief merchandising and marketing officer for the Navy Exchange Service Command (NEXCOM)
Let’s not think of
ourselves as the military store;
let’s think of ourselves as
a retail destination.
The MG2 Advisory Team, in partnership with our design team, took a multi-pronged approach to assessing how each department could best support consumer needs.
This included:
This evaluation identified opportunities beyond price to deliver value across the fleet of locations. Through a deep dive analysis into trends and customer pain points and desires, including areas that provided demystification, we could identify drivers and preferences to inform the in-store experience evolution, allowing the Navy mission to be more deeply reflected in the spaces visited by sailors and families.
Based on the insights and research the MG2 Advisory Team brought forward, MG2 designed stores that provided greater space for storytelling, fostering excitement and a sense of community. As a result of these findings, the NEX team revamped each department, reimagining the customer journey, merchandising, wayfinding and operational change.
The beauty department redesign was first introduced in the Oceana store in 2022, followed by the Pensacola Navy base store in Florida. Post Oceana’s redesign: The beauty departments now demystifies customer discovery. The products which had been arranged by brand alone are rearranged by regimen instead. New end caps feature educational tips and how-tos and a flexible space in the new beauty department hosts special events and live streaming.
The post-redesign sales increases have been significant:
“The way that the departments are structured and organized elevates the product, elevates the experience, and makes it easier for the customer to find what they’re looking for…”
– Rich Honiball
The Home Depot, the largest home improvement retailer in the United States, recognized the need for an innovative, efficient, and sustainable approach to their store rollouts nationwide after a decade of construction dormancy. The company sought a partnership with a firm that would not only elevate the customer experience in their stores but design and manage a rollout program tailored to save the brand money and time as it continued to grow.
It faced the challenge of overhauling and transforming its development program to build new stores quickly and efficiently while also easing the burden on its administration staff.
Together in its new strategic partnership with MG2, which provides the brand expertise in cost management, entitlements, and full-scale program design and delivery services, the companies aimed to reduce The Home Depot’s new build construction schedule by 30%, as well as achieve a number of other goals including determining the right construction methods, implementing sustainable solutions, and appealing to communities and jurisdictions alike.
To determine the most suitable construction method and location for The Home Depot’s new stores, MG2 conducted a series of data-driven site analyses comparing pre-engineered metal buildings (PEMBs) against concrete tilt-ups. These analyses, which took into account and outlined each option’s proven advantages and potential volatilities, revealed significant benefits in choosing Houston, TX, as its new location and supported the brand’s decision to invest in a PEMB for its warehouse.
With a data-driven road map established, designers at MG2 began by creating and validating an in-depth prototype. Through this process, the team confirmed the potential to transform and streamline The Home Depot’s development and build process. With MG2’s holistic approach, the home improvement leader has been able to remain virtually hands-off, overseeing the projects from a high-level perspective without handling the day-to-day tasks.
As the partnership continues to grow, MG2 continuously targets efficiencies to deliver a greater return on investment for The Home Depot. Beyond cost and speed-to-market optimizations, the resulting store designs offered customers a cleaner, friendlier, and lighter interior experience. Updated wayfinding and educational initiatives further empowered The Home Depot’s clientele in their home improvement endeavors.
MG2’s data-driven site analyses played a crucial role in The Home Depot’s decision to invest in a pre-engineered metal building (PEMB) for their new Houston, Texas location and will continue to play an important part in determining the locations and construction methodologies of future stores. Despite initial higher material costs, the accelerated construction schedule of the PEMB warehouse led to overall savings of 0.7% to 3.2% for the year. In addition to its sustainability benefits—which appeal particularly to urban jurisdictions—the PEMB offers numerous advantages, including:
Leveraging combined expertise, MG2 and The Home Depot have effectively developed innovative, efficient, and cost-conscious solutions that align with the brand’s rollout objectives. The PEMB warehouse in Houston, Texas, showcases the partnership’s achievements and underscores the importance of data-driven program design in the evolution of retail spaces.
As the collaboration continues, both companies aim to further transform the home improvement retail landscape, providing enhanced value and experiences to customers across the nation.
Architect and AIA 2030 Founder Edward Mazria once said, “We tend to rush toward the complex when trying to solve a daunting problem, but in this case, simplicity wins. Better buildings, responsible energy use, and renewable energy choices are all we need to tackle both energy independence and climate change.”
Straightforward, responsible design has long been at the core of MG2’s strategy and philosophy, with sustainable principles and applications woven into our projects at every opportunity. Our three sustainability values—Environmental Stewardship, Purposeful Efficiency, and Restorative Measures—are a simultaneous embodiment of where our firm was the year they were defined and reflect where we want to be in the years to come. MG2 has worked to raise the bar on our designs over time, evolving to match—and where we can, exceed—sustainable certifications and benchmarks.
“We had always reviewed our specifications for opportunities to suggest sustainable products and methodologies to our clients, which when we started were just better choices from a location and ‘better for the environment’ point of view,” says Russ Hazzard, President of MG2.
“Today, those sustainable vendor and materials recommendations aren’t just convenience, they’re a fundamental part of our DNA and design process. As a result, clients who once might not have been open to alternatives are looking to us as experts and advocates, armed with the right solution to set them on a path toward a more sustainable future.”
As architects and designers of built environments, the implications of everything we do, of every project we take on, are unmistakable. AIA’s 2030 Challenge outlines two specific goals that pledge firms must strive toward:
“Greenhouse gas emissions reduction is the challenge of the century for the entire industry.” states Johnny Klemke, Building Performance Analyst at MG2, “How do we keep building more and more while producing less and less impact in the natural environment? That’s the question we’re taking on at MG2. By helping teams come up with more efficient, less carbon-intensive solutions for their designs, we’re also showing clients that sustainability doesn’t need to be a cost burden on the project.”
By helping teams come up with more efficient, less carbon-intensive solutions for their designs, we’re showing clients that sustainability doesn’t need to be a cost burden.
Johnny Klemke, Building Performance Analyst
“Our greatest hurdle is bringing the industry along with us,” says Jon Guerechit, a designer at MG2 helping to lead our operating energy initiative, “One benefit is that indisputable data makes it easier to convince clients that a cost-saving measure can also serve the environment. But the numbers aren’t always in our favor. Embracing the mindset of being a steward of the environment is harder because it forces stakeholders to think differently and invest in the distant future. It’s a mentality we’re pushing for across the board.”
Today, as we continue to evaluate and evolve our firm’s sustainability action plan, we’re committed to going above and beyond the goals outlined by AIA’s 2030 challenge by adding two more of our own:
From improving indoor air quality to reducing construction waste, the materials our architects and designers specify matter. Our choices represent an enormous opportunity to enhance the health of the planet and the people who live on it.
In addition to becoming proud signatories of the AIA Materials Pledge, MG2 has created our own rigorous Materials Evaluation System. Using a stoplight structure, our specialists analyze and rank every vendor, product, and material we use, to ensure that where and whenever possible, we’re adhering to the highest attainable sustainability standards for a better future.
PCC社区超市—the largest grocery co-op in the United States—has partnered with MG2 for years on their journey to better their store’s materials and target LBC Petal Certification. In its Ballard location, the first grocery store in the world to be certified, over 40% of the materials—just shy of $1.4M—were sustainably sourced, with 9.2% of those derived from within 100 miles. Additionally, 100% of the store’s wood is FSC certified, with 10% of the elements reclaimed or reused.
“There is a misconception that we need to pursue green building certification to push for sustainable materials, or that we must only use sustainabile materials to make a difference in the world. Neither of these are true.”
Candon Michelle Murphy, Materials Specialist
With MG2’s data-driven materials system comes a deep reservoir of knowledge and insight, but continuous education to overcome misconceptions and help our clients and partners understand the financial and environmental investment is still critical.
“The largest challenge around the selection of sustainable materials is the misunderstanding of what costs are associated with it.” mentions Candon Michelle Murphy, MG2’s Materials Librarian, “It is true that there are specific material categories on the market that represent a high cost add if the sustainable selection is desired, but there are quite a few categories where there is no or nominal fee add to make a far more environmentally-sound final installation.
“There is also a misconception that we need to pursue a green building certification to push for sustainable and healthy materials, or that we must only put in sustainable materials to make a difference in the world. Neither of these is true, however: any selection that supplies a reduction of embodied carbon, lesser the amount of VOCs put into interior spaces, and provides for reclamation of materials or diversion from landfills still makes a difference.”
Water is one of the earth’s most precious resources. While many of us take fresh, clean water for granted in our day-to-day lives, architects who create built environments in areas where this resource is not so abundant continually have its preservation, reduction, and recyclability top-of-mind.
MG2’s water conservation goal—our fourth and possibly most ambitious sustainability initiative—is to reduce indoor water use in appliances such as toilets and faucets by 30% to 45% and to reduce potable outdoor water consumption in landscaping and irrigation by 50% in every single one of our projects by the end of 2030.
“Among dozens of reasons, a reduction of water in our projects is important because it can lower water withdrawals from local water sources,” states Maribel Barba, designer and co-lead of MG2’s water conservation goals, “allowing us to better harmonize with the local environment, increase water availability for all, and improve community relations.”
While our water conservation goals may be new to many of MG2’s clients, some have been pioneering innovative technologies and water reduction tactics in their build environments for years. For example, longtime partner Costco has been working with MG2 on implementing water solutions programming into its warehouses throughout Mexico and the Southwest US for years, an initiative that awards them a 20% annual water savings.
The wholesaler giant recently took an even more significant leap into the future of water conservation with its Costco Santa Fe store. Complete with a one-of-a-kind green roof that acts as a natural extension of Parque La Mexicana, the Santa Fe location was designed with numerous water-saving technologies, including toilets and landscape irrigation that utilize recycled water and a stormwater collection system in the Parque lake. Restroom fixtures were also installed with 50% less water demand, according to baseline.
“Even when water conservation processes have been implemented for several years, I think it is still being a challenge for firms to sell this idea to some partners.” says Christian Razo, designer and co-lead of MG2’s water conservation goals, “Many do not realize how much water you can save, or even the consequences of not saving water. We do our best to educate every one of our clients on the rewards of implementing these processes, including the satisfaction of knowing that what you’re doing is helping future generations.”
We’ve come a long way in our sustainable design practices and are immensely proud of the benchmarks many of our projects and partnerships have achieved. But the reality is, MG2 is just getting started.
“When we set out to create MG2’s formal framework for sustainability, we knew it needed to resonate with all staff and be embedded in the culture of the firm.” says Mark Taylor, MG2’s Sustainability Lead, “Our data-driven approach speaks directly to the results-oriented nature of the firm and will be the backbone of our success as we continue on our journey.”
Learn more about our above-and-beyond commitment to the future of our planet in our AIA 2030 Commitment Sustainability Action Plan, or by reaching out to our sustainability team.
Last week we had the pleasure of attending and speaking at Groceryshop 2021 in Las Vegas. One of our first live events in a while, the energy was palpable and the innovations were flowing. It was an absolute joy to connect with so many and share the results of our recent grocery industry survey. If you haven’t yet, you can get your copy of our 2021 Grocery Consumer Survey Insights here.
With so much changing for grocery over the past two years, it’s seemingly impossible to keep up with consumer expectations and demands. However, here are our top five takeaways from what’s important for experience designers to keep in mind as they continue to bring future generations of grocery retail to life:
With such a significant shift to online and digital platforms, the in-store grocery experience has a bigger job to do in order to deliver upon surprise and delight. This ties into our survey results, which document consumer’s desire for discovery while in-store.
Delight is the thoughtful touches and speed bumps along the way that foster education and discovery, and are embedded into environments designed to be “in service” of their customers. These could be temporary experiential moments—like what Lionesque Group CEO Melissa Gonzalez presented on stage about Jarlsberg or the Peanut Butter Association—or permanently designed experiences.
As digital and physical continue to merge, progressive grocers are seeing themselves as media platforms as much as grocers. In the name of inclusion and accessibility, it’s important for brands to make themselves available across all channels for all consumers. With online adoption, there is also a larger opportunity to leverage data and utilize the insights to deliver more personalized content to consumers.
For example, curated recipes, tailored nutrition plans, or even entire stores and brand philosophies dedicated to nutritional health and wellness, beyond what we typically see on a shelf. Raley’s O-N-E stores are a great example. Additionally, as we have seen in our work with Target, some are taking a more holistic approach to the curation of products around life occasions. This approach is also offering CPG brands the opportunity to gain mind share as well as increase their profitability.
We all know consumer necessity fuels implementation as well as the adoption of technology. AI is seeing more prioritization to inform store teams on recommendations for merchandising, store layout, and more. Convenience and saving time are top priorities for consumers and they want tools that enable this.
For example, Kroger and Instacart—which announced 30 minute delivery to your door—are utilizing AI to better understand demand and forecasting, as well as help with planning. They’re partnering with companies like Anuit.AI to help expand offerings, SKU count availability, and ensure the freshness of groceries. Order accuracy is also a huge focus for grocers, becoming both an issue and an opportunity for building customer satisfaction and confidence. Progressive retailers are looking at systems to improve upon predicting outages and substitutions to better improve this metric.
More unexpected partnerships that enable convenience are on the horizon well, such as what Albertson’s announced with DoubleDash in partnership with restaurants. The use of voice is also seen as an underutilized opportunity that is gaining consideration, and we see a rise in successful grocers that are empowering the in-store associate with data.
In the argument to build more in-store experiences, proximity is still a motivator for consumers. Bloomberg cited that, as an established grocer, building more stores to increase consumer proximity is a tested and validated means to not only grow brick-and-mortar sales, but online sales as well. A store close to home is still seen as valuable even if the preferred channel is online delivery, and the cost of consumer preference is worth the price for multi-channel success.
Local is also important when it comes to products that are carried on shelves. Local, which is perceived as more sustainable than other products, including organic ones, offers the often true consumer perception that goods have not traveled as far, and therefore are both fresher and have a smaller carbon footprint. It’s a motivator for consumer decision-making and retailers are reviewing ways to surface suppliers, makers, and growers who are already in their supply chain.
It’s more important than ever that brands are standing behind a purpose, in addition to the products they sell. In order to garner customer loyalty, customers want to know you stand behind them, behind your staff, and behind your values.
Giving back to the local community—another growing trend in grocer brand promises—is favored 42% by Gen Z and Millennial consumers. Only 38% of consumers polled thought their grocer was giving back to the community.
A commitment to sustainability (action, not just words), a diverse selection of products, and inclusive accessibility are all at the top of the list when it comes to what consumers today are valuing from their grocers.
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Want to learn more? Find out what consumers expect from their grocers, both now and in the future, with our 2021 Grocery Consumer Insights Report.
In our constant curiosity and investigation of consumer behaviors and expectations, we utilize data insights to help uncover and validate where we can deliver true points of gratification within the customer journey. Here is a snapshot of key takeaways from our latest consumer survey. Our full deck with all our insights is available for download at the bottom of this preview.
The dynamic of modern grocery is kaleidoscopic, with its definition and experience being driven by today’s consumers and our ever-changing world. How can we create a holistic and accessible experience?
When industry leader 开市客 sought expansion overseas, there were numerous nuanced considerations—culture, capacity, jurisdictional requirements, materials, cost, timeframes, structure variants, building codes, and beyond—that Costco needed to consider in order to ensure their debut in Asia would be an outright success. They employed long-time partner MG2 to help them tackle these challenges and provide a localized, reliable, inherently “Costco Wholesale” experience for new consumer bases across multiple countries.
Taking up residence in urban areas experiencing explosive population growth, real estate and structure footprint are major considerations with each Costco Wholesale designed and built in Asia. The employment of multilevel retail warehouses—a more common practice overseas than here in the United States—provide spatial solutions, but still require careful programming and custom resolutions that designers consider and tailor to each unique location.
虽然在美国的批发零售商那里购物是独一无二的,但在日本,中国,台湾和韩国这样的国家(在Costco Wholesale里度过一天可以成为目的地的家庭),体验可能会不同且新颖。范围的事件。 Costco和MG2团队认真分析并记录了每个地点的购物习惯,并考虑了容量控制,文化规范和社区偏好等变化。部门的设计旨在在商店内部进行调整,以适应地区口味,例如日本强大的寿司部门。
即使是脚印和集成技术也已本地化(移动坡道,电梯,增加停车位等等),可以确保熟悉的客户流和提升的用户体验,而这已成为一种非常流行的购物体验。
凭借我们对Costco项目知识的广度和深度以及数十年来与国家/地区经理的合作,MG2不断为特殊挑战(例如在开业后增加新部门)提供即时解决方案。根据每个地点的独特设计要求,我们的团队已与Costco Wholesale运营部门紧密合作,就每种结构的需求进行了标准化,以充分利用空间。除了简化我们的流程外,MG2还能够控制因国家/地区而异的软成本,从而确保没有任何项目超出预算。
我们的共生关系一直持续到今天,我们最新的项目利用突破性技术(例如VR演练)让高管在新地点开业之前查看楼层。随着Costco Wholesale在中国和其他地区的扩张计划不断壮大,MG2的设计不断突破界限,并彻底改变了亚洲的批发购物体验。
30多年前,我们与开市客(Costco Wholesale)的合作始于一个仓储式建筑。彼时,这个今日仓储零售业的引领者正忙于在广阔的乡村和郊区扎下根基。不过,随着该品牌越来越受欢迎,其业务范围扩展到城市社区,这为项目开发带来了更大的挑战和更多的限制条件。同时,开市客开始大胆地拓展产品范围,提供包括光学和听力中心、药房、加油站和新鲜优质的肉类、熟食和海鲜等各种产品和服务。随着项目相关的规范变得愈加复杂、要求愈发严格,需要有富有创意的设计方案加以应对,也需要一个了解他们的目标、赞同他们的价值观并有意与他们共同成长的敬业的合作伙伴,而他们的选择是MG2。
三十多年的发展,开市客在全球拥有了超过780个门店,MG2则是其延续至今的合作伙伴。我们之间的合作关系不论是在人员方面还是在专业层面都得到了发展提升。我们共同努力,优化建筑设计和交付、成本管理、授权服务、建筑资产管理和项目管理方面的组织效率。 MG2对开市客的需求会做预测,与其共同发展,随着时间的推移不断提升项目完成的速度和一致性。
有MG2作为业务版图拓展的合作伙伴,开市客优化了拓店流程,创建了白金级标准,树立起新的标杆:从施工启动到开业待客仅用110天。建筑设计中体现的“优质好价”的特质,不仅体现于开市客的产品和客户服务之中,也成为其品牌承诺的内在组成部分。
MG2每个月都会对开市客仓储建筑的原型设计进行更新变动,寻求创新方法实现升级和概念改进,同时保留敏捷的开发速度和高质量标准。
我们的合作关系超越了MG2所提供的资源深度和服务广度;我们与开市客的团队之间有着默契共识,共同推动这一广为人知的零售业巨轮不断前行。我们共同创造现代、清洁、安全且符合开市客交付质量标准的现代工业时代的零售环境。我们共同应对无数新的挑战,在携手同行中一次次从看似不可能的机遇中找到问题的解决方案。
在此过程中,我们对开市客的项目设计进行了优化,让其得以获取每年数以百万计的业务收益,同时继续帮助他们不断发展,拓展全球新的消费市场。
如今顾客逛商场期望能享受简单有趣而富有个性化的购物之旅。为了满足这一不断增长的需求,Nordstrom向MG2寻求咨询建议,对我们的团队而言也是一项挑战,要求我们为其Nordstrom Rack各个门店提供富有创意和灵活性的“未来百货店”的概念方案。
最终的设计方案为Nordstrom呈现出可信赖的新方案和优雅而大气的细节设计,包括具有冲击力的店内图示、标牌和凸显商品陈列的零售装置。MG2还设计了性别中立的试衣区和用户友好的收银区。这些成本中立的设计方案帮助Nordstrom实现为客户提供最佳的服务、选择,质量和价值的目标。
MG2将继续与Nordstrom的合作,持续完善门店规划设计和概念设计,为美国和加拿大超过25家门店的顾客体验带去积极影响。这些富有创意的设计至今仍活力满满,在为消费者带来欢乐购物时光的同时也帮助他们实现自己的购物目标。
秉持超越客户期望的共同信念,MG2和Target已携手合作了超过15年,完成了包括新建项目、适应性改造等各种项目。MG2已成功完成了遍布全美境内600多个门店设计,将店面原型设计方案因地制宜地实施到每一个项目之中,吸引更多新的顾客。
MG2升级改造的门店规模在8000多平米到13000平米之间,通过细致的项目监督和原型设计方案调整,在保有Target广受好评的品牌体验的同时,能够很好地融入本地特色元素。MG2与Target共同致力于打造让每位顾客都感到宾至如归和富有包容性的空间,为他们的购物之旅带来欢乐时刻。