The Six Benefits of Removing C-Store Performance Unknowns
UNKNOWNS CREATE STRESS OR APATHY
A C-Store Manager knows all to well the concern for a potential result or consequence of the unknown. They make decisions daily and often without having all of the information they need to do so soundly. Not knowing if the reports one is getting are accurate, not knowing what revenue to expect to come in and not knowing what they might be missing that is costing them money can cause them stress. So, how does one eliminate these concerns so they can make decisions and set strategy with confidence.
THE ANSWERS ARE IN THE DATA
The answers to these quandaries can be found in their data. Their data is the best tool they have to eliminating what is not known and if they use it to analyze performance metrics, they should sleep tight each night. Though analysis time is involved with vast amounts of data, nothing can keep Managers in the know in a C-Store better. Accounting and Marketing departments do this daily as part of their jobs. For the Operations department however, it is an extra and cumbersome task and too time consuming for them to be able to take advantage of it. There is too much data and too many variable impacts of performance involved in their analysis.
The irony is that the Operations department is the best place to go to increase a C-Store’s bottom line. If they can improve their performance, increased revenue and overall success will come easy because it is typically the Operations staff that is the core driver of the bottom line metrics.
Larger companies customize their back office systems to automate this analysis or even hire analysts to do this work for them but the majority of the store owners do not have this luxury.
SIX BENEFITS OF USING YOUR DATA DAILY
So, how can an incredibly busy Manager or Owner use their data when time becomes a huge glass window between them and that sweet cupcake on the plate? They see what analysis can be done with their standard reports, but just do not have the time to do so. A suggestion is to take the proverbial one bite at a time. By breaking down the analysis to only the true metrics and concerns of that Operations team and then segregating overall performance by location, they will be able to
- Determine where performance loss or success is quickly
- Know who is responsible for each result
- Know what the actual metrics are for things like revenue or gallons sold at these locations
- See when were these metrics are/were being achieved
- Take smaller steps to better understand why they are at those levels
- Have a better capability to predict more accurately
Of course being able to roll the data up to overall company performance is key for normal concerns, but nothing there will help one find the hidden issues. When able to see performance over time by location, one can see trends and take more control over their future revenue. As an example, they will know when it is time to spend money and take action to prevent past dips that appear at the same time each year. When they monitor the trends, and the specific components of performance that have direct impact on the bottom line by location, there is little left unknown.
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