C-Store Analytics & Scorecards

Top C-Store Managers start with a daily plan. “What would you rather me do? Take 5 minutes to know my store or just start to work?” This was the answer given by a successful c-store manager to the question – “Do you have time to plan your day?” C-Store Management Made Simple Using time well …

Building a system to develop c-store management to drive culture, live the brand and create growth requires discipline, process and consistency. Establishing a culture where staff consistently deliver what you promise your customers provides value that generates customer loyalty. With consistent results, the compensation and job satisfaction are generated in the store that keep the …

Given c-store staffing issues and inventory shortages, there are many pros and cons of c-store managers using data analytics. Some argue that there is absolutely no way to ask store managers to do anything except to just keep the doors open. Hence, it can be scary to add another task to store managers for fear …

C-Store operators that try to control the store performance often cite one or more of these five reasons to use c-store retail data analytics. They find that c-store analytics saves time and increases profits by: Reducing c-store manager bias in decision making Pinpointing c-store problems quicker Recognizing good performance of cashiers Reducing anxiety about the …

Finding time is never easy. That is why, many top performers use a 5 Minute C-Store Daily Plan. They believe it means at least $20,000 in profits. “What would you rather me do? Take 5 minutes to know my store or just start to work?” This was the answer given by a successful c-store manager …

There are four levels in c-store performance growth. All together, they define the C-Store Performance Maturity Model.  Combined, the levels produce a guide to successful, sustainable growth. The levels are sequential: Firstly, Founding addresses financial issues. Secondly Organizing addresses management, Thirdly, Growing addresses sales and Finally, Thriving. As progress occurs, higher sales and better teamwork …

Generating growth provides cash and resources. The ROI of c-store growth is amazing. Driving extra sales puts profit directly to the bottom line. That is why promotions and upselling generate important results. The example below shows how a typical store with inside sales of $85,000 per month at a 27% margin can increase annual bottom …

Sometimes familiarity and routine can block easy changes that can increase your c-store sales. That is why operators say that consultants increase c-store sales. Getting a fresh set of eyes to work with your team can be a quick  way to find a few break-through changes that can increase sales. Habits and history can sometimes …

When driving C-Store performance it is good to know all the important goals. A balanced scorecard shows the results that matter. Naturally, a single scorecard makes it easier to monitor a set of different goals. With daily, weekly and monthly comparisons, both long and short term results are understood.   Improving revenue in a c-store used …

There are 4 components of a balanced C-Store Performance Scorecard. It is common to measure revenue and let that information alone make the call on performance.  Success is rarely attributed to one thing in life. There are other areas to be monitored that will provide long term performance gain.  If you have been measuring by sales goals …

Scorecards catch things in a c-store. There are a lot of details to take care of in a C-Store. It is easy to let small details slip through the cracks.  Here are 5 things that slip through the cracks in a c-store that daily scorecards catch: Tank Meters are not calibrated correctly – Tank meters …

I got my report card at work today. A daily scorecard is not the same as a report card, but there are many important ways it has the same impact. When thinking back to our school years, there was never a day quite as important than the day when report cards were distributed.  A good …