Your back office and other technology provide important help to your support staff, vendors, and customers. Your operations systems, therefore, must provide critical insights to make it easier for store managers to direct staff in the stores. Giving managers the ability to see their overall progress and a list of the risky store activities provides attention to the right place. The ability to see exactly which parts of the store are improving or what areas are declining defines management priorities. Clear, straight-forward insights make it easy to address issues before they get out of hand. Even better, it provides specific results to give staff meaningful recognition. That is, the system provides matter-of-fact updates that tell it like it is. Keep it simple for the store manager so they stay laser-focused on the customers and the staff – the key operations for every c-store.

Evaluating System Maturity

C-store systems evolve. Evaluating your current system maturity helps to prioritize and organize the work needed to improve your c-store management system. The article ‘Four Levels of C-Store Maturity’, compares service levels to assess where systems improvements can be made:

As the system matures, there is the ability to focus more effort and resources to the high value areas of customer growth, staff retention, competitive advantage and management development. Leadership that has the time and skill to deliver the mission and vision will build strong teams. With consistent leadership and teamwork, the customer experience thrives allowing the customer perception to see the brand consistently as they shop. In short, the system maturity may best be determined by how well you answer the question: Does your operations system help your c-store manager support the customer experience?

New Operations Systems for C-Stores Are Available

There are new capabilities available. Previously, systems focused on financial controls, supplier management and customer experience. All of which are essential to effectiveness and profitability. Recently, operational support systems are used to deliver results directly to the store managers. Have accurate information means faster action, better results,  and less stress. With so many technologies and challenges, understanding the priorities can seem impossible. Store managers are get-it-done people. Just give them the facts and highlight the priorities – both the good and the bad. It is important to tell it like it is. In summary, make it easy for store managers to know how to appreciate the good work, develop their staffs’ skills, and coach those that are underperforming.

Store Operations Focus

It is not enough to address the controls for money, scheduling, HR, and inventory. Store managers are also responsible for the customer experience in their store. Mangers need both time and focus to ensure the staff fulfill their duties. The team requires coaching, appreciating, and oversight. Knowing what needs to be addressed and having time to address it, is the primary reason to have a c-store operations support system.

Store-specific analysis allow managers to know where they stand. They know who is performing well and who needs attention. It makes store work easier and provides more time for management. Simplifying store management drives results:

1. Bigger Baskets
2. Fewer Fines
3. Higher Profits
4. Less Shrink
5. Better Retention
6. Happier Managers & Staff
7. More Customers

Live the Brand & Drive the Experience

With a strong system in place, managers can shift to developing their teams ability to provide the best customer experience. It is hard to make a customer feel special, if the store is dirty, the shelves are not stocked, the staff are not pleasant and the store is understaffed. The basics must be done well or it is impossible to have a high performing store.

The goal of a great system is to automate and minimize the labor for mundane or less important work, so the skilled staff can focus on the most important work – the customer experience. “As the management experts at Bain and Company point out – a 5% boost in customer retention increases overall profits by 25%.” according to Nick Triantafellou the Director of Marketing & Merchandising at Weigel’. Making the customer’s experience wonderful drives loyalty and in turn will increase sales and profits. Nick explains “Customer experience is the core concept address to maximize customer c-store relationships. The purpose of the company defines how to deliver services to every customer that comes into our convenience store. It is the most important marketing goal there is.”

C-store service can be daunting just because of the difficulty in hiring and retention. Even worse, c-store service has expanded outside of the store with digital interactions and the amount of service at the store is growing quickly (e.g. food, EV, curb-side, delivery). There are more things to manage and a need to produce more with each labor hour. C-store operations support systems must make it easier for the store manager to have a clear picture of the entirety of their store management responsibilities. They must have time and focus to meet the meet their daily work demands while also keeping the staff and customers fulfilled.

Learn More About Store Operations Focus

Basics of Operations Management (1 minute video)

More about store managers operations and how they drive c-store loyalty systems.

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Key Areas Impacting C-Store Retail Data Analytics

While there are many reasons, operators frequently list one of these five reasons not to use c-store data analytics. It is not surprising that c-store operators are working long hours and have senior staff spending time in the stores working. Lots of interviews, lots of training, helping with orders, and even working registers.

With all that extra work and the stress of staff shortages, many operators just do not feel they have any time to pause and think. They list these five reasons most frequently as to why data analytics is just not a good idea:

1. It will overload our managers
2. Using the wrong numbers will make things worse
3. It is not that effective compared to in-store observations
4. I do not trust data analytics results
5. Confrontations may be necessary

Many will explain their rationale as follows.

1. Overload

Area and store managers have a busy day. Their experience tends to be with people, vendors and customers. They know how to read people and things done. Looking at reports, working spreadsheets and sitting behind a desk does not make the stores run well.

In addition to not wanting store managers away from the staff and customers, it is really hard to keep the good ones. They already have too much to do, so adding even more thing to their plate may just tip the balance the wrong way.

Turning a Negative to a Positive

In order to mitigate the con of c-store manager overload by using data, the correct retail data analytics must be utilized. A key way to make a positive impact is to limit the amount of data and to prioritize insights that have high impact. On the pro side of using data in c-stores is the ability to show high risk items and high value results. For example, a simple list of the top 3-5 cashiers that are not making proper identifications for age restricted items or a list of high risk transactions with for shrink are time saving.

When data is delivered with just a few key points including the time and person involved, it makes it easy to take action. Retail data insights into the specific behaviors that need to be addressed save critical c-store management time and provide a means to address a broad range of issues with little research time required. Giving the store manager simple items to address fits naturally into the oversight tasks. Further,  coaching priorities are identified without requiring a lot of time or training.

2. Wrong Numbers

If staff are given numbers without a clear explanation it can be very confusing. Worse, if the numbers cannot be tracked to the correct staff or products, it can provide a very objective assessment, but may not present an accurate causation. For example, if cashiers do not sign in individually, the sales or shrink may not match the person involved. If the price book is not organized well, the wrong items may show in the wrong categories.

The Con of Bad C-Store Data

Clearly, not having accurate c-store data is a big negative item when considering the pros and cons of c-store managers using data analytics.  In addition to using bad data, there is also the issue of focusing on data that is hard to control or manage. Sometimes, huge reports are emailed that are never reviewed. Such unused reports are the classic example of data overload. Managers deal with it my ignoring the reports which leaves them vulnerable to unseen and risky situations.

An example of picking the wrong items to track are things like lottery sales or fuel sales. While all sales can be influenced in some manner, some items are more directly influenced than others. Picking the your tracking items is important to differentiate the  local competition and market forces that the local staff have little or no ability to influence from those things like store cleanliness and upselling. Using numbers that staff and managers cannot influence and holding them responsible can be demoralizing and hurt team performance.

Avoid Tracking the Wrong C-Store Data

Using data that tracks process-related activities that are directly related to the key objectives of the store is the place to start. Overload happens when there are more things to address than what one can handle. Use your key objectives (e.g., items in the bonus plan, items in the supervisor summary reports) for tracking. Even better, identify the behaviors that lead to the desired results and track those items. In the book, “C-Store Growth Mindset”, Mason Cowan explains there are two types of accountability – process and outcome.

Once the key areas are identified consider the desired outcomes and seek to find the key activities that lead to the objectives. Using both types of measurements provide guidance as you work (process), while also ensuring the process produces the desired results (outcomes). The combination of both tracking numbers helps to guide work and also to improve the work process. In summary, use a limited set of operational areas for focus.

Get Buy-In for Tracking Goals

Even when the right numbers are used, if they are not explained they can have the same impact as wrong numbers. If  the staff is not involved in helping to set the scoring system or it is not explained, there can be misunderstanding or resentment. They may feel that the numbers are taken out of context. For example, there may not be a way to communicate why their situation is unique or different. Stores have different sizes, staffing levels, customer demographics that numbers may not address fully.

3. Human Touch is Needed

Data analytics is not that effective compared to in-store observations. Even if the numbers show results, the only thing that impacts performance are the behaviors in the stores. There is only so much time. no one wants to have data overload. Managers should spend their time in the stores watching and coaching, rather than in the office studying the numbers.

Irony of Objective Data

One of the surprising benefits of using retail data analytics is the way it can increase time for coaching. By having precise counts and examples of great results or poor results easily available, c-store managers can move directly to high impact feedback. Of course using data well can be both a pro or a con for c-store management. If used only to punish, it will not improve a management relationship.

However, by seeing both the good and the bad objectively, meetings are focused and fact-based rather than arbitrary and favorites-based. A good manager uses the data to show a new staff member  their growth as they are trained (transactions handled, upselling accomplished) compare to more experienced staff. For experienced staff, the results provide areas to review and analyze.

By pinpointing operational issues (e.g., lower sales, too much shrink, inadequate age verification), store managers know who needs attention. It makes c-store interactions more personal and direct. With specific results it is easier to ask targeted questions and make suggestions. There are more opportunities to meet with staff to identify with new ways to handle difficult customers or bad service  such as long lines, missing items, or high prices.

4. Lack of Trust

The people preparing the analytics may not understand the business or even calculate the data correctly. Worse, the data may not be available to address issues early so the analysis only brings problems after the fact. It can be used to bully or catch mistakes so that store staff feel blindsided. It can make staff feel they no one takes time to listen to them or even understand issues, but just sends numbers and expects better results regardless of the situation.

Expectation Overload

Many times staff feel like they cannot win. If the numbers are good, the company is great and if things are bad it is there fault. Worse ownership may worry that making small improvements that are the result of better branding and upkeep will empower the staff to ask for bonuses that they have not earned.

C-Store managers can feel like they are in a no-win situation. When this happens it is easy to have manager overload. Ownership and leadership must lead by example. Expecting store staff to perform well and have trust comes with trustworthy leadership from the top down. Using c-store retail data is a tool to help everyone win. With teamwork and alignment, data (even for bad results) becomes a useful tool to make things better.

5. Confrontations May Be Necessary

The numbers sometimes paint a bad picture that requires action.  Consistent late attendance, low upselling, inadequate age verification or excessive shrink activity limits success. With labor shortages, it may just be too hard to address staff short-comings, yet having numbers may make it hard to overlook.

Store managers must ensure basic operations are met. Balancing the need to keep staff working, making profits and not expecting too much is hard. The benefit of c-store managers using data analytics is the time it saves and justification it provides. Rather, than expecting excessive in-person or video monitoring, now the c-store manager can simply address those top priorities that are identified. It magnifies oversight and reduces the burden of deciding which issues cannot be avoided.

When the Pros Outweigh the Cons of C-Store Data Analytics?

C-Store Data Analytics is not for everyone. It does take time to review even the best analysis. Of course, there is the expense to buy tools or pay someone to create the analysis. Further, it requires looking at things objectively. Before embarking on a new approach to use data, it may be wise to talk with others. Given the pros and cons of c-store managers using data analytics, take time to consider key staff to help analyze the benefits and provide guidance on the best way incorporate a new management tool. Building support as well as having peers to explain the reasons for a change helps with motivation. Retail data analytics are here to stay, but do not ignore the human aspect. Allow some time and team input to help to maximize results and reduce the negative impact of the change.

Involve your key staff and set fair and reasonable expectations. Of course, make it safe to take a bit of time and even make some mistakes. It takes a little practice to use analytics, but it pays off when done well.

Research C-Store Retail Analytics

1. For real life examples, join c-store manager workshops for using data analytics to avoid manager overload.
2. Hear from leaders of four chains that use data analytics in a recorded conversation:  C-Store Growth Webinar with John Lofstock of CS Decisions.
3. Read more about setting goals in our blog – Begin with the End in Mind.
4. Watch C-Store Manager Best Practices and Tips Videos

The post Pros and Cons of C-Store Managers Using Data Analytics appeared first on BandyWorks.

1. Reducing c-store manager bias in decision making
2. Pinpointing c-store problems quicker
3. Recognizing good performance of cashiers
4. Reducing anxiety about the unknown
5. Locating best practices

Reduce Bias

One of the biggest demotivators is having your work ignored and having the ‘favorite’ person recognized due to popularity or favoritism rather than on merit. Naturally, c-store managers have biases towards those that they like. Using numbers provides a ranking system that can be made without subjective evaluation. Of course, there are lots of ways to maintain a bias such has getting the best register or time slot. Nonetheless, using a comparison is objective and removes one aspect of rating results.

Pinpoint Problems

Retail data analytics can show the top and bottom performers, show the trends that have the highest change both good and bad and list the very top values for things like total sales, refunds or take rates. When used as comparisons with either cashiers, stores or even same store over time the top differences can be spotted easily. Naturally, a manager needs to know if results are changing or are much different than other similar stores or cashiers.

Instinctively, outliers make us curious and demand attention. Using data analytics consistently finds these outliers. Watch the top performers and ask them questions about what makes the difference. Then repeat the analytical review with the low performers to identify the things that the low performers can do like the top performers. Have the managers coach and assist to ensure the best behaviors are used.

Feel Good About Your Work

Doing work and seeing that it made a difference is satisfying. Trying something new – especially something that is hard or uncomfortable – and see things improve is very rewarding.

The risk of course, is doing something different and getting bad results. Great managers know how to set the expectations for growth without setting the expectation of perfect execution. Fear of failure can cripple learning and trying new things. Progress over time is rarely a straight line. Performance also may not stay better without monitoring the results. Using analytics can help spot coaching and training needs and help reinforce the changes that need to be repeated.

Given the challenge for c-store retention in the current market, many c-store managers focus on this feedback aspect of data usage. Such managers, site it as the most important of the five reasons to use c-store retail data analytics. That is, objective data makes the praise and positive feedback absolutely believable. Thus the good feelings are based on trusted outcomes. Everyone loves to feel good about their work.

Reduce Anxiety

For many, the fear of the unknown can be worse that knowing things are bad. If we do not know about something and we are trying new things, it can hard to continue. Worse, it is nearly impossible to fix a problem that is unknown.

With confidence in your team and the ability they have to do their jobs, knowing about problems can be a fun situation. it makes it easy to assign the important work. Even better, the ones that fix it get to feel the satisfaction of doing a good and important job.

Identify Best Practices

Knowing what practices produce the best results is important. Therefore, applying data analytics across stores and over time, those cashiers and stores that produce the top results are identified. Next, the best results are studied. Obviously, it is simple to visit and discuss the practices used to achieve the top results. Comparing the work approach from the best results to the lesser results identifies the specific actions that make a difference.

Using these differences to coach and train the other cashiers and stores, can then prove that the practices make a difference. If things do not get better, then the situation is different or the best practices may not be understood or followed well. Either way, there are more insights to guide the c-store management effort.

What Experts Say About Data Analytics

While it is not specific to the five reasons to use c-store data analytics, these leading management experts provide summary quotes as to the value of using data to manage. They like having objective ways to track and coach store performance.

1. “In God we trust; all other must bring data.” William Edwards Deming
2. “Accurate information is a key part of motivation.” Mary Ann Allison
3. “We’ve got to use every piece of data and piece of information, and hopefully that will help us be accurate with our player evaluation. For us, that’s our life blood.” Billy Beane
4. “No great marketing decisions have ever been made on qualitative data.” – John Sculley
5. With data collection, ‘the sooner the better’ is always the best answer.” – Marissa Mayer
6. “Data beats emotions.” – Sean Rad
7. “Data are just summaries of thousands of stories – tell a few of those stories to help make the data meaningful.” — Chip & Dan Heath

For more information about retail c-store data analytics:

C-Store Scorecard Option

C-Store Growth Mindset: Making Peace with Accountability

For videos with C-Store Managers Tips and Best Practices:

BandyWorks C-Store Growth Mindset Youtube Channel

C-Store Managers Discuss Coaching Techniques for Staff Retention and Problem Solving

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Convenience Store Growth Stages

It is important to understand your current needs and determine how much you want to invest to plan for future needs. When making decisions for your convenience store management software, compatibility for integrations are essential.  With a little planning and technology review choosing the POS system to meet your current and expected needs can be achieved. 

1. Basic – Scan products with standard pricing, payment processing, scan data exports, with basic transaction events and activity logging.
2. Fuel and signage – Integrated fuel dispenser and sign updates
3. Remote management – Provide access to update pricing from centralized back office software management system.
4. Branding  & Customer Experience – Integrated loyalty, identity verification
5. Advanced retail analytics – staff retention, cashier, product managements, age verification, and staff development support.

C-Store Software System Growth Support

As you grow your convenience store business, convenience store management software provides key controls for operations. Adding stores and staff increase risks. These risks include pricing, procedures, product sets, inventory, payments, promotions and customer service levels. That is, the risks much be controlled while also maintaining necessary margins. The complexity of this balance increases with growth. Without adequate c-store software management systems, extra work is created, and worse, this manual work is error prone. Errors with inventory, pricing, promotions and tracking can lead to unprofitable sales and lost sales if the right products are not available.

The need for streamlined operations increases with the addition of both stores and staff. Without integrated systems that are straight-forward to use, too much time is required by key staff that need to spend time in the stores with customers and working with vendors to provide the right products and services.

Remote Management

The ability to manage convenience stores remotely leverages key staff and provides greater growth potential. Remote management helps even one store so that key staff can safely take time off and address issues without always having to be present. These remote capabilities include, changing fuel prices, monitoring cameras, analyzing sales trends for weekly orders, and balance bank deposits. As stores are added, inevitably the time needed to visit on-site increases as stores have to be physically separated.

During times of extreme staff shortages, key managers are able to support multiple stores by using less experienced staff to address the basic supervisory jobs in the stores, but get remote support from the experience managers that can help with assessing problems, reviewing film, setting prices and providing safety to inexperienced staff that need confirmation before addressing difficult or unusual situations. New managers often need help to  handle fuel pump skimmers, unproductive staff, product orders, unruly customers or daily book reconciliations. Having visibility into the sales data, cameras and all the convenience store software allows multi-store managers to provide remote coaching and management support.

Branding  & Customer Experience

Keeping your customers happy and coming back to the store is a great way to grow your c-store sales. Loyalty and mobile apps support branding and customer experience. These systems will be a necessary part of your c-store technology systems. As such, loyalty and mobile application integration is a key to future proof your c-store POS system.

A customized experience requires integrated software for convenience stores. The retail data analytics need to be share with all software. For example, customer purchases,  and visits link rewards shopping patterns. Sharing data pinpoints incentives to visit, recognizes customers value.

Several high-end providers offer a bundled set of options. Specialized  software integrated with C-Store POS systems so that operators meet their needs with only those technologies that drive their growth.

Knowing how the system serves customers is important. In addition, staff must be able to manage and serve all the technologies that are part of the software systems. Plan the systems with the work flow and management as part of the c-store software selection process

Advanced Retail Analytics

C-store operations have great data for measuring both key performance indicators and growth goals. Therefore, integrated systems are able to sort through all the transactions, customers, staff and stores to show a clear picture of the key behaviors. Managers are able to see exactly the data they need to prioritize coaching, training, correction and rewards.

Mature c-store operations systems save management time and provide the objective data to address key areas of

1. Cashier upselling
2. Age verification
3. Shrink control
4. Product movement
5. Inventory management
6. Monetary control
7. Overtime compliance
8. Employee retention
9. Management development

C-store software systems save time, increase sales and provide control to protect investments. Consider your current needs and spend time to plan your future requirements. After that, define your approach to future proof your c-store software management systems.

Advanced Research

Accelerating – your operational efficiencies with technology

Books written for convenience store management

Convenience store technology standards by Conexxus

C-Store Manager Tips – Technology is here to stay

The post Future Proof Your C-Store POS System appeared first on BandyWorks.

A key benefit of automating store performance is consistency. Naturally, managers can train more easily with consistent tracking. As such, better training empowers cashiers to work smarter. Hence, upselling and customer service improves. Therefore same store sales grow. Further, it positions the operator to successfully add new stores to his or her chain.

Five Keys to Systematizing C-Store Growth

1. Know the main areas that must be automated
2. Understand problems you want to fix quickly
3. Learn how the problems are solved manually
4. Identify the related data that is available
5. Find someone with experience

Know the key areas that must be automated

Inspect what you expect is the standard for prioritizing work. This concept works just as well for automation. First, select those things that really matter. Next, assess the fit the other four criteria for automation. Naturally, the selected problem needs to be significant work.

Understand Problems You Want to Systematize

Understanding the problem identifies the characteristics that are present. As such, the know-how needed is available. The knowledge highlights the steps needed to solve the problem. The automation requires patterns. Therefore, the better the understanding, the better you will be at the subsequent keys.

Learn How the Problems are Solved Manually

Following the problem understanding, the steps involved to fix it by hand is next. These steps can be identified by interviewing the experienced staff or shadowing them during a trouble-shooting exercise. There is a science to analyzing and defining the requirements, but keeping it simple is always helpful.

Identify the C-Store Growth Data that is Available

Systemization depends on data to trigger alerts and initiate action. It is hard to automate successfully, without access to data that shows the results. With upselling, product placement, loss prevention and age verification, the data is typically found in the POS system. Having a history of the sales details is ideal so that trending can be used to not only find problems, but also confirm fixes are working over time.

Find Someone with C-Store Systematizing Experience

With any important project, learning from those that have done it before is good. Further, whenever possible choosing an existing package removes a lot of risk. Those that have a standard product have already solved many of the issues. Of course,  the need is sometimes unique. Experience always matters, but if all else fails give it try as long as the reward is worth the risk. Learning first hand is the best teacher.

Research C-Store Growth Systems

Read more on best practices for c-store performance systematization –  “Optimize C-Store Performance – The proven way to increase sales, simplify work and make time to grow.”

C-Store Performance- Related blogs and links

You may also like a related blog regarding:

Four Levels of C-Store Performance Growth

Top 20 Chains Own 30{935b322e3519fc731b8c8389742fbd46918a79373f6355bb2e07141df02b187b} of All Stores

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1. High theft from employees and delivery staff
2. District managers consumed with interviews or covering for missing managers.
3. Dirty stores, unfriendly service, unhappy customers
4. Silence and disregard to problems or the opposite – finger-pointing and blame
5. Pumps with bags and broken coolers that take too long to fix

Customers are buying every day. Making the most of sales opportunities happens when your managers focus staff on customer service. Addressing problems quickly and establishing work practices to avoid them make it possible to optimize c-store performance. There is a proven system to optimize c-store performance. It starts by removing the obstacles to growth.

Download the Proven Way to Remove Obstacles to C-Store Growth

Download the whitepaper with a full list of c-store obstacles and learn how high growth companies overcome them. Find ways to improve with the white paper –  “Optimize C-Store Performance – The proven way to increase sales, simplify work and make time to grow.”

C-Store Performance- Related blogs and links

You may also like a related blog regarding:

C-Store Performance – The Proven System for Growth

Top 20 Chains Own 30% of All Stores

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C-Store Growth – Use a Proven System

It takes significant resources to address all five areas of performance. The simple fact is that more stores to share the burden means more resources are available. But, the large operators were not always their current size. The successful companies were first able to optimize their store performance, grow their business, generate extra cash and free up management time to drive store growth. That is, they use a proven system for c-store growth. Operating existing stores well is the critical first step to make resources available. Without on-going and consistent same-store growth, management time is pulled back into the existing store oversight rather than new store creation or acquisition. With comprehensive management in place, fewer problems occur. Available resources catalyze new store growth.

Download – Optimize C-Store Performance

Download the whitepaper to learn more –  “Optimize C-Store Performance – The proven way to increase sales, simplify work and make time to grow.”

C-Store Performance- Related blogs

Increasing Tobacco Sales

What C-Store Managers Need to Increase Sales.

The post The Proven System for C-Store Growth appeared first on BandyWorks.

Blind Spots to C-Store Customer Experience

Of course, industries standards, your culture and your management accountability systems must be the main focus of your work. However, many systems and people have blind spots due to bias and limitations that allow mistakes or missed information to impact store performance. Gathering the right information from customers provides a perspective to be considered that is not biased on the goals of the company or staff.

Ideally, your c-store survey process is accurate simple, timely and unbiased. The easier it is for customers to use it the more likely they are to participate. Of course, easy may mean less data so interpretation may be harder. We must, however, not inconvenience our customers who are paying us for the convenience we provide.

A few items that c-store operators tell us are important when surveying customers:

C-Store Customer Survey Software – Important Stuff

1. Make it quick
2. Limit questions
3. Do not get in the way of their shopping
4. No pressure allowed
5. Survey results are easily shared with managers and staff
6. In-store surveys have higher participation
7. Link to loyalty programs
8. Use the data
9. Accept bad news
10. Provide analysis information so time of day helps to pinpoint solutions
11. Establish norms so its easy to no when good or bad things are happening
12. Try different questions, locations and methods of surveys

C-Store Performance- Related blogs and links

You may also like a related blog regarding The 4 Components to a Balanced Scorecard to Optimize Your C-Store Performance.

C-Store Customer Survey Software – Product Information.

The post C-Store Customer Survey Software Strengthens the Customer Experience appeared first on BandyWorks.

Facility Maintenance – Key Points

C-Store Managers Want to Know:

1. if the job is scheduled
2. if the problem has been fixed

The Maintenance Team Wants to Know:

1. if the store staff have done all the trouble shooting
2. if the maintenance team is needed or if a vendor must be called

Your facility management team is happy to help, but too often they waste their time driving to a site only to find a simple reset or existing fix procedure has been skipped. Likewise, the store staff do not want to burden their support team with work that can be done by themselves at the store. Having a system that tracks work and documents the requests helps to both save time chasing work and also helps to identify where misunderstood procedures or troubleshooting can be addressed. Having a document allows senior facility managers to identify areas where training can increase overall productivity of maintenance.

No software can eliminate all the normal errors that people will make, but a simple system can make store maintenance a lot easier to track. Having a C-store ticketing system organizes the work. It tracks what is overdue, who needs training and when real problems are being missed.

Ideally, your maintenance management KPIs are included with your operations systems so your operations knows when equipment is getting in the way of c-store results.

Our clients tell us c-store maintenance/facility management have a few key items. Together these maintenance features save time.

C-Store Maintenance Software – The Keys to Success

1. Logging an issue must be quick
2. Make the proper assignment
3. Include pictures
4. Integrate with your daily operations check list
5. Have a list and track by due date/assignments
6. Use mobile notifications
7. Track changes and communicate completion
8. Provide analysis information regarding vendor history
9. Identify overdue work
10. Pinpoint unreliable equipment

C-Store Operations – Related blogs and links

You may also like a related blog regarding C-Store operational simplicity.
For a business school point of view, you may enjoy Simplicity-Minded Management by Ron Ashkenas in the Harvard Business Review.

Click to learn more about : C-Store maintenance software.

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Many companies are starting to use their sales data to align the hours to the sales that occur. There is always need for cleaning and stocking, but working the hours to match traffic allows the store to have the necessary staffing and keep the hours on track to hit performance goals. There are only so many hours available so it is key to assign them at the right time.

There are a few things that help when using sales to determine the labor hours:

1. total sales and customers by hour
2. same day comparison for several weeks to see trends
3. day of week compared to other days
4. average sale, discounts, loyalty
5. inside versus outside traffic

Controlling Labor Hours in Your C-Store

With a good understanding of historical sales by the day of week and broken down by hour, labor can be scheduled to match the busy times. There are times when the registers will be the most busy and times when other tasks must be done. Together, a manager can utilize the hours and start controlling c-store labor hours to match sales.

Related Information – C-Store Operations Assessment

You may want to take an assessment of your C-Store operations It provides a written summary along with ideas for new things to consider: C-Store Performance Assessment.

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The Desire –  A System for C-Store Performance

Often times, technology is a part of a process. Credit card processing saves times, increases conveniences, reduces bad debt and is an essential technology for most C-Stores. Yet, even with such a proven technology, the process of managing the account, the security of the card readers and avoiding the acceptance of fraudulent users is still required to achieve the full value of the technology – the process matters. It is important to make sure those using the technology do their part to ensure the technology is used correctly.

The Catch – Process of Performance

It is important to differentiate the technology from the process. If you need a system you typically need both process and technology. Either can help, but together the technology and process make a system. With a system business can measure, maintain, and scale operations. When done correctly, both technology and process can come together to do the magic that you need – save time and get better results. The key is to sequence the work and provide the proper time, training and usage to achieve the long term results.

The Confusing  Mistake

Technologies that have not been used before are often not clearly understood. Work that used to be done differently may not be done at all any more. The work that is replaced is part of the productivity gains. However, there is often new work that while quicker is different than before. Many times, the new work is only related to the new technology so it must be added to the old process. Unless the process includes the new work, then the overall results may not be as good or may even fail. It is not uncommon to have the very same technology that works well in one company not work as well in a different company. The difference can be the technology environment or the process being used.

The Plan for C-Store Performance

The new system needs to be explained. The steps need to be demonstrated and the staff must be allowed time to learn. Setting up the environment and providing the necessary resources allows the new system to be put into place. Good execution is made easier with a project plan that covers the sequencing of installation, configuration, training and on-going support.

System Improvements Are Not

• Free of process change
• Absent of learning
• Without risks
• Quick

System Improvements Are

• Automated
• Effective and Efficient
• On-going

Taking time to understand the scope of work that technology can address is helpful. Proving the change and providing examples and support can ease the transition. Communicating the benefit and providing a timeline for the change will decrease the stress of change and increase acceptance.

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Using data requires action.  C-Store clients sometimes worry that POS sales data can be difficult for store managers. We often hear concerns about store manager overload.  The most common concerns we hear are the following:

• Data overload – They feel they have enough reports that they really don’t look at now
• Process changes – There is a process change involved from what they may be doing currently
• Overwhelming our staff – Many changes had already been adopted during the year and they feared adding another
• Work overload –  They want their store employees to be focused on customers and not software.

All of these issues are real and should be addressed. We find, however, that to measure and compare work results to goals is always useful.  Small process changes and a little extra data entry can be a very small trade-off for doing things much more efficiently as a whole.

The point is that we learn and have C-Store Data Analytics teaches us important information. When we wait until we have all the other items done or we know every possible outcome of the all data we may not start learning and improving. Things can begin to plateau.  When has doing nothing ever helped anyone when a change is needed?

Certainly a plan is to be created and communication  established in its implementation. However, analysis paralysis may be more damaging than a program.   Even with the best of plans, programs are typically adjusted as they work their way into an environment and culture.   Our company is able to work with companies who want to use data analytics. What we  find among all of them is that  they do the work, learn from the results and make adjustments as  lessons are learned.  Another common trait was that they always improved. None of them ever regretted getting started.

These companies simply picked a side and went forward in their journey. When things got better,  there was no reason to look back.   Hence, we often like to use our friend Yogi to remind ourselves. When you come to the fork in the road, just take it.

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