M-PACT Free Tickets – Store Performance Boot Camp

Store Performance Boot Camp

Opportunities, examples and action lists
M-Pact Get Free Tickets – Store Performance Boot Camp

Topic – “Five Store Performance Webinars – All in One Day”, presented by BandyWorks CEO, Tom Bandy
Take one, or take them all. Four days available. Sign-up and bring your store managers.

  • March 20, 2018 – Tuesday
  • March 27, 2018 – Tuesday
  • April 17, 2018 – Tuesday
  • June 5, 2018 – Tuesday
  • 10:30 AM EDT Cleaner Bathrooms
  • 12:30 PM EDT Keeping and Developing Store Managers
  • 2:00 PM EDT Accountability – The Secret Desire
  • 4:00 PM EDT Simplifying C-Store Operations
  • 6:00 PM EDT Increasing Sales

Store Performance Boot Camp – Who Should Attend

  • C-Store Owners
  • Operations Directors, VP’s
  • District Managers
  • Store Managers

Store Performance Boot Camp – Best Practices

  • Daily Check List
  • Plan versus Actual
  • Tracking Problems
  • Store Manager Retention
  • Up-Selling
  • Inspecting Work
  • Store Operations
  • On-Boarding Staff

For more information, visit https://bandyworks.com

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SE Petro Store Performance Workshop – Wednesday, March 7, 8:30 AM

Opportunities, examples and action lists
Spend 45 minutes to hear how top C-Store Operators are achieving dramatic results using common-sense management techniques.

Topic –  “Managing Store Performance – Life is Too Busy to Waste Time”, Presented by BandyWorks CEO, Tom Bandy

March 7, 2018, 8:30-9:30 am

Meeting Room – 208

SE Petro Store Performance – Who Should Attend

  • C-Store Owners
  • Operations Directors, VP’s
  • District Managers
  • Store Managers

SE Petro Store Performance – Best Practices

  • Daily Check List
  • Plan versus Actual
  • Tracking Problems
  • Store Manager Retention
  • Up-Selling
  • Inspecting Work
  • Store Operations
  • On-Boarding Staff

For more information, visit http://sepetroshow.org/jc-seminar/

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BandyWorks has been Awarded as Softech’s 2016 “Best Retail Business Intelligence Provider USA”!


BandyWorks is happy to announce that Quik Data™, our Business Intelligence software suite that was built just for C-Stores, was announced the winner of Softech Magazine’s 2016 “Best Retail Business Intelligence Provider- USA” award.  Visit Softech to read the article they wrote  about us.

BandyWorks has decades of custom and product development experience. Having expertise in systems integration and C-Store custom development it quickly has become the company to go to when wanting to get better information that what a typical C-Store Operation is getting.  We provide not only the first Business Intelligence built specifically for C-Stores that improves C-Store performance but also can program for your existing systems to get what you need from them.

Quik Data is our answer to the statement that C-Stores have too much data to be able to use it effectively.  It uses your data to monitor and report  performance metrics to help you find your issues more quickly but it also initiates the resolution of the problems that it finds.   It also allows you to view the trends of your business over time so you will  understand the patterns of your business flow of revenue to differentiate problems from normal ebb and flow.  Put more simply, it merely tells you what you need to know instead of telling you everything.   The easy to use interface can run on any mobile device keeping Supervisors to Executives entirely in the loop of what is going on in every store, every day.

Tom Bandy, CEO of BandyWorks commented, “It is so rewarding to have our hard work and innovative solutions recognized by this leading international organization.  We have put in a lot of hours and research into building our solution and this award will be a great motivator for all of us at BandyWorks.  We look forward to bringing out our next round of innovation in 2017.  We extend thanks to Softech for this high honor.”

If you would like to learn more about Quik Data and how it is helping C-Stores improve their store performance, then just call our sales team at (804) 744-8844 x 111 or, visit our website.  BandyWorks is still offering free trials of Quik Data.  You can enjoy receiving Manufacturer Scan Data Rebate Checks, watch your performance improve, and see quick progress to achieving your goals.  Who knows?  You may even set them higher next yea

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Accountability – Work Place Support for Staff – How to Deal with Domestic Violence

When Domestic Issues Affect Work

No matter how well a business operates there are circumstances that can occur beyond the control of an organization. It is important to have resources available to assist. One issue that is extremely difficult to address is domestic violence. Kiffy Werkheiser, of the James House, provides this information to help create a policy and establish resources to best assist any staff in need of help for intimate partner violence.


Red Flags of Possible Abuse

  • Receipt of harassing phone calls or disruptive visits
  • Excessive absences, tardiness, and sick days
  • Decreased productivity or lower work quality
  • Isolation from co-workers
  • Mentioning of “family problems”
  • Unexplained injuries
  • Presence of legal or financial problems
  • Changes in personality or demeanor

Broaching the Subject: Ask. Refer. Support.

  • Ask the employee if he or she is okay. Let the employee know that you’ve noticed physical injuries, or changes in his or her work or personality. Let the employee know that any information that is discussed will be kept confidential.
  • Refer the employee to the The James House 804.458.2840
  • Support the employee. Offer temporary changes in schedule or location if possible.
  • If the employee is a perpetrator of violence, inform the employee of the company policy against violence and refer to the Employee Assistance Program or a certified batterer intervention program. A list of certified batterer intervention programs is available at www.vaag.com.

Creating a work environment that supports survivors:

Please reach out to The James House via

24 HR: 804.458.2840





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Accountability lessons from prison

Standing in the Sally port waiting to enter Dillwyn Correctional Institute on a clear spring afternoon, a cold reality of prison life encloses each instructor. The course they are about to lead is an experiment to prepare inmates for successful re-entry to society. Can convicted felons operate a successful business after they complete their sentence?

Mistakes and second chances

Mistakes are bad choices, actions or results. A good business plan will measure results, assess them and apply modifications to try to make things better. Hence a good plan assumes mistakes will happen and new methods be found to address them. Mistakes happen and learning results. Lessons learned create value when applied. Hence, mistakes create improvements when learning is applied.

Discussing Darden School ‘cases’ inside a prison provides a unique educational perspective. The intensity and reality of consequences and the importance of the learning are compelling. The outcome of this course literally means the difference of a free life or a return to prison. Here are a few lessons that have been learned by the inmates, this instructor argues they apply to all businesses:

#1 – Judging is not as important as learning

Every felon attending the course is a real person with real dreams and disappointments. Many people will privately discuss egregious mistakes that have been made by themselves, friends or other family members. Not many people live into their adult lives without having made serious mistakes in judgment, action or inaction. While not everyone has the same level of mistakes and associated consequences, it seems fair to think past mistakes do not define the totality of one’s character and value.

In business, those leaders that take on problems and find a way to fix or better resolve situations are deemed successful. It seems only fair that once the cost of a mistake has been addressed, then looking forward with a new understanding may be considered a success as well. While the assumption of felons repaying the costs of a mistake is challenging, the justification corresponds to normal business practice. These felons have been judged by the courts and are paying a debt via their prison sentence. How many successful businesses have been created without overcoming a lot of mistakes?

#2 – Second chances must be both earned and provided

While blind faith that convicted felons will not repeat their past mistakes is not a practical approach, there are huge economic reasons to want felons to return to society. There must be additional rules and checks in place until trust has been established. Who better than someone that has given up years of freedom to understand the value of a second chance? Those genuinely desirous of a fresh start are willing to earn trust and pay their dues. Herein lays the opportunity to apply business lessons to the approach to return of felons to society.

Great businesses provide clear responsibilities, process and accountability. Great leaders do not describe the explicit definition of rules, responsibilities and goals as extra work but rather necessary work. These same companies do not fire someone for a single mistake, but carefully hold them accountable for mistakes with a sincere expectation for the proper behavior to be delivered going forward. Perhaps, with time and experience, a set of reasonable rules can be applied that balance cost of second chances for felons.

#3 – What goes around comes around

The obvious point here is that felons made bad choices and incarceration resulted. Another point, though less obvious, is that second chances are valuable for both the giver and the recipient. Offering someone that has failed badly a chance to earn respect and honor from their own effort is an enormous gift. The interesting point of those involved with the prison program, however, is that the instructors often discuss how much they receive rather than how much they have given.

This lesson also applies directly to business. Applying accountability with a staff member demonstrates that their work is important and provides the encouragement of high expectations. Tracking results and teaching the lessons of mistakes leads to staff ownership and productivity – a gift that will return many times to an owner.

#4 – Prioritize well and choose accordingly

Prison accountability is much more severe than that of its business counterpart. Small business people face challenges of time with their family, for themselves and face intense financial risks. Inmates lose access to their family almost entirely, cannot support them and face intense humiliation. The cost of their choices is severe and long lasting. The value of priorities and discipline is illuminated when the harsh consequences of bad priorities and lack of discipline are encountered in a prison.

Such a ‘case’ makes a great lesson for any entrepreneur. Choices have consequences and actions must be prioritized to use those that yield the best results. Every business has more tasks than time. The need to make the right choices and use time well is an important key to success. There is an intense pressure to execute at a high level. Such pressure can lead to fatigue, bad choices and over-analysis. The inevitability of mistakes and the ability to learn and earn a second chance paradoxically frees one to move forward with less stress and more confidence. Do your best, learn from your mistakes, forgive yourself and go make things better.

As the last sally port gate opens the instructors pick up their phones and keys and head home in the now cold dark night. The emails, voice message and texts have queued up during the class. While the answer to second chances for felons is yet to be known, at least one instructor knows that he has learned lessons and will use his second chance tomorrow to apply those lessons to his reset priorities.

 Other related topics

Prison education and second chances - lessons of accountability from inside the fence
Greg Fairchild,
UVA Darden School of Business

Second Chances: Darden’s Fairchild Launches Prison Entrepreneurship Program

Business Intelligence

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Social Capital – A surprising reminder for entrepreneurs

Social Capital – A surprising reminder for entrepreneurs

Dr. John Thomas of the UVA Cooper Center presented a summary of how communities are using a new approach to address challenging socio-economic situations at the Crater Community Hospice breakfast meeting at Virginia State University on April 2, 2014. The breakfast commemorated the 20th year of service to the Tri-Cities and greater Crater district. Brenda Mitchell, CEO stated “CCH has many supporters who trust our organization and without which we would not be celebrating this milestone.   It was an honor to have Dr. Thomas speak at our event and we hope all attendees will strive to increase collaboration and implement his suggestions. We are looking forward to another 20 years as a result of these efforts!”

Dr. Thomas sighted seemingly identical problems that were addressed in old and new ways by different communities.  After extensive studies into communities that have faced economic downturns in the last few decades, patterns of success and failure are evident in how communities try to revitalize themselves. Failure results from when there is suspicion of the motives of others. Successful communities execute power and leadership via web of organizations – multiple small hubs of shared interest. The successful social-economic responses to a  community in crisis occur when organizations with shared understanding and values come together. They form hubs of leadership with members who share a high level of trust.

There are two basic models to use for leading a community in challenging times: Big and well-resourced companies with a big commitment or small grass roots efforts with intense effort. In the communities that are rebounding and thriving there is a clear network of passionate yet fluid leadership. Groups form and grow dynamically. This new network style only happens in an atmosphere of trust. Of course such trust is the result of shared understanding – it must be both given and earned.

As part of his research, the Tri-Cities region has been analyzed. His assessment of significant factors include

  • 1. There are numerous non-profit organizations
  • 2. The CCAM organization is an internationally recognized model for success
  • 3. The local and national economy is improving
  • 4. The military training hub is a huge asset
  • 5. Long term business owners are missing


In summary, when asked how local business can best serve their communities, Dr. Thomas offered a simple list. Perhaps surprising to many community oriented entrepreneurs, he suggested the most important thing is focusing on the success of your own business. It makes sense of course. Businesses cannot give time, money or other resources unless they have something to give.

The three ways entrepreneurs best help their communities

  • 1. Make their business successful
  • 2. Give or donate locally
  • 3. Participate with a non-profit – volunteer, guide or give


The mission of Crater Community Hospice is to educate the community as well as provide quality care and service. 

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Healthcare Big Data Trends

Examining our health system to see how Big Data can improve results

What a great summary of how Big Data analytics, ETL and Dashboards can improve outcomes: Active decision making, statistical support for treatments, performance accountability, collaboration, regulatory compliance, remote service, planning, logistical support of operations.

Read more on this article with our friends at Big Data Analytics News.

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One year old

We are delighted to announce the pending birthday of our newest addition to the BandyWorks family.  Vanessa Vinodh Kumar was born March 04, 2013.  Mom and Dad are as proud as can be!

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Case Study: Get to the root of problems

The Latino’s have coached accountability for two generations. Since the 70’s the Reliability Center has guided clients to the source of problems to pro-actively eliminate errors and increase production.

BandyWorks Big Data team helps to manage the software to make this happen.

Read The Full Case Study Here

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The – ‘Accidental’ Sheetz Brand

I had the good fortune to attend a Sheetz vendor meeting at which Joe Sheetz, the next CEO shared a bit of the history regarding the company’s valuable brand. He discussed how the brand was built ‘accidently’ rather than by a marketing plan. He explained how it as created without specific intent. As I listened, I heard of the 50+ year history and its focus on providing customers what they wanted. The growth over the first few decades was relatively modest compared to their current rate of adding several new stores every month.

Mr. Sheetz described how the company focused on the staff, the community and its customers. He described the programs that takes care of each of each of these groups. As a customer myself, I recognize the results in the incredibly reliable experience of a clean place, great food and very friendly staff. The meeting itself was a perfect example of the community support as the vendor meeting raised $75,000 for the Sheetz charities that give back to each area in which the stores are locate as well as provides scholarships to the families of employees.

Not surprisingly, the official brand itself was formally created by going back to the customers. Once they realized the value of the brand they determined that they needed to maintain the brand by having extensive interviews with thousands of customers to determine what the real brand meant to those that use the services.

As a huge fan of Sheetz and a lifetime entrepreneur, I am quite delighted provide our services to such an outstanding company and participate with the work they do. Building a brand as they did at Sheetz provides an impressive model. Any entrepreneur can take it as a model of extreme success. I think all of us would like to find ourselves with such an ‘accident’ in our company.

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