|
CONVERTING INSIGHT INTO SALES =
STORE OPPORTUNITY ASSESSMENTS + POS / PANEL ANALYTICS
+ EMPLOYEE DRIVEN IN-STORE ACTION: Two
very successful multi-billion dollar retail chains
followed a similar process that encouraged
(demanded, actually) that a number of their
individual store teams develop Store Action Plans
based on Consumer-Driven Store Opportunity
Assessments: Trade Area Department Performance
Evaluations, Needs Identification, Perceptual
Competitive Market
Positioning & Shopper Behavior
Pattern Analysis thru Panel and POS Analytics.
RESULT: Both chains had
THREE different sets of stores... Stores that
did...
SALES INCREASE
1) ONLY did the Store Opportunity
Assessments...........0.9%
2) Store Opportunity Assessments
+ Action Plans.........4.3%
3) Store Opportunity Assessments +
Action Plans +
Monitoring/Sustainability
Effort............................6.7%
Stores
in both chains that followed the attached Action
Planning process performed over 3% BETTER than the
stores that did not. In fact, over 85% of
the "Action Plan" stores experienced sales
increases greater than their "Non-Action Plan"
control group.
For food stores,
a delta of 3% translates to an additional
$13,500 of sales per week for each store
($702,000) in the first year.
Stores that received follow-up
support and reminders in addition to
Action Planning experienced even greater sales
increases = 5.8% greater than the control
group. And virtually ALL of these
stores outperformed the control group
stores.
This won't exactly pay off
our National Debt - or even the amount of it we
incurred in the last 30 seconds. But to most
people, it's a significant improvement.
Key to the Store Action Planning
success: follow-thru in three critical phases ...
"BEST OF THE BEST": STORE
ACTION PLAN
PROCESS
I.
Pre-Group Action Plan Meeting
Preparation: Store Opportunity
Assessment
(SOA) Distribution & Explanation to Store
Teams
A. SOA Reports,
Explanations & Action Plan Materials
Distributed
1. Traditional & Digital SOA
Reports
2. Interpretation Support &
Action Generation Worksheets
a. Meaningful...Why should I notice
it?
b. Understandable ... Easy answers to
3 Questions ...
1) WHAT ... Does It Say?
2) SO WHAT ... Does It
Mean?
3) NOW WHAT ... Do We
Do?
c. Believable ... Perception
versus
Reality
d. Related to Performance ...
Performance vs.
Potential
B.
SOA Information & Action Plan Explanations
provided via...
1. Web Portal ... Stores
access results, explanations
2. Hot Spots on Digital
Copy
3. 800 Number for
Questions
4. Email Help
II. Multi-Store Group Action Planning
Session
A. Objectives: To...
1. Share
Consumer Driven results:
a. Peek from the
Top
b. Strategic Value Proposition
Goals
c. Store Opportunity
Areas
d. Success
Stories
e. Relevant & Desired
Action
f.
Rewards / Benefits for
Success
2.
Answer Questions
3. Develop Preliminary Action
Plan
4.
Present Preliminary Action Plans: by each team to
all
teams and to Zone
Manager
5.
Affect Peer Action Plan Evaluation
B. Group Setting &
Composition
1. 12 stores at
a time
2. 6 people per store in
attendance
3. 3 Hours per Group; 3
Groups per day
C.
People Needed:
1. Zone
Managers
2.
Store Teams (6 per store)
3. 3-Team Member Assignments:
Team Leader-Scribe-Presenter
4. Presenter / Action Plan
Development Aides
D. Action Plan
Meeting Content
(Sample)
1.
Big Picture...Share some of what the "Mucky Mucks"
have
seen
2.
Local Picture...tied to Strategic Picture &
Individual Depts.
a.
Share information directly related to key
department:
1) Performance ... POS / Panel
Evaluation
2) Positioning vs. Competition for all
potential
shoppers
3) Strengths, Weaknesses, Causes,
Shopping
Driver Importance, Targets
b. ID: High Yield Opportunities /
Potential Areas of
Concentration
3. Action
Plan & Idea Building Process Explanation/
Examples
a. Presenters/Aides: Explain
Solution Building
Process
1) Share examples that "Move the
Needle"
a) ID: +'s & -'s of your
department
performance
b) ID: +'s & -'s of
competition'
2) Show How 1 Dept Can
Impact Service, Value,
etc.
3) Ask for Team Input ...
Opinions, Beliefs &
Solutions
4)
Imitate &
Innovate:
a)
Build From Best Ideas
&
b) Tailor to Culture &
Strategy
5)
Provide Action Plan Guidelines &
Forms
b.
Retail Action Planning
Process
1)
Break Into Small Meaningful
Groups
2) Define Key Team Roles:
Leader-Scribe-Presenter
3) Give Problem Solving
Guidelines
4) Provide Idea Generation
Examples &
Solutions
(Connect Company Strategy to Daily
Action)
5) Create Preliminary Team Action
Plan
a) Identify
Barriers
b) Set "S.M.A.R.T."
Goals
6)
Have Every Store Team Present
Their Action
Plan
to Peer Group & Zone Manager
7)
Generate Comments/Suggestions on
Improving
Store
Action Plans (Total Group Participation)
8)
Finalize Monitoring Methods: on a regular
basis
...
a)
Measure Executional
Excellence
b)
Measure Impact
III.
Post Action Plan Development,
Sustainability Efforts &
Evaluation Activities
A. Zone Manager:
Action Plan Reviewed with
Sign-Off
B. Final
Plans Submitted, Evaluated & Digitized
C. Quarterly Implementation
& Sustainability Assessments
Established
1. Quarterly Automated
Reminders & Creative Reminder Aids
2.
Scheduled Spot Reality Checks to Identify
Implementation
Level
D.
Annual Action Plan and Factor
Evaluation:
1.
Store Performance Analysis:
a) Performance vs.
Potential ... POS / Panel
Re-evaluation
b) Positioning vs.
Competition
c) Sales (6 mos. to 1 year after
implementation)
2. Action Plan & Factor
Impact Evaluation
3. Rewards
Administration
E. Determine Most
Effective Action Plan
Parts
(Build On & Disseminate for Next
Cycle)
COMPARE YOURSELF:
HOW
EFFECTIVE IS YOUR VALUE APPEAL TO TODAY'S
SHOPPERS?
The survey link below
contains questions that can allow you to
identify how well your stores are creating an
effective "Value" appeal to today's shoppers
compared to some of the most successful value
driven merchants. More importantly, your answers
can help identify what areas you need to address
to improve your Value Position at a time when
doing so is critical.
Please take a few moments to
answer these questions. As a follow up, we will
share with you how your responses compare to some
of the most successful Value Merchants & how
these comparisons identify where your efforts need
to be focused. We will treat your input with the
utmost confidentiality - our reputation depends on
it.
|