Opportunity  |  A luxury retailer with over 40 stores in the U.S. and Canada had falling sales with shrinking margins. The store staff performed a variety of selling, stocking and management work with various levels of performance. Top sellers were contributing a disproportionate amount of the overall store sales and the stores were becoming increasingly unprofitable as new associates struggled to build a book of business. There was also significant variance in opportunity by store due to location, mix of items available, clientele, etc. so a one-size-fits-all approach wouldn’t work.

Approach 

  • Assembled data from five or more enterprise systems to gain visibility into hourly resource deployment and staffing
  • Developed new measurement system to provide leadership and regional staff with a means to manage performance
  • Segmented locations based on demographic and other factors to establish performance groups and standards/expectations
  • Designed and deployed online dashboards with biweekly measure updates pushed out to all store managers

Results  |  The company reduced fixed labor costs by 14% annually and grew the top line. We deployed a dashboard for active store management nationwide.

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