Client: Single Site Retailer
Project category: Retailer Solutions, Operational Assessment
b2b Solutions Operational Assessment process is customized to meet the needs of each client. It consists of three phases. Phase One is an off-site analysis of the client’s data. This begins with an analysis of their P&L and can include a very complete data set depending on the size of the company and the availability of the information available. Phase Two involves meeting on-site with members of the management team, touring their sites, and potentially that of their competitors. Phase Three is the development of a report of our findings and action steps we recommend. The level of detailed involved varies with the client’s needs.
b2b Solutions was contacted by a single site operator who had relocated from a small neighborhood location to a new large c-store on a local commuter route. Unfortunately while the move resulted in increased volume the bottom line was not meeting expectations. The owner engaged b2b Solutions to conduct an Operational Assessment of the new location and its operation.
Analyzed the new site’s information including, but not limited to, its fuel gallons, inside sales, margins achieved, and recommended changes in calculation methodology and processes. The results were presented in the initial on-site meeting.
Developed trend charts and correlations between fuels, total sales and key categories.
Benchmarked the new location’s sales and margin results by the categories being tracked against industry standards.
Indexed category sales against base.
Examined the current information system and reports being generated and utilized.
Evaluated inventory levels and sales on a category and SKU level. Recommended adjustment in inventory level and SKU rationalization.
Reviewed current marketing practices including customer communications. This resulted in several recommended changes.
Supplied a set of merchandising guidelines to address the issues found at store level.
Analyzed the foodservice category including unit sales per day, food safety, receipt management, food cost, presentation, etc. This resulted in an action plan with a large number of recommended changes.
Benchmarked the site against best in class in 14 areas.
Recommend a number of changes including using a revenue stream format, increasing the number of categories, including reporting more of the data points that were being captured on the P&L, analyzing trends, investigating variances from month to month, etc.
Recommended changes in the foodservice accounting processes to improve reporting accuracy.
Documented our findings and recommendations in a report for the company.