Client: 18-Store Retail Chain
Project category: Operational Assessment
b2b Solutions conducted an Operational Assessment for a twenty store chain faced with declining year over year traffic, fuel gallons, and inside sales, along with inside gross profits below industry benchmarks. Additionally, high turnover rates impacted store staffing and operational execution. The project was assigned to two of b2b Solutions c-store consultants.
Actions by Our C-Store Consultants Included
Analyzed the sites’ and corporate P&L including sales, margins, shrink and recommended changes in the chart of accounts, report format and information being conveyed.
Thoroughly reviewed human resource practices including interviewing, hiring, and training, as well as retention and turnover data, at both corporate and store level.
Analyzed the current buyer’s position and practices, including purchasing, programs, and sales plan processes.
Reviewed and analyzed the firm’s foodservice areas, including hot dispensed, proprietary grab and go, as well as three branded concepts in place.
Toured all store sites, noting our findings via photo and written documentation of in-stock conditions, merchandising, store and category layouts, operational execution, and staffing.
Examined the current information systems and their applicability for the size and needs of the organization.
Reviewed the reports being generated and how they were being utilized by the chain’s management.
Benchmarked the individual locations and chain’s sales and margin results by category against industry standards.
Evaluated all mid-level and senior corporate staff.
Documented our findings and recommendations in a report for the company.
Completed a detailed report comparing the sites against best in class in 14 areas.
Supplied a set of merchandising guidelines to address the issues found at store level.
Recommended changes in the accounting processes for foodservice to improve reporting accuracy.
Recommended overhaul of the marketing processes, resulting in numerous changes and integral training of category management practices, including development of a yearly sales planner with client to drive sales and profits.
Recommended improvements to the grab and go program, and replacement of one branded concept.
Assisted in replacement, interviewing, and selection of new director of operations.
Recommended, and assisted in the development of, turnover and retention benchmarks, as well as an employee referral program.
Recommended, and assisted in the development of, a corporate communication process to insure communication flows, both up and down, with all employees.