Centralized retail networks management is based on the fulfillment of the same regulations by all divisions. They are composed of highly qualified managers of the head office, who determine the direction of the company's development, its global goals and objectives. However, local store/restaurant/gas station management, etc., supports ambitious initiatives "from the top management" as much as they correspond to the execution of routine ongoing operations. There are several reasons for this: lack of understanding of headquarters requirements, lack of motivation for their implementation, heavy workload, staff turnover, etc. There is a way out. This is the use of a single tool for quality control of corporate standards by each representative office of the network.
What will change?
Application of the process and system adapted to the specifics of a particular company's activity will allow decomposition of its goals. That is, to divide the global tasks, such as increasing customer loyalty, providing the required level of marginality of individual product categories, etc., into many subtasks that can be understood by outlet employees even with minimal experience and qualification. As a result, they will have a thorough knowledge not only of their area of responsibility, but also of the priority responsibilities and aspects of the work of the entire regional branch, which they need to pay attention to during their work.
Arguments for automating the monitoring process
Territorial distance of branches from the head office. Remote monitoring of compliance is complex and not always effective.
Retail outlet expansion. Network expansion does not allow the responsible person to personally monitor each particular branch office.
Staff rotation on site. In this case, management requires a tool that allows for the quickest possible induction of new employees and explains the whole work on site.
The need to ensure a consistently high quality of outlet operation. Daily performance of the same operations over time dulls the staff attention, which provokes situations affecting customer loyalty. In the conditions of high competition such moments as untimely replacement of labels, absence of packages, presence of stale products on a showcase, etc., are of fundamental importance.
What do we offer?
MD Audit is an IT solution for audit automation using a mobile application. The system of quality control of the outlet is carried out by filling in and analysis of electronic checklists.
This approach is used by Eldorado, Modis, Zakroma, O'Key hypermarket network, Fix Price stores and many other retailers to optimize the work of their branches.
Mobile application features
Daily preparation of the outlet before opening. Such checklists can contain over a hundred items — they are chosen by the top management of the company for mandatory filling in by the local management. Compliance of the branch with the prescribed requirements relieves the division of any force majeure, which occurred due to the negligence of its employees.
Centralized implementation of changes in the work of organizations. In this case, new standards of customer service, etc., are introduced into the checklist. Their acceptance is confirmed in writing by the management of each branch and subsequently verified by the auditor. This method of introducing innovations is a more budget-friendly and effective alternative to organizing training for supervisors.
Analysis of branch performance indicators. MD Audit provides retrospective samples of any indicator for any period of time since the implementation of the IT solution. Thus, it is possible to track weak positions and assess the dynamics of the outlet development as a whole and according to certain criteria, to compare its results with others, to make statistics in all branches within the framework of segmental studies, etc.
The checklist approach is aimed at strict control and regulation of business processes. Such an audit involves both an "outside view" and operational management. That is, after the check the managers of retail outlets obtain tasks, and comments are subject to the fastest possible elimination by the internal control service employees.
Unlike paper forms, electronic checklists allow to process the results of thousands of checks on the required indicators and you don't need an individual specialist to work with them.
(to be continued)