SERVICE 04
Sales and store performance consulting
Revenue shows the result; other measures help explain what drives it. When a month lands below target and you cannot tell whether it came from footfall, conversion, basket size or products being out of stock, the response is guesswork.
Why don't the numbers turn into action?
Most retailers have data; what is missing is data presented in a way that supports decisions. The till system gives daily revenue, accounting produces a monthly report, and between the two there is nothing a store manager can look at on Monday morning and say "this is what we focus on this week".
The second common problem is that targets stop at store level. The monthly revenue target is known, but it has never been translated into what each department must contribute, which categories carry it, and where the week should land. The team only sees the target at month end — too late to change it.
This work is not about building a dashboard. It is about choosing a small number of measures that actually change decisions, putting them in a form the team understands, and defining in advance what happens when one of them slips.
If any of these sound familiar, this page is for you:
- The monthly target is known as a store total and never split by department
- When revenue drops, the cause is settled by discussion
- Stockouts are noticed only when a customer asks
- Department owners do not regularly see their own numbers
- The effect of promotions and markdowns is never measured afterwards
What we do
We work with the measures needed to decide, not to report. Few measures, regular review, and a defined action behind every slip.
Sales budget
Annual and monthly targets are broken down by department, category and, where possible, by day. Seasonality, prior year data and local dynamics are built in. The target becomes something the team can check itself against weekly.
KPI set
From footfall, conversion, average basket, items per basket, category share and stock availability, we select the ones that genuinely fit your business. A short list of priority measures makes regular review easier.
Review rhythm
We define who looks at which measure and how often, with separate short formats for the daily glance, the weekly review and the monthly look back.
Stock availability
We set critical levels that prevent stockouts on best sellers, and the reorder trigger that fires when they are hit. This is the quietest source of lost sales there is.
Response rules
For each measure we write a rule in the form "if it falls below this, do that". A bad week then turns into action rather than debate.
Team development
We prepare short, practical training so department owners can read their own numbers. Understanding the measures helps the team identify practical improvements.
How we work
The initial build usually takes 4–6 weeks, followed by a review period to make sure the system is actually being used.
Current state
We map what data is collected, who looks at what, and how decisions are made today. Usually the data exists but does not circulate.
Choosing the measures
We settle on a short list appropriate to the size and priorities of the business, and write down how each one is calculated.
Budget and target split
Targets are broken down by department and category, with weekly checkpoints defined.
Use and review
We help your team use the system over several review cycles. Measures nobody looks at come off the list; gaps get filled. The aim is to establish a routine your team can sustain.
What you receive
A short, clear tracking routine the team actually uses:
- A sales budget broken down by department and category
- A KPI list with definitions and calculation methods
- Daily, weekly and monthly review formats
- Stock levels and reorder triggers for critical products
- A response table for every measure
- A short reading guide for department owners
Common questions
Will we need new software?
Usually not. Most of the work runs on data from your existing till and stock systems in simple tables. If software genuinely helps we raise it separately, with reasons — and we take no commission from any software vendor.
Does this make sense for a small store?
Yes, and it is easier. Smaller businesses run with fewer measures and a simpler routine, but the proportional effect of splitting targets by department and preventing stockouts is larger.
Will the team keep it up?
Sustainability is a design constraint from the start. That is why the measure count is deliberately small and the formats take a few minutes to fill. A system nobody uses is the same as no system.