Digital Twin Webinar: Understanding the Retail Analytics Glow-Up
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The second-largest hospitality chain in the world was using an off-the-shelf franchise management solution to provide insights to their owners/operators. They discovered a need to provide clear, actionable, and consistent data to owners, operators, and franchisees in order to increase revenue and loyalty retention. But the company, like many companies, was battling disparate data, a lack of insights, legacy systems that take time to change, and the inability to meet the high demand for data innovation in the field.
The solution? Refining a BI platform and a custom frontend application that make insights consumable by non-sophisticated data users, while also making data actionable for sophisticated users.
Incredibly exciting work! The progress is really wonderful to see and these products will make a real difference for our organization looking forward.
— VP of Data
Research
Vision-Casting
Strategy
Prototyping
Product Development
There was a tremendous desire to completely rethink the floor walk process inside of the stores smaller and supercenter locations, thus giving store management a redesigned system through which they would be able to more easily and efficiently identify, manage, and delegate all of the critical, day-to-day tasks required in order to keep their stores running smoothly. Doing so meant creating a new system that allowed store personnel to co-manage critical store operations and key daily tasks in real-time.
Store management was reliant upon an antiquated, analog system that actually had become more of a burden than a benefit. They had reason to question both the efficiency and usefulness of the floor walk, a daily ritual for leaders at each location across the country. In effect, store management was stuck between a rock and hard place — the daily floor walk was critical for daily operations, but it also took too much time, created unnecessary back-and-forth communication, and often created more headaches.
Consequently, store leaders often spent an hour each morning walking the store, jotting down notes, typing them up, and then delegating those tasks to department managers. And when hourly team members were finally assigned those tasks, there was no easy way to determine whether or not the task had been completed. What’s more, there was little-to-no uniformity in the process itself, which created a system full of inconsistency and irregularity.
We quickly found out the existing process was entirely dependent on a manual, inefficient, and rather tedious daily process. Each morning, store leaders would survey the store floor, looking for things which were either out of place or needed improvement. He or she would make note of these needed changes, and then pass them on to department managers, who would then delegate those tasks to hourly team members. This process was almost entirely paper-based, yet one of the most central to daily store operations.
There were a few, obvious limitations to this approach: First, the system itself lacked both accountability and consistency. That is, store management mostly relied on the “honor system” to determine whether or not these tasks were completed. Second, there were no uniform guidelines which governed how these tasks were documented or shared. This created a great deal of variability and inconsistency between stores (there wasn’t a standardized process that could scale across the brand’s massive footprint). Third, the process itself became a “time suck” for store management often creating gobs of unnecessary back-and-forth communication between various groups.
In effect (and largely through no fault of their own), both store leaders and hourly team members were handicapped by both process and tools, and as a result, the primary actors responsible for running day-to-day store operations weren’t working together efficiently.
Many of the leaders making decisions back at headquarters had been former store managers themselves. Thus, there were some inherent biases that weren’t necessarily representative of what was actually happening inside the stores. What’s more, the floor walk process was inconsistent from store to store, so it was difficult to project research or qualitative findings across store locations.
The existing, largely manual process didn’t give store management the type of accountability needed in order to know whether or not critical tasks had been completed. Consequently, the Ops teams back at headquarters also didn’t have access to the type of critical business intelligence that would help them quickly identify inefficiencies across its stores.
Not surprisingly, getting access to store-level and employee-specific data proved difficult. At the time, most of that data was housed on a server inside the store. As a result, connecting to those systems was a significant challenge. Additionally, the sheer volume of available data (thousands of stores across the country) required a database architecture to match the unique, complex needs of such a massive organization.
Timeline: 8-10 Weeks
Key Activities:
Timeline: 12 Weeks
Key Activities:
Timeline: 2-4 Weeks
Key Activities:
Timeline: 4-5 Weeks
Key Activities:
The rich text element allows you to create and format headings, paragraphs, blockquotes, images, and video all in one place instead of having to add and format them individually. Just double-click and easily create content.
A rich text element can be used with static or dynamic content. For static content, just drop it into any page and begin editing. For dynamic content, add a rich text field to any collection and then connect a rich text element to that field in the settings panel. Voila!
Headings, paragraphs, blockquotes, figures, images, and figure captions can all be styled after a class is added to the rich text element using the "When inside of" nested selector system.
The rich text element allows you to create and format headings, paragraphs, blockquotes, images, and video all in one place instead of having to add and format them individually. Just double-click and easily create content.
A rich text element can be used with static or dynamic content. For static content, just drop it into any page and begin editing. For dynamic content, add a rich text field to any collection and then connect a rich text element to that field in the settings panel. Voila!
Headings, paragraphs, blockquotes, figures, images, and figure captions can all be styled after a class is added to the rich text element using the "When inside of" nested selector system.
The rich text element allows you to create and format headings, paragraphs, blockquotes, images, and video all in one place instead of having to add and format them individually. Just double-click and easily create content.
A rich text element can be used with static or dynamic content. For static content, just drop it into any page and begin editing. For dynamic content, add a rich text field to any collection and then connect a rich text element to that field in the settings panel. Voila!
Headings, paragraphs, blockquotes, figures, images, and figure captions can all be styled after a class is added to the rich text element using the "When inside of" nested selector system.