Data-based retailing
One of the most important lessons I have learnt in retail is that you manage what you measure. Variously I have been involved in initiatives to reduce queuing time, stock levels in branches, shrink, waste and so on; and, without fail, retail teams can tackle the objective successfully. The trick is making sustained progress on all fronts at the same time. Anybody who has ever had to manage the unintended consequence of an ill-judged change to a performance incentive will know that people manage what they are measured on and disregard the rest. So, if you don’t want your store systems or staff depriving your customers of the best possible experiences, you must measure and manage their performance exactly as you would branches ...
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