Inter-branch competition management system

 

 

 

Ranking system: module for managing inter-branch contests.

The system tracks the performance of salespersons, reports the meeting of objectives in real time as defined at chain’s head office. The defined objectives are daily, weekly, monthly or bi-monthly – calculating objective versus targets. The product’s graphic screens are easy to understand and operate, for both branch employees and managers. The product screens are displayed on the POS at the chain branches, and are updated online with relevant data.

 

 

 

 

 

 

System for managing inter-branch contests

 

The system tracks the performance of salespersons, reports the meeting of objectives in real time as defined at chain’s head office. The defined objectives are daily, weekly, monthly or bi-monthly – calculating objective versus targets. The product’s graphic screens are easy to understand and operate, for both branch employees and managers. The product screens are displayed on the POS at the chain branches, and are updated online with relevant data.

 

 

System for managing inter-branch contests

Some of the product’s screens:

 

Comparison of branch levels for various parameters: revenue per hour, purchase basket, daily revenue.
Visual display in the cash register of sales versus objectives on the branch level; presenting the daily, monthly, bi-monthly objectives, revenue, objective balance, predicted revenue, % success.
The three biggest transactions, noting name of employee, branch, and total sum of transaction.
On employee level at branch, displaying a comparison of: hours, revenue, revenue per hour, average items, number of transactions, number of items, purchase basket.
Visual display of the biggest transactions performed on the same day: name of store, name of salesperson, daily revenue.
Presents comparison of sales among branches: name of branch, sales, predicted sales, objective, % success.
Comparison of employee norm for hours, versus actual realization: the norm for hours permitted until yesterday, actual hours until yesterday, deviation, and today’s norm for hours.
This screen presents the branch’s place in relation to the group, according to: actual revenue, club revenue, recruitment to club, and club renewal.
This screen presents the objectives in various cross-sections: daily, previous day, cumulative monthly, and percent of growth for the same month of the previous year.

Daily objective / objective for yesterday / monthly objective

  • Updated objective
  • Actual revenue
  • Updated hourly objective
  • Balance of hours for activity
  • Club recruitment objective
  • Objective for renewal
  • Actual renewal

 

Under the cumulative percent of growth from the previous year cross-section, the following fields are presented:

  • Place in the chain
  • Percent of growth from previous year
  • Percent of growth of the first place

 

Ranking as against cumulative marketing objective – comparison on the branch level in the same group, according to:

  • Marketing objective – percent of realization
  • Percent of recruitment
  • Recruitment objective – percent of realization

 

Cumulative productivity measures:

  • Visitors per work hour
    (separate camera module required)
  • Revenue per salesperson hour
  • Revenue per work hour
  • Conversion rate
  • Average transaction
  • Revenue
  • Transactions
  • Visitors
  • Salesperson and management hours
  • Salesperson hours