Representative engagement

Store Execution Audit Across a Specialty Retail Estate

Field immersions across a sample of stores, then former area managers reading the pattern

The challenge

A scorecard measures what the business chose to measure

A commercial diligence team was assessing a specialty retail chain, a group of stores selling one narrow range of goods. The chain scored well against its own compliance scorecard, the checklist head office uses to grade each store. Nobody on the deal team had been inside one. Estate reporting is built by the business being reported on, which makes it useful and makes it partial.

A store scores well against the questions the scorecard asks. What it rarely holds is what a visit sees: stock depth on the lines that actually sell, how long a customer waits, and whether the staffing plan holds at the busiest hour. Reading the reports again would only have reproduced the reports.

The Nextyn approach

We walked a representative sample of stores to one protocol

We built an observation protocol with the diligence team, so every visit recorded the same things in the same way and one store could be set against another. The sample was chosen to represent the store formats and location types across the estate, not the stores that were easy to reach. Estate averages hide a great deal.

Former area managers then read the pattern the visits produced. They know what an estate is optimized for, and former operations directors could say what the scorecard had been designed to catch in the first place. What the visits found and what the managers said were put together, so the client could read the shop floor and the management view side by side.

The outcome

The gap was a staffing model the buyer could fix

The visits showed a consistent difference between the compliance the chain reported and what customers actually met at peak hours. The difference was widest in the store formats the scorecard weighted lightly, which is where the estate average had been hiding it.

That sharpened the investment case rather than ending it. The pattern pointed at a staffing model the buyer could change, so it moved from an unknown into a costed line in the value creation plan. The observation protocol was kept and used again, since estate questions come up repeatedly.

Related reading

More on seeing an estate the way a customer does

Writing from the Nextyn desk.

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