Companies with distributed point-of-sale networks often manage several projects at once, projects such as new store planning, renovations, special promotions, new service launches, visual merchandising, new formats, regulatory compliance, technology and energy efficiency projects to name a few.

The measurement of the effectiveness of these projects must be approach by considering two main evaluation dimensions: by measuring both the effectiveness of the implementation and its effectiveness as compared to the expected results. Neither one is easy to measure.

At One2Team, we work with clients from a variety of industries including some of the largest restaurant chains, distributors, retailers, automotive dealers networks and hospitality chains. What they all have in common is, in fact, that they are all looking for better ways to measure the efficiency and return on deployment project investments across their sites and network.

To measure the effectiveness of deployment project performance, there are two prerequisites:

  1. Have common terms and processes across different projects, even if led and owned by different organizations within the company so that they are comparable with one and other. This is particularly critical in the case of large deployment “waves” or deployment campaigns
  2. Have a centralized tool where all planning, execution and collaboration information and data is consolidated (e.g. the calendars of activities to be conducted, the logs of problems encountered, the suppliers involved, quotes, utility bills, etc.).

This allows for performance comparisons under different variables such as time, phase, region, and POS formats as is typical with a network-wide brand change or a deployment of new merchandising. It lets you know the average time between receiving a quote and a work order validation or measuring the exact time it takes to install certain signage in a particular type of stores or across contractors.

With the ability to run statistical analyses on data obtained from each suppliers and region, it is also possible to measure the average downtime required by the renovation of certain stores and set alerts whenever a certain expected time is exceeded.

As the saying goes, “what gets measured gets done”. After defining a common set of comparative project effectiveness metrics and putting adequate tools in place, the process has established a baseline. You can then turn your focus on identifying areas for systematic improvement, to better plan the stages that take more time to execute, to work with the most efficient suppliers, and to pay more attention to the most costly project activities.

The days when a simple ROI analysis was enough are over. Now, when projects are completed, the real questions begin:

  • Have we reached the expected results?
  • Is turnover rising?
  • Are my salespeople more efficient?
  • Has my service improved?

The goal is to measure the performance of a sales network and gauge the projected impact on its performance. Having a combined visual and written account of its performance through shared and accurate data is key to selecting, prioritizing and planning your future projects and, once again, increasing return on this investment. 

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