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Supermercati Tosano

INTRODUCTION

Supermercati Tosano since the' 70s has been one of the main representatives of Organized Distribution in the territory between the Provinces of Verona, Vicenza and Mantua, distinguishing itself for a commercial policy of product quality and very competitive prices.

ANALYSIS

Objective

The company, in the second half of the years two-thousand, started a path of growth characterised by the development of turnover both with network parity as well as with new openings. They made a very important commercial choice, accomplishing a food-only hypermarket format, with a very wide and far-reaching offer, continuity in offering very low prices and absence of promotional activities, thus obtaining immediate consumer-appreciation. In this context, the company, conducted with a management model centred on very clear ideas and with very fast decision-making lines, needed to have new tools and models of support for commercial governance and control of the Network, creating from scratch the management control function.

Solution

Supermercati Tosano chose E3, Dialog Sistemi's Business Intelligence and Datawarehouse platform, assessing as the strong points of this solution: Dialog Sistemi's consolidated experience in the retail sector. The possibility of having a Report and Analysis Set, widely customizable directly by users and also usable with a Web interface. Technology capable of acquiring, analysing and integrating the various corporate information sources into a single Repository. The ease of use that enables the rapid development of Business Intelligence Applications and the management of Corporate Performance. The availability of ready-to-use applications.

IMPROVEMENT

Result

Software Business Intelligence E3 Platform, very specialised application and organisational models have been developed for the control and governance of the commercial area, distribution network and human resources area.

Commercial Area

  • The supply a very detailed Repository with sales data line by line per receipt, and all cargo handling logistics
  • Full costing of sales with a multi-level margin that takes into account, both the purchase conditions linked to the order and the contracts at the end of the year that determine retroactive updates.
  • Activation of the reporting, on a daily basis and with particular weekly attention, on the monitoring of margin differences (weekly comparison closed with the previous week and comparison of weekly and monthly trends with the previous year)
  • The reasons for the differences in margins are weekly brought to the buyer's attention to assess whether to intervene on the conditions of purchase or to revise the price to the public.
  • Monitoring of premium advancement in relations with suppliers and formulation of the commercial budget.
  • Daily check of shop operations (e.g. known inventory differences, local vaults, offer activations). Every three or four weeks, processing of fresh department scales and the overall inventory differences are determined by comparing the theoretical margin to the actual margin.
  • Check the assortments at the beginning of each week on the basis of sales and purchase data from the previous weeks, to guarantee reassessment for the Saturday, paying particular attention to high rotating products, with the involvement of inspectors and shop managers.
  • Commercial reports both directional and in the sales area distributed at different intervals, from weekly to monthly.

Commercial Area

  • Daily collection of employee attendance data per person and cost centre.
  • Monthly acquisition of data relating to labour costs per employee and cost item processed by the payroll firms providing the service.
  • Daily determination of the cost of temporary agency work based on details of shop attendance and tariff agreements with temporary employment companies.
  • All this enters an allocative process that determines the labour cost per shop/department on a day/week/week/month basis.
  • Delivery of all reporting services:
  • daily productivity per shop/department, sent to inspectors by 10:00 a. m. the following day; check of vacations, overtime and different indicators for the Human Resources office.
  • Productivity and monthly costs for sales and general management

The company have achieved a steady increase in profitability and productivity over the last 10 years with increasingly better sorted stores. The management control function was also strengthened from an organisational point of view.

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