Solutions · Store and District Leaders
You cannot live at the store, and you are accountable for what happens when you are not there.
Across a district you see a fraction of the conversations and hear about the rest second-hand. The coaching that works is standing at the counter for two hours, and you can do that for perhaps four people a week.
What you get
Three things, and none of them is another dashboard to check hourly.
Know what happened without being there
You cannot be on the floor and in the back office at once, and across eight doors you cannot be in most of them at all. A morning view tells you what actually happened at each counter yesterday.
Coach the specific behaviour in the specific store
Not "improve conversion". The second-item offer, in store six, by the three associates who are not making it, with a clip from the one who is.
Fix the worst door in the district
The gap analysis shows which behaviour is furthest below your district median and where. You spend your visit on the one thing that will move, rather than walking the floor looking for it.
The gap in your district
Top-performer gap analysis
Northgate Fine Jewelers, Store 14
Top quartile versus store median · 1,940 conversations
Occasion asked in first two minutes
Top quartile
Store median
Budget framed as a range, not a number
Top quartile
Store median
Second item offered before close
Top quartile
Store median
Coverage explained in plain terms
Top quartile
Store median
Follow-up scheduled before goodbye
Top quartile
Store median
Largest gap: second item offered · $1,240 per associate per week
6 clips from your own top quartileSample data on a sample playbook. The widest gap is where your next store visit should go.
In practice
What this changes in your week
You arrive at a store already knowing what to talk about. The conversation with the store manager starts at "your second-item offer rate is at twenty-two percent and Marcus is at seventy-four, here is his clip" rather than at "how has the week been".
The Monday planning question changes from which store feels worst to which store has the largest measured behaviour gap. That is usually not the store you would have guessed, and it is almost never the one with the loudest manager.
The associates you rarely see get coached anyway. The prompt reaches them each morning whether or not you are in the building that week, and you see the same data they do, which means your next conversation with them starts in the same place.
When you escalate a persistent problem, you escalate with evidence: the behaviour, the trend, the coverage it is measured across, and what has already been tried. That is a considerably shorter conversation with your regional lead.
FAQ
What store and district leaders ask us
Start with your worst door.
Tell us which store you would fix first. We will show you what the first fortnight of measurement would put in front of you.