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Use-Case 01
Comparison of shopping duration with spendings
Evaluating store performances and identifying opportunities for optimization.
MEthod:
Benchmarking
RELEVANT FOR:
Sales team
Store Manager
Store layout team
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location
10 stores
period
4 months (aggr.)
kPI
shopping time min. (median) / spendings €
Observation
Store 1 ("red flag") with the weakest performance: above-average shopping duration (30 minutes) but significantly below-average spending (€13.20).
Optimization
Verify whether there is a problem with excessively long waiting times (at checkouts or counters) or customers having difficulty finding the products they are looking for. If necessary, initiate actions for a faster and smoother shopping process or to increase the average spending per customer.
Use-Case 02
Shopping time of customers in the store
Identifying irregularities over time, tracking sales promotion activities.
MEthod:
Monitoring
RELEVANT FOR:
Sales team
Store Manager
Store layout team
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location
1 store
period
5 months
kPI
shopping time min. (median)
Observation
The analyzed store exhibits noticeable fluctuations in shopping duration. By mid-October, there is a significant drop in shopping time, and no recovery is observed until the end of the year.
Optimization
Internal audit: Were there any changes in the store that could explain the sudden and sustained decline, such as store remodels or reshelving?
Use-Case 03
Shopping cart usage rate
Determining the number of shopping carts actually needed. Utilization planning, replacement requirements.
MEthod:
Monitoring
RELEVANT FOR:
Sales team
Store Manager
Purchase of capital goods
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location
1 store
period
1 week / hr.
kPI
usage rate in %
Observation
For the analyzed store, the maximum usage rate is 56%, at peak times (Saturday noon). From 18.00 o'clock (6.00 p.m.) onwards, significantly less carts are used.
Optimization
The stock could be reduced and the optimal number of shopping carts (usage rate + buffer) could be defined. Remaining shopping carts are stored to preserve and build up a reserve or redistributed between stores. The goal is an optimized fleet management (regional/central). In addition, there are clear indicators as to when new shopping carts should be ordered.
Use-Case 04
Shopping carts shrinkage rate
Determining shrinkage rates and optimizing fleet management.
MEthod:
Monitoring
RELEVANT FOR:
Sales team
Store Manager
Purchase of capital goods
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location
1 store
period
5 months
kPI
shrinkage rate in %
Observation
For the analyzed store, the stock of "active" shopping carts has reduced by >20% in only five months. The shrinkage rate is an indicator for the theft rate.
Optimization
If theft rates are high, shopping carts could already be secured in the early evening hours, as significantly fewer are needed after 18.00 o'clock (6 p.m.) [see Case 03]. Anti-theft solutions (e.g., novel deposit systems or warning signals when shopping carts leave a certain area) should be considered.