The dashboard shows in which stores and at what times. In store, one sometimes discovers that customers are waiting in front of a till when they are simply looking for advice. This detail changes the decision to be taken.
Observing the store at different times
A midweek visit says little about how a Saturday afternoon is organised. To understand a store, it also needs to be seen at the moment when its teams must welcome several customers, give advice and handle payments at the same time.
Observing the handover between two advisers or the division of roles during a peak in footfall makes it possible to understand what holds up thanks to organisation and what holds up thanks to the effort of a few individuals.
Making room for teams to speak
If a visit looks mainly like an inspection, the manager and their colleagues will tend to present what works. A question about a recurring difficulty or a procedure that is hard to apply can bring to light information that head office does not see.
An adviser who regularly hears the same objection can shed light on a communication problem. A manager who reorganises their schedule every week to cover a time slot may be signalling a need for reinforcement.
Deciding together with the store manager
The debrief makes it possible to check first impressions. A problem spotted during a visit may be a one-off. Conversely, an offhand remark may reveal a difficulty that has been known for months.
The store manager must be able to explain what they have already tried, what they can adjust themselves and what requires a decision from the network.
Following up on feedback
The team must know what has been retained and when it will get a response. If the problem concerns several stores, head office can compare situations before extending a solution.
The value of a visit is often seen after the executive has left, when the manager can explain to their team what is going to change and why.
