Staffing/Scheduling/Training for Maximum Productivity

• Conducted on

  Date

• Prepared by

OBSERVATIONS

• Using the Bell Curve, plot your Low, Average, and High Performing Stores, making note of your High Water Store(s). List your Observations Below.

  

• FRANCHISEE(s)

  Select

• WHAT ARE YOUR OBSERVATIONS?

• WHAT ARE YOUR OBSERVATIONS?

  Low Performers

  Average Performers

  High Performers

• FRANCHISEE(s)

  Select

• MARKET(s)

  Select

• FRANCHISEE(s)

  Select

• MARKET(s)

  Select

• FRANCHISEE(s)

  Select

• MARKET(s)

  Select

WHY BEST IN CLASS

• Identify the Best Practices used by your High Watermark to achieve their metrics.

• WHAT ARE THE BEST PRACTICES?

• How can you implement them in your Low Performing Stores?

OPPORTUNITY ASSESSMENT

• Identify the difference between the Average and your High Watermark. if you can move the Average, What impact does that have?

• WHERE IS THE OPPORTUNITY?

• CALCULATE: Multiply each Store's Total Payroll Dollars by PP of the High Watermark Store. This will give you the Target $GP

• Target $GP

• Subtract each Store's actual $GP from the Target $GP

• The number you come up with is the "GAP" to the high watermark

• The "GAP" to the High Watermark

• This is the starting point! You now need to close the gap!

• What's the Cause? Is it Margins? Is it Unproductive Payroll? Is it Poor Premium Selling? NOTE: THIS IS THE MOST CRITICAL STEP TO UNDERSTAND.

• What's the Cause?

  MARGIN

  UNPRODUCTIVE PAYROLL

  POOR PREMIUM SELLING

• What Steps can You Take to Close the GAP? How? NOTE: THIS STEP IS WHERE YOU NEED TO COACH THE MANAGERS WHAT'S IN IT FOR THEM.

• STEPS TO CLOSE THE GAP

PLAN TO GET STORES TO HIGH-WATER-MARK

• List the actionable steps needed to improve your Low Average Performing Stores to High Watermarks

• WHAT IS YOUR ACTION PLAN?