Retail performance consulting finds out why a store or a network sells less than it could, then fixes the levers that decide the result: conversion, average transaction, margin and staffing cost. I work on the numbers and on the shop floor together, with the team that stays after I leave.
When you need it
- Footfall is holding but conversion or average transaction keeps slipping.
- Some stores have lost money for several seasons and nobody can say exactly why.
- Full price and outlet take customers and margin from each other.
- Reports arrive late and every area manager reads them differently.
What I do
Store-by-store diagnosis
I read the P&L, commercial KPIs and headcount of every store, then spend time on the floor to see what actually happens between the door and the till.
A prioritised action plan
A few actions per store, each with an owner, a date and the number it has to move. No fifty-point lists.
Management routines
I set the weekly rhythm: which numbers the store manager reads, which the area manager reads, and what gets decided on Monday.
Coaching on the floor
I work next to store and area managers until the method becomes habit, and we measure the effect of each action together.
How it is measured
We agree the baseline and the targets for each store at the start. Every month you see the same dashboard: what moved, what did not, and what we do next.
Indicators
- Conversion rate
- Average transaction and units per transaction
- Store operating margin
- Sales per hour worked
A case
Turnaround of a loss-making export network
Italian premium fashion brand, full-price and outlet stores in 15+ countries
- operating margin
- time spent on reporting
Frequently asked questions
How long before results show?
Conversion and average transaction usually start moving within six to eight weeks, because they depend on how the team works on the floor. Operating margin takes longer: for a full turnaround I plan on six to nine months.
Do you work on a single store or only on networks?
Both. A single-store project is shorter and very hands-on. With a network I start from the stores that weigh most on the result and build a method area managers can repeat.
How is this different from sales training?
Training improves how the team sells. Retail performance looks at everything that decides a store's result: headcount, rotas, assortment, targets, incentives and management. Training is often one action in the plan, not the plan.