retail review hyper market - pillars
TRANSCRIPT
Retail Review Hyper Market
Pillars consultancy
www.PILLARS-EG.COM
Issues & Recommendation
• Start-up:
• Management Issues :
• Operational Issues
• Category Management issues
Retail Economy of Scale Spiral effect of (Low Economy of Scale – Sales Volumes and Values)
Short Term – Medium Term Strategic Planning
Implementation Plan Summary
Proposed Strategy Map
• Acceptus Project
• Maximize usage of rental of (Booth/Passage & In-Store Rental)
Implement Home Delivery
• Slow Moving Item Liquidation
• Category Sales & Rental Areas
Key Performance Indicators (KPI’s)
• Sales KPI’s
• Purchase KPI’s
Acceptus Project
Issues & Recommendations
Planning Short/ Medium Term
Implementation Plan
- Detailed
Table of Contents
1.1 Strategic Positioning lacks
1.2 Initial Investment Expected ROI
1.3 Intensified Competition
2.1 Lack of Retail Management
2.2 Top Management
2.3 Retail management
2.4 Management Theme
2.5 Staff Loyalty
2.6 IT Application 3.1 Lack Signage
3.2 Lack of Seasonal Calendar
3.3 Lack of Foot Fall
4.1 Category Management lacks
4.2 Category Locations and Shelf allocations
4.3 Category Missing
4.4 Butchery Quality Bakery Category Revenue
1. Start-up
2.Management Issues :
3. Operational Issues
4. Category Management issues
Note : Highest priority issues are listed - for the
interest of Fast Implementation and Focus
Issues & Recommendation
1. Start-up:
Issue Details Priority Recommendation
1.1 Strategic
Positioning lacks
Intensified competition from “Fath’allah” &
Carrefour also the outlet can not compete
with high economy of scale
High Named as Hyper market despite lack of space , also can
not compete against key Known retailers – eventually
the Hyper should be properly positioned
1.2 Initial
Investment
Expected ROI
The Management Has heavily invested in
the start-up exceeding XX MM EGP , also on
the Capex level invested heavily in obtaining
expensive equipment , this resulted into
very high ROI Expectation
High On Short-Term / Immediate Management should look
for alternative to minimize P&L Losses in the form of
(Rental of Space) the would :
- Generate foot fall to the Hyper
- Generating profit and enhance P&L figures on short
–term bases
1.3 Intensified
Competition
Trade Usage of (delivery notes) versus
official Invoice
Relatively lack of pricing Advantage in
relevance to competition
High Due to current purchase volumes , would be more into
(premium retail offering as the brand of “Metro” or Based on Strategic positioning Assessment
Reaching Ideal Scenario is Difficult :
Trained Staff /Process /Management / Technology support
• The project has exceeded it’s budget (Start-up Costs) , As a result the project occurred higher ROI and eventually
• No Competitive Advantage in pricing / Spacing
Issues & Recommendations
2.Management Issues :
Issue Details Priority Recommendation
2.1 Lack of Retail
Management
Management Lack heritage in retail sales or
strong brand in the field , this result into
purchases of (Capital Expenditures) at high
costs – Not economic
High Recruitment of Project Director with Retail
background to pass this critical period
2.2 Top
Management
Top Management Lacks with ownership of
the process
High Top management Agenda to be set (based on Criticality
and Time frames)
• Job Descriptions Review and assignment :
• Performance Measures and Performance appraisals
against KPI’s
• Objectives setting on Sales and Relate to Bonus
Scheme
2.3 Retail
management
No performance management indicators for
business progress
High Implementation of Known KPI’s to drive business performance
2.4 Management
Theme
Obvious that leadership lacks High Implementation of Incentive scheme / Bonus on
performance
2.5 Staff Loyalty Various late changes in management has
negatively impacted staff loyalty towards
the company a few benefits and motivation
is needed
High Compensation and benefits review is immediately
needed in order to positively impact work
environment
(Part-time HR consultant/ Manager is required to fix
critical staff issues)
• Lately top management has been changed / compensation and benefits is not in-line with other similar business
• Lack of Retail management knowledge / Focus / fast Decision making progress
Issues & Recommendations
3. Operational Issues
Issue Details Priority Recommendation
3.1 Lack Signage Lack of signage that would indicate presence
of the outlet (inadequate signage)
High Light boxes and signage to be fixed Please refer to
Marketing Activities
3.2 Lack of Seasonal
Calendar
No events calendar year round and not
promoted
Medium Yearly event Calendar to be implemented Earlier –
prior to known seasons as (back to school – Ramadan
and other known occasions)
Eventually would drive needs to visit the outlet and
increase basket sales
3.3 Lack of Foot Fall Despite advertisement event (Egyptian
week) that resulted a spike in sales , however
returned to normal patterns meanwhile sales
figures are declining
High Market Activities at current state won’t be advisable due to lack of positioning -
(Hyper market discount event did not result into a
repeated customer )
3.4 Customer Feed-
back on Hyper
Market lacks
Medium
• Hyper Market Visibility Lacks However , No (Noticeable count ) of returned Customers
Issues & Recommendations
4. Category Management issues
Issue Details Priority Recommendation
4.1 Category Management
lacks
High Proper Category management Implementation as
follows :
• Immediate replacement based on Reorder quantities
• Category profitability and relevant size of display –
Location
• Implement Category management application for
tracking sales versus stock to avoid out of stock
4.2 Category Locations
and Shelf allocations
Some Missing Categories – and others are
miss-placed
High To Follow Best practice in retail – Floor allocation / in
need to
4.3 Category Missing Some categories are missing that would
enhance Hyper market product offering
High Some profitable categories to be introduced in order to
: Grant rental income – better product mix
4.4 Butchery Quality
Bakery Category
Revenue
Bakery Quality is not stable / Not profitable
Butchery Quality and profitability / Vendor
replacement is required
High Bakery Progress : • As for Bakery there is a specialized company that
operates bakery in hyper markets as (Hyper 1,
Carrefour and Spinneys, as they offer (stable good
quality and affordable prices of bakery)
• Will travel next week with vendor to see how to
co-operate
Butchery Progress :
• Will operate through a different operating
model (higher quality and more profitable)
•••
••
• Optimizing sales revenues and hyper market usage requires focus on (Category issues / Sales / Usage of shelves and space) however not applied
together with lack of Deep retail knowledge would result into decline in sales figures
Cash issues
Lack of products
due to vendors
delivery
Delays
Retail Economy of Scale
Spiral effect of (Low Economy of Scale – Sales Volumes and Values)
Relatively Small
customer Sales
Invoiced
Products
(Around 10% + in sales
price versus competition
Lack of Products
+
Higher Sales price
Than competitors
Lack of Marketing
Activities
& Ware
Lack of Customers
Small
Basket Size
(Around 44 LE)
Lack of
Invoices
(No of Receipts)
Lower Purchased
Volumes
& Higher Product
Costs (Contract
Agreement)
• Marketing would not be the ideal
scenario
• A complete strategy in need to be
implemented to succeed
Acceptus Project
Issues & Recommendations
Planning Short/ Medium Term
Implementation Plan
- Detailed
Table of Contents
• Short Term May – Sep 2012
• Medium Term Oct 2012 – March 2013
• Long Term TBD
Short Term – Medium Term
Strategic Planning
Short Term
May – Sep 2012
Medium Term
Oct 2012 – March 2013
Long Term
TBD
Key Theme Minimize Losses - Management Presence and support - Based on the P&L Results will decide if have any other
Exit Scenarios
Key
Objectives
Operational :
• xx
Positioning :
• Mo
P&L Related :
• Rental (Kiosks & Passage)
Scenario 1 :
Sell project to Key Retailer
Scenario 2 :
Rent Project to another key retailer
Scenario 3 :
Continue Business (No Exit)
Key
decision
P&L figures on End of Sep 2012 and eventually would move into
Medium term Scenario
For Fair assessment of business should benchmark retail business Excluding Extra investments
Implementation Plan
Summary
April May June July August
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Timeline
Preparation of
Booth – Marketing
Material
RFP
Complete Missing
Categories
Butchery & Bakery
RFP
Complete Missing
Categories
As Butchery & Bakery
Selling Booth and
Corridor Areas Rental & Operating Booths & Corridor Areas
Rental & Operating Booths & Corridor Areas
TB
D :
to
be
De
term
ine
d
Maximize
Rental
Revenues
Category
Replacement
New Categories
Induction
Contract
& Delivery of goods Operate New Categories
Marketing
Plan Implement
Contract
& Implement Implement
Estimated
Cost/ Value
Home Delivery
& Back office RFP
Internal Process & Marketing Training &
testing Implement
Preparation timing
To be Minimized
Reporting & KPIs
RFP : Request For Proposals
RFP
RFP
Boost Staff
Capabilities
Reporting Tools
& Category
Management
Boost Staffing capabilities
To deliver (Training & C&B)
Sort out IT issues (Reporting / Category
management Tools & KPI’s) Implement
Implement
Fix IT Issues
Swap
Application
Or
Proposed Strategy Map F
ina
nci
al
Co
nsu
me
r
/ C
om
me
rcia
l
Inte
rna
l &
Op
era
tio
ns
Pe
op
le
IT
Achieve Break Even point in 4 months
Ending 1st of Sept. 2012
Develop & Implement Marketing
Plan
Optimize Rental revenue
(in-store and surrounding areas)
Commercial Activities Boosting
Sales To Reach 2 MM LE
Implement Home Delivery
Implement event Calendar and
related commercial activities &
Promotions
Maximize Rental Across corridors
Maximizing categories
(departments)
Expanding other Departments
Exploring opportunities for
(Space Utilization Internal & External
booths)
In Store operations
Optimize Shelf Spacing & Gondola
ends for better profitability &
Planograms
Maximizing categories
(departments)
Implement Category
Management
Maximizing categories (departments)
Induction of new Categories
Implement Category management
concept (Operations & Tools)
Out-Door Adverts and Lightening of
the location (outside the outlet)
Printed promotional material review
and Implement new ideas
Optimize Internal Processes
For Retail business (Across Ops/Category Management
Optimization of some operating
categories in optimized value
(bakery & butchery )
Boost Staffing capabilities
To deliver (Training & C&B)
Compensation & Benefits Review
Bonus
Employee Hand book and Training
for Customer Service and retail
operations
Training on Customer Service and
other Major Retail Ops
Operations Staff Replacement (OPS)
Indoor Activities & promotional
Activities
Sort out IT issues (Reporting / Category
management Tools & KPI’s)
Training on Customer Service and
other Major Retail Ops
Agree on Requirements for
Category management
Agree on Requirements for
Category management
Introduce New Categories that
would match (outlet positioning)
and Consumer Needs
Acceptus Project
Issues & Recommendations
Planning Short/ Medium Term
Implementation Plan
- Detailed
Table of Contents
• Maximize usage of rental of (Booth Passages)
• Marketing Agencies Related Activities
• Vendors & Tenants for New Categories
• Implement Home Delivery
• Software & Process Implementation
• Staffing & Training
• Marketing& Promotion
• Slow Moving Item Liquidation
• Category Sales & Rental Areas
Implementation Phases
Maximize usage of rental of (Booth/Passage & In-Store Rental) (1/3)
Agree on
Operating Model
and Calculate ROI
and Rental
April May June July August
22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30
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Request Marketing
Agencies for booths /
Passage Area & Printed
Materials Obtain offers and
Quotations form
Agencies
Check for Legality of
implementation for
Booths / Passage and
Light boxes and
limitations
Agree on Pricing &
Implementation for
All
Passage Design &
options
Request for Vendors
across All Categories
Electronics/ Butchery
and Telecoms &
Appliances
Ma
rke
tin
g A
ge
nci
es
Re
late
d A
ctiv
itie
s
Ve
nd
ors
& T
en
an
ts f
or
Ne
w C
ate
go
rie
s
Short Listing Vendors
Based on Category needs
& Fitting into Consumer
needs
Assessment of Operating
Model
Rent Self
Operate
+
-
Return
Cost Estimates for
Light Boxes
& Uni-poles
Cost Estimates for
Booth
& Legality
Printed material
And promotional
material Costs
Contract
With Agency on
Implementation
Implement Vendor Technical
Needs
Communication
with Agency
Agree with
Legality and
governorate
Specifications
and approval
Agreement
& Deployment
Agree on
Operating Model
and Calculate ROI
and Rental
Agree on
Operating Model
and Calculate ROI
and Rental
In Store
Out of Store
Agree on
Operating Model
and Calculate ROI
and Rental
Lights Boxes/Passage Areas & Printed Materials
Implementation Phases
Maximize usage of rental of (Booth/Passage & In-Store Rental) (2/3)
Uni-Pole
Light Box
Booth Location
Traffic Flow
Hy
pe
r M
ark
et
Pa
ssa
ge
Booth Samples
Passage Samples
Implementation Phases
Lights Boxes/Passage Areas & Printed Materials
Proposed Signage Locations
Implementation Phases
Maximize usage of rental of (Booth/Passage & In-Store Rental) (3/3)
Implementation Phases
Lights Boxes/Passage Areas & Printed Materials
Proposed Signage Locations
Implementation Phases
Plan : Implement Home Delivery
April May June July August
22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30
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Obtain quotation of
Home Delivery
Application
• Interfaces with current System
• Hardware and Location Setup
• Tests & interface with Current
• Service Area & Coverage
• Implement Bonus Scheme &
Target
• Customer Service Standards
Recruitment for Home Delivery
Team / Order Takers
& Delivery Team
So
ftw
are
& P
roce
ss
Imp
lem
en
tati
on
Sta
ffin
g &
Tra
inin
g
• Adverts for Home
Delivery and order
takers
Order Taker Training:
• Coverage Area
• Process
• Technical Implement
Start with 2 Home
Delivery , and 2
Order Takers
Recruitment Staffing
Solution Vendor
Technical (Process & Interfaces)
Management & Process
Technical & Process
Training\
Ma
rke
tin
g
& P
rom
oti
on
RFP for Promotional
Material
Production of
Marketing Material
Contract
Start with 2 and 4 Standby
The usage of the Application to maintain customer Service as to Customer
Details as Phone no, Address etc.
Creation of
Operating Manual
Operations Manual • Stock Age Report
• Stock Turnover report
• Working Capital
• Vendor Sales
• Basket Sales
• No of Customers
KPI’s
Select Areas for
coverage
Material
Distribution
For Selected Area
Implementation Phases
Plan : Implement Home Delivery (2/2)
Delivery : Area Coverage
Implementation Phases
Plan : Slow Moving Item Liquidation
April May June July August
22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30
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• Sales Versus Stock Report
• Review of Categories
versus Sales
• SKU Sales by Category
• Agreement on Replenishment
cycle – Slow moving parameters
(weekly – Monthly)
• Review vendors Contracts and
Replacement mechanism
Ca
teg
ori
es
Re
vie
w
Category Assessment
Slow Moving Items Liquidation
(Estimated Value 70 K EGP)
• Stock Age Report
• Stock Turnover report
• Working Capital
• Vendor Sales
• Basket Sales
• No of Customers
• Define Slow Moving Items
based on Sales Versus
Stock Report
• Define Item Costs- Sell
Define Slow Moving SKU’s
• Identify Missing SKU’s from Range based on
Range Completeness
• Define Slow Moving Items
• Define Item Costs
Define Missing SKU’s
KPI’s| • Define selling mechanism
(Discounted) – Pack etc.
• Define as inventory Items
• Vendor Agreement on
product SWP / Return for
Slow Moving products
Item Clearance
Items Swap
Setup of Liquidation Mechanism
Objectives :
• Liquidate slow moving products (Mainly reaching expiry)
• Food is priority then Non-Food
Process Requirements
• Setting Reporting for Category management
• Agreement on Calculation mechanism for Slow Moving items
• Contracts review for Current Shelf Rental and display
Estimated Value Generated :
Estimated at 70 K EGP
Implementation :
• Category Management Tools
• Floor Plan
• KPI’s Setting & Reporting
Implementation Phases
Plan : Slow Moving Item Liquidation (2/2)
ID Vendor T-Purchases % T Sales T Grosspro
Profit% Turnover 2011 2012
6 7 8 9 10 11 12 1 2 3 4
154 875 2,712 825 1,377 27,385 2,815 56,464 34. 8.73 2,738 31,370 84. 92,607 شركة انرجايزر 92
6,314 2,129 5,391 12,015 1,787 9,440 10,196 5,801 6,678 12. 16.79 1,213 7,228 54. 59,751 ماس تريد 74
5,025 8,017 3,741 6,278 6,896 2,757 8,106 8,670 59. 12.59 3,645 28,957 45. 49,489 الاسكندرية للكيماويات و المنظفات 71
14,844 1,700 25,221 26. 12.51 1,357 10,847 38. 41,765 شركة ميد لينك للتجارة والتوزيع 50
1,235 33,991 5. 17.75 3,150 17,753 32. 35,226 شركة مصر الدولية لمستحضرات التجميل 4
5,545 1,438 2,647 3,975 4,892 4,345 2,363 906 1,639 3,797 33. 18.21 1,907 10,471 28. 31,547 شركة كارفان للتسويق مشروبات ساخنة 45
7,500 9,500 12,000 4. 21.97 2,564 11,667 26. 29,000 يوريتكس الحاج احمد عبد الحميد 195
9,414 17,219 32. 12.87 1,092 8,483 24. 26,633 جونسون واكس 218
26,216 29. 13.39 1,015 7,581 24. 26,216 شركة ايمكو جروب لأواني الطهي 26
1,462 634 6,120 2,173 1,373 402 996 5,901 14. 15.5 414 2,670 17. 19,061 شركة الشريف مستلزمات طبيه 173
6,861 10,033 55. 13.12 1,223 9,326 15. 16,894 شركة طوبار لتجارة منتجات الالبان 210
13,212 25. 9.9 324 3,275 12. 13,212 الزنوكى للاجهزه الكهربائيه 225
7,715 4,883 442 38. 16.46 817 4,964 12. 13,040 زهران تريدنج 78
10,531 41. 25.22 1,091 4,325 09. 10,531 ام القرى 221
8,410 42. 10.67 381 3,567 08. 8,410 قباء للتوريدات 237
4,054 605 3,722 56. 6.98 327 4,691 08. 8,381 شركة ام ار جي للاستيراد والتصدير 171
7,045 1. 12.36 85 690 06. 7,045 راما للتمور 242
6,997 39. 8.08 223 2,763 06. 6,997 الاهرام بيريل 215
6,395 12. 19.39 152 782 06. 6,395 عالميه للمواد الغذائيه 243
شركة السفير فالكون
دكتور اوليفى
الاندلس للتجاره والتوزيع
تراست للتجاره والتوزيع
شركة عبور لاند
شركة الشريف للتجارة والتوزيع اعشاب دلايف
المصريه الالمانيه للاستيراد والتصدير
فيوتشر بريدج
سفيانوبولو
الاسرة المنتجه
مراد سيد احمد
هاند ميد
باور
• Category Review and turnover %
Implementation Phases
Plan : Category Sales & Rental Areas
April May June July August
22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30 1-7 7-15 15-22 22-30
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• Category Sales Review Monthly
• Evaluate Gondola end Sales
• Defined New Rental Areas
• Defined New Category
required
Management & Process
Defined New Rental Places
KPI’s
• Review of Categories
versus Sales
• Current Areas Rental
contract s (Floor Plan)
• SKU Sales by Category
• Gondola End Sales and
profitability
• Obtain a proposed Best
practice (Carrefour)
Category Display
• Category Sales %
comparison Monthly
• Stock turnover Report
• Basket sales Value
• Sales Values
• Assign new Category
Location based on Value
and (Best Practice)
Category New Location “Proposed” Optimize Category Sales
& Define Rental Areas
Ca
teg
ory
Dis
pla
y
& R
en
tal
Sp
ace
• Optimize Category Location
based on Value generation
Updated Floor Plan
• Define new Areas for Rental
/ Usage
Objectives :
• Maximize Rental Areas across Categories
• Maximize Category Sales by Optimizing category location (visibility)
Process Requirements
• Setting Reporting for Category management
• Agreement Cost estimate and Sales of rental Areas and contribution
Estimated Value Generated :
TBD
Implementation :
• Category Management Tools
• Floor Plan
• KPI’s Setting & Reporting
Key Performance Indicators (KPI’s) 1. Sales KPI’s
KPI Description Unit Direction Duration
1 Sales per square foot / meter Actual sales for a given period divided by the total floor
area (in sq.ft. or meters) of the store. There are variants of
this indicator in terms of sales per square foot of
merchandisable area of choice (like walls and display units).
LE Max Monthly مقسوما لفترة معينة لمبيعات الفعليةقدم في)الإجمالية المساحة الأرضية علىوهناك .المتجر من (متر أو مربع
من حيث هذا المؤشر من متغيراتلكل قدم المبيعات
خي من merchandisable مساحة من مربع (.الجدران وحدات العرض مثل) ار
2 Average store revenue per m2 Average store revenue per m2. LE Max Monthly
في المتر المربع متجر دخل متوسط3 Shelf space profitability LE Max Monthly
4 Units per customer or transaction Total number of units sold in a given period divided by the number of customers or transactions for the same period
Number Max في فترة عدد الوحدات المباعة مجموعمن مقسوما على عدد معينة
لنفس الفترة من المعاملات أو العملاء
5 Average sales per customer or
transaction
Total sales for a given period divided by the number of
customers or transactions for the same period.
LE Max Monthly مقسوما على لفترة معينة المبيعات مجموع .لنفس الفترة المعاملات أو من العملاء عدد
6 New products introduced per year
as a % of all products
Ratio of new products introduced at shopping center to full
company catalogue per year
LE Max Monthly الجديدة التي من المنتجات نسبةالشركة كتالوج على مركز للتسوق على أدخلت سنويا الكامل
7 Gross Margin as a % of selling
price
Gross Margin = (Selling Price – Buying Price) / Selling
Price * 100
( الشراء سعر -البيع سعر) =الهامش جمالي 100* سعر بيع /
هامش الربح هو الربح كنسبة مئوية من سعر .البيع
الأرباح التي تم الحصول عليها من كل زيارة .للعملاء
وبهذه الطريقة يمكنك بسهولة وضع أهداف لفريق المبيعات الخاص بك من أجل زيادة
!الأرباح
.المتجر في من فئات المنتجات عددالنسبة المئوية
المستخدمة الجرف مساحة من .العائدات ٪ من80 المنتجات التي تولد في
Key Performance Indicators (KPI’s) 2. Purchase KPI’s
KPI Description Unit Direction
Average monetary value of overdue invoices Formula:average(value of overdue invoices) % Minimize
Number of Invoices Count
No. of Credit Notes Number of credit notes. Numer
% effectiveness in payables management This KPI should be applied together with the Days Payable KPI. The concept is to AGREE an extended due date on credit accounts, for the accounts department to ensure strict compliance with the due date
يوم KPIجنبا إلى جنب مع KPIوينبغي تطبيق هذا هذا المفهوم للاتفاق على تاريخ الموسعة . الدفع
المستحقة على حسابات الائتمان، لإدارة حسابات لضمان الامتثال الصارم لتاريخ الاستحقاق
% of low value invoices
Percentage
Accounts Payable Turnover This ratio shows how many times in one accounting period the company turns over (repays) its accounts payable to creditors.
هذه النسبة يدل على مدى عدة مرات في الفترة المستحقة ( يسدد)الشركة يقلب حساباتها 1المحاسبية
.للدائنين
% of payable invoices without purchase order Percentage of payable invoices that have not been matched to a purchase order.
Percentage Minimize نسبة مئوية من الفواتير المستحقة الدفع التي لم يتم مطابقة لأمر الشراء
Formula:[Payable invoices without purchase order] percentage of [total payable invoices]
[ فواتير مستحقة الدفع دون طلب الشراء: ]صيغة [الفواتير المستحقة مجموع]نسبة مئوية من
% of past due accounts payables to total accounts payables Percentage of past due accounts payables to total accounts payables.
Percentage Minimize النسبة المئوية للحسابات دائنة الماضي بسبب .حسابات دائنة مجموع
% of amounts posted to accounts payable that represent goods/services received
Percentage of amounts posted to accounts payable that represent goods/services received.
Percentage Maximize نسبة مئوية من المبالغ المرسلة لحسابات الدفع التي الخدمات المقدمة/ تمثل السلع
% of one-time vendor payments Percentage of one-time vendor payments.
Percentage Minimize
النسبة المئوية للمدفوعات البائعين لمرة واحدة
Number Minimize
.عدد من الفواتير المستحقة في فترة القياس
.القيمة الإجمالية للالفواتير المتأخرة النقدية .عدد من الفواتير المستحقة الدفع الجديدة
نسبة مئوية من الفواتير المتأخرة أي الفواتير التي لم .يتم دفعها قبل تاريخ الدفع الخاصة بهم
12/3/2012تقرير ربحية الاقسام منذ الافتتاح حتى
2,500,000 1,100,000 912,377 المبيعات القسم م تكلفة
المشتريات هامش الربح
نسبة الربحهامش
30,000 ادوات كهربائية
العطارة
%24 66,456 255,653 34,000 35,345 %3.2 29,317 316,911 الادوات المنزلية 1
%19 18,847 97,585 23,730 12,971 %1.2 10,759 116,303 البضاعة الطازجة 2
%18 137,097 759,043 100,000 99,873 %9.1 82,838 895,477 البضاعة المجمدة 3
%15.20 554 3,655 859 469 %0.0 389 4,209 هدايا 4
%14.20 51,267 361,202 45,000 46,003 %4.2 38,156 412,469 مخبوزات 5
%13.70 117,761 746,780 172,676 94,388 %8.6 78,288 846,291 العناية الشخصية 6
%13.40 233,832 1,752,250 405,230 221,506 %20.1 183,724 1,986,049 الجبن 7
%13 5,466 39,321 9,080 4,963 %0.5 4,117 44,503 بطاريات و حظاظات 8
%12.30 411,058 3,224,372 738,171 403,497 %36.7 334,674 3,617,807 البقالة الجافة 9
%11.40 106,822 883,935 200,731 109,723 %10.0 91,008 983,793 المنظفات و الملابس 10
%11 15,789 121,738 28,061 15,339 %1.4 12,722 137,528 الخضروات و الفواكه 11
%6.55 32,824 468,582 102,306 55,922 %5.1 46,384 501,406 جزارة 12
%11.80 1,197,771 8,714,116 1,889,844 1,100,000 %100 912,377 9,862,745 الاجماليات
Barcode Menu Item Qty On Hand Avg
Sales Sales With Sales Tax Sales
Wit2 Discou
nt Gross Prof Nettotal Cost
Price Cost
Witho Tax
% Vendor
Tax Cost
With Net Tax Profit Per
Sales Value 28,518 Gross Profit 2,737.61 9.6 انرجايزر 92
9.15 16.51 1,727.1 157.01 .10 1,570.09 7.77 1,885.07 157.97 23.63 1,908.7 173.52 1,735.18 8.59 .719 202 حجر 2انرجايزر تريل 6223001580317
10.51 7.11 743.85 67.62 .10 676.23 7.77 822.06 78.21 . 822.06 74.73 747.33 8.59 .719 .87 حجر 2انرجايزر تريل 6223001580317
9.01 16.18 1,692.9 153.9 .10 .1,539 7.77 1,845.39 152.49 25.52 1,870.9 170.08 1,700.82 8.59 .492 198 حجر 2انرجايزر قلم 6223001580324
10.51 8.17 .855 77.73 .10 777.27 7.77 944.9 89.9 . 944.9 85.9 .859 8.59 .492 100 حجر 2انرجايزر قلم 6223001580324
12.08 3.72 339.04 30.82 .10 308.22 14.68 .380 40.95 . .380 34.55 345.45 16.45 .423 .21 ماكينة حلاقة اكستريم هدية+حجر 4انرجايزر تريبل 6223001582335
7.87 2.84 258.32 23.48 .10 234.84 14.68 278.66 20.34 10.86 289.52 26.32 263.2 16.45 .423 .16 ماكينة حلاقة اكستريم هدية+حجر 4انرجايزر تريبل 6223001582335
10.02 1.49 163.64 14.88 .10 148.76 11.44 180.04 16.4 . 180.04 16.37 163.67 12.59 .159 .13 حجر 2انرجايزر ادفانسد تريبل 8888021201567
10.02 2.87 314.69 28.61 .10 286.08 11.44 346.23 31.54 . 346.23 31.48 314.75 12.59 .159 .25 حجر 2انرجايزر تيتانيوم تريبل 8888021201567
9.83 6.42 704.9 64.08 .10 640.82 11.44 774.16 69.26 1.39 775.54 70.5 705.04 12.59 .159 .56 حجر 2انرجايزر ادفانسد تريبل 8888021201567
12.04 3.89 355.3 32.3 .10 .323 14.68 398.09 42.79 . 398.09 36.19 361.9 16.45 .137 .22 ماكينة حلاقة اكستريم هدية+ حجر 4انرجايزر قلم 6223001582328
8.84 2.48 226.1 20.55 .10 205.54 14.68 246.09 19.99 7.24 253.33 23.03 230.3 16.45 .137 .14 ماكينة حلاقة اكستريم هدية+ حجر 4انرجايزر قلم 6223001582328
10.02 1.83 201.4 18.31 .10 183.09 11.44 221.58 20.18 . 221.58 20.14 201.44 12.59 .126 .16 قلم 2انرجايزر ادفانسد 8888021201550
10.02 2.52 276.93 25.18 .10 251.75 11.44 304.68 27.75 . 304.68 27.7 276.98 12.59 .126 .22 حجر 2انرجايزر تيتانيوم قلم 8888021201550
9.73 8.72 956.65 86.97 .10 869.68 11.44 1,049.75 93.1 2.77 1,052.52 95.68 956.84 12.59 .126 .76 قلم 2انرجايزر ادفانسد 8888021201550
. . . . .10 . 30.4 . . . . . . 33.45 .73 . حجر2افريدى اعادة شحن قلم 8888021301380
10.03 92. 100.32 9.12 .10 91.2 30.4 110.39 10.07 . 110.39 10.04 100.35 33.45 .73 .3 حجر2افريدى اعادة شحن قلم 8888021301380
8888021301366 AA قطعة2انرجايزر بطارية اعادة شحن 7. 58. 39.91 279.37 27.94 307.31 4.39 23.62 302.92 36.27 253.91 10. 25.39 279.3 2.55 8.46
8888021301366 AA قطعة2انرجايزر بطارية اعادة شحن 7. 58. 39.91 279.37 27.94 307.31 . 28.01 307.31 36.27 253.91 10. 25.39 279.3 2.55 10.03
حجر2افريدى اعادة شحن تربيل
قطعة2انرجايزر بطارية اعادة شحن
قطعة2انرجايزر بطارية اعادة شحن
حجر 2افريدى طورش
حجر 2افريدى طورش
انرجايزر بطارية ليثيوم
انرجايزر بطارية ليثيوم
حجر 8افريدى قلم
حجر 8افريدى قلم
حجر2انرجايزر قلم ليثيوم
حجر 2انرجايزر طورش
حجر 2انرجايزر طورش
قطعة4افريدى بطارية
قطعة4افريدى بطارية
حجار قلم4افريدي
حجار قلم4افريدي
انرجايزر بطارية ماكس
انرجايزر بطارية ماكس
افريدى كشاف موديل
افريدى كشاف موديل
افريدى دولفين كشاف
افريدى دولفين كشاف
افريدى دولفين كشاف موديل
انرجايزر ميدالية
انرجايزر ميدالية
حجر قلم اعادة شحن2+افريدى شاحن
حجر قلم اعادة شحن2+افريدى شاحن
حجر 4افريدى اعادة شحن قلم
انرجايزر كشاف موديل
انرجايزر كشاف موديل
حجر 2انرجايزر وسط
حجر 2انرجايزر وسط
حجر قلم اعادة شحن ديجيتال4+شاحن انرجايزر
حجر تربيل اعادة شحن2+شاحن انرجايزر
حجر تربيل اعادة شحن2+شاحن انرجايزر
قطعة2افريدى بطارية
قطعة2افريدى بطارية
قطعة4انرجايزر بطارية ادفانست
قطعة4انرجايزر بطارية ادفانست
موديل 1*2انرجايزر كشاف
موديل 1*2انرجايزر كشاف
حجر قلم اعادة شحن4+شاحن انرجايزر
حجر قلم اعادة شحن4+شاحن انرجايزر
انرجايزر كشاف
انرجايزر كشاف
حجر 6افريدى قلم
قطعة4انرجايزر بطارية اعادة شحن
حجر 1فولت 9افريدى
حجر 1فولت 9افريدى
Category T.Cat % Subcategor T.Sub-Cat SubCat%
Drink Juice 403,501 11.5% Local Juice 226,008 56.01 %
Imported Juice 159,724 39.58 %
Powder Juice 17,365 4.3 %
drink concentrated 403 .1 %
Milk 312,053 8.89% Full Cream 176,547 56.58 %
Concentrated Milk 58,130 18.63 %
Skimmed Cream 42,764 13.7 %
Flavor 30,430 9.75 %
Half Cream 4,182 1.34 %
Hot Drinks 304,327 8.67% Nescafe 125,143 41.12 %
Tea 110,573 36.33 %
Cacao 23,469 7.71 %
Herbs 22,015 7.23 %
Coffee 21,970 7.22 %
Winter Drinks 1,156 .38 %
Drink Carbonated 301,452 8.59% Cocacola 269,955 89.55 %
Malt Drink 31,497 10.45 %
Condiments 272,198 7.75% Special Oil 173,334 63.68 %
Cow Gee 65,891 24.21 %
Olive Oil 20,981 7.71 %
Vinegar 11,993 4.41 %
Chocolate 233,210 6.64% Chocolate 233,210 100. %
Jam and Halawa 169,283 4.82% Halawa 93,162 55.03 %
White Honey 42,249 24.96 %
Jam 24,875 14.69 %
Spread Chocolate 8,997 5.31 %
Biscuits 169,136 4.82% Biscuits 111,754 66.07 %
Wafer 57,381 33.93 %
Pasta 167,230 4.76% Local Pasta 92,382 55.24 %
Non Food 1,054,970 11.05% Detergent 601,588 57.02% Laundry Powder 287,472 47.79 %
Dishes Detergent 75,714 12.59 %
disinfectant 41,208 6.85 %
Laundry Liquid 37,806 6.28 %
House Clean 37,251 6.19 %
Air Freshener 33,050 5.49 %
Shoe Polish 27,458 4.56 %
comfort 25,325 4.21 %
dishwasher 11,433 1.9 %
toilette fresh 8,904 1.48 %
Insect Killer 5,753 .96 %
floor clean 5,155 .86 %
glass clean 4,193 .7 %
furniture polish 864 .14 %
Paper Goods 223,577 21.19% Facial Tissues 64,264 28.74 %
sant 57,632 25.78 %
Toilet Paper 52,504 23.48 %
Wipes 30,919 13.83 %
Kitchen Napkin 18,258 8.17 %
Clothes 134,502 12.75% Wear 117,517 87.37 %
Socks 16,984 12.63 %
مخبوزات مخبوزات مخبوزات
جزارة لاغى جزارة لاغى جزارة لاغى
فراخ لاغى
لاغى لاغى
خضار كليوباترا خضار كليوباترا
الجزار الجزار الجزار
اكسسوار اكسسوار اكسسوار
هدايا هدايا هدايا
لاغى لاغى لاغى
Class Total %
Grocery 3,510,043 36.78%
dairy 1,872,699 19.62%
dairy weghited 1,121,506 59.89% rumy 284,694 25.38 %
local cheese 275,342 24.55 %
cold meat 238,279 21.25 %
imported cheese 175,946 15.69 %
Olives 34,142 3.04 %
butter 33,694 3. %
weghited salted fish 25,080 2.24 %
salad 22,779 2.03 %
weghited halawa 19,181 1.71 %
weighted pickles 12,370 1.1 %
dairy prebacked 751,192 40.11% yoghurt 201,746 26.86 %
cheese packed 159,768 21.27 %
triangl cheese 98,394 13.1 %
fresh eggs 87,342 11.63 %
dairy milk 66,481 8.85 %
cold meat pre. 60,397 8.04 %
butter packed 40,128 5.34 %
imported cheese packed 34,901 4.65 %
caviar 2,034 .27 %