The terms "activity management" and "workforce management" are often used to define resource management. But while both solutions involve managing and optimising time and people, they come from different starting points and employ different approaches. Workforce management is based on an HR culture and is used to optimise work schedules: it schedules the right number of people at the right time. Activity management, on the other hand, is operational in nature and focuses on the work to be done and how to use the available resources to do it. In other words, it involves assigning tasks (and the time needed to complete them) to the right people, at the right time of day, and in the right order of priority. These are two separate approaches with subtle yet noticeable differences.
How can you offer a modern, enchanting customer experience and improve shop performance, while absorbing this transformation, adapting to the digitalisation of shops and, of course, continuing to carry out your usual tasks? There's only one solution: manage your business on a day-to-day basis!
A loss of work values, a lack of faith in authority, management’s failure to assume responsibility … the breakdown in a store’s chain of command is increasingly noticeable. However, the ‘distribution management’ battle is not lost. It is through the notions linked to the art of leadership that we suggest you consider the best way to restore all the manager’s legitimacy in order to take their employees with them on the path of collective improvement.
Inflation erodes store profitability and requires teams to adjust their work organization:
- taking into account daily variations in volumes and supply uncertainties
- giving priority to value-added tasks
- by assigning these tasks to the right person at the right time.
To achieve this, a workload calculation and management tool is necessary.
The DIY sector has experienced a real upturn over the last two years. However, there have been some signs of weakness: inflation, supply difficulties, delivery delays linked to the Covid crisis and the conflict in Ukraine, and volume drops in certain market segments... An environment that makes it too difficult to win market shares is in full swing on all fronts! In other words, it's a tough challenge you're your teams!
In the retail industry, proper use of working hours has become essential to provide the best possible service to customers and guarantee the store's profitability. Managing this "good use of working hours" means ensuring that each employee is busy doing the right task, in the right way, at the right time and for the right length of time! This is a vast programme, the starting point of which is to have a repository of time-worth tasks based on in-store operation expertise, know-how and timekeeping techniques!
In recent years, the rise of drive-in food retail has been a genuine growth factor for points of sale, but it does not cost them any less! Indeed, the staff costs linked to preparing and delivering orders are high, and there's no way this cost can be billed to the final customer. This is a major blow to profitability!
The answer to this economic model's fragility lies in the ability to synchronise order preparation with the time slots dedicated to making products available to customers (slotting) while respecting the promise to have ordered items delivered on time. To achieve this, it's essential to manage the workload correctly and guarantee an optimal employee occupancy rate. We're talking about task management... the trick is to know how to do it when it comes to drive-in activities!
Timeskipper presents its new feature dedicated to forecasting and prioritising drive-in tasks to manage your point of sale better. Explanations...
Business turnaround refers to a set of practices aimed at reversing the trend of a situation that is not going well, with a view to revitalising the business and safeguarding jobs.
Recognised as THE solution for optimising the organisation of work in retail, the TimeSkipper platform is a major asset for supporting restructuring. This is particularly true when the risk of imminent bankruptcy requires an in-depth transformation of the organisation, work methods and consequently the allocation of resources. These situations have been particularly frequent over the last twenty months, with certain brands and formats suffering the full impact of the health crisis.
It is therefore quite natural that companies should turn to Timeskipper when they need to "do things quickly and well" in order to restore the fundamentals of their performance.