Transforming Vision into Execution. Execution into Growth.

The four numbers on every branch dashboard

• Stock cover (days): closing stock ÷ average daily sellout. Set a norm per category.
• Ageing mix: share of stock over 60 and over 90 days. These must fall every month.
• Fill rate: orders delivered in full and on time. Low fill rate with high ageing means the wrong SKUs are in stock.
• Dead stock value: in rupees, not units, so finance and sales see the same problem.

Actions by bucket

• 31–60 days: trade scheme and display push.
• 61–90 days: bundle with fast movers, move promoters to the SKU.
• 90+ days: liquidation plan with a date, and stop fresh sell-in of that SKU.

Buckets and shares shown are a sample. Inventory reductions of 20–30% at unchanged service levels are reported by McKinsey for data-driven planning (source as in page 01).

The five-step plan we run with a retailer or brand

• 1. Target first: start from the sales target for the store, break it into footfall × conversion × bill value. This tells you which lever to plan for.
• 2. Zone the store: entry, hero wall, demo counter, cross-sell aisle, billing. Each zone gets one job and one KPI (see floor plan).
• 3. Planogram the shelves: eye level for hero and premium, hand level for fast movers, floor for bulk. Fix the facings, price tags and POSM in a photo standard.
• 4. Design the experience: working demo units, a promoter script for each zone, lighting on the hero wall, and a clean entry zone so shoppers slow down.
• 5. Measure and reset weekly: footfall, demo rate, conversion, units per bill, attach rate at billing, and a photo audit score for the planogram.

In-store decision figure: POPAI, 2012 Shopper Engagement Study (US mass-merchant data; use as direction, not as an Indian benchmark). Floor plan and planogram are illustrative; we build the real ones from your category, store size and sellout data.

The four levers and what we fix in each

• Process discipline: SOPs for order-to-cash, claims and returns; adherence measured, not assumed. Fewer errors, fewer credit notes, faster cash.
• Supply chain: OTIF (on time, in full) delivery, stock cover norms per branch, fewer emergency freight moves, inventory down without stock-outs.
• Productivity: output per head in warehouse, service and field; simple automation of reports, claims and attendance so people sell instead of typing.
• Profitability: price realisation, premium mix, cost-to-serve by channel; stop serving loss-making accounts at a loss.

How the programme runs

• Weeks 1–4: diagnostic, size each lever in rupees, agree the bridge with finance.
• Months 2–6: one owner per lever, a weekly 30-minute review, savings tracked on the dashboard.
• Capability stays in-house: we train the lever owners and hand over the SOPs and dashboards.

Inventory figure: McKinsey, Succeeding in the AI supply-chain revolution. Cost-reduction figure from the founder’s track record. Margin bridge is illustrative.