Søstrene Grene had a good problem: the company’s global growth was exploding. But with 20 new stores opening in Denmark alone in 2015, Søstrene Grene struggled to capture and analyze data to stay ahead of the global trends and market changes.
Each new store opening brought new complexities to the table. Global franchise owners found it difficult to collect and understand the data they needed to help them make business decisions. In addition, company headquarters in Denmark struggled to make sense of the data they were collecting from franchisees.
Different currencies and market expectations from various global locations further exacerbated the company’s challenges. Markets in Ireland behave differently than those in Sweden, and Søstrene Grene lacked the ability to comprehensively analyze external market data that affected the company every day. It had become nearly impossible to accurately measure each store’s performance and prepare for the future based on anything more than gut instinct.
Franchise owners had no insight into their revenue data. They often spent so much time combing through numbers that they reported having little time for anything else.
Managers also struggled with insight into sales and stocks. Søstrene Grene stores cycle through a wealth of new products every week as part of the company’s commitment to an ever-changing selection for customers. Many of these items are sold only for short periods, so it’s paramount for franchise owners to always have a finger on the pulse of sales, returns and stocks on store shelves.
Everyone —from individual store managers to C-level executives — needed a more precise view of the entire supply chain.