Sales controlling with POS data (food retail)
The term POS controlling is made up of “POS” (“ Point of Sale ”) and controlling . The controller supports the management of his company in making decisions based on valid key figures.
introduction
POS controlling is mainly used in the food retail sector. Here, retail chains use key figures derived from the sales activities of the specialty stores or branches in order to control and optimize the company. Here, goals are agreed or the achievement of goals is monitored. This is usually based on cash register systems or in conjunction with the corresponding software. Many companies invest in new cash registers to ensure compliance with the GDPdU (principles of data access and verifiability of digital documents).
tasks
Planning goal
When planning a company's strategy, key figures should help to achieve target values. These plan values are then compared using the cash register or cash register software. These planning goals help to ensure the company's success step by step and to identify deviations.
Information target
With the help of a management cockpit , all evaluations and key figures can be displayed and have a high information value. This information shows where changes to the POS are required. In this way, the controller can recognize in good time what state the company is in, where it deviates from the strategy or where the course needs to be adjusted. By providing information, the POS controlling functions as an early warning system. This reveals latent risks, opportunities and trends.
Control objective
The control comes for planning and information . This goal shows whether the company deviates from the strategic guidelines and, in a broader sense, whether and how to intervene. Success can be controlled more easily through quick and time-delayed intervention, since the course can be adjusted in good time with little effort.
Potential target
The POS area offers good opportunities for this, as companies with several branches usually produce comparative values. Using these comparison values, weak units can be recognized and optimized! With this potential, which other types of companies cannot use, companies with POS have a clear advantage. Targets, data and key figures can thus be compared and assessed using internal and / or external benchmarking .
Typical key figures
The following list gives some typical key figures for POS controlling
- Average customer voucher
- Customer and / or sales growth
- Customer satisfaction (soft factor)
- Market absorption
- Regular customers
- Average (consultation) sales time per customer
- Missing receipts
- Average pre and retrofit time
- Employee hourly output
- ABC analysis
- Customer Article Factors
- Delivery time deviation
- Return rate
- Reject rate
- POS turnaround time
- Conversation rate buyer to visitor
- Area coverage contribution
- Article sales success
- Cancellation rate
- Sales rate
- Number of sales transactions
- average price
Often wrongly defined
The Germanized word controlling is sometimes interpreted as " control ". As a result, controlling is mistakenly given the task of auditing in retail. This differentiation is important, however, because the auditing department uses POS data, but the goals of the two tasks are very different.
Bibliography
- Wolfgang Ossadnik: Controlling . Oldenbourg, Munich 2003, ISBN 3-486-27272-1
- Martin Grünblatt: Product group analysis with POS scanning data: key figure-based analysis methods for the consumer goods industry . Lohmar, Cologne 2004, ISBN 3-89936-230-6
- Jörg Becker, Axel Winkelmann: Retail controlling: optimal information supply with key figures . Springer-Verlag Berlin 2006, ISBN 3-540-29611-5
- Rainer Olbrich (Hrsg.): Marketing controlling with POS data: Analysis methods for more success in the consumer goods industry / [Federal Ministry for Education and Research]. Deutscher Fachverlag, Frankfurt am Main 2006, ISBN 978-3-87150-960-5
- Klaus Ziegenbein: Controlling . Kiehl-Verlag, Ludwigshafen (Rhein) 2007, 9th edition, ISBN 978-3-470-70599-6 .
- Peter Preißler: Controlling . Oldenbourg, Munich 2014, 14th edition, ISBN 978-3-486-72697-8