Analyzing the performance of a product can be achieved from several angles. One of the most important aspects remains distribution nonetheless. Measuring this involves calculating two major indicators: digital distribution and value distribution.

How to work out digital and value distribution?

Digital distribution (DD) gives you the rate of presence of a product in available points of sale. As such, it corresponds to the number of stores in which the product is found on the shelves. In its equivalent percentage DD is connected to the total number of points of sale offering goods in the specific category. DD lets you know the “quantity” of products made available in stores: https://www.retailshake.com/2021/05/distribution-numerique-le-kpi-de-la-grande-distribution/

Value distribution (VD) also corresponds to the percentage of points of sale in which the product can be found, except that the weight of stores in the calculation is adjusted according to their importance, revenue and sales volume. Major retail distributors will therefore have greater weight in the percentage than grocery stores for example. VD is therefore used to find out the “quality” of a product’s provision.

These two indicators are useful for analyzing commercial performance.

Using KPI’s, such as digital distribution or value distribution, is only really useful if they are combined. Together, they help us to know the product’s coverage in a distribution network and therefore to know whether a product is offered to consumers to a sufficient degree to generate a satisfactory level of sales.

When DD is higher than VD, this means that the product is available in a large number of points of sale, but principally in stores which are small or of minor importance. If the opposite is true, the product is only accessible in a small number of points of sale, but these represent a relatively large proportion of overall sales. Generally speaking, a company will strive for the latter scenario. While a good ratio between DD and VD is important to know the quality of the product referencing, it is also useful for planning the marketing strategy. For example, the company may waste money if it opts to launch its communication campaign at a time when the product is not yet sufficiently available to consumers. Furthermore, knowing a product’s DD and VD is vital in order to take corrective measures regarding its distribution.

Retail Shake, your competitive intelligence monitoring tool 

One of the issues facing companies when it comes to calculating digital distribution and value distribution is the lack of up-to-date and relevant information about points of sale. With Retail Shake, you can access data in real time from thousands of stores throughout France. In this way, you can track the deployment and availability of your products or those of your competitors without worrying about the information received being unreliable. Thanks to the interactive map, you can select the retailer of your choice and browse the different points of sale, to know which ones sell a given product and how much stock is available, and all in just a few minutes. You can also use filters to choose the retailers of interest to you, according to the criteria you have defined.

Quality of life in the workplace has become a central issue for human resource departments. However, this complex concept is not always easy to determine or to incorporate. Nonetheless, over the last few years, humans have occupied an increasingly central role in our companies. It is therefore logical for companies to take an interest in the role of the men and women in their organization.

Latest trends show that implementing a QLW vision and strategy offers multiple benefits. The wellbeing of employees can also offer interesting opportunities for development and performance.

But how do you move from theory to practice?

Quality of life in the workplace – What do we really mean?

A QLW policy is, first and foremost, a collective company project. The aim is to enhance the quality of life of the various players in the organization. The feeling of wellbeing in the workplace sought through the implementation of QLW is therefore reliant on several factors, such as the organization, the corporate culture, relationships, development and work-life balance.

QLW was recognized as a strategic challenge by the 2013 French National Inter-Professional Agreement [Accord national interprofessionnel] and described as:

“The conditions under which employees do their work, and their ability to give their opinion about and be empowered in said work, forming the perception of the quality of life in the workplace which results from this”

In other words, quality of life in the workplace is defined as all the factors which have an impact on employees’ working experience. The concept meets employees’ goals for satisfaction and the improvement of working conditions.

Individuals are placed at the heart of this definition because their quality of life in the workplace is influenced by a large number of factors including:

–          Quality of undertaking at all levels of the company

–          Quality of the physical environment

–          Quality of the information shared within the company

–          Quality of work content

–          Quality of social and working relationships 

–          Quality of work organization 

–          Possibility to reconcile professional and personal life 

–          Possibility for personal development 

A collective approach

The QLW policy cannot be considered as being isolated from company projects. On the contrary, it is a source of reflection for the various projects and processes underway. More than a ‘new’ policy, it involves adding coherence to actions already undertaken, by placing an onus on employees’ expression and participation.

A 10 to 12% productivity gain can be expected among employees who are happy at work according to cadremploi.

Quality of life in the workplace is therefore becoming a collective company policy. Its implementation addresses several major issues, in particular in the areas of:

–          Employee engagement

–          Health and safety in the workplace 

–          Digital transformation 

–          Retaining employees

–          Enhancing working conditions 

This overall strategic corporate policy aims to analyze real workplace situations in order to improve them.

Quality of life in the workplace – a performance lever

Companies which choose to place people at the center of their strategy will notice that it serves as a powerful lever of innovation, engagement and performance. Indeed, only 6% of employees are engaged in their work (source: myhappyjob). However, if we create a ‘wellbeing’ environment based on dialogue, respect, trust and attentiveness, employees become more loyal and defend their company.

QLW does not confine performance to a merely quantitative or production-driven vision. It is part of a positive and sustainable approach, linked to social and human objectives, and directed towards long-term economic effects.

Spending one euro of capital on QLW brings thirteen euros of profit for the company. Quality of life therefore brings a win-win momentum and because it offers greater and lasting efficiency, it also benefits employers.

Many studies aim to demonstrate that a close link exists between quality of life in the workplace and performance and these are often showcased by training bodies and associations (cegos, terra nova, etc.)

In other words, by introducing QLW in your company, you can turn work into a source of fulfilment and good health and boost competitiveness.

“Quality and innovation are connected and mutually beneficial”, Armand V. Feigenbaum

QLW at Retail Shake

At Retail Shake, placing people at the center of organizations to build a fulfilling and sustainable future is a real corporate vision. We don’t consider this as an ideal but rather as a genuine return on investment. It is a collective company project. We have chosen to offer our employees a working environment in which fulfilment and wellbeing come as standard. We are convinced that happy employees are more efficient than those who find their environment stressful. At Retail Shake, we know that trial and error are needed in order to progress. We also choose to work together to understand everyone’s professions, to enhance exchanges and to optimize work time. Our offices are laid out to ensure everyone feels at home and a number of team activities are organized to maintain good cohesion. We also strive to reward every successful challenge. Our employees’ happiness makes Retail Shake a success! 

Digitalization has been one of the most influential processes of the 21st century. In a relatively short period of time, technology has permeated virtually every aspect of our personal and professional lives. Although there’s no denying that the digital world offers many conveniences, it also comes with drawbacks that must be considered.

Digital pollution is one of the consequences of an increasingly tech-reliant society. As it happens with other forms of pollution, minimizing its impact is a collective responsibility in which businesses have an important role to play.

In this article, we’ll consider the importance of choosing the right providers in your strategy to limit digital pollution.

Key facts and figures

Digital pollution is caused by three main factors. First, we have to run digital communications, such as data centers, cables, and antennas.

The energy input needed to extract raw materials and  build digital infrastructure and devices is another source of pollution, especially in corporate environments. According to a Forbes survey, the average worker uses more than 3 devices. 

Lastly, even the most basic digital activities have a carbon footprint. For example,  a couple of online searches  per day generates nearly 10 tonnes of CO2 per year ; and the annual carbon footprint of 20 daily emails is similar to a 620-mile drive.

Why digital pollution matters in the business world

When digital infrastructure and online activities are taken together, they account for approximately 4% of all greenhouse emissions. The magnitude of digital pollution highlights the responsibility that businesses have in becoming more aware of consumption and its environmental impact. In an increasingly eco-conscious world, developing this awareness is a real strategic choice.

By taking meaningful action, business leaders can set a powerful example, inspire others to do the same, and build a reputation that sets them apart from competitors.

What businesses can do to minimize Internet pollution

Bringing digital sobriety into corporate culture is one of the most effective ways of reducing the impact of online activities. To achieve this, you can rethink tech use in your company and implement a variety of strategies, such as:

– Encouraging employees to adopt good inbox management practices. This is important to avoid making excessive use of cloud resources, which are estimated to have a bigger impact than the airline industry.

– Creating a no-standby devices policy.

– Keeping emails “light” (no unnecessary cc, being mindful of attachment size, and using plain text instead of HTML emails).

Choosing the right partners for an even bigger impact

In addition, it’s also useful to create a network of partners who share your commitment to digital sobriety. To do this, you can : 

– Choose suppliers who already implement the measures described in the previous section.

– Analyze your supply chain and prioritize companies that share your values (for example, choosing providers of refurbished devices instead of buying new by default).

– Pay special attention to data storage and collaborate with vendors that implement green data storage practices.

– Choose a business intelligence software tool that consolidates all your data while keeping its environmental impact to a minimum.

Strategically choosing your partnerships can elevate the impact of corporate actions created to minimize digital pollution. When you do this consistently to the point that it becomes an integral part of your corporate ethos, you’re helping create powerful networks whose high impact will be felt now and in the future.

We encourage you to contact RetailShake to discover how our business intelligence solutions can facilitate your journey towards more sustainable practices.

Since the end of 2021, an inflationary context has disrupted the entire market economy. This is due to rising energy prices, but also to a misalignment of supply and demand during the post-covid recovery. For purchasing managers and product managers, the subject of price variation is becoming the number one concern. Let’s find out how retailers can deal with this period of uncertainty without tearing their hair out with Retail Shake.

How does the inflationary context impact on retailers’ purchases?

Driven by different crises, the world economy is experiencing a period of inflation that is expected to last until 2024. The cause is energy and raw material costs. The rising costs of these two pillars of the manufacturing industry are having a domino effect on consumer prices.

Retail and marketplace distributors of manufactured products are particularly exposed to these developments. Indeed, although volatility also affects services, consumer goods prices remain particularly exposed to increases.

While in the past supplier-distributor relationships were relatively fixed, today purchasing managers must diversify their supplier portfolio more. In the face of inflation, purchasing managers are therefore required to make their sourcing network more effective.

Price variation of a lamp But on the marketplace Rue du Commerce

Why focus on price monitoring in times of inflation?

In the face of inflation, price monitoring has become even more strategic in the sourcing sector. A detailed knowledge of a product’s prices is now essential. Better still, this parameter plays a role in the ability of buyers to anticipate developments in this period of economic uncertainty. 

During this period, planning remains the keystone for product managers responsible for purchasing and supply. In order to be successful, retailers have to look at different scenarios, with varying degrees of optimism.

In order to implement such projections, buyers need to be able to rely on the evolution of reference prices. By combining this knowledge with that of their own market, they can implement a resilient commercial strategy.

Moreover, knowing the competitive pressure and defining a relevant pricing strategy are strong assets in times of inflation. In this way, price monitoring becomes one of the major levers for anticipating the effects of inflation.

Thanks to its 360° tool and data science, Retail Shake offers instant price indexing of millions of references. With more than 13,000 brands indexed in retail and marketplace, it is the certainty of always having the right information, at the right time.

How does Retail Shake support companies in the price war?

The importance of the time factor in decision-making.

Already important in the past, the speed of decision-making is becoming even more strategic in the context of inflation. In fact, effective sectoral monitoring of the entire market requires rapid information. In the context of price volatility, it is strategic to quickly benchmark any reference.

Confronting inflation with peace of mind thanks to Retail Shake

With this understanding, Retail Shake deploys all its engineering in the service of its application to increase the speed and reliability of decision making. Supported by artificial intelligence, you benefit from results that are relevant and make real sense for your decision-making process.

With Retail Shake, you can face inflation with confidence and guarantee reliable sourcing without the headaches!