Industry: Retail | Region: Central Asia | Size: Large | Focus: Business Intelligence & Data Governance

Situation

Our client, one of the largest Central Asian food retail chains with 70+ hypermarkets, was not short in data. Reporting covering the previous day’s sales, margin, inventory and losses was generated every morning at 9:00 and drilled down to the finest level of detail. The data was all there, yet it wasn’t driving better decisions. The company was suffering from negative bottomline 3 years in a row.

Challenge

​A review of the organization’s data practices revealed four critical gaps:

• Incomplete data undermined trust in the report.

• Information overload left the CEO manually sifting through thousands of lines.

• No data ownership meant figures were challenged in executive sessions with no one ready to answer.

• Inconsistent interpretation turned meetings into debates about the numbers rather than decisions.

Solution

​We introduced a set of data governance and BI measures designed to turn existing data into actionable insight:

• Electronic day-closing checklist for nearly 400 cashiers, ensuring consistent end-of-day data entry.

• One-page (and only) operational summary within the daily report, with full drill-down on background.

• Strategic dashboard for executives, limited to core indicators and KPIs tied to current goals.

• Data stewards who verify and explain every exception before it reaches decision-makers.

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Data governance, process design, advanced analytics, business intelligence, change management

Results

• Morning data completeness rose from 33% to 75%, and still improving.

• One shared dataset for the whole management team now ensures ONE NUMBER approach.

• Executive sessions focused on decisions, with deviations already verified and explained.

• The company has finished the year with positive bottom-line.

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☑︎ Data governance ☑︎ Process design ☑︎ Advanced analytics ☑︎ Business intelligence ☑︎ ONE NUMBER approach ☑︎ Change management