This study will help the retailer identify action steps that could increase sales and customer satisfaction and demonstrate the methodology using proprietary data from a large retailer with over 500 stores . Interestingly, retailers have been administering surveys to their customers for many years to measure both their overall level of satisfaction and their opinion of various details of the in-store experience. Many of the detailed questions are about running the store. For example: "Did you find what you were looking for?" is a frequently asked question directly related to the missing inventory issue noted above. It is therefore natural to consider using this data to better understand issues related to store execution, including what factors influence the quality of execution and what the impact of execution is on the output variables of interest to the retailer, such as sales and overall customer satisfaction. This paper reports an attempt to do so using proprietary data obtained from a large retail chain with over 500 stores. Data is monitored monthly at the store level for a 17-month period and includes Say No to Plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay1) Data on the performance of financial stores, including sales, number of transactions and number of units sold,2) Results of ongoing customer satisfaction surveyWhich uses a variety of questions to measure, during a particular visit in-store, a customer's overall satisfaction and their perception of various aspects of their experience that may have influenced their overall satisfaction? They analyzed this data to discern 1) Sales 2) Overall customer satisfaction and 3) The percentage of customers who answered “yes” to the question “Did you find everything you were looking for?” Evaluation of employee knowledge; overall customer satisfaction is primarily determined by the customer's perceived visual merchandise, paycheck level, customer rating of employee knowledge, and checkout efficiency; and sales are driven primarily by actual inventory, overall satisfaction and compensation levels. Retailer Strategy and Modernization Retailer G/S strategy refers to the number and variety of product categories a retailer chooses to offer to its customers and is also known as assortment decision breadth. It differs from decisions regarding retail assortment depth, which refers to the number of individual items offered within each category. The G/S decision is an important strategic component of a retail concept and helps position a retail store in the mindspace of consumers' retail alternatives. General retailers offer a diverse assortment of different product categories. Their outlets act as one-stop shops and guarantee shoppers corresponding savings in terms of time and effort. This is especially important for so-called "cart shoppers" looking to purchase items from multiple product categories. Gagliano, Hathcote227 States that specialty retailers generally offer a uniquely positioned retail brand within a specific, well-defined product category ―space‖ supported by curated items, retail service and professional information. They also claim higher sales margins than specialty retailers―presumably they arise from providing new and different merchandise and offering a more pleasant shopping environment‖. These differences between generalists and specialists mean that each retail format is best served by a basket of different internal organizational skills and operational know-how. In particular, this study proposes that the two differ in terms of the degree of operational flexibility and diversity, coordination capacity and degree of internal decentralization of the decision-making process. Because general retailers offer several unrelated product categories, they can contract or expand several product lines while still operating basic retail concepts. Specialty retailers that depend on specific product lines can jeopardize their overall retail concept whenever their specific product lines cannot survive profitably. This implies that generalist retail embodies a lower risk strategy in terms of strategic survival than specialty retail. Kinsey and Senauer228 highlighted the fact that to maintain product category diversity, general retailers must smoothly and efficiently manage and coordinate multiple supply channels and have strong logistics and marketing capabilities to support this. Smith and Agrawal229 discussed that specialists carrying only one or a few product categories need to manage fewer and simpler supply channels and channel flows and do not need such extensive coordination capabilities. Gates and Egelhoff 230 highlight the fact that organizational research has shown that increasing complexity of an organization leads to decentralization of decision making within Generalist retailing, which involves managing multiple product categories, is expected , will be more complex than specialty retail of similar size and global reach. Individual managers in generalist retail organizations must make decisions related to many different product lines and consider their potential interactions. Therefore, they must be self-sufficient and capable of making independent decisions, which requires decentralization of decision-making within the organization. Sully De Luque231 believes that the aforementioned differences in organizational cultures and competencies requiring retail generalists versus specialists imply that if national cultural values ​​influence organizational cultures and competencies, then different national cultures may also influence the selection of different retail format strategies. Avoiding uncertainty is an important national cultural value. This dimension describes the extent to which ambiguous situations are perceived as threatening to individuals. Societies characterized by high uncertainty avoidance feel threatened by uncertain, ambiguous and unstructured situations. In the 21st century, many large-scale retailers operate outside their home countries. The Uppsala school of incremental learning suggests that as companies increase their international experience, they gain more information and confidence and their organizational culture and practices can be expected to change. This may influence the effect of the cultural values ​​of a retailer's country of origin on retail strategy. Findings and Suggestions Recommendations Ø Regular checks lasting half an hour can be done by keeping records near the billing counters every day to help build a good relationship and increase.