Independent Retail 60-Point Diagnostic
Ensure you have a 15-20min uninterruptible space and rate each statement on a 1-10 scale (1=Strongly Disagree, 10= Strongly Agree). IMPORTANT: Do this exercise alone and without consultation of any other owners/managers. Your individual results are critical and will not be shared with anyone else in the business.
Back
Begin Diagnostic
Section 1: Customer Database, Loyalty and Local Reach
Measures how effectively the store turns anonymous shoppers into identifiable customers, encourages repeat visits and maintains direct communication.
1. We have a clear strategy for turning anonymous shoppers into identifiable customers.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
2. Our customer database grows consistently from month to month.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
3. We convert a meaningful percentage of our shoppers into registered loyalty members.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
4. Customers can join our database or loyalty program in less than one minute.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
5. Our team consistently invites eligible customers to join our loyalty program.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
6. Customers have a clear and worthwhile reason to join our database or loyalty program.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
7. Our loyalty program encourages customers to visit more frequently without relying heavily on discounts.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
8. New members receive an immediate welcome and clearly understand how the program works.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
9. We communicate directly with our customers using useful, relevant and consistent content.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
10. We measure registrations, repeat visits, loyalty milestones and communication engagement to understand whether the program is working.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
Section 1: Customer Database, Loyalty and Local Reach
Back
Next
Section 2: Financial Visibility, Cash Flow and Profitability
Measures how clearly you understand what the store earns, spends, owes and ultimately produces for you.
11. Our financial records are accurate, current and available soon enough to support business decisions.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
12. We know the store’s weekly and monthly net sales, excluding GST.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
13. We know the store’s true gross-profit dollars and gross-profit percentage.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
14. We know the store’s operating profit after accounting for all normal business expenses.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
15. Our financial results include a commercial wage for the work performed by the owner.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
16. We know the minimum weekly sales required for the store to break even.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
17. We maintain a rolling cash-flow forecast showing what is expected to enter and leave the bank.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
18. We have clear visibility over upcoming supplier, tax, wage and superannuation obligations.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
19. We compare major operating expenses with an agreed budget and investigate significant variations.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
20. We use a simple financial scorecard to regularly review sales, gross profit, wages, stock, expenses, cash and owner earnings.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
Section 2: Financial Visibility, Cash Flow and Profitability
Back
Next
Section 3: Revenue Mix, Pricing and Margin Growth
Measures whether you are growing the right departments, pricing accurately and protecting gross profit.
21. We track both sales revenue and gross-profit dollars for every major department.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
22. We know which departments contribute the most gross profit, rather than simply the most turnover.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
23. We direct our marketing, shelf space and management attention toward departments with strong profit and growth potential.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
24. Our store has at least one distinctive destination offer that gives customers a specific reason to visit us.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
25. We regularly review our product and department mix based on customer demand, sales volume and gross-profit contribution.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
26. We promptly review selling prices when supplier costs, freight or other product costs change.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
27. Our shelf prices, promotional prices and register prices are consistently accurate.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
28. We evaluate promotions using gross-profit dollars and total basket value, rather than sales volume alone.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
29. We have clear minimum-margin expectations for products, promotions and discounting decisions.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
30. We regularly investigate differences between expected and actual gross margin and take corrective action.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
Section 3: Revenue Mix, Pricing and Margin Growth
Back
Next
Section 4: Stock, Waste and Supplier Performance
Measures how effectively your stock, purchasing and supplier relationships convert invested cash into profit.
31. Our inventory records are accurate and regularly verified through reliable stock counts.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
32. We know the value of stock held at cost and the number of weeks of stock currently on hand.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
33. We regularly identify and act on dead, slow-moving and excessive stock.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
34. We allocate shelf space and product facings according to sales, gross profit and customer demand.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
35. Our ordering processes maintain availability of important products without creating unnecessary overstock.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
36. We consistently record waste, markdowns, damaged stock and other known losses by product and reason.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
37. We investigate recurring shrinkage caused by theft, scanning errors, delivery shortages and stock-control failures.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
38. We regularly review our major suppliers based on total commercial value, not unit price alone.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
39. We accurately track and claim all supplier rebates, promotional support, shortages and credits owed to the store.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
40. Our supplier deals, minimum orders and buying incentives do not cause us to hold more stock than we can profitably sell.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
Section 4: Stock, Waste and Supplier Performance
Back
Next
Section 5: Labour, Leadership and Team Performance
Measures whether your team is productive, accountable and scheduled around the store’s actual needs.
41. Our roster is built around customer demand, deliveries, production requirements and the work that must be completed.
*
Strongly disagree
1
2
3
4
5
6
7
8
9
Strongly agree
10
1 is Strongly disagree, 10 is Strongly agree
42. We regularly monitor total wages and employment costs against an agreed percentage of sales.
*
Strongly disagree
1
2
3
4
5
6
7
8
9
Strongly agree
10
1 is Strongly disagree, 10 is Strongly agree
43. We measure sales or gross profit generated per labour hour to understand team productivity.
*
Strongly disagree
1
2
3
4
5
6
7
8
9
Strongly agree
10
1 is Strongly disagree, 10 is Strongly agree
44. Every team member has a clearly defined role, responsibilities and expected standard of performance.
*
Strongly disagree
1
2
3
4
5
6
7
8
9
Strongly agree
10
1 is Strongly disagree, 10 is Strongly agree
45. Important tasks have clear completion standards so employees know exactly what good performance looks like.
*
Strongly disagree
1
2
3
4
5
6
7
8
9
Strongly agree
10
1 is Strongly disagree, 10 is Strongly agree
46. New employees complete a consistent induction and role-specific training process.
*
Strongly disagree
1
2
3
4
5
6
7
8
9
Strongly agree
10
1 is Strongly disagree, 10 is Strongly agree
47. Our team is sufficiently cross-trained to cover absences, busy periods and essential store functions.
*
Strongly disagree
1
2
3
4
5
6
7
8
9
Strongly agree
10
1 is Strongly disagree, 10 is Strongly agree
48. Supervisors and managers have the authority to make routine decisions without waiting for the owner.
*
Strongly disagree
1
2
3
4
5
6
7
8
9
Strongly agree
10
1 is Strongly disagree, 10 is Strongly agree
49. Performance problems are identified, discussed and addressed promptly rather than allowed to continue.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
50. Our team understands the store’s current priorities, targets and how their work contributes to the result.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
Section 5: Labour, Leadership and Team Performance
Overall Score
Back
Next
Section 6: Systems, Owner Independence and Strategic Execution
Measures whether the store can operate consistently, implement priorities and perform without depending entirely on you.
51. Our essential store activities are supported by clear, documented and repeatable procedures.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
52. Our procedures are current, easy to access and consistently followed by the team.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
53. Opening, closing, ordering, receiving, cash handling, cleaning and food-safety routines are completed to an agreed standard.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
54. Recurring problems are resolved through established processes rather than repeatedly escalated to the owner.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
55. Critical passwords, supplier contacts and operating information are securely available to authorised team members.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
56. Our managers can run normal store operations and make routine decisions without waiting for the owner.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
57. The owner can be absent for two weeks without a significant decline in standards, service or financial performance.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
58. The owner spends meaningful time improving the business rather than constantly covering shifts and solving preventable problems.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
59. Every major improvement project has a responsible person, a deadline and a measurable target.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
60. We use a consistent weekly and 90-day planning process to review progress and complete strategic priorities.
*
Strongly Disagree
1
2
3
4
5
6
7
8
9
Strongly Agree
10
1 is Strongly Disagree, 10 is Strongly Agree
Section 6: Systems, Owner Independence and Strategic Execution
Back
Next
Final Section: Your Details
Name
First Name
Last Name
Email
example@example.com
Phone Number
*
Please enter a valid phone number.
Format: 0000 000 000.
Company Trading Name
*
Position
*
Please Select
Owner, Non-Operating
Owner, Operating
Director
Principal / Licensee-in-Charge
Managing Director
General Manager
Sales Manager
Property Management Manager
Operations Manager
Office Manager
Department Manager
Team Leader
Other Management Role
Should be Empty: