• Despite the turnover growth in 2012 and 2013 (+10% in 2 years), the company's results have not increased. The labor costs are high, representing in 2013 more than 3.6M€, that is 48% of the turnover.
• The growth and contribution to the global turnover vary depending on the type of products.
• The operational performance gab between the different points of sale is wide and the quality of management is very heterogenous.
• There are few performance indicators for production and selling points.

• Increasing turnover by 10% at constant labor costs.
• Improving customer satisfaction.
• Implementing a control framework (based on KPI).
• Finding the most appropriate governance structure for the company.
• Reducing the financial risks and financially fostering the company's development.

Implementation of 5 workstreams to achieve the project objectives

A -  « Boosting the sales » workstream: identifying good practices, strengthening data reliability and increasing orders, while supporting change.

B - « Finance » workstream: financial follow-up (tool) and cost price (data analysis and creation of recipe cards).

C - « Shop and offer marketing » workstream: pricing strategy (benchmarking, prices analysis and adaptation), rationalization of the range of products and review of the commercial offer.

D - « Organization and HR » workstream: developing an adequate HR process, reshaping the organization of the shops and supporting recruitment.

E - « Corporate Identity & Communication » workstream: implementation of a new Corporate Identity.