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QlikView Customer Snapshot – VIP Auto
Technology Category
- Analytics & Modeling - Real Time Analytics
Applicable Industries
- Automotive
Applicable Functions
- Sales & Marketing
- Business Operation
Use Cases
- Real-Time Location System (RTLS)
- Supply Chain Visibility
Services
- Data Science Services
The Challenge
VIP Parts, Tires & Service, the largest privately owned US automotive aftermarket retail chain, was facing several challenges. The company wanted to replace its one-dimensional merchandising hierarchy reporting with multilevel merchandising and business unit views. They were also struggling with integrating disparate data from multiple systems. The company was seeking to increase the visibility of operational KPIs throughout the organization. The company's sophisticated business footprint spans retail, wholesale, fleet, and commercial divisions, making it crucial to have a comprehensive and integrated view of all operations.
About The Customer
VIP Parts, Tires & Service is the largest privately owned automotive aftermarket retail chain in the United States. The company has 56 locations spread across Maine, New Hampshire, and Massachusetts. VIP Parts, Tires & Service has a sophisticated business footprint that spans retail, wholesale, fleet, and commercial divisions. The company operates in the automotive aftermarket industry and is known for its extensive range of services and products.
The Solution
To address these challenges, VIP Parts, Tires & Service deployed QlikView to 140 senior, departmental, and district manager users across six functions in the US. The solution was used for executive analysis to increase the visibility of operational KPIs and consolidate data from all parts of the organization into a single QlikView. For sales analysis, QlikView was leveraged to use POS data in new ways such as ranking sales by vehicle type down to SKU level and tracking/analyzing sales rep performance. The solution was also used for marketing analysis to analyze merchandising and dealer services for customer purchasing patterns. Operational analysis was done to track store performance down to the technician level. Supply chain analysis was performed to track inventory turns and Gross Margin Return on Investment (GMROI) by SKU (or any aggregate based on item hierarchy). Lastly, payroll analysis was done to consolidate payroll reporting and manage payroll performance from a holistic view of the enterprise.
Operational Impact
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