case history

Supermercati Tosano

Supermercati Tosano since the' 70s has been one of the main representatives of Organized Distribution in the territory between the Provinces of Verona, Vicenza and Mantua, distinguishing itself for a commercial policy of product quality and very competitive prices.

The company, in the mid two thousands, started a path of growth characterized by the development of turnover, both with network parity as well as new openings. They made a very important commercial choice, accomplishing a food-only hypermarket format, with a very wide and far-reaching offer, continuity in offering very low prices and absence of promotional activities, thus obtaining immediate consumer-appreciation. In this way, the company, conducted by a management model that focused on very precise ideas and with very fast decision-making lines, needed to have new tools and models to support  commercial governance and control of the Network, creating the management control function from scratch.


Supermercati Tosano chose E3, Dialog Sistemi’s Business Intelligence and Data warehouse platform, considering the following as strengths to the solution: 

  • Dialog Sistemi’s consolidated experience in the retail sector. 
  • The possibility of having a Report and Analysis Set, widely customizable directly by the user, also usable with a Web interface. 
  • Technology capable of acquiring, analyzing and integrating the various corporate information sources into a single Repository. 
  • The ease of use that enables the rapid development of Business Intelligence Applications and the management of Corporate Performance. 
  • The availability of ready-to-use applications.

Thanks to the Business Intelligence E3 Platform Software, a very specialized application was developed along with organizational models, for the control and governance of the commercial area, distribution network and human resources area.

Commercial Area
  • The supply a very detailed Repository with sales data line by line per receipt, and all cargo handling logistics
  • Full costing of sales with a multi-level margin that takes into account, both the purchase conditions linked to the order, and the contracts at the end of the year that determine retroactive updates.
  • Activation of the reporting, on a daily basis and with particular weekly attention, on the monitoring of profit margin differences (weekly comparison closed with the previous week and comparison of weekly and monthly trends with the previous year)
  • The reasons for the differences in profit margins are weekly brought to the buyer’s attention to assess whether to intervene on the conditions of purchase or to revise the price to the public.
  • Monitoring of premium advancement in relation to the suppliers and formulation of the commercial budget.
  • Daily check of store operations (e.g. known inventory differences, local vaults, promotion campaign activations). Every three or four weeks, the process of new department scales and the overall inventory differences are determined by comparing the theoretical profit margin to the actual profit margin.
  • Assortment checks at the beginning of each week based on sales and purchase data from the previous weeks, to guarantee reassessment for the Saturday, paying particular attention to high rotating products, involving both inspectors and shop managers.
  • Commercial reports both directional and in the sales area distributed at different intervals, from weekly to monthly.
Human Resource Area
    • Daily collection of employee attendance data per person and cost center.
    • Monthly data acquisition relating to labour costs per employee and cost item processed by the payroll companies providing the service.
    • Daily determination of temporary agency work costs based on details of shop attendance and tariff agreements with temporary employment companies.
    • All this enters an allocative process that determines the labour cost per store/department on a day/week/week/month basis.
    • Delivery of all reporting services:
    • daily productivity per store/department, sent to inspectors by 10:00 a. m. the following day; vacation check, overtime and different indicators for the Human Resources office.
    • Productivity and monthly costs for sales and general management

    The company has achieved a steady increase in profitability and productivity over the last 10 years with increasingly better sorted stores. The management control function was also strengthened from an organizational point of view.

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