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Networks and franchises

Each location has its own context. Leadership needs a shared view.

Reporting from the network down to an individual branch. Roles, KPI definitions and local calendars connect analysis with responsibility.

Discuss my project

The challenge

Head office assembles separate reports while comparisons mix periods, locations and revenue definitions.

What we can measure

  • Network and branch performance
  • Comparable periods
  • Source quality and freshness
  • Plan execution and accountability

Where to start

Data and reporting audit

Networks with 3–30 locations: beauty, restaurants, fitness and services.

from 990 PLN net
Explore the scope

Starting prices for a limited scope. The final quote depends on processes, integrations and data. Scope, timing and third-party costs are agreed before work begins.

  1. 01Branch data
  2. 02Shared definitions
  3. 03Comparisons and exceptions
  4. 04Owner and task
Solution map. It illustrates scope, not client financial results.

Case studies

Hospitality · restaurant group

Restaurant brands connected to operations and analytics.

Delivery map
  1. Brand websites
  2. ERP / CRM
  3. Sales and marketing
  4. Dashboard and mobile
What was built

Beauty · marketing and operations

Marketing strategy connected to day-to-day commercial work.

Delivery map
  1. Strategy
  2. Commercial process
  3. Marketing calendar
  4. Dashboard
What was built

International network · strategy and operations

Procedures, CRM and marketing data in a shared management model.

Delivery map
  1. Processes and procedures
  2. CRM / Bitrix
  3. Meta · Google · CRM
  4. KPIs and BI prototype
What was built

Related solutions

Custom CRM and ERP

Connect customers, tasks, operations and data in one workspace. Start with processes and responsibilities, then define the features.

Explore the scope

Analytics and Business Intelligence

Connect sales, customers, marketing spend and locations. Move from a changing metric to the records that explain it.

Explore the scope

Business and operations strategy

Clarify responsibilities, processes, KPIs and the marketing plan. Technology supports an agreed operating model and business goals.

Explore the scope

Products

Planerix REST

The whole restaurant. A more useful view.

Restaurant intelligence that brings together performance, guests, bookings, team activity and everyday decisions.

Explore the product

Demo screens from my own products. Implementation scope is agreed for your business.

Discuss my project

Tell me about your business

How does the process work today, which tools do you use and what needs to change? This gives us a basis for the first step.

  1. DiscoveryA map of current processes, problems and data sources.
  2. StrategyThe target operating model and change priorities.
  3. ArchitectureRoles, modules, integrations and acceptance criteria.
Your starting pointNetworks and franchises

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Before we start

Does the audit commit me to an implementation?

No. You receive the agreed findings and recommendations. Implementation is a separate scope you can evaluate before deciding.

Do we need to replace all existing systems?

Not necessarily. We first review APIs, exports, data quality and constraints, retaining tools that already work well.

How are timing, hosting and support agreed?

After defining the scope, we agree stages, dependencies and acceptance criteria. Hosting, code rights, licences and support are set out in the proposal and contract.