Qualitative Analysis Paper

The importance of evaluating qualitative and quantitative information and incorporating the relevant data into the daily operations can create organizational sustainability. When it comes to business, it's critical to evaluate not just the numbers or metrics (quantitative), but also the information that tells you the why, when, or how a customer shops and determines what their purchase will be (qualitative). As a manager, it's a vital asset to receive customer service reports on a monthly basis, as they provide both forms of information and can help drive key metrics such as margins, sales, customer counts, and average ticket (quantitative). However, this information is aided by the fact that you can determine or target a customer based on

their demographic or profile. This pertains to their age, gender, income, and other various forms of qualitative information. Typically, a customer service report will have a set of scores based on questions such as "rate your customer shopping experience" or "friendliness of store staff" and "would you recommend us to a friend". The quantitative data is pulled from the response of the customer (scores & category specific) and provides a broad basis of the experience they received; additionally, it allows a section for comments on their experience and suggestions to improve the business (qualitative).
During my tenure with PetSmart, A.C.

Moore, and Total Wine I have analyzed, planned, and measured the critical importance of both forms of information. I developed the competencies, skills, and abilities associated with knowledge, understanding, and application skills while working for C.V.S and Lowe's. The customer service report , employee engagement survey, P&L report, and margins report produced qualitative and quantitative information; these were facilitated to the stores on a daily, weekly, monthly, and annual basis. The customer service report and employee engagement survey had both forms of information, as they scored specific criteria and allowed personal responses. The P&L and margin report only gave structured information on the numbers, which is solely quantitative information. The difference between the two forms of information is that qualitative is unstructured, non-numerical form, and observed data that can not be measured; quantitative information can be measured, is structured, and can be interpreted easier. On a monthly basis, I would review the customer service report and take the following actions:
Listed the critical aspects of qualitative and quantitative information. This created a unified process and an organizational goal to achieve or provide a higher level of service to the consumer, it also created awareness for the store

team.
Identified and described key components of the report to my team in order to drive key metrics; failure to understand or explain the critical aspects will negatively impact the customer shopping experience and lead to poor performance.
Constructed a goal at the store level, and illustrated both forms of information to the team, in order to gauge associate feedback on the subject matter. Interpreted the information and employed different strategies to address the opportunities in performance.
Analyzed the category performance and customer responses of the service report to distinguish a plan of action. Examined the benefits of each option and tested their possible contributions to improving the store service levels.
Constructed a plan based on the collected, assembled, and arranged data from the report. The management team formulated an opinion on the created plan and its key drivers to establish if the plan has been successful or needs appropriate changes.
Compared the plan to previously submitted plans in order to judge, justify, and revise based on relevant research. Support the plan by persuasively communicating it to associates during daily huddles, one-on-one conversations, IDP's, and role plays.
Another report that embodies the definition of quantitative information is the P&L report.

This report focuses on numerical values and categorizes information, which makes it easy to understand and identify opportunities. The drawback is that it does not give you the "why" or the specific issue behind the number. This requires that you identify the issue and determine the root cause. When reviewing the P&L report a category that is emphasized is controllable expenses, which has a subcategory of payroll and requires consistent monitoring to ensure efficiency, productivity, and accuracy when conducting the operations of the business. They way I reviewed the quantitative data from the P&L is by extrapolating information from key areas and researching the problem to determine the root cause; the steps listed below outline the process:
Listed the areas of opportunity and underlined the possible issues causing the deficiency.
Recognized the numerical value of category specific information and how its quantitative data applies to the operations of the business.
Applied the research to determine the root cause of the problem, and illustrated the quantitative information to my management

team.
Analyzed possible solutions to the prevent problems from reoccurring, compared and contrasted store performance to local stores, and questioned why the associates were not following their scheduled shifts.
Constructed a plan with preventative measures by requiring an associate to see a manager if they punch in "early" or out "late", and collected, assembled, and arranged payroll reports to determine violations of the implemented policy.
Supported the plan by following up on payroll daily and communicating the results to the store team. Measured the effectiveness of the plan by reviewing the P&L category "payroll" on a monthly basis to ensure company compliance. Interpreted the results to judge and justify the construction and implementation of the plan to senior leadership.
Over the course of my career, I have analyzed the following reports and surveys for qualitative and quantitative information: employee engagement surveys, items not on file reports, customer service reports, P&L's, margin reports, customer special orders, staffing reports, customer loyalty and retention reports, and payroll reports. The information extracted from these reports have allowed me to construct and implement plans to improve financial performance, customer service, employee performance, merchandising standards, and store operations. I was able to measure the progress of implemented plans by utilizing assessment tools, reviewing organizational reports, and gauging customer and associate feedback on specified measures. I learned the critical thinking skills involved with processing qualitative and quantitative information through organizational materials, district training sessions, leadership weeks, computer modules, and reviewing financial reports and engagement surveys. This training occurred during my employment with PetSmart and A.C. Moore. In addition, I read the following books "Strength Finder 2.0", "Who's Got Your Back", and "How To Talk To Anyone"; furthermore, I watched DVDs and YouTube videos on ways to communicate effectively. I learned the following competencies in my experiences: developing direct reports and others, action oriented, planning, self- development , customer focus, integrity and trust, interpersonal savvy, and problem-solving. In addition, the following skills and abilities were acquired:
Skills Acquired:
Holds developmental conversations with team members and encourages their development through coaching, improvement plans, and supports them with necessary feedback.
Addresses the problems or challenges with a sense of urgency, and coaches the management team to do the same.
Vision to align with company goals through strategic analysis and implementation of created plan, including adjusting or revising when appropriate.
Takes initiative to develop self through developmental activities, and seeks clarification when needed.
Views the problems or situations through the customers eyes and works to improve the level of service across all departments; and works with other store managers to improve processes and policies to filter up to store support.
Creates and improves existing relationships through cohesion and working with team members to achieve organizational goals.
Drives profit and margins by addressing problems not just within the four walls, but incorporating new innovative strategies to assist throughout the company. Does not accept the first answers received and focuses on root analysis.
Abilities Acquired:
To develop actionable plans to achieve a goal or performance standard.
To create or implement organizational change for customer profiles and service.
To build effective leadership teams in order to drive our brand.