I’ve run nothing, but a friend of mine was a Pizza Inn manager and talked a bit about it, albeit in the late 80s / early 90s.
But the attitudes I’ve seen from managers suggests at an anecdotal level they don’t know that much and don’t care. They penny pinch in the wrong places, often developing the reputation that their own establishment has mean, miserly policies. Maybe, if their margins are that low, like it’s Walmart, this is necessary.
Still, there’s a lot of focus by companies on loss control than there is by making their places welcome enough to bother shopping there; this figures into the recent Walgreens franchise culling in San Francisco.
The focus of my own studies (as a game dev) had been about crunching in AAA game development, which is still done even though it has the opposite effect as intended (specifically, hurrying up production to meet a deadline. Crunching starkly slows development). Managers of billion-dollar projects are willing to be stupid in the face of data-driven policy; the cruelty is sometimes the point. Among the convenience store managers I’ve encountered, they don’t look at or care about the data.
I’ve run nothing, but a friend of mine was a Pizza Inn manager and talked a bit about it, albeit in the late 80s / early 90s.
But the attitudes I’ve seen from managers suggests at an anecdotal level they don’t know that much and don’t care. They penny pinch in the wrong places, often developing the reputation that their own establishment has mean, miserly policies. Maybe, if their margins are that low, like it’s Walmart, this is necessary.
Still, there’s a lot of focus by companies on loss control than there is by making their places welcome enough to bother shopping there; this figures into the recent Walgreens franchise culling in San Francisco.
The focus of my own studies (as a game dev) had been about crunching in AAA game development, which is still done even though it has the opposite effect as intended (specifically, hurrying up production to meet a deadline. Crunching starkly slows development). Managers of billion-dollar projects are willing to be stupid in the face of data-driven policy; the cruelty is sometimes the point. Among the convenience store managers I’ve encountered, they don’t look at or care about the data.
Believe what you need to believe, though.