Cutting weekly stock check from days to 10 minutes
A furniture brand had two people spending most of a day each week opening partner websites to record what was in stock. Atlo's daily monitoring replaced the manual check. It now takes 10 minutes, covers more partners than before, and gives back 12 hours a week per person.
Three outcomes that defined the change
Outcome 1
12 hours saved per week, per person
Manual partner-site checking replaced automatic flow.
Outcome 2
10 minutes instead of days
The weekly check is now reading a report and acting on it.
Outcome 3
Key account management at scale
With the automatic flow, additional partners could be handled in more detail.
The challenge
Every week, two people on the sales team opened partner websites one by one, searched for each of the brand’s products, and recorded stock status in a spreadsheet. It took most of the day or sometimes days, when doing bigger analyses.
The data was stale before it was finished, the spreadsheet was only as accurate as the last person to update it, and the work scaled linearly with the partner list. Adding partners meant adding hours, so the list stopped growing.
It was also the least valuable work on the team, done by the people who should have been talking to buyers.
The approach
We mapped the product listings once, per partner, so the brand knew exactly which products each partner carried.
Atlo then checked those listings daily and delivered one report: stock coverage per partner, price index against recommended retail, and the products worth reordering. The report links straight to an order proposal, so finding a gap and acting on it are the same step.
The only work left is judgement. Which partners to chase, and what to offer them.
The impact
The weekly check takes 10 minutes and covers every partner rather than the ones there was time for. That is 12 hours a week back per person.
Two things came out of it that the brand had not asked for. Price drift became visible within days, so partners discounting below the recommended price were known about rather than discovered later. And the coverage data made the case for dropping four partners who had not reordered in a year.
It was most of a day every week, copying numbers into a spreadsheet. Now, we can actually spend time with our customers and talk strategy.
Cutting weekly stock check from days to 10 minutes
A furniture brand had two people spending most of a day each week opening partner websites to record what was in stock. Atlo's daily monitoring replaced the manual check. It now takes 10 minutes, covers more partners than before, and gives back 12 hours a week per person.
Three outcomes that defined the change
Outcome 1
12 hours saved per week, per person
Manual partner-site checking replaced automatic flow.
Outcome 2
10 minutes instead of days
The weekly check is now reading a report and acting on it.
Outcome 3
Key account management at scale
With the automatic flow, additional partners could be handled in more detail.
The challenge
Every week, two people on the sales team opened partner websites one by one, searched for each of the brand’s products, and recorded stock status in a spreadsheet. It took most of the day or sometimes days, when doing bigger analyses.
The data was stale before it was finished, the spreadsheet was only as accurate as the last person to update it, and the work scaled linearly with the partner list. Adding partners meant adding hours, so the list stopped growing.
It was also the least valuable work on the team, done by the people who should have been talking to buyers.
The approach
We mapped the product listings once, per partner, so the brand knew exactly which products each partner carried.
Atlo then checked those listings daily and delivered one report: stock coverage per partner, price index against recommended retail, and the products worth reordering. The report links straight to an order proposal, so finding a gap and acting on it are the same step.
The only work left is judgement. Which partners to chase, and what to offer them.
The impact
The weekly check takes 10 minutes and covers every partner rather than the ones there was time for. That is 12 hours a week back per person.
Two things came out of it that the brand had not asked for. Price drift became visible within days, so partners discounting below the recommended price were known about rather than discovered later. And the coverage data made the case for dropping four partners who had not reordered in a year.
It was most of a day every week, copying numbers into a spreadsheet. Now, we can actually spend time with our customers and talk strategy.
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