How diagnosis, standardized routines and commercial intelligence raised revenue and unlocked the growth of a strategic category across Casa Verde's 5 stores.
Casa Verde, a supermarket in the Supercop network with five stores in operation, faced challenges in commercial management and purchasing. Routines lacked formal standardization, there was low integration between areas, and commercial decisions were made with little use of structured data.
No standardized processes for purchasing and demand analysis
Difficulty managing the product mix
No structured criteria for supplier evaluation
Low visibility into category performance
Lost sales and margin opportunities
No management indicators to track results
A complete Business Process Management (BPM) project that turned commercial management into a data-driven operation.
Process maturity assessment, macroprocess mapping with the SIPOC method, and redesign of commercial routines with AS-IS and TO-BE modeling, consolidated into Standard Operating Procedures (SOPs).
Structured demand analysis, product-mix management and a seasonality methodology, with performance indicators (KPIs) and management dashboards in Power BI to support decision-making.
Application of the BPM, PDCA and MASP methodologies to sustain the gains over time — making commercial decisions faster, more accurate and aligned with the company's strategic goals.
Process maturity assessment
Macroprocess mapping (SIPOC)
AS-IS and TO-BE process modeling
Structured demand analysis process
Product-mix management
Seasonality analysis methodology
Commercial decision-support tools
Performance indicators (KPIs)
Management dashboards in Power BI
Standard Operating Procedures (SOPs)
Results felt shortly after the new commercial processes stabilized.
After a dip in April, consolidated revenue across the 5 stores recovered and grew +7.2% between April and May.
Consolidated revenue of the 5 stores (R$ millions).
The household bleach category was chosen as a pilot to validate the new management model. The results were striking.
Pilot category units sold (household bleach).
| Indicator | April | May |
|---|---|---|
| Units sold | 11,834 | 16,641 |
| Category revenue | R$ 26,895 | R$ 34,282 |
| Growth | +40.6% units · +27.7% R$ | |
Growth of approximately 27.7% in category revenue after aligning the commercial processes.
Standardized commercial processes
Better product-mix management
Data-driven purchasing decisions
Greater control over strategic indicators
Reduced waste and stockouts
Better supplier relationships
Greater competitiveness across categories
Higher sales and profitability
Here the bottleneck was the purchasing decision: with no defined routine and no organised data, the company bought on instinct and lost sales and margin. That is why the tools were process mapping, indicators and Power BI dashboards. In another company the bottleneck may be in inventory, finance, production or customer service. The tool changes; the method stays the same.
We map the process, find the step that costs the most or holds back results the most, and design the solution for that step, with the team you already have. What matters is not the diagnosis or the dashboard itself: it is selling more, spending less and deciding faster.
If there is a step in your process that holds back results, it can most likely be redesigned. Tell us which one, and we will design the solution.
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