Retail store performance that reaches the floor, not the classroom
Imona gives store teams a shift-level view of where they stand and what to do next, on the phone in their pocket, with store-versus-store standing that retail teams already understand.
| # | Store | Period target | Change |
|---|---|---|---|
| 1 | Store 214 — Ankara | 107% | +4 |
| 2 | Store 118 — İzmir | 103% | +7 |
| 3 | Store 302 — BursaYou | 99% | +11 |
| 4 | Store 176 — Antalya | 91% | -2 |
- Store visit shared
A store team is handed a monthly number and no route to it. They work in shifts, on their feet, without a desk — and every tool you own assumes a person sitting at a computer with an hour to spare.
A monthly target is not something anyone can act on
The number arrives, the month runs, the result appears. Nobody on the floor can tell on a Wednesday whether the shift is ahead or behind, so nobody changes anything on the Wednesday.
Central training does not reach a deskless team
You publish a module. It assumes a laptop, a login and twenty uninterrupted minutes. A store team has none of those, so completion is either fake or absent.
The spread between your best and average seller is large and stable
On a considered purchase the difference between a strong and average conversation is worth real money, repeated every day, and no amount of range training has moved it.
Store managers have no daily lever
They have a target, a rota and a floor. Between the target and the behaviour there is nothing, so they manage by presence and hope.
2,000 sales representatives across a national store network
İstikbal, part of Erciyes Holding, runs Imona across 2,000 store floor and sales team members. Furniture is a considered purchase decided by the conversation on the floor, which makes it a hard test of whether a performance layer actually changes behaviour rather than just reporting it.
İstikbal — 2,000 sales reps
Deskless retail teams, reached on the floor rather than in a classroom.
Metrics you already report, as actions people can take today
Retail already measures the right things. What is missing is a route from the store P&L line to what a specific person does on a specific shift.
Conversion rate
Work the qualifying question set on every floor conversation this shift
Behaviour target rather than an outcome target, because the behaviour is what the seller controls
Attach / add-on rate
Learn the pairing for the featured range, then attach on five sales
Knowledge task gates the live target
Average basket value
Complete the trade-up conversation route, then apply it on the showroom feature set
Scenario practice followed by a live target on the same range
Range knowledge
Clear the current-range check before the campaign starts
Two-minute mobile tasks sized for a break, not a classroom
Showroom standards
Complete the opening and merchandising checklist
Checklist task type, logged per shift rather than audited monthly
Shift target progress
Team goal for the shift, visible from the floor
The daily lever the store manager did not previously have
Your shift
Store 302 · Bursa · Saturday floor- Qualify before you quotelive5/8Conversion behaviourIn progress · 100 XP
- Attach: mattress protectionlive1/5Attach rateIn progress · 140 XP
- New sofa range checkquiz1/1Range knowledgeComplete · 60 XP
- Opening standardschecklist1/1Showroom standardsComplete · 40 XP
A mentor for a workforce that has never had one.
The mentor tells a store seller which single range they lose most conversations on and gives them one two-minute scenario for it before the weekend floor. A regional trainer visits that store twice a year; the mentor is there on Saturday morning.
The mentor tells a store seller which single range they lose most conversations on and gives them one two-minute scenario for it before the weekend floor. A regional trainer visits that store twice a year; the mentor is there on Saturday morning.
Store managers see shift-level progress against the target and which sellers are drifting, in time to say something during the shift rather than at the monthly review.
For managers: Store managers see shift-level progress against the target and which sellers are drifting, in time to say something during the shift rather than at the monthly review.
What buyers in this workforce ask before they book
Our store staff have no company device and no email address.
The platform is mobile-first and runs on personal phones with nothing installed. Where an email address does not exist, participants can be provisioned against an employee identifier from your workforce system instead. This is the normal case in retail rather than the exception.
We run shifts, part-timers and seasonal staff. Targets will be unfair.
Missions are scoped to a shift, and standing is normalised for hours worked so a part-timer competes on rate rather than on volume. Seasonal staff enter an abbreviated induction route rather than the full progression.
Our store managers are already overloaded. This cannot be more admin.
Store managers do not author anything and do not chase completion. They get a shift-level view of progress and drift. Mission authoring sits centrally, and with the AI Game Designer a head-office trainer describes a task in plain language and publishes it live in one click.
Will individual ranking of shop-floor staff pass our works council?
Individual public ranking can be turned off entirely. The common configuration in Europe is store-versus-store standing shown publicly with individual progress visible only to the seller and their manager. Agree the configuration with your works council before launch — the store-level frame is usually the one that clears consultation.
How does it connect to our POS and rota systems?
Through the 300+ open APIs. Imona reads sales, attach and transaction data from POS and shift patterns from your workforce management system, then writes progress back. It does not sit in the transaction path.
Two-minute tasks sound trivial. Will they change anything on a considered purchase?
The task is the delivery mechanism, not the intervention. What changes behaviour is that the seller practises the specific objection they personally lose on, repeatedly, immediately before the shift where it matters. İstikbal runs this across 2,000 sales reps on exactly that kind of purchase.
A controlled rollout, not a big-bang launch
Days 1–30
One region, one shift rhythm
- Connect POS sales and attach data plus rota data from workforce management
- Build the shift mission set for a single region with your own metric names
- Agree the works-council position on individual versus store-level visibility
- Launch to a pilot store group with a matched control group
Days 31–60
Range knowledge and mentor layer
- Add range-knowledge journeys tied to the campaign and product calendar
- Turn on mentor guidance based on each seller's own conversion pattern
- Give store managers the shift progress and drift view
- Add the abbreviated induction route for new and seasonal staff
Days 61–90
Network-wide
- Extend to remaining regions with per-format mission sets
- Move authoring to your retail training team via the AI Game Designer
- Review pilot versus control and set the standing metric set
Short answers for search and procurement
Does Imona work for deskless retail staff without company devices?
Yes. The platform is mobile-first, runs on personal phones with nothing installed, and can provision participants against a workforce-system employee identifier where no work email exists.
How are part-time and shift workers ranked fairly?
Missions are scoped to a shift rather than a month, and standing is normalised for hours worked so part-time staff compete on rate rather than volume.
Which retail deployment can Imona reference?
İstikbal, part of Erciyes Holding, runs Imona across 2,000 store floor and sales team members.
Book a 30-minute retail walkthrough
We will use your store formats and your target structure, on a phone screen.
- We use your metric names and your org structure, not a generic demo tenant
- You see the level map, the mission board and the mentor guidance for your workforce
- You get the security and integration answers in the same call, not in a follow-up
- 30 minutes. If it is not relevant in the first five, say so and we will stop.