Right from the start, most of the processes and procedures were different from those in the Jelmoli Group: manual and cumbersome. Each week over 2,000 Excel pages were printed out, updating and adjusting the previous week‘s purchasing quantity to determine the current week‘s purchasing. Results were then manually entered into the systems again.
Fixed structures such as seasonal articles, sales targets, sales commissions, warehousing and much more did not exist. Instead, everything was at the discretion of the respective manager. Taken together, all these manual processes were also personnel-intensive. The entire organization was thus cost-intensive, error-prone and losses were incurred due to insufficient data or simply bad decisions. There was virtually no process automation. In short, Jelmoli had to bear all the burdens that had brought down the Jelmoli Group.