Governor’s Office of Management and Budget releases initial DABC findings

SALT LAKE CITY (August 27, 2015) – The Governor’s Office of Management and Budget has released the highlights of the Department of Alcohol Beverage Control (DABC) 30-day work plan to improve the retail service experience and work environment.

Strategies were released in three key areas based on an extensive review of all 44 stores and interviews with more than 70 employees. Today’s analysis is one of three, which will be released from a 30-, 60- and 90-day process. Initial, and future strategies, will continue to be developed in concert with the Governor’s Office of Management and Budget and DABC management.

The DABC and associated retail stores must meet multiple demands including statutory compliance requirements, satisfying customer demand and creating a positive experience for customers and employees. Throughout its history, DABC has worked to improve operations through internal and external reviews addressing changing compliance requirements and consumer demand. Recently, DABC has made tangible progress in many areas, including developing a product knowledge course for employees and reducing out of stock items in stores. However, like any organization, there is always an opportunity to improve.

The following are the initial actions to be implemented in three key areas:

  • Improved communication and trust between DABC management and individual stores
  • An increased emphasis will be placed on the training role of regional managers to better enable the front-line staff to meet store demands
  • Store personnel will assume an increased role with inventory management
  • Part-time staff will receive additional training and increased responsibilities
  • A specific mechanism will be implemented to support employee suggestions and feedback

Improved processes to meet customer demand

  • Leverage Theory of Constraints inventory management practices to refine the process for reducing product shortages and overages
  • Acceleration of existing programs and initiatives to clear out slow moving products and replacing them with new or introductory items
  • Exploring the possibility of specialized product inventory stores where feasible
  • Further refinement of special ordering processes to better meet demand while also protecting against orders not being picked up by the customer and/or left unpaid
  • Further refinement of policy, process, and equipment changes in support of a faster purchasing experience while reducing the risk of selling to under-age customers

Improved customer service

  • Engaging store managers in the establishment of staff performance metrics, measurements, expectations and staff development
  • Further refinement of the existing customer satisfaction measurement system
  • Continued interaction with vendors (restaurants, restaurant associations, etc.) to identify ways to improve the customer experience and meet demand