Standup CIONET! #11 z Tomkiem Blicharskim

In one sentence, it means making business decisions strictly based on data. That's the most important thing. Any experienced businessperson knows how decision-making has changed. It used to rely on business sense and instinct. Now, that still counts, but without data, it's hard to compete, especially in a market like ours where margins are low and competition for customers is intense. So, the strategy is feasible, especially when you have millions of customers across over 6,000 stores. You sit on that data. We have over two million transactions every day, each leaving data trails, and we use that data, in compliance with regulations, to make better business decisions. We know what sells together and in which stores, allowing us to offer customers better deals. Data-driven companies have a clear competitive advantage. The key is to implement that strategy. For us, the digital transformation started about four or five years ago. We needed the right systems to store and process millions of records. Back then, processing took all night; now it's real time. The cloud was crucial. We invested in cloud solutions so all data is available in real time, and we use software to turn that data into actionable information.

Absolutely. That product is mainly used by Silicon Valley companies that need massive amounts of data. We use it to support decision-making. Every decision you make is critical—it's a raw data warehouse, essentially. Each company must find its own path, but real-time data is easiest with cloud solutions. That's the project we started. We received a community award for our data management achievements two years ago. We set up an advanced analytics team with diverse competencies. They work closely with directors, processing data and building models of various types— energy, mailing, training. That allows us to run more sophisticated operations. It was a big challenge. We started about two and a half years ago. Initially, Żabka wasn't associated with technology, but now it is. Hiring the right talent was key. Now, looking at the applications, the situation is completely different. We have a team of over a dozen people dedicated exclusively to data analysis and model building. Those models support decision-making. It's the time for mathematicians and physicists who previously struggled to showcase their skills. They now have powerful tools, their intellect, and most importantly, data— millions of records. That combination lets them create what I'd call near-miracles.

Yes. There are two different types of customers. It's designed so you can get goods that are even more tailored to you, at better prices, and located in the best spots. We use information to support both consumers and franchisees. Recently, we introduced proprietary models for transport planning and store deliveries. It may not sound like much, but these advanced models have improved service. Even in tough times, you can order a bag of groceries and just pick it up— that speeds things up. I also see satisfied franchisees. Over 4,000 to 5,000 people are employed, and the entry barrier is not high. So, it's really interesting.