Grupo RN Tintas
From 5 to 25 stores without losing control
Testimonial
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"We always had a very strong technology footprint and a culture of being crazy about numbers, that is, making decisions with basis, without working on gut feeling. But over time, with store openings, each day got harder."
"When we made the decision, we also value national companies a lot. First, contact is internal, everything gets much easier. And second, that localization issue. The Brazilian company already knows more or less how the market works."
"The cultural impact was very positive. Initially there was some insecurity. Is this right? We spent a long time validating. But the cultural impact was very positive."
Bruno and Juliano
Strategic Management and IT
Grupo RN Tintas
The Geographic Scale Challenge
When you have 5 stores, you can visit them every week. When you have 25, you need a system that tells you the truth of each one without you being ther...
Dependency on board physical presence for control
Slow decisions and expansion bottleneck
Lack of real-time inventory view per unit
Stockouts and lost sales
Sales reports arriving late
Reactive, not proactive management
Difficulty measuring ROI of regional campaigns
Marketing budget waste
Inconsistency in target execution per store
Heterogeneous performance across network
"BI changed how our managers work. Today they don't wait for the end of the day to know if they hit the target. They follow the store's heartbeat every hour."
RN Tintas Leadership
General Management, Grupo RN Tintas
The BIMachine Solution
Technology and methodology to turn data into results
Hour-by-Hour Management Panel
Sales dashboards updated nearly in real time, allowing managers and board to track target evolution throughout the day.
Read moreMulti-Store Inventory Optimization
Consolidated and per-unit view of all inventory, facilitating transfers between stores and optimizing product turnover.
Read moreSales Consultant Performance
Individual performance rankings and indicators per salesperson, fostering meritocracy and identifying training needs.
Read moreLogistics and DC Integration
Monitoring of distribution center outbound and deliveries, ensuring stores receive the right products at the right time.
Read moreThe Methodology
Collaborative construction ('we build something together'), intensive coordinator training (teaching to read indicators), iterative evolution with continuous feedback (version 1 → version 2), prioritization of close and accessible support (Brazilian company that understands Brazilian market).
2006-2007
Turning point
Tax substitution — perception of data criticality for management
2009
Modernization
Modern ERP implementation
2014-2018
First BI experience
Imported solutions, but limited support and lack of localization
2018-2021
BIMachine Partnership
Focus on localized Brazilian support, collaborative construction. Continuous evolution: version 1 → version 2 (refined dashboards)
2021-2024
Mature management
38 stores using platform daily, data-driven culture consolidated at all levels, continuous expansion with control
The Transformation in Numbers
Daily/Hourly
Decision Speed
From monthly to daily and even hourly
38 Stores
Scale with Control
Each store with personalized dashboard
15 min
Update
~40k invoices/month with full visibility
6 years
Active Partnership
Continuous evolution and second version of dashboards
Before
Monthly targets
Discovered problems too late
Retrospective management
Month end, delayed actions
Data in ERP
Hard to consolidate and analyze
Coordinators
No visibility of their own store
Centralized management
Only at board level
Generic actions
For entire network (not personalized)
Financial indicators only
(No operational management)
Limited support
Imported solutions, no partnership
After
Daily targets
+ Hour-by-hour tracking
Preventive management
Same day, same hour (don't wait)
Dashboards
Updated every 15min (desktop + mobile)
Each store
With personalized real-time panel
Analytical autonomy
At all levels (store → board)
Targeted actions
And daily by store/region
Management indicators
Product/sale, mix, margin, returns
Close support
Brazilian, localized, 6+ year partnership
Impacts of the Transformation
Management time focused on strategy and action, not on searching and consolidating data
Data-driven culture consolidated at all levels: store salesperson → coordinator → supervisor → director
Growth from ~20 stores (partnership start 2018) to 38 stores (current) maintaining control, quality and local autonomy
'Product per sale' indicator (SKUs) as thermometer of consultative sales, margin and customer satisfaction
Returns seen as management indicator (training, quality, fit), not just financial
Lessons from this Transformation
In Retail, Month is Eternity — Manage by Day and Hour
Monthly target discovered only at closing means 30 days of uncorrected problems. Daily targets and intraday tracking enable preventive, not reactive action. 'It's noon, we're far from target, people already have to think of some action.'
Cascade Indicators: Revenue is the End, Not the Start
Teaching the team to work on indicators that BUILD revenue (average ticket, product/sale, mix) is more effective than just demanding the final target. 'Revenue is the last. We have the end of the funnel. The composition.'
Green or Red (Not Yellow)
Binary clarity speeds decision. Either within target (green) or outside (red). No gray zone, no excuses, no ambiguity.
Training > Tool Delivery
Creating pretty panels and throwing them to the team doesn't help. Teaching to READ indicators, understand what they cause, how to act on them — that's what transforms culture. 'We taught each coordinator to read that panel.'
Each Store is a Micro-Business
Centralized management with local autonomy: each coordinator sees only their store, but with same indicators and governance. Scalability with control, not micromanagement.
Close and Localized Support is a Differentiator
Brazilian company understands Brazilian market, responds fast, builds together ('we build something together'). Imported solutions had technology but lacked partnership.
Product per Sale (SKUs) is Quality Thermometer
Not quantity of units, but DIVERSITY of products per invoice. Indicates consultative sales, margin, customer satisfaction, negotiating power. 'It was very hard to create, but it's one of the most important.'
Time Worth More than Money
Having reliable information quickly to decide is worth more than saving tool cost. Management time focused on strategy, not on searching for data. 'Time today is perhaps one of the main reasons to have a BI solution running.'
Returns Aren't Just Financial, They're Management
Returns indicator reveals: inadequate training, wrong sale, inadequate product, supplier problem. See beyond the financial number.
Data-Driven Culture is Journey, Not Destination
33 years of tradition + 6 years of BI = culture in continuous evolution. Second version of dashboards shows it never ends — there's always room for improvement. Active partnership, not one-off project.
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