Find out which of your changes paid off, store by store.

A 75-second silent film that loops. It opens on $2.9 million a year in added inside sales for a 42-store chain, about what a 43rd store would sell, without building one. Causal inference gives every store a twin, blended from the chain's other stores, and each twin shows what a store is capable of selling and how it should perform. Causal inference also isolates and ranks what's helping and hurting sales at each store. Store 27 is up 4% on last year, but only its new pizza launch helped, adding $2,600 a week, while a new competitor nearby, a snack aisle reset and an energy drink deal cost it $900, $400 and $150 a week, compared to its expected performance, based on its twin's prediction. The film then starts with the chain's PDI weekly sales report, as forwarded, and asks whether anything stands out. Stores 13 and 14 are both down 2% on last year. Twin analysis flags Store 14: other stores like it grew 2%, and its twin predicted +1.8%, not a decline. Once that marked-up report is back, the 3 weekly reports the chain sent are deleted, on its request or on its scheduled date, and the marked-up report stays with the chain. Starting at the pump, Store 14's fuel sales held up vs. its twin, but fewer drivers came into the store: pump-to-store conversion is 2% lower, inside sales are 4% lower, or $3,550 a week, prepared food is 17% lower and drinks and snacks are 6% lower. Prepared food fell particularly fast at Store 14 from Aug 3, compared to the twin's prediction and the trend at the chain's other stores. Seurat asks the store whether anything might explain the drop, and the store manager says they never rolled out staff sandwich training there. The problem was detected by comparing category-level sales to the twin's predicted sales. A dashboard of all 42 stores then shows this was 1 of 32 findings and opportunities, worth $2.9 million a year together: launching the burrito at 18 more stores, $554,000; moving warmers next to the register, $352,000; retraining Store 14's lunch crew, $185,000; a win-back offer near competitors, $160,000; ending the energy drink deal, $125,000; and 27 more findings, $1.5 million. Throughout, a Data used strip shows which of 4 steps each scene's data comes from, with what that step includes and leaves out, and says nothing connects to the chain's systems. The end card says to get started with the weekly report you already have, and lists what Seurat uses, what to leave out and what happens to it.