In general, without organization in the stock, the risk of losing sales increases. Efficient control also helps to reduce waste and unnecessary costs, allowing a clear view of what sells more, what runs aground and what needs to be replenished urgently. Thus, it is possible to make safer decisions about purchases and promotions. However, why do so many entrepreneurs still face difficulties to keep the stock organized?

Although they understand the importance of this work, often lack time or manpower to keep the spreadsheet always up to date. Therefore, we list the 3 most common errors and the best way to solve them. A spoiler: keep the inventory control updated is possible and is much easier with the help of technological tools that automate management in a simpler way, without rework and with great cost-benefit. 

Errors of inefficient inventory control 

Trusting memory: relying on team memory makes room for errors. Items can be double-registered, forgotten or wrongly accounted for. The fact is that when the product is not available at the right time, the customer simply gives up on the purchase. Therefore, the secret is to automate the inventory control. Today, in the market, there are intelligent systems suitable for various business sizes, such as micro, small and medium-sized enterprises. 

Promotions at the wrong time: a promotion at the wrong time can affect billing and pass the wrong message to customers. This strategy error is all about inventory control. In sectors such as food, cosmetics and medicines, leaving the product stopped for a long time can mean total loss. This usually happens when there is no clear control of entry and exit of items. To solve, change to a stock control system it means getting real-time reports that show which items have the highest output (and which run aground), not forgetting to organize the turning of products in order of expiration.

Manual spreadsheets: the manual spreadsheets work until the moment your business starts to grow and the time to take care of the organization becomes increasingly scarce. The result is that when the billing increases, many companies decrease the quality of service and end up breaking by management errors. In this scenario, a good stock control system it makes all the difference, because it automates processes, avoids errors and guarantees more agility throughout the operation. In the end, the company gains sustainable growth potential without the need for large investments. 

How to choose the ideal inventory management system

The lack of inventory control it directly affects the company's billing and reputation. Few entrepreneurs know that there are already intelligent tools to facilitate the entire process and ensure that there are no errors that cause damage. When choosing a solution, it is important to seek platforms with easy integration with other systems, developed for businesses of all sizes.

It was a time when HR was seen only as a process executor. What we are experiencing today is a necessary shift: people management occupies a central position in the decisions that shape the future of organizations. This movement directly impacts culture, reputation and results, and fulfills the function of not only capturing and retaining, but seeking to transform talent into brand ambassadors.

In this context, it is increasingly consolidated as a strategic pillar in organizations the adoption of the concept of Total Rewards, for something like the sum of everything that a company offers its employees as recognition for their contribution and as a stimulus to their growth. There are tangible factors, such as direct remuneration, benefits and bonuses; and intangible, such as recognition, flexibility, balance and integral well-being, as well as aspects of the organization itself, such as culture and purpose.

As part of this evolution, the value proposition for the employee is present, formulated by HR managers and aligned with business strategies. In this the corporate benefits have an important weight and the competitive differential is no longer in offering standardized benefits, but in the ability to customize them at scale, respecting life stages, diverse profiles and individual priorities. 

This delivery requires more than good intention: it demands technological structure and integrated vision as strategic allies to organize for managers the rules of granting and making each benefit more flexible, capture the choices of each employee and hire the benefits from the providers.And more, it will be necessary to promote close communication and direct connection with the employee, and it is only possible to do this on a large scale using technology.

At Beneo, we have developed a unique technology to meet exactly these challenges. Our solution centralizes and automates the entire benefits journey, from hiring to flexibility, offering HR and Benefits managers tools to expand active listening, eliminate operational bottlenecks and design value experiences with precision. By reducing the space dedicated to repetitive tasks, technology drives the construction of a more strategic, performance-oriented HR. In practice, the manager gains a valuable asset: time to dedicate to initiatives that, in fact, impact the business.

According to Deloitte, 79% of HR leaders see digital transformation as a priority, but only 17% say they are prepared to execute it consistently. This gap between intention and practice creates a dangerous vacuum of internal alignment, sustainable engagement and strategic impact.

McKinsey reinforces this alert: companies with a well-structured value proposition to employees are up to 4.5 times more likely to attract and maintain high-performance talent. After all, it is not enough to offer a good package of benefits. It is necessary to build experiences aligned with individual purposes and expectations.

In markets increasingly marked by constant pressures, talent shortages and multiple generations sharing the same environment, the ability to generate bond and trust has become the most difficult competitive asset to replicate. And it is at this point of convergence between strategy, technology and humanity that the new HR is consolidated.

This architecture requires leaders who understand systems without losing sensitivity to people because, in the end, it is the well-built connections, underpinned by intelligence and trust, that turn ordinary teams into extraordinary forces.

The way consumer decisions are made undergoes a profound and irreversible transformation. A recent survey by Institute Z reveals that 87% of Generation Z seeks online reviews before making a purchase, while 74% have already acquired products influenced by recommendations in social networks. More broadly, data from 2023 of the Qualibest Institute indicates that 25% of Internet users who follow digital influencers consider their opinions decisive at the time of the purchase decision. These numbers demonstrate that digital influence, especially that exercised by content creators and affiliates, transcends the barriers of the virtual environment, directly impacting on physical acquisitions and transforming points of need.

Despite this new panorama, many companies still adopt outdated analytical models, which do not reflect the increasing complexity of the contemporary shopping journey. The current consumer moves fluidly between online and offline environments, sometimes researching on social networks and buying in physical stores, sometimes trying products in person to then acquire online via affiliate link. It is a hybrid and nonlinear behavior that challenges the traditional paradigms of attribution of value in marketing. The continuity of this methodological dissonance, insist on evaluating the impact of influence based on clicks, impressions or isolated conversions, compromises the ability of brands to understand, accurately, the real of their communication and sales actions.

In addition, the migration of consumer confidence is evident: institutional advertising has been losing space for personal, spontaneous and humanized recommendations. Content creators, influencers, experts and affiliates have come to occupy the center of the construction of value perception. It is no longer about who has the largest investment in paid media, but who has greater authenticity and credibility before the public. This shift requires a deep review of the advertising logic, which needs to stop being merely persuasive to become relational, contextual and integrated. In this new context, affiliates not only promote products, but build links and shape decisions that impact both e-commerce and physical retail.

Faced with this scenario, the adoption of an effective omnichannel strategy is no longer a differential and becomes a competitive imperative. Companies that understand the importance of integrating their communication and sales channels using resources such as QR codes that connect physical experiences to digital, sales tracking mechanisms influenced by affiliates, and coordinated campaigns on different platforms are those that can, in fact, keep up with the pace of the contemporary consumer. More than measuring results, these organizations build experience ecosystems that respect the complexity of buying behavior and maximize the potential of each point of contact.

In short, insisting on metrics and strategies of the past means neglecting a structural change in the market. Influence has become fluid, as has the consumer journey. Brands that recognize this reality, invest in genuine relationships with affiliates and develop systems capable of capturing the hybrid impact of the recommendation, position themselves ahead.