Case Study: Crickler Vending
Crickler Vending Company operates a growing mix of traditional vending machines and micro-markets. Like most modern operators, they collect a tremendous amount of data every day including transactions, spoilage, commissions, shrink, and route performance.
The problem wasn’t access to data. It was turning that data into answers quickly enough to matter.
The challenge:
Plenty of data. Very few answers.
Before partnering with Salient, Crickler’s vending management system captured everything, but surfaced very little.
“It was great at collecting data,” said Mark Houseknecht, Vice President of Operations. “There was just no good way to present it.”
Routine questions required hours of manual work. Reports had to be pulled machine by machine, and even then, they didn’t always reveal the real issue.
“The 20 things I wanted to analyze every day weren’t even possible,” Houseknecht said. “The two reports I could get took hours.”
That friction slowed decisions and kept leaders focused on assembling information instead of improving performance.
The shift:
Answers the moment questions arise
Today, Houseknecht’s routine looks very different.
“I have three things open every morning — email, our vending system and Salient,” he said. “Any question I have, I can usually answer right away.”
Instead of searching for problems, exceptions rise to the surface. Whether he checks in twice a day or twenty times, the focus is always centered around where attention is needed now.
Shrink reduced. Margins protected.
The most immediate impact showed up in micro-markets where shrink can quietly erode profit.
“In a little over a year, we’ve improved shrink in our micro-markets by about 60%,” Houseknecht said. “That’s a big number. And it’s straight to the bottom line.”
With clearer visibility, loss prevention became proactive instead of reactive. Issues were identified early, patterns became obvious and accountability improved.
The impact across the business
What started as an operations improvement quickly spread across departments.
In HR, manual commission calculations were eliminated, saving hours each week.
In client relations, managers could immediately see which accounts were underperforming and prioritize their time accordingly.
In operations, identifying machines with high spoilage or low sales now takes seconds instead of hours.
“Before, we’d run a report for every machine and hope we found the right one,” Houseknecht said. “Now it’s sorted and right at the top.”
For Houseknecht personally, the time savings were significant.
“I’ve probably saved three to four hours a day,” he said.
That time went back into solving real business problems instead of chasing reports.
The outcome:
Faster decisions. Better focus.
For Crickler Vending, performance improvement didn’t come from adding complexity. It came from removing friction between questions and answers.
- With clarity built into daily workflows, teams could:
- Identify issues immediately
- Focus on the highest-impact opportunities
- Reduce shrink and spoilage
- Improve profitability across operations
When information works the way the business works, improvement follows.
Disclaimer: This is based on a conversation from September 2019 with Crickler VP of Operations, Mark Houseknecht.
