In this paper a subject is theoretically process the strategic and operational planning in the trading company, and will be explained what are the ways of retail centers to organize themselves, on which depends the measurement of financial performance. In this paper goal is to show how it should look like a business plan of a store, and how to measure the performance of a store in the retail chain. Regarding the planning process in the company, conclusion is that the organization itself is very good, time frames of the process are always known in time to all those who participate in it, and for that controlling is who deserves a credit for doing their job very well. The problem comes when in fact the whole process is completed and when through the year "grow out" failures that occurred, for example, the station generates neither the realization of the last year, and even more the planned increase. To avoid such errors, it is necessary in the planning process to include store managers of a gas stations, which know very well every detail related to the events that have already occurred or will occur, and can provide to regional leaders very high quality informations to improve planning process and made it more accurate and realistic. At measuring the success, the company is trying to take as much as relevant information of the stations in order to be comparable and in order to be visible at several levels whether stations are generating positive or negative result of the average of all of gas stations. It is very difficult to obtain unique parameters, and for that reason stations has been divided according to types and regions. The conclusion at the measurement of the success is that shore stations ie seasonal gas stations should be exempt in calculating the average, because in the season they raise average selling, and apparently other gas stations are working a lot worse, while in winter the situation is reversed.