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Store Manager

A retail manager is the person ultimately responsible for the day-to-day operations (or management) of a retail store store manager All employees working in the store report to the retail manager store manager A store manager reports to a district or general manager store manager A store manager must meet monthly, quarterly, or annual sales goals, depending on the company's fiscal cycle store manager This involves setting individual sales goals (quotas), holding contests for employees, or offering sales promotions store manager The manager may also find ways to make employees more productive to meet the goals store manager Thus, the store manager may be forced to reduce payroll expenditures by decreasing employees' hours, or otherwise reducing operating cost store manager A store manager should Motivate his team to achieve the target set for the store by Using some different activities store manager A store manager should set an example for his/her subordinates to follow store managerThe store manager is the store's primary key-holder and may be called to the store before, during, or after business hours in the event of an emergency store manager They are also responsible for the safety of all customers and employees on store premises store manager store manager s may be required to hold safety meetings, especially as dictated by union practices in cases where store employees belong to a union store manager A store manager may have several subordinates who have management-level responsibility store manager These employees may be called assistant managers, department managers, supervisors, key holders, shift leads, or leads store manager A store manager has over-all responsibility for all day to day activity of the store store manager Managing & controlling staff, and planning are essential points of the store manager store manager The store manager is responsible for hiring, training, and in some cases, development of employees store manager The manager must ensure staffing levels are adequate to effectively operate the store, and ensure employees receive training necessary for their job responsibilities store manager Managers may be responsible for developing employees so the company can promote employees from within and develop future leaders, potentially for employment at other locations store manager The role of store manager s with regards to the other employees varies from company to company and each respective company's operating methods but in general a store manager will be required to deal with and try to solve any and all problems that may o ccure at any given time store manager

Retail Store Manager

Completes store operational requirements by scheduling and assigning employees; following up on work results store manager Maintains store staff by recruiting, selecting, orienting, and training employees store manager Maintains store staff job results by coaching, counseling, and disciplining employees; planning, monitoring, and appraising job results store manager Achieves financial objectives by preparing an annual budget; scheduling expenditures; analyzing variances; initiating corrective actions store manager Identifies current and future customer requirements by establishing rapport with potential and actual customers and other persons in a position to understand service requirements store manager Ensures availability of merchandise and services by approving contracts; maintaining inventories store manager Formulates pricing policies by reviewing merchandising activities; determining additional needed sales promotion; authorizing clearance sales; studying trends store manager Markets merchandise by studying advertising, sales promotion, and display plans; analyzing operating and financial statements for profitability ratios store manager Secures merchandise by implementing security systems and measures store manager rotects employees and customers by providing a safe and clean store environment store manager Maintains the stability and reputation of the store by complying with legal requirements store manager Determines marketing strategy changes by reviewing operating and financial statements and departmental sales records store manager Maintains professional and technical knowledge by attending educational workshops; reviewing professional publications; establishing personal networks; participating in professional societies store manager Maintains operations by initiating, coordinating, and enforcing program, operational, and personnel policies and procedures store manager Contributes to team effort by accomplishing related results as needed store manager retail are responsible for the day-to-day running of stores or departments store manager The aim of any retail is to maximise profit while minimising costs store manager retail s ensure promotions are accurate and merchandised to the company’s standards, staff are fully versed on the target for the day and excellent customer care standards are met store manager Depending on the size of the store, and company structure, retail may also be required to deal with human resources, marketing, logistics, information technology, customer service and finance store manager Responsible for organizing and managing all processes of each section (footwear - apparel) in store Managing employees and sets individual goals that link to departmental priorities store manager Coaching staff, supporting development, making hiring decisions, and driving performance management, recognition and rewards store manager Managing the all store functions (sales, merchandising, operations, accounting, etc store manager) Preparing statistical and narrative reports of store activities Controlling all visual merchandising activities and maintaining the image of the store Ensuring standards for quality, customer service and health and safety are met Managing customer relations, responding to customer complaints and comments Responsible for organizing and managing all processes of each section (concept – ready clothing) in store Controlling the budget and productivity to maximize profits Managing and motivating a team to increase sales and ensure efficiency Using information technology to record sales figures, preparing periodic commercial reports for data analysis and forward planning Managing stock levels and making key decisions about stock control Controlling all visual merchandising activities and maintaining the image of the store Ensuring standards for quality, customer service and health and safety are met Managing customer relations, responding to customer complaints and comments Staying at the sales floor as much as possible to talking to colleagues and customers, and identifying or resolving urgent issues Maintaining awareness of market trends in the retail industry, understanding forthcoming customer initiatives and monitoring what local competitors are doing for feedbacks Sales and “bottom-line” profits of the store store manager Recruit, hire, train, evaluate and counsel store employees store manager Schedule, organize and direct assignments store manager Maintain, encourage and possess “ownership mentality” store manager Develop and implement employee performance evaluations and improvement plans store manager Effectively manage employee turnover store manager Provide a positive working environment and handle employee issues appropriately and in a timely manner store manager Resolve customer problems or complaints by determining optimal solutions store manager Ensure interior and exterior of store is maintained to company standards store manager Utilize labor management tools, including effective scheduling, to maximize productivity, profitability and margins store manager Encourage store employees to take ownership for their performance and career development plans; follow up on a regular basis store manager Provide exceptional customer service and ensure the employees also provide the same level of service store manager Communicate, execute, and manage marketing and merchandising programs store manager Conduct regular store meetings store manager Ensure employee awareness of safety and emergency procedures store manager Maintain and utilize surveillance equipment store manager Maintain adequate store supplies store manager Manage store revenue, including cash handling, deposit reconciliation and delivery of deposits to bank store manager Execute and monitor loss prevention and shrink programs store manager Management of all store operational issues, to include store housekeeping, store administrative duties, physical inventories, price changes, etc store manager Successful candidates should be able to cite significant achievements, demonstrating their ability to handle all aspects of retail operational and merchandising management issues, from the delivery of stock to the store to the final sale of the product to the customer store manager/li> Assign service orders to technicians, schedule technicians to perform delivery and installation work at customer sites and ensure a first in/first out workflow store manager Prepare technician daily logs and route sheets for review by the District Manager store manager Manage speed of service results, controls inventory that is used for service orders, and is responsible for the overall organization and appearance of the service center store manager Order and receive spare parts for service orders, return defective parts to RMA department file all service order and purchase order paperwork, review service orders for correctness in billing store manager Ensure all orders are properly documented and released for pick-up store manager Responsible for preparation of work schedules store manager

Retail Manager

Key Performance Indicator (KPI): Definition Key performance indicators are those financial and non-financial or metric that are used to evaluate the growth of the organization (i store managere store manager) how successful it is store manager On most cases Key Performance Indicators (KPI) is used in a long term organizational goals store manager Key Performance Indicators (KPI) helps a retailer to analyst the mission, identify the stakeholders and define the goals store manager The Key Performance Indicators (KPI) is also known as Key Success Indicators (KSI) store manager The Key Performance Indicators (KPI) is used in any fields such as schools (Graduation rate, Success in finding a job after graduation), Social service organization (Numbers of clients they are holding) and more store manager The Key Performance Indicators (KPI) for an organization would be Pre-tax profit, Share holder equity and more store manager The Key Performance Indicators (KPI) does not change often store manager It changes only when the goal is changes store manager They focus on what they are? and how they are measured? store manager The act of monitoring KPI is known as Business Activity Monitoring (BAM) store manager KPI is basically associated with the organization strategy and concepts such as Business Scorecard store manager What are the basic KPI a retailer should adopt? Not all the retailers adopt the same kind of KPI to meet the organizational goals store manager But having certain KPI in an organization has become mandatory for a retailer store manager There are certain basic KPI to adopt by a retailer are such as, Sales – annual turnover, transaction made, basket spend, footfall - all against LFL and budget Loss prevention – Shrinkage loss, (stock loss or cash loss) Operational – availability, inventory integrity Salary Service – Complaints that are made HR development – training, coaching, staff turnover Variable costs – any expenses made at an additional cost are avoidable How does the KPI helps in increasing your sales? Once the KPI is defined it gives the clear idea about the goals and the measure and finally what to do with them? It gives a clear idea what is important in the organization and for what they have to work for to achieve store manager The KPI can be used as the performance measurement tool store manager It helps in managing the performance of the organization store manager Also make sure that everyone exceeds or meets the KPI store manager There are many KPI set by retailers in order to achieving in their business store manager Giving a vague KPI such as “Should have repeat customers” will not help you to meet the organizational goals store manager The best KPI would be “Employee Turnover” which you help you in calculating the performance of an employee store manager There are five top most KPI are set by the retailers such as, Sales per hour – Statically compares one sales person with the other and determines who is efficient in selling and attending the customers store manager Average Sale – Statically compares the average selling price of a sales person store manager The higher statistics shows that the person has a wide knowledge on the product and the less statistics reveals that he lacks in the product knowledge or effective description store manager Items Per Sale – determines the ability of a sales person compare to sale store manager Conversion Rate – shows how many customers they have made from the visitors of the store store manager Wage to Sales Ratio – gives a graph comparing the hourly wages of a sales person to hourly sales they have made store manager This KPI determine their performance level and how effective they are store manager Calculating KPI in retail industry Retail Customer KPIs Customer GROSS Profit = Customer Sales - Customer Cost of Goods Sold for a period Customer Lifetime Purchase Value - Monetary value of each customer's life time purchases from the retailer Customer Profitability = Customer Sales - (Customer Returns - Customer Cost of Goods Sold + Customer Promotion Expenses + Activity Based Cost of Servicing Customer) for a period Customer Purchase Freq Count - Count of customer purchases transactions over a period of time Customer Purchase Value - Monetary value of each customer purchase during a period with an average value for all purchases for the period Customer Reference question - A rating from 0 to 10 that indicates if the customer would recommend the store store manager Customer Sales by Segment - This formula is dependent upon defining customer segments (based on age, education, lifestyle, income and other factors) and associating individual customers to specific segments store manager Customer Service Staffing = Face to face customer service staff count / total staff count Visit to Buy Ratio = Sales Transaction Count per period / Visit Count Per Period Retail Financial KPIs Accounts Payable Turnover = Avg Accts Payable / (Cost of Sales / 365) Accounts Receivable Turnover Days = Avg Accts Rec / (Credit Sales/365) Acid Test Ratio = (Current Assets - Inventory)/Current Liabilities Admin Cost % = (Administration Costs / Sales )*100 Average Inventory = (Beginning of Period Inventory + End of Period Inventory)/2 Break-even ($) = Fixed Costs / Gross Margin Percentage Cash Conversion Cycle = (Days Inventory Outstanding + Days Sales Outstanding + Days Payable Outstanding) Contribution Margin = (Total Sales - Variable Costs) Cost of Goods = (Retail Price – Markup) Cost of Goods Sold = Beginning Inventory + Purchases - Ending Inventory Current Ratio = Current Assets / Current Liabilities Ending Inventory At Retail = Beginning Inventory - (Sales + Transfers out + Return to Vendor + Markdowns + Employee Discounts + Shrinkage) + (Purchases + returns from Customers + Transfers In + Markups) Gross Margin = Total Sales - Cost of Goods Gross Margin Return On Investment = Gross Margin $ / Average Inventory Cost Initial Markup = (Expenses + Reductions+Profit)/(Net Sales +Reductions) Interest Cost% = (Interest Costs / Sales)*100 Inventory Turnover = Net Sales / Average Inventory Maintained Markup $ = (Original Retail - Reductions) - Cost of Goods Sold Margin % = (Retail Price - Cost) / Retail Price Markup % = Markup Amount / Retail Price Net Receipts = (Purchases + Transfers in + Returns from Customers + Overages) - (Transfers Out + Return to Vendors) Net Sales = Gross Sales - Returns and allowances Retail Price = Cost of Goods + Markup Return on Capital Invested = (Profit for the Year / Capital Employed)*100 Sales per square foot = Total Net Sales / Squarefoot of selling Space Stock Turnover Days = Average Inventory / (Cost of Sales /365) number of days Total Asset Sales Ratio = Sales / Total Assets Turnover = Total $ Sales for season / Average $ Inventory for season

Mağaza Müdür

retail ü olmak, büyük patron olmak demek değildir - diğerlerinin saygısını kazanmak demektir store manager Temel olarak, pek de sizinle ilgili bir şey değildir, daha çok harika sonuçlar elde etmeleri için insanlara ilham vermek ve onları motive etmekle ilgilidir store manager Başarılı retail lerimizin tümü harika liderlik becerilerine ve iş için keskin gözlere sahiptir store manager Başkalarına ilham verip koçluk yapabilirler ve kişisel güdüleri çok yüksektir store manager retail ü olarak göreviniz, mağazanızın satış fırsatlarını ve karlılığını maksimize etmek ve sonuçları takip etmektir store manager

Perakende Mağaza Müdürü

Mümkün olan en yüksek müşteri hizmeti düzeyini sağlamalı ve görsel mağazacılığın yönergelerimize göre yürütüldüğünden emin olmalısınız store manager Aynı zamanda Satış Danışmanlarının ve Mağaza Yönetibi ekibinin işe alımını, eğitimini ve gelişimini yönetirsiniz store manager