...vital to the smooth operation of the store. The first main duty of a retail store manager is overseeing the hiring, firing and maintaining of personnel. These individuals are ones who make the store a success and it takes a strong manager to ensure that the perfect individuals are hired to fill salesassociate positions, clerical positions and other important job titles. In addition to these tasks, the retail store manager must see to it that each individual is adequately trained to fill their job title and supervise the work that they do throughout their employment at the store. Another important duty and/or responsibility of the retail store manager deals with the money that comes into the store and goes back out as well. The retail store manager is responsible for handling the turning in of cash at the end of each sales associate’s day and is required to ensure that all the money is accounted for in the end. In addition, a retail store manager is usually responsible for paying the employees and ensuring that the paychecks match the hours worked by each individual. Meticulous records are needed to be kept by the retail store manager to ensure that all money which has come into the store is accounted for and sales associates and other store employees are paid as they should be. Inventory is another responsibility of a retail store manager. Since there needs to be goods in stock to sell, it is imperative that the retail store manager check the inventory on a frequent basis...
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...Human Resource Manager at Kudler Fine Foods, I have been working extremely hard to work on my career development plan for my new team at our La Jolla store. A much needed purchasing manager will be hired, and four new positions will open up for our new Supervisor in Training Program (SIT). It has been made clear to me that my team at will be hired to train in La Jolla and upon completion of Carlsbad location they will move there to train other new employees, and will become part of the supervisory team. Due to this team preparing for supervision responsibilities the position will require employees who are willing to work hard to ensure the new store opening in exceeds expectations. The Job Descriptions and Qualifications for Five New Positions I think it is crucial to hire for five new positions, one in which will be a purchasing manager position. With the changes and expansion happening at Kudler’s, owner Kathy Kudler needs to relieve some pressure and hire a person who can be responsible for all purchasing, inventory reporting, and record keeping for all three locations. This person can be a new hire or a current employee who will work out of the La Jolla store but must be able to travel to other store locations when needed (25% of time). The Purchasing manager will work closely with owner and president of the company ensuring the store is making purchasing decisions based on inventory levels, expiration dates, and most importantly demand. The purchasing manager will work along...
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...off Discount on anything in the store? Learn more and apply today! www.work4spirit.com The Store Manager oversees and is accountable for the total operation of a store ensuring maximum sales and profitability by establishing and maintaining Guest Services and, controlling expenses. The Store Manager is responsible for shrink, merchandising, inventory control, staffing, setup, pack-up and teardown of a seasonal store. The minimum age requirement is 21 and must have a flexible schedule. The physical demands of the job require 8+ hours of standing/walking, climbing ladders, setting up fixtures and lifting/moving up to 50 pounds. Prior retail management experience is required. The Assistant Store Manager supports the Store Manager in the staffing, setup, merchandising, pack-up and teardown of a Seasonal Store. The Assistant Manager is responsible for supporting the Store Manager in the various tasks involved in the overall operation of a store ensuring maximum sales/profitability by establishing and maintaining Guest Services, developing staff, controlling expenses, shrinkage and all aspects of merchandising and inventory control. The minimum age requirement is 21 and must have a flexible schedule. The physical demands of the job require 8+ hours of standing and walking, climbing ladders, setting up fixtures and lifting/moving up to 50 pounds. Prior retail management experience is required. The Sales Associate will support the Store Management Team in the setup,...
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...Collaboration Strategy Step 1: Identify the target audience. The audience for the business letter includes Store Managers. The audience for the business memo is store employees. The audience for the e-mail message includes retail customers and the public. Step 2: Identify the communication types that will be used. For the Store managers, a business letter will be used. For Store employees, a business memo will be used. For retail customers and the public, an email message will be used. Step 3. Identify the appropriate communication styles for each audience. For the store managers, using a business letter, the style will be formal. For the store employees, using the business memo, the style will be persuasive. For the retail customers and the public, I will spin the message to the advantage of the store, while making them feel that they are not losing anything. Step 4. Write the communication. Step 5. Read and rewrite, as necessary. Step 6. Put it aside for a while. Come back to it and, if necessary, rewrite again. Step 7. Distribute message to recipients. Part II – Portfolio Item #1 – Business Letter John Doe 5555 Deer Way Anywhere, Anystate Anyzip December 11, 2009 Store Manager Store Name Store Street Address or PO Box Store City, Store State Store Zip Dear (Name of Store Manager): As you are aware, the costs for our store operations have been climbing at the same time gas prices have been increasing. This has created a...
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...|Retail Job Group A2: Store/Retail Management | |Job Titles: Assistant Manager; Assistant Operations Manager; Assistant Store Manager; Associate Store Manager; General Manager/Retail Store Director; Key | |Holder; Manager of Retail Operations; Retail Manager; Sales Associate; Store Manager | |Job Summary: | | | |These positions, at the varying levels of responsibility are responsible for providing staff leadership and management of store/retail operations. This | |includes client support, coaching and developing staff (e.g., sales performance, artistry, and customer service), inventory adjustments, planning and running | |events, store appearance and presentation of merchandise. Positions may receive inventory and perform checks for accuracy which may involve handling of boxes | |up to 20lbs intermittently. Receiving inventory may take 2-4 hours in a busier store and is distributed among several store employees. Note: Product handling | |is less in stores with a stock person...
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...time, and money invested in to hire these employees. Training and maintaining is just as costly if there is a 50% chance of the employee leaving the company, just to start the process over again. One reason for this is because of the lack of consistence in how the managers in the different locations recruit their employees. The recruiting policies appear to be designed by the store managers with no solid structure. There must be a policy designed to recruit those individuals that will best fit the position as well as ensuring that the investment in training and maintaining pays off. Tanglewood use several different methods to recruit prospective employees. These methods are effective, but only if used properly to gain the wanted effect; which is ensuring the best candidates for the positions. The most used method used by Tanglewood is media advertisement. The use print, advertising sources, radio as well as television. Tanglewood also uses traditional applications which can be accessed through the internet. This is effective in getting individuals because it allows prospective employees to apply without having to come into the store and getting initial contact by phone. Another method used is kiosks. Many retail store use this...
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...ZARA The Zara boutique-clothing store on Calle Real in the northern Spanish city of La Coruna is buzzing. Customers have made the journey here on a rainy Saturday morning to see what new exciting styles are available this week. The red tank tops and black blazers seem to be a hit, but customers also really like the beige and bright purple ones too. Faces with this problem most fashion companies would normally have to spend months retooling and restocking their range. Not Zara, however. Each store manager is able to spot these changes in trends and then type them into their handheld computer on Saturday in the safe knowledge that they will arrive on Monday or Tuesday the next week. There is a very strong link between store managers and the central design team based at Zara’s head office in La Coruna in northern Spain. Each store is electronically linked back to head office so that they can view and assess sales on a real-time basis. This allows the company to make sure that they can adapt quickly to customer wants and desires. One example of this was a new khaki skirt that the company initially just stocked in Spain to see how it would sell. In the Coruna store it was sold out after only having been on the shelves for a couple of hours. After speaking to Barcelona, it was apparent that sales were brisk there too. It was then decided that the skirt should be tested out elsewhere, so overnight Zara sent out 7,800 skirts to more than 1,300 stores worldwide. The results were clear...
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...------------------------------------------------- 1. Hypercity: * ------------------------------------------------- 1.1 History * ------------------------------------------------- 1.2 Structure * ------------------------------------------------- 1.3 Financials * ------------------------------------------------- 1.4 Hypercity, Bannerghatta Road * ------------------------------------------------- 2. Store Strategy and Structure * ------------------------------------------------- 3. Store Environment * ------------------------------------------------- 4. Employee Conflicts and Politics * ------------------------------------------------- 5. Store Decision Making * ------------------------------------------------- 6. Store Culture and Core Values * ------------------------------------------------- 7. Store Innovation * ------------------------------------------------- 8. Information and Control Processes * ------------------------------------------------- 9. Store Technology and Design * ------------------------------------------------- 10. Employee Training and Benefits * ------------------------------------------------- 11. Conclusion * ------------------------------------------------- * ------------------------------------------------- * ------------------------------------------------- 1. ------------------------------------------------- Hypercity: *...
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...Part 1 Business Writing Steps……………………………………………………………..3 Part 2 Portfolio: Store Manager Letter……………………………………………………………...4 Store Employee E-Mail……………………………………………………………6 Retail Customer and Public Memo………………………………………………..8 Part 3 Reflection ………………………………………………………………………….9 References………………………………………………………………………………..11 Part 1: Business Writing Steps Store Manager: 1. Address the reasons for the changes 2. Address store hours and changes to daily operations 3. Address no employee layoffs 4. Address no store closures Store Employees 1. Address the reasons for the changes 2. Address no employee layoffs 3. Address no store closures 4. Address store hours and changes to daily operations Retail Customers and the Public 1. Address the reasons for the changes 2. Address store hours and changes to daily operations 3. Address the product line, prices, and purchase/return polices Part 2: Portfolio Store Manager Business Letter June 7, 2010 Dear Store Managers, Because of the mounting cost of business expenses and the increasing price on gasoline, store management has decided to reduce the daily operations of all retail stores. There will be no stores will be closed and no employees will be laid off. After several meetings and lengthy budget conference’s management has decided to take the following steps. By following threw with these strategies management is confident that profits will continue to be advantageous, employment rates will...
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...leaders see a different reality. LONDON Kate Pierre, Store Manager, Uniqlo UK We are going to be the number one casual clothes company in the world. And we will look to our managers in the company to take on bigger roles in their local countries and abroad. MOSCOW Aleksandr Kurchatov, Store Manager, Uniqlo Your attitude and your smile go a long way. My philosophy is to give people the chance to smile and they will open up. NEW YORK Jennifer Parker, VP Store Management, Theory, NY More than any other retailer, FR empowers people to be the CEOs of their own four walls. They put the onus on the store manager to change themselves and make it the most important role. SAN FRANCISCO Daisuke Tsukakoshi, Director West Coast, Uniqlo USA In the U.S., the home of casual clothing, competition is fierce. We’ll need people who are willing to play major roles in opening up this effort. SHANGHAI Joanne Lam, Merchandising Director, Uniqlo, Hong Kong and Mainland China I always admired Coco Channel as a kid. She turned around the whole fashion industry of her time. I want to work in a big company that is prepared to make that kind of impact today. HONG KONG Wei Zhu, Store Manager, Uniqlo Shanghai I want to revolutionize service from this global flagship store. This will involve thoroughly training staff down to the finest details. Uniqlo will never lose sight of the potential of our people. Ken Ong, Store Manager, Uniqlo Malaysia FR interacts with the local communities...
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...Date: April 3, 2011 Attn: Mr. Donald Penchiala, Staffing Services Director Ms. Marilyn Anchley, Vice President of Human Resources Tanglewood Store Management Subject: Labor Projects and Planning In the following report, you find forecast of labor requirements and analysis with strategic suggestions to improve overall recruiting practices at Tanglewood. It has been brought to my attention that past recruiting and promotion practices may have not been up to par or need to be reviewed. After reviewing the information in this report and statistical graphs, I will offer my suggestions how Tanglewood can improve in all these areas to be successful not only in planning, recruiting but also promotions and business practices. Labor Forecast Table 1.1 Markov Analysis Information Transition probability matrix | Current year | (1) | (2) | (3) | (4) | (5) | Exit | Previous year | (1) Store associate | 0.43 | 0.06 | 0.00 | 0.00 | 0.00 | 0.51 | (2) Shift leader | 0.00 | 0.54 | 0.16 | 0.00 | 0.00 | 0.30 | (3) Department manager | 0.00 | 0.00 | 0.64 | 0.06 | 0.00 | 0.30 | (4) Assistant store manager | 0.00 | 0.00 | 0.06 | 0.52 | 0.08 | 0.34 | (5) Store manager | 0.00 | 0.00 | 0.00 | 0.00 | 0.66 | 0.34 | Forecast of availabilities | Next year (projected) | (1) | (2) ...
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...ZARA - zara owned by inditex; posted net income eur340m on revs eur3.250m in 2001 - inditex ipo may 2001; oversubscribed; stock increased by over 50% - 76% of equity value implied stock price was based on future growth expectations (higher than an estimated 69% for WMT) - global apparel chain; buyer driven global chain - branded marketers and manufacturers served as brokers in linking overseas factories with markets - production; very fragmented (individual apparel firms on avg employed a few dozen ppl) - about 30% of apparel production was exported (developing countries had very large share, nearly 50% of all exports)...cheaper labor + inputs - proximity also important bc it reduced shipping costs - china was export powerhouse but greater regionalization in 90s led turkey, north africa, eastern euro countries to be major suppliers to US - MFA (multi fiber arrangement) regulated apparel and textile industry (restricted imports of US, canada, west europe since 1974); agreement to phase out quota system by 2005 and further reduce tariffs (avg 7-9% in major markets) - cross border intermediation; trading co's played primary role in orchestrating physical flows of apparel btwn exporters and importers - retail; large retail played leading role in promoting QR (quick response); targeted at improving coordination between retailing and manufacturing (increase speed and flexibility of responses to market shifts) - QR led to significant compression of cycle times enabled by...
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...Missouri gets an assistant director job at a retail store called Personal Reflections in Sioux City, Iowa. Because the corporate policy indicates that store directors do not have say in the hiring process for assistant directors, Heather Munson, the director of this store showed animosity for Tricia upon her arrival. Tricia felt attacked and interrogated anytime she spoke to Heather, and was yelled at by her for trying to neaten up the cluttered store. As only one month passed, Tricia became very frustrated with Heather and considered quitting the job. While on the verge of quitting, Heather came to Tricia and told her that she would have to go on a leave of absence due to medical problems. Tricia was then required to take on the role of store director with only one month of retail experience. One month after that, the district manager informed Tricia that Heather would not be returning as the store director. By this time the district manager hired three assistant directors for the store and made an offer to Tricia for the store director position, which she accepted. It was October and the holiday season, which was the busiest time of the year, was approaching. Tricia got along great with her three assistant directors for the first month. They seemed to share all of the same ideologies and goals about the direction of the store, and even went to dinner one night to discuss the issues at the store. Tricia’s strategy as the store director was to build a team atmosphere and to...
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...http://jobsearch.naukri.com/job-listings-Retail-Sales-Manager-New-Delhi-Chennai-Lenovo-India-Pvt-Ltd-Chennai-Delhi-NCR-5-to-10-years-250811002227?xz=1_0_5&xo=&xp=23&xid=132376000965015500&qp=retail+store+manager&id=&f=-250811002227 Store Manager / Assistant Store Manager (0-2 yrs.)Vidkris Retail Stores Pvt Ltd (Gurgaon, Noida)1. Taking care of all billing activities. 2. Handling daily and monthly cash flow and all records. 3. Taking care of all billing activities 4. Interaction with the customerSales / BD » Retail Store Mgr General Purpose To assist customers in finding and purchasing the required merchandise in a retail environment. To encourage customers to purchase products.Up-keep of the store and maintain the decorem of the store. Main Job Tasks and Responsibilities * greet customers * find out the customer's needs * recommend, select and help locate the right merchandise * answer customer queries regarding the store and the merchandise * receive and process cash, check and charge payment * maintain sales records * place special orders * organize and process merchandise exchanges * process repair or alteration of merchandise * arrange and display merchandise * keep merchandise area tidy * take stock inventory * requisition new stock Education and Experience * high school diploma or equivalent preferred * knowledge of customer service principles and processes * knowledge of sales...
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...Business Research as it Applies to Retail Business research is vital to retail business. Being an assistant store manager for Lowe’s Home Improvement means more than just managing people. Assistant store manager’s (ASMs) are responsible for increasing sales, merchandising and marketing of product, managing processes, and managing people. ASMs are also responsible for ensuring that we consistently and efficiently reduce payroll expenses while still creating a seamless and high-performance customer service atmosphere. In order to achieve all of these responsibilities and expectations, ASMs must practice business research processes and use business research to make informed decisions that are best for the company. Business research can be defined by nine steps. The first step is the purpose of the research must be defined clearly. Defining the purpose will help decipher what the actual reason is without any biased information present. Secondly, the research process must be detailed. The researcher should describe exactly what the purpose of the research is, what the researcher will look at, and what the desired outcome will be. Thirdly, once the research process is detailed, the researcher will then want to thoroughly plan the details of how he will perform the research and also how he will store the findings. Fourth, high ethical standards should be applied. Fifth, limitations should be openly revealed. A question to ask during this step is how do the actual outcomes...
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