Загрузил Nargiz Ismailova

Job description

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Job Description
(Mall Manager)
CONTENT
FOREWORD………………………………………………………………………………………
MORNING BRIEF……………………………………………………………….………………
CHECKING THE STORES……………………………………………………………..………
BOTTOM STORES………………………………………...………………………………………
WEEKLY REVIEW………………………………………...………………………………………
TARGET BOARDS………………………………………………………………………………
CHECK -LIST………………………………………………………………………………………
LOSS PREVENTION……………… ………..……………..……….…….………………………
FOLLOW UP………………………………………………………………..………………………
TRAININGS…...……… ………………………………...............................................……………
STOCK ROOMS……………………..……..…...…………………………………………………
ATTENDANCE AND ROTA………………………………………………………………….……...
NUMBERS……………………………………..….…………………………………………………
STATUS UPDATES……………………………………….…………….....…………………………
FOLDERS……………………………………………………………..……………………………
STORE ACTION STEPS……………………………………………………………….……………
BACK TO THE FLOOR (BTTF)…………………………………………………….… ……………
PREPARING STORES FOR THE WEEKEND………………………………………………………
MALL TEAM ATTENDANCE & ROTA…………………….………….………..……….……………
MALL MANAGER VISIT REPORT……… ………………………….……………….………………
STOCK DELIVERY & ACTIVITY CALENDAR ……………………………………………………
STAFF TRAINING……… ……………………………………….……………………………………
DRESS CODE……… ………………………………..……...…………………………………………
BONUS SCHEME……………...….……………………………………………………………………
Morning Brief
Mall manager coming 15 minutes early to prepare the numbers. By 09:45 the board MUST be updated
Starts at 09:45 everyday
Timing: 15 minutes maximum
Attendance check
Update staff about yesterday results. Performance vs target & other KPI (DOD, WOW, LFL, UPT, Unit
Target, ATV)
Update staff about ongoing motivational programs
Provide action plan for the day & KPI (DOD, WOW, LFL, UPT, Unit Target, ATV)
Telegram morning post is mandatory – 1) Motivation & 2) containing priorities for the day
Checking The Stores
Once briefing is over, mall manager visits all the stores to make sure:
Store is opened
Staff is in the stores
Check Rota & attendance (if anybody missing)
Bottom Stores
Bottom stores identified & printed on the paper
MM visiting bottom stores to:
Understand the reasons of poor performance
Make sure store manager & staff is aware of today’s KPIs
Provide necessary help & support
Check if the store has right window, layout, front & REPLENISHMENT
Contact brand manager for any support
Put & agree on action steps with store manager. Action steps should contain exact timing: if it is today, then
at what time
Weekly Review
You must review the bottom store every week to make sure they are in focus and to put a weekly action plan
review Top and bottom staff by KPI
Review not only stores but staff as well – standard form to be used for staff evaluation where KPI are written
in advance, so that every store is in equal position
Target Boards
Checked daily
Staff MUST now 1) store KPIs + 2) individual KPIs (target, LFL, WOW, DOD, YTD, MTD, UPT, UNITS
target, ATV)
Communication board – updated daily
Check-List
Daily Check List – for every store
Monthly – Mall Manager Visit Report – for every store
Loss Prevention
Check the Cash Tills – each person should use their log-in name
Cash Transfer – second shift people receiving cash from 1st shift
Random Checks – regularly check the cash tills with X Report
Returns – control returns, execute returns
Randomly pick-up return form & make phone calls to the customers
Alarm – making sure every product has alarm tag
Follow Up
During the day you must visit all stores to motivate the store staff and to make sure everyone is serving our
customers and to give help or support to the staff if need
Redistribute staff – mall manager takes decision where to move the staff (temporarily)
Trainings
Regular trainings – customer service, role plays, UPT increase
KPI monitoring
Stock Rooms
Stock rooms tidy & clean. IBT, damaged goods, store clothes separated, everything has its place
Alarm tags are in place & products priced
Stock folded & organized on the shelves
Attendance And Rota
Check staff attendance and Rota to make sure everybody working with the correct Rota
Make sure lunch breaks & shifts are managed properly, not allowing staff to take lunch break at the same
time
Numbers
Mall manager is the key person who makes sure numbers are correct (during daily postings, closing)
Checking numbers with Head Office
Targets checked for validity & mechanical error (by store) (same with Unit targets, UPT & ATV)
Once you check everything you need to confirm that numbers are correct
Status Updates
Weekly quick status updates with George – standard form to be filled with weekly priorities & to do lists
Printed version of action steps goes to Mall Managers folder
Folders
Mall management folders – updated regularly
Store folders – updated on a weekly basis. Folders to be kept in stores
Maintenance reports to be collected from each store
Store Action Steps
Every store will have Action List where store staff should be putting daily action steps with exact deadlines
If mall manager inquires certain action step it should be included in the Action List as well
Action List goes to store folder
Back to the floor (BTTF)
Should be conducted every Friday
George provides the list of the stores
BTTF does NOT mean that responsibility on mall performance is removed from your shoulders, it is vice
versa actually
Mall manager should have right communication with store staff so that KPI continue to smash even when
mall manager is on BTTF
Example: mall manager smashes all KPI during BTTF, but mall performs 74%. What happens? No well
done, but disaster!
Idea of BTTF is to bring bottom performing stores on track, but not at the expense of harming other ones
I want everybody to understand this simple concept clearly
Preparing Stores For The Weekend
You must make sure that no lieu days are given for weekend period
Replenishment & sizing is done
Stock rooms are efficient & tidy, thus making it easier for staff to access the products
Shop floor is organized giving the opportunity to cover more customers (easy up size search process)
All operational issues are solved in advance (e.g. switching on additional till)
Making sure nobody “hides” in the warehouse for long time (other than quick run for sizes)
Redistributes staff among the stores during increased footfall
Mall team Attendance & Rota
Rota is the same for everybody & is mandatory
Everybody should be doing fingerprint check-in
Everybody should be in line with Rota
However if you need to spend more time with stores to achieve KPI you must do it
At the end of the day you are asked about numbers, so if for instance you need to spend 12 hours to get the
numbers you should be doing that, because everybody receives bonuses for smashing the KPI, not for hours
spent in a particular mall
Mall manager visit report
Mall manager is obliged to conduct visit to every store with the available standard form – done monthly
Also Daily check-list
By end of each month EVERY store should have printed & signed paper inserted into communication board
Daily Store checklist – shorter version of mall management visit report – conducted daily – signed & goes to
store folder
Stock Delivery & Activity Calendar
Every mall manager should know when the delivery is coming so that we prepare the staff in advance
During delivery mall manager should make sure store staff is fully prepared for that
During sales period mall management checks the phasing, prices & point of sales making sure store operates
as planned & everything working
Staff Training
On the job training – enter the store, see the problem, and give the solution, train! Don’t wait till official
meeting will come to raise that issue. Problems must be solved immediately & staff should receive feedback
promptly
Weekly training (Customer service – KPI) – pick up a date that will be communicated in advance & conduct
continuous trainings
Dress Code
Uniforms – mandatory for everyone
Badges
Bonus scheme
All staff and managers must know how much they will got when they achieve their target
AGREED
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25.05.2018
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