CP Business Manager
Sl. No. Owner (Indicative Title) Classification in Score Card JOB ROLE ASSOCIATED KPIS Is it a Shared Responsibility or
Direct Responsibility with Concept In-Charge
1 CP Store Manager Financial . Review Daily Trading and take Corrective Action.
– Dive Sales and Controllable costs to achieve store P&L Targets
– Liaise with Concept In-charges to review Sales and jointly formulate actions . Store P&L Target/Growth Achievement
. Achievement of CP and each concept’s sales budget and growth on LY
. Achievement against Controllable cost % (Overtime/Casual/Utilities) against sales
. Achievement of Omni Channel/Ecom Sales Budgets (% of Sales) for CP
. Retail Productivity metrics for the store (Sales per staff, Staff per sq. Ft, etc.)
. Concept wise Retail KPIs such as UPTand ATV
. Drive x Mn Counter Sales (Concept wise)
. Achievement of Cross Selling Target Shared
2 CP Store Manager Store Experience &
Service . Manage instore Customer Service and Queries
– Manage Queues as per CP Benchmarks
– Manage Availability of trolley, shopping bag, staff, security & house keeping
– Support in Driving Concept Specific Service Model
– Managing process of Customer returns (cash counter and fiiting rooms) properly tagged and return to each concept for trading . KPI for Mystery Shopping report of 90%
. Benchmark targets for Queuing times as per CP Strategy.
. Achievement on target % Customer Feedback Score (NPS, C-Sat). Avg Queue time/Customer Direct
3 CP Store Manager Process Goods Receiving, Goods Out.
– Manage Stockroom Standards for all concepts with the Inventory supervisors and Concept In-charges
– Work closely with the Inventory Team to ensure that the SAHLA binning is in place and managed within timeframes
– Manage Good Receiving from Warehouse
– Manage inward and outward transfer of goods as per defined SOP
– All the GITs must be cleared from SIM on time as per defined SOP
– Ensure timely display of products and replenishment . Time taken to process delivery (items per person per day in the Inventory Team)
. Stock accuracy levels of each Concept
. Achievement on target areas of impact of process improvement initiatives (Consolidation, Reverse Logistics.
RTW)
.Reduce lead time in Backstore to Floor by X mins Direct
4 CP Store Manager Internal
Process/Operation
Excellence . Manage Shrink, Audit and Stock take / Stock counting processes
– Manage Stock take SOP
– Managing Shrinkage and ensure that each concept has a proper action-plan. Drive Loss Prevention Awareness with all staff.
– Ensures that everyone at the store understands their role in minimizing risk and complying with the audit requirements . Reduction in Shrinkage % (Achievement within Stock Loss Target in x % of sales (. BOE Audit Scores %
. Stock take accuracy
. RFID Frequency and Accuracy achievement%
. % damage reduction in comparison to LY Shared
5 CP Store Manager Product . Manage and Replenish Queue Rails
– Manage Clearance and Exit of Queue rail products.
– Monitor Queue rails x times a day at the store for availability and replenishment . Achievement of sales budgets for Queue rails
. Reduction in the number of instances of stock outs in Queue Rails. T90 on Weekly Availability Direct
6 CP Store Manager People . Staff Training & Development
– Make sure at all staff, including required Generalist staff are trained on how to sell as per the Concept Service Model.
– Enroll staff on relevant Learning and Development courses
– Carry out regular trainings as required
– Create successions within the Generalist team for Specialist
– Create Successions for Management
– Review and provide regular feedback on staffs performance against expectations- Maintain training plan for all Generalist and Specialist staff at the store and create a tracker to make sure that the training actually happens
– Ensure staff development and career plans are tracked and nominated
– Drive common CP Staff engagement activities . Improvement in Staff Productivity post Training
. Number of Training Manhours per staff
. % number of employees trained during the year on specific areas
. % of staff ready for next level. . Number of Ready Now and Ready in X Year(s) successors available
. Salah adoption Usage % . LMS
Training modules completion as per guidelines
. Engagement Scores/ Year on year % increase in engagement/employee satisfaction. Compliance to Performance Review Guidelines . Voluntary Attrition % Shared
7 CP Store Manager Retail Outlet . Execute VM for campaigns & events, incl. mannequins and store fronts.
– Daily review through Floorwalk or Pictures
– Maintain high standards of visual appearance & merchandise standards (as per CP
Guidelines) throughout the store including all non-retail areas . 100% implementation of the CP VM Guideline for all events and campaigns in the defined timelines
. % achievement on Season Launch & Event Compliance Audit Direct
8 CP Store Manager Omni/Digital .Manage Omni operations
– Drive one, holistic approach- an OMNI channel experience for CP Customers . Click and Collect conversions
. CP App downloads
. Kiosk Sale %
. Achievement on target areas of impact of process improvement initiatives (C&C delivery times, Fulfil from store % etc.) Direct
9 CP Store Manager External Customer .Loyalty (Shukhran)
– Expand the Shukran loyalty database and maximize sales potential for Shukran . % Increase Shukran enrolment/ conversions
. % increase in multi-concept sales
. % Increase in Shukhran sales Contribution Shared
10 CP Store Manager Retail Outlet . Health of Safety
-Ensure that the store is in compliance with the company policy for all employment and local labour laws including health & safety standards . Compliance to Territory Labor Law norms
. Compliance to Health and Safety Audit Requirements (Including Covid) Direct
11 CP Store Manager People . Staff deployment for all Store staff
– Ensure that all Concepts are in agreement with and understand the overall ROTA plan for the store (Including Cashiers)
– Manage the staff headcount availability during Peak/Non-Peak Timings
– Manage the distribution of Generalist Staff
– Liaise with the Concepts to Fill in Gaps due to attrition or additional workload . Adherence of Staff Distribution Curve Vs Business Curve
. Adherence to Concept Service Model
. Availability of staff as per Business Trading Curve Shared
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