About the job

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 (< 'X%') and by Value in AED mn)
• 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 staff�s 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

• متطلبات الوظيفة

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  • اللغة الانجليزية

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  • المستوى التعليمى

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  • مايكروسوفت أوفيس

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