Regional Retail Manager
Majid Al Futtaim Fashion (MAF Fashion)
•Achieving Sales targets through a Pro-active Commercial Agenda. Developing and planning new business and initiatives that drives overall sales and business improvement.
•To identify and generate profit improvement opportunities, as well as preventing all forms of lost profit through effective checking and control processes.
•Establish sales budgets for presentation and discussion with the Retail Director.
•Develop a Sales led retail team, focused on delivering the Result Focused goals of the business.
•Analyse business reports and provide the direction for corrective action where required.
•Providing critical analytical feedback on store performance at the Weekly / Monthly Trading Reviews together with the Retail Director and Merchandisers.
•In conjunction with Merchandisers, analyse each individual stores performance in relation to Sales / Space / Sales mix and Density.
•Maintaining commercial layouts in each store, flexing according to seasons.
•To ensure that the Territories Inventory is in the right place, at the right time, in the right volume to maximise sales and minimise markdown and terminal stocks.
•In conjunction with Merchandisers, ensure Stores stock packages are graded and replenished according to the Stores commercial strengths and weaknesses and appropriate to local market.
•Promotional opportunities / events are driven to ensure the highest possible return on investment.
•Event Trading – Identifying and driving key date / product events to maximize sales and sell through.
•Ensure that all store costs are managed within budget.
•Reviewing and setting targets to drive improved productivity and payroll percentage verses sales through the building of skills, capability and operational efficiencies.
•Driving a strong ‘Asset‘protection agenda, which minimizes all forms of stock loss whether visible or invisible.
•Providing direction to the retail team in the production of action plans (SLAPS – Stock Loss Action Plans) to resolve any critical areas of stock loss.
•Senior Operations Managers will have full accountability and responsibility for their aggregated stock loss percentage of their stores and current procedure will be followed when dealing with unsatisfactory results
•Development of Store Managers in their responsibility for their stores 4 wall accountability.
Recruitment of the Best Retail Team’ and creating an environment in which people prosper:
Driving Store + Territory Profitability: Profit Achievement against set Targets.
•To recruit and develop the ‘Best’ retail operational team, through establishing the right culture and environment, which recognizes and rewards achievement
•Coach and develop the Area Managers through quarterly reviewed PDPs’, to optimise the performance of their areas.
•Identify ‘key’ talent / fast track individuals within the business to provide future succession needs through effective PDPs’.
•In conjunction with the training department, ensure that Training and Development needs are identified at all levels and that structured development is in place within each Brand.
•Establish ‘Centres of Excellence’ managed by the Area Managers, that deliver the highest standards, to provide set expectations through the induction and training of new entrants into the business
•Create an environment of 2 way communication, which encourages involvement and individuals to take the initiative.
•Performance review process consistently executed and poor performers appropriately addressed.
•Ensuring that the highest standards of ‘Leadership’ are adopted within each Territory and store, therefore creating an environment in which people prosper and progress.
Operational Standards, Processes and Practices to the Highest Standards:
•To establish the highest operational standards, practices and processes. The Store operational standards of Visual Merchandising, replenishment and resource planning to enhance the overall Customer shopping experience.
•Ensure the highest standards of Visual Merchandising are consistently achieved across the Territory, in line with the VM principles and guidelines for each Brand.
•To identify where the VM principles and guidelines need to be reviewed and adapted as a result of changes in product mix.
•Event Trading – in conjunction with Marketing and Merchandisers, ensure that all ‘Event’s’ are fully maximized in relation to Sales, Stock and Brand building.
•In conjunction with each Brands Buyer and Merchandiser, ensure that each Store has a Block Trading Layout which is commercial and Visually exciting, in line with the Brands Guidelines.
•Delivery of timely new Store openings in conjunction with the Project Team, from feasibility to Store opening, establishing the highest caliber of Store team, best retail standards and operational processes and practices.
•Monitor and measure and evaluate the contribution of new / refurbished stores against their Capex requirement.
•Review, identify and develop business processes and practices that are the most efficient in all aspects of a stores 24/7 operational cycle, thereby maximizing productivity and the shopping experience to the customer.
Delivery of the Highest Customer Service Standards:
•In conjunction with the Area and Store Managers ensure the ‘Key’ priority targets and Goals in Customer Service are consistently achieved appropriate to each Brand through a ‘Passion’ for fashion attitude.
•In conjunction with the Area Managers put in place a quarterly process and evaluation which effectively measures each stores performance, against set Customer Service Criteria.
•Ensuring that each Store has the correct Resource Model in place, exceeding the needs of the Customer (Right People / Right Place / Right Time / Doing the Right thing), whilst also meeting the business productivity targets.
•Ensuring that the each Store takes complete ownership for the successful resolution of Customer complaints.
•Coaching and Development to ensure that the right people skills are in place to deliver the required behaviours and approaches to Customer Service.
•Ensuring that the highest standards of appearance are in place at all times.
•A strategic thinker
•Driven to achieve results
•Demonstrates good commercial sense
•Persuasive and able to exercise a high degree of influence
•Effective at time management and able to balance multiple competing priorities
•Self starter and ability to sustain a high level of energy
•An effective manager and motivator of people
•A strategic thinker who sees the big picture, but is flexible in the way forward
•Challenger of the status-quo
•Cultural awareness and sensitivity relating to multi-nationalities
•High level of interpersonal expertise and English communication both written and oral
•Ambassador of Brand Values as it applies to the Stores
About the Company
About the Company
Majid Al Futtaim Fashion is a subsidiary company within the Majid Al Futtaim Ventures portfolio, part of the Majid Al Futtaim Holding.
In partnership with internationally renowned designer Liz Claiborne, MAF Fashion’s portfolio boasts brands such as Jane Norman, Monet, Mexx, Fat Face, Liz Claiborne, Juicy Couture and Hoss Intropia. MAF Fashion has approximately 90 retail outlets across the Middle East comprising of stand alone stores as well as store within store concepts.