Retail Area Sales Supervisor (Female)

Job description / Role

Retail Area Sales Supervisor - NARS - Riyadh (Female)

Accountabilities

- Promote delivery of exceptional Guest Experience & build customer loyalty
- Ensure that shop floor employees are properly trained and coached in customer service excellence
- Assess customer service in network of stores through bi monthly SOQLE review
- Use review of SOQLE results to set improvement targets in customer service excellence
- Monitor that staff grooming and uniforms are as per standards through SOQLE
- Propose remedial action plan to RSM following mystery shopping results
- Monitor that approved remedial action plan is executed in stores
- Review customer complaints and incident report involving customers weekly with store manager and provide advice and coaching
- Facilitate resolution of Guest-related issues finding the best solution to satisfy Guests and preserve the interests of the Group (repairs, extra-discounts, damaged goods, exchanges, refunds, etc.)
- Send monthly report to RSM on customer complaints
- Approve temporary loans for VVIP
- Verify conformity of VIP list proposed by store networks with criteria and submit list to RSM for validation
- Monitor that identification of transactions is done
- Monitor that all transactions above average have been linked to customer names
- Set up targets by segments of key customers for store (development of average and total value of purchase, increase of product mix) to store manager and monitor performance vs. targets
- Monitor that store managers distribute these targets on customer loyalty to sales executives through their individual line targets and set targets for store managers in their own individual line targets and monitor performance vs. targets
- Review plans of contacts of customers with store managers during visits and monitor execution
- Provide feedback to RSM on the use of the database of key customers for CRM campaigns

Main KPI:

- Customer satisfaction rate in mystery shopping within network (actual vs. target)
- Increase of UPT, VPT from last year
- Increase of score by customer segments on sales value (actual vs target)
- Increase of score by customer segments on quantity per category of product (actual vs target)
- Number of SOQLE completed (actual vs. target)

Secondary KPI:

- Number of customer complaints received
- Manage store topline & gross margin achievement
- Ensure that annual and monthly sales target per store are properly communicated to store managers on a timely basis
- Provide monthly detailed feedback on store top line achievements to RSM to prepare monthly top line review
- Suggest action plan to improve store top line and gross margin within network of stores whenever required
- Validate monthly line targets to sales executives proposed by Store managers and check alignment with store budget targets and alignment with menu set by RSM
- Fix monthly line targets to Store managers
- Review monthly how to address low performance of sales executives if any
- Motivate and align shop floor staff on objectives by performing weekly huddle in stores and adapt the weekly theme to business requirements (e.g. understanding of product catalog during season, new product launches, etc..)
- Control discounts by categories of customers (e.g. commercial discounts, Group favorite discounts, staff discounts)
- Approve exceptional commercial discounts to customers as per thresholds in specific cases and ensure that discounts are escalated whenever required

Main KPI:

- Generated turnover (actual vs. target)
- Sell-out at full price ratio (actual vs target)
- Performance by category (quantity sold, sell-thru, turnover) - actual vs. target
- Average Value Per Ticket (actual vs. target)
- Average number of units per transaction (actual vs. target)

Secondary KPI:

- Conversion rate (actual vs. target)
- Budget Management
- Actively participate in preparation and execution of store budget (mainly top line)
- Provide relevant qualitative feedback to RSM to help prepare store top line budget (e.g. performance of brand, category, SKU and detailed information on historical sales and store customers)
- Provide monthly detailed feedback on store top line achievements to line manager to help prepare monthly top line review

Main KPI:

- Qualitative feedback from the RSM
- Network changes (New store opening and store closure)
- Ensure commercial preparation of store before opening and during first months of operations
- Act as the local commercial project manager for smooth preparation of store opening and monitor stabilization of operations
- Submit retro plan on commercial part of calendar of store opening to RSM and local project management team
- Execute the staffing plan
- Suggest to RSM transfer of store manager to new store
- Propose action plan for first 6 months of operations for new stores (e.g. staff training, customer acquisition) through specific KPIs
- Coordinate with local Back-office
- Propose remedial plan before store closure and execute phasing out plan during closure
- Propose remedial plan for underperforming stores based on insights from store manager
- Monitor execution of remedial plan after approval
- Execute the phasing out plan in case of closure (e.g. staffing, etc.)

Main KPI:

- Timely execution of all network changes
- Product and coaching related to product
- Act as the product champion and the link between back-office and the shop floor employees
- Ensure new products/new season collection are properly explained to shop floor employees
- Ensure alignment of communication of shop floor employees on products through coaching on sales techniques related to products and during weekly huddles
- Provide qualitative feedbacks on product performance based on merchandise templates

Main KPI:

- Mystery shopping results focused on product knowledge
- Qualitative feedback from the RSM on input provided towards product performance resulting in higher sales
- Effectively review & manage store operations
- Make sure that stores are properly staffed and monitor that administrative responsibilities are assigned to one specific staff at all time
- Monitor that rosters are correctly performed by store managers
- Address immediately issues of staffing revealed by daily SORT
- Approve rebalancing of staff between stores to improve overall performance of store
- Instruct store managers for temporary assignment of staff outside store (e.g. staff sales, stock take in other store, special events) and find replacement
- Escalate need of staffing to RSM whenever appropriate
- Review compensation schedule with store managers to ensure fairness
- Monitor that administrative responsibilities are assigned at all time to, at least, one specific staff and that administrative KPIs are properly cascaded down to the concerned staff
- Monitor that issues raised by daily SORT are solved on time and properly
- Coordinate with Retail Operations specialist in case of operational issues disrupting/threatening sale performance
- Ensure that back-store operations are correctly performed in stores by performing SOQLE check-list during visits to stores and review issues with store manager
- Review overall compliance of stores to Store Manual monthly with Retail Operations Specialist and decide jointly on action plan
- Monitor that action plan on back-store operations is properly executed by store managers
- Coordinate with Retail Store Operations Specialist for proper solution to operational issues disrupting sales
- Approve petty cash reimbursement based on summary of expenses
- Receive copy of supply requests sent by store managers to Retail operations specialists

Main KPI:

- SOQLE score for back store operations section (actual vs. threshold)

Secondary KPI:

- % of transactions linked to customers
- Assortment , Visual Merchandising and Marketing
- Monitor that VM activities are executed in network of stores
- Send calendar of VM activities to store manager
- Monitor that VM activities in stores are performed according to sales plan and provide monthly report to RSM
- Escalate issues related to execution of VM calendar to RSM
- Monitor that Marketing activities are executed in network of stores
- Monitor that Marketing activities in stores are performed according to marketing plan and provide weekly report to RSM
- Verify that new collection assortment is performed in store as per Brand's and merchandise team's guidelines
- Try to find solution to align assortment as per Brand's guidelines

Main KPI:

- Qualitative feedback from the RSM
- Store Inventory Management
- Responsible of stock variance in stores along with store managers
- Provide insights to RSM regarding cycle counting criteria based on concerns or recurring issues in stores
- Recommend best calendar for annual stock take and cycle counting by stores
- Perform spot checks on items based on SOQLE results
- Monitor that stock discrepancies and other variances in stores are addressed on time and as per group's guidelines

Secondary KPI:

- Decrease in stock take variance in network of stores (actual vs. target)
- Effectively manage & control store expenses (Uniforms, VM, store expenses, etc.)
- Ensure expenses related to uniform and petty cash remains within budget
- Ensure that uniform expenses remains within budget
- Approve petty cash expenses in store

Main KPI:

- Shop Expenses to not exceed the budget
- Team Management
- Manage shop floor employees within area
- Ensure that recruitment of sales executive is performed as per Group's standards
- Ensure that talents in their network are identified, developed and proposed for promotion as per Group's standards and interests of individuals
- Ensure that performance management for store managers (setting objectives and individual assessment) is performed according to Group's standards and correctly communicated to store managers
- Validate IPA for sales executives
- Ensure that monthly assessment (IPA) of store manager is performed as per Group's schedules and standards
- Validate monthly individual rewards and commission for sales executive
- Ensure that monthly individual rewards and commissions for store manager is fairly translating achievement of performance
- Manage shop floor employees within area
- Propose individual training of store managers based on PDR results
- Monitor that IDP of sales executive are performed as per Group's guidelines
- Monitor that needs for training of sales executives are identified and addressed
- Monitor that gaps in back-store operations revealed by SORT and SOQLE or raised by store managers and super users are addressed through coaching and technical trainings for concerned sales executives
- Coordinate with Retail operations specialist to organize in-store trainings of store staff in case of change of SOP
- Ensure that personnel administration requests of shop floor employees (sales executives and store managers) are addressed in time
- Ensure that disciplinary actions for shop floor employees (sales executives and store managers) are performed as per Group's due diligence process or escalated when needed

Main KPI:

- Productivity per store employee (actual vs. target)
- Line target deployed and communicated to employees within network of stores (actual date vs. target)
- Employee turnover rate for network of stores (actual vs. target)

Secondary KPI:

- Submission of monthly IPA (actual vs. target date)
- Act as a coordinator between store network and local back-office for smooth execution of activities
- Ensure smooth coordination between Marketing, VM, Merchandise and store managers for events and activities in the store or in the mall
- Coordinate with Retail Store Operations Specialist for proper solution to operational issues disrupting sales
- Ensure coordination with Retail Operations Specialist and Factory outlet team during staff sales (e.g. staffing and staff supervision)
- Ensure coordination with LGM reports for smooth execution of retail activities in countries

Requirements

Main KPI:

- Qualitative feedback from the RSM

The Area Supervisor is a key resource in ensuring that their Shop Supervisors/Managers maximize the commercial performance of their retail shops and deliver exceptional Guest Experience. The Area Supervisor also establishes a bridge between back-office and their network of stores which they control/audit on a continuous basis and implement corrective solutions and actions.

As a key role in the organization, Area Supervisors must display a capacity to fully stand the values of Chalhoub Group with a strong focus on Leadership: Respect - Fairness, Integrity, Humility , Excellence - Role Model, Commitment and Efficiency and Entrepreneurial Spirit - Leadership, Ingenuity and Team Spirit .

About the Company

The Chalhoub Group is the leading partner for luxury across the Middle East since 1955. As an expert in retail, distribution and marketing services based in Dubai, the group has become a major player in the fashion, beauty and gift sectors regionally.

By blending its Middle East expertise and intimate knowledge of luxury, Chalhoub Group is building brands in the region, by offering service excellence to all its partners and a unique experience to its customers through its passionate teams.

With a growing workforce of more than 9,000 people, implemented in 14 countries, as well as the operating of over 470 retail outlets, the group's success is attributed to its most valued asset of highly skilled and dedicated teams. Professionalism and passion are what fuel the Chalhoub Group's competitive edge in today's market.

By being committed to implementing sustainable practices into their business, the Chalhoub Group has been awarded in 2013 the CSR Label from the Dubai Chamber of Commerce.