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 1. _________________________________________________________________ 2. _________________________________________________________________ 3. _________________________________________________________________ 4. _________________________________________________________________ 5. _________________________________________________________________ 6. _________________________________________________________________ 7. _________________________________________________________________ 8. _________________________________________________________________ 9. _________________________________________________________________ 10. _________________________________________________________________ 11. _________________________________________________________________ 12. _________________________________________________________________ 13. _________________________________________________________________ 14. _________________________________________________________________ 15. _________________________________________________________________ 16. _________________________________________________________________ 17. _________________________________________________________________ 18. _________________________________________________________________ 19. _________________________________________________________________ 20. _________________________________________________________________ 25.05.2018
