CP Business Manager

Job Description - CP Business Manager Z)

Job Description

CP Business Manager Z )

Description

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 (< '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 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

Qualifications

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 (< '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 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