Job 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 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 * Availability of staff as per Business Trading Curve Shared Schedule: Full-time Shift: Day Job Travel: