Store Manager

Job Description

Store Manager | Retail | Marks & Spencer | MOEOverview of the roleThe Store Manager is responsible for consistent operational excellence in the store and has full P&L responsibility and ensures Brand compliance for the store He/she creates a working environment which encourages Brand values, teamwork and delivery of the results and exceptional customer service.ÿWhat you will doSALES

1. Drive Sales

• Reviews and analyses sales figures to identify opportunities to develop and drive sales performance at department and BU level.
• Challenges the team to improve performance compared to business and shape of chain using relevant metrics.
• Engages with RO colleagues to enlist support for local opportunities that deliver sales growth for the store.
• Analyses and demonstrates an understanding of the competition and identifies opportunities to exploit at store level.
• Demonstrates an understanding of the customer and challenges their team to drive conversion, average basket, UPT and maximize sales.

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1. Layout and Look

• Delivers store proportionality and implements events with impact and commercial focus.
• Challenges direct reports on presentation of product and ensures business policies and seasonal launches are delivered with authority.
• Ensures ticketing and VM elements highlight the merchandise throughout the store to create customer awareness of our different lines.
• Consistently seeks to benchmark own standards with peer stores and competitors and looks for ways to create an aspirational shopping environment for the customer.

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1. Stock Management

• Regularly reviews top and bottom selling lines with direct reports to ensure store is carrying correct options to maximize sales.
• Challenges the availability of NOOSE lines, keep the team informed about NOOSE lines and focuses on to ensure required availability ratio of NOOSE lines.
• Regularly reviews stock management process and stockholding areas with direct reports to identify areas of risk and initiate action.

SERVICE

1. Service Standards

• Actively demonstrates and role models service ? Doing the right thing generating excitement and commitment to Service.
• Listens to and actively seeks feedback from customers on service standards in their store uses the information to drive improvement.
• Reviews the service offer across the store with respect to the business model and customer demand to ensure that service levels are consistently delivered and demonstrates an understanding of the services offered by competitors in key business areas.
• Drives the internal assessment process for ensuring service standards are driven on a daily basis and walks and talks service at every opportunity.
• Ensures that service training is an integral part of training from induction through to existing staff to ensure all employees are trained to the highest standards and are clear on the customer and business expectations.
• Ensure the elements of The Service Pyramid is in place to provide an easy to shop environment and staff are consciously delivering Rhythm and Routine, Basic Services
• and Delight. (Clean, nice smelling, well maintained, proper music, shopping tools in reach, staff well-presented and engaged on floor, at tills and fitting rooms, etc.)

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1. Service Measurements

• Analyses Mystery Shop and CSI report to identify areas for improvement and implements an action plan.
• Demonstrates an understanding of store themes at BU level and challenges direct reports to drive improvement.
• Fully exploits the service awards budget by rewarding and recognizing excellent service in store on a regular basis supported by clear communication.

ÿSTANDARDS

1. Compliance

• Ensures that the store is adequately resourced across all the areas that are touched by legal compliance have a thorough knowledge of all compliance issues across the store and that the people involved are knowledgeable and fully trained.
• Provides strong leadership in embedding the weekly rhythm and routine through WWF to ensure all management review and sign off the business compliance documentation on time.
• Ensures employees are knowledgeable and always updated on SOPs.
• Implements store self-assessment audits/reviews internal audit reports and devise action plans with the wider management team ensuing that actions are delivered.

ÿHEALTH AND SAFETY

• Delivers a safe and legally complaint store trading environment for customers and employees by ensuring that there is a weekly review with the Health and Safety officer to identify risks and drive an action plan.
• Works to ensure any store maintenance issues are reported correctly and resolved quickly to the company standard required, escalating as appropriate.
• Cleaning contractors are regularly reviewed to ensure they are delivering to M&S cleaning specifications and escalate risks appropriately.

ÿDUTY MANAGEMENTEnsures that all the duty managers are trained and able to carry out the Duty Manager role and manage major incidents competently.WWF is applied to organize the weekly activities across the store.ÿPEOPLE

1. People policies and Process

• Implements company policies and processes for managing absence, leave, addressing disciplinary issues and support the management team.
• Demonstrates an understanding of the HR policies to drive improvement in employee?s behaviour & outcome.
• Develops with HRBP a robust succession plan at all levels within the store that supports the regional succession plan.
• Focus on recruitment as strategic process to bring in candidates with right attitude, partner with recruitment team to have a pipeline of candidates to maintain FTE levels.

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1. Voice of Employee

• Engages with the employees on a regular basis to build a strong working partnership that promotes good communication and involvement throughout the store.
• Reviews and identifies the key learning?s from the survey in conjunction with Store Management team to create a robust action plan that drives improvement.

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1. Performance Development (PDR)

• Personally, demonstrates all aspects of performance & development management, career, and succession planning.
• Ensures that all direct reports have SMART objectives and an individual development plan which are reviewed in line with the business performance management cycle.
• Partners with L&D Manager to ensure staff completes required trainings through a Training Calendar and ensures reporting of training activity as required.
• Drives a rhythm and routine in recognizing and rewarding success across the store formally and informally.

ÿÿÿCOSTS

1. Profitability

• Deliver an efficient use of FTE in the store which is comparable to peer stores
• Embeds a weekly rhythm and routine around Bottom Line
• Tuesday and takes a leadership role to ensure all cost KPIs are probed and a clear action plan generated to improve performance
• Challenges direct reports to deliver GM and Food shrinkage targets through accurate management of all stock systems and people processes.

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1. Cost improvement

• Creates a robust Cost Improvement action plan for their store and embeds a rhythm and routine which looks for opportunities to drive improvement
• Actively measures efficiency across the store and compares output against peer group average and proposes action to improve where performance is not in line

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