CP Business Manager

Updated: March 11, 2024 11:38 AM GMT

Full-time Job in Al Qatif, Eastern Province

Talent Pal

Dammam

Sl. No. Owner (Indicative Title) Classification inScore Card JOB ROLE ASSOCIATED KPIS Is it a Shared Responsibilityor
Direct Responsibility with Concept InCharge
1 CP Store Manager Financial * Review Daily Trading andtake Corrective Action.
• Dive Salesand Controllable costs to achieve store P<argets
• Liaise with Concept Incharges toreview Sales and jointly formulate actions * Store P<arget/Growth Achievement
• Achievement of CPand each concepts sales budget and growth on LY
• Achievement against Controllable cost %(Overtime/Casual/Utilities) against sales
• Achievement of Omni Channel/Ecom Sales Budgets (% ofSales) for CP
• Retail Productivity metrics forthe 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 CPBenchmarks
• Manage Availability of trolleyshopping bag staff security & house keeping
• Support in Driving Concept Specific ServiceModel
• Managing process of Customer returns(cash counter and fiiting rooms) properly tagged and return to eachconcept for trading * KPI for Mystery Shopping report of90%
• Benchmark targets for Queuing times as perCP Strategy.
• Achievement on target % CustomerFeedback Score (NPS CSat)* Avg Queue time/CustomerDirect
3 CP Store Manager Process GoodsReceiving Goods Out.
• ManageStockroom Standards for all concepts with the Inventory supervisorsand Concept Incharges
• Work closely with theInventory Team to ensure that the SAHLA binning is in place andmanaged within timeframes
• Manage GoodReceiving from Warehouse
• Manage inward andoutward transfer of goods as per defined SOP
• All the GITs must be cleared from SIM on time as perdefined SOP
• Ensure timely display of productsand replenishment * Time taken to process delivery (items perperson per day in the Inventory Team)
• Stockaccuracy levels of each Concept
• Achievement ontarget areas of impact of process improvement initiatives(Consolidation Reverse Logistics.
RTW)
• Reduce lead time in Backstore toFloor by X mins Direct
4 CP Store ManagerInternal
Process/Operation
Excellence * ManageShrink Audit and Stock take / Stock counting processes
• Manage Stock take SOP
• Managing Shrinkage and ensure that each concept has aproper actionplan. Drive Loss Prevention Awareness with allstaff.
• Ensures that everyone at the storeunderstands their role in minimizing risk and complying with theaudit requirements * Reduction in Shrinkage % (Achievement withinStock Loss Target in x % of sales (< X%) and by Value in AEDmn)
• BOE Audit Scores %
• Stock take accuracy
• RFID Frequencyand Accuracy achievement%
• % damage reductionin comparison to LY Shared
5 CP StoreManager Product * Manage and Replenish Queue Rails
• Manage Clearance and Exit of Queuerail products.
• Monitor Queue rails x times aday at the store for availability and replenishment * Achievementof sales budgets for Queue rails
• Reduction inthe number of instances of stock outs in Queue Rails* T90 on WeeklyAvailability Direct
6 CP Store ManagerPeople * Staff Training & Development
• Make sure at all staff including required Generaliststaff are trained on how to sell as per the Concept ServiceModel.
• Enroll staff on relevant Learning andDevelopment courses
• Carry out regulartrainings as required
• Create successionswithin the Generalist team for Specialist
• Create Successions for Management
• Review and provide regular feedback on staffs performanceagainst expectations Maintain training plan for all Generalist andSpecialist staff at the store and create a tracker to make surethat the training actually happens
• Ensurestaff development and career plans are tracked andnominated
• Drive common CP Staff engagementactivities * Improvement in Staff Productivity postTraining
• Number of Training Manhours perstaff
• % number of employees trained during theyear on specific areas
• % of staff ready fornext level. * Number of Ready Now and Ready in X Year(s) successorsavailable
• Salah adoption Usage % *LMS
Training modules completion as perguidelines
• Engagement Scores/ Yearon year % increase in engagement/employee satisfaction* Complianceto Performance Review Guidelines * Voluntary Attrition %Shared
7 CP Store Manager Retail Outlet *Execute VM for campaigns & events incl. mannequins andstore fronts.
• Daily review throughFloorwalk or Pictures
• Maintain high standardsof visual appearance & merchandise standards (as perCP
Guidelines) throughout the storeincluding all nonretail areas * 100% implementation of the CP VMGuideline for all events and campaigns in the defined timelines
• % achievement on Season Launch& Event Compliance Audit Direct
8 CPStore Manager Omni/Digital *Manage Omni operations
• Drive one holistic approach an OMNIchannel experience for CP Customers * Click and Collectconversions
• CP App downloads
• Kiosk Sale %
• Achievement on targetareas of impact of process improvement initiatives (C&Cdelivery times Fulfil from store % etc.) Direct
9 CP Store Manager External Customer *Loyalty(Shukhran)
• Expand the Shukranloyalty database and maximize sales potential for Shukran * %Increase Shukran enrolment/ conversions
• %increase in multiconcept sales
• % Increase inShukhran sales Contribution Shared
10 CPStore Manager Retail Outlet * Health of Safety
• Ensure that the store is in compliance with the companypolicy for all employment and local labour laws including health& safety standards * Compliance to Territory Labor Lawnorms
• Compliance to Health and Safety AuditRequirements (Including Covid) Direct
11 CPStore Manager People * Staff deployment for all Store staff
• Ensure that all Concepts are inagreement with and understand the overall ROTA plan for the store(Including Cashiers)
• Manage the staffheadcount availability during Peak/NonPeak Timings
• Manage the distribution of Generalist Staff
• Liaise with the Concepts to Fill in Gaps due to attritionor additional workload * Adherence of Staff Distribution Curve VsBusiness Curve
• Adherence to Concept ServiceModel
• Availability of staff as per BusinessTrading Curve Shared
Qualifications

CP Business Manager
Sl. No. Owner(Indicative Title) Classification in Score Card JOB ROLE ASSOCIATEDKPIS Is it a Shared Responsibility or
DirectResponsibility with Concept InCharge
1 CP Store ManagerFinancial * Review Daily Trading and take Corrective Action.
• Dive Sales and Controllable costs toachieve store P&L Targets
• Liaise withConcept Incharges to review Sales and jointly formulate actions *Store P&L Target/Growth Achievement
• Achievement of CP and each concepts sales budget andgrowth on LY
• Achievement against Controllablecost % (Overtime/Casual/Utilities) against sales
• Achievement of Omni Channel/Ecom Sales Budgets (% ofSales) for CP
• Retail Productivity metrics forthe 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 CPBenchmarks
• Manage Availability of trolleyshopping bag staff security & house keeping
• Support in Driving Concept Specific ServiceModel
• Managing process of Customer returns(cash counter and fiiting rooms) properly tagged and return to eachconcept for trading * KPI for Mystery Shopping report of90%
• Benchmark targets for Queuing times as perCP Strategy.
• Achievement on target % CustomerFeedback Score (NPS CSat)* Avg Queue time/CustomerDirect
3 CP Store Manager Process GoodsReceiving Goods Out.
• ManageStockroom Standards for all concepts with the Inventory supervisorsand Concept Incharges
• Work closely with theInventory Team to ensure that the SAHLA binning is in place andmanaged within timeframes
• Manage GoodReceiving from Warehouse
• Manage inward andoutward transfer of goods as per defined SOP
• All the GITs must be cleared from SIM on time as perdefined SOP
• Ensure timely display of productsand replenishment * Time taken to process delivery (items perperson per day in the Inventory Team)
• Stockaccuracy levels of each Concept
• Achievement ontarget areas of impact of process improvement initiatives(Consolidation Reverse Logistics.
RTW)
• Reduce lead time in Backstore toFloor by X mins Direct
4 CP Store ManagerInternal
Process/Operation
Excellence * ManageShrink Audit and Stock take / Stock counting processes
• Manage Stock take SOP
• Managing Shrinkage and ensure that each concept has aproper actionplan. Drive Loss Prevention Awareness with allstaff.
• Ensures that everyone at the storeunderstands their role in minimizing risk and complying with theaudit requirements * Reduction in Shrinkage % (Achievement withinStock Loss Target in x % of sales (< X%) and by Value in AEDmn)
• BOE Audit Scores %
• Stock take accuracy
• RFID Frequencyand Accuracy achievement%
• % damage reductionin comparison to LY Shared
5 CP StoreManager Product * Manage and Replenish Queue Rails
• Manage Clearance and Exit of Queuerail products.
• Monitor Queue rails x times aday at the store for availability and replenishment * Achievementof sales budgets for Queue rails
• Reduction inthe number of instances of stock outs in Queue Rails* T90 on WeeklyAvailability Direct
6 CP Store ManagerPeople * Staff Training & Development
• Make sure at all staff including required Generaliststaff are trained on how to sell as per the Concept ServiceModel.
• Enroll staff on relevant Learning andDevelopment courses
• Carry out regulartrainings as required
• Create successionswithin the Generalist team for Specialist
• Create Successions for Management
• Review and provide regular feedback on staffs performanceagainst expectations Maintain training plan for all Generalist andSpecialist staff at the store and create a tracker to make surethat the training actually happens
• Ensurestaff development and career plans are tracked andnominated
• Drive common CP Staff engagementactivities * Improvement in Staff Productivity postTraining
• Number of Training Manhours perstaff
• % number of employees trained during theyear on specific areas
• % of staff ready fornext level. * Number of Ready Now and Ready in X Year(s) successorsavailable
• Salah adoption Usage % *LMS
Training modules completion as perguidelines
• Engagement Scores/ Yearon year % increase in engagement/employee satisfaction* Complianceto Performance Review Guidelines * Voluntary Attrition %Shared
7 CP Store Manager Retail Outlet *Execute VM for campaigns & events incl. mannequins andstore fronts.
• Daily review throughFloorwalk or Pictures
• Maintain high standardsof visual appearance & merchandise standards (as perCP
Guidelines) throughout the storeincluding all nonretail areas * 100% implementation of the CP VMGuideline for all events and campaigns in the defined timelines
• % achievement on Season Launch& Event Compliance Audit Direct
8 CPStore Manager Omni/Digital *Manage Omni operations
• Drive one holistic approach an OMNIchannel experience for CP Customers * Click and Collectconversions
• CP App downloads
• Kiosk Sale %
• Achievement on targetareas of impact of process improvement initiatives (C&Cdelivery times Fulfil from store % etc.) Direct
9 CP Store Manager External Customer *Loyalty(Shukhran)
• Expand the Shukranloyalty database and maximize sales potential for Shukran * %Increase Shukran enrolment/ conversions
• %increase in multiconcept sales
• % Increase inShukhran sales Contribution Shared
10 CPStore Manager Retail Outlet * Health of Safety
• Ensure that the store is in compliance with the companypolicy for all employment and local labour laws including health& safety standards * Compliance to Territory Labor Lawnorms
• Compliance to Health and Safety AuditRequirements (Including Covid) Direct
11 CPStore Manager People * Staff deployment for all Store staff
• Ensure that all Concepts are inagreement with and understand the overall ROTA plan for the store(Including Cashiers)
• Manage the staffheadcount availability during Peak/NonPeak Timings
• Manage the distribution of Generalist Staff
• Liaise with the Concepts to Fill in Gaps due to attritionor additional workload * Adherence of Staff Distribution Curve VsBusiness Curve
• Adherence to Concept ServiceModel
• Availability of staff as per BusinessTrading Curve Shared
PrimaryLocation: SASAQatif
Work location/موقع العمل: Centrepoint QatifDammam Al Qatif City Mall AlQatif City Mall Qatif
Job: RetailOperations
Organization: CP Common KSA
Schedule label /الجدول الزمني: Regular
Shift: Standard
JobType: Fulltime
Day Job
JobPosting/نشر تسمية الوظيفة: Dec:29:20 AM
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