CP Business Manager - CP Common KSA

Sl. No. Owner (Indicative Title) Classification in Score Card JOB ROLE ASSOCIATED KPIS Is it a Shared Responsibility or
Direct Responsibility with Concept InCharge
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 Incharges to review Sales and jointly formulate actions * Store P&L Target/Growth Achievement
• Achievement of CP and each concepts 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 CSat)* 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 Incharges
• 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 actionplan. 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 nonretail 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 multiconcept 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/NonPeak 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 InCharge
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 Incharges to review Sales and jointly formulate actions * Store P&L Target/Growth Achievement
• Achievement of CP and each concepts 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 CSat)* 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 Incharges
• 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 actionplan. 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 nonretail 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 multiconcept 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/NonPeak 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

Primary Location: SASAQatif
Work location/ موقع العمل: Centrepoint QatifDammam Al Qatif City Mall Al Qatif City Mall Qatif
Job: Retail Operations
Organization: CP Common KSA
Schedule label /الجدول الزمني: Regular
Shift: Standard
Job Type: Fulltime
Day Job
Job Posting/نشر تسمية الوظيفة: Dec:29:20 AM
More jobs on