Divisional Sales Manager - Woman SBU at Ackermans

Qualifications:   

Essential:

• Matric (ideal subjects: Economics, Accounting and Mathematics)

Preferred:

• Post matric qualification in Business Commerce/Retail or Marketing
• Retail Management /Leadership Development programmes

Knowledge, Skills and Experience:    

KNOWLEDGE:

• Store processes
• Product lines and financial services
• Visual merchandising principles
• In store supply chain
• Manning and scheduling
• People practices and policies

SKILLS:

• Leadership
• Communication
• Ability to effectively performance manage a team
• Coaching
• Financial management skills
• Problem solving
• Ability to work across different teams
• Computer packages (Word, Excel, Outlook, Power Point)

EXPERIENCE:

Essential:

• 3 years or more as a Store Manager in the retail sector, managing small to large stores with exposure to all departments within a store and a proven track record of meeting KPI’s and developing teams.

Key Responsibilities;    

1. Sales Performance;

• YTD existing sales performance vs budget
• Sales improvement plans for stores trading below budget
• New store performance and actions to support sales

2. Siyamazi Experience;

• People, Product, Communication, Financial Services and Sales Focus
• Store visits report %
• Frequency of store visits (avg number)
• Programme management (deviations)
• Complaints Resolution
• Number of complaints
• Complaints resolved timeously as per complaints resolution stats

3. Product:

• Product Optimization
• Proposals tabled for consideration (Special and Replen Grids)
• Communication to Planning Dept
• SKU Availability
• Refer to Product Rating (Store Visit)
• Communication with Planning team  
• Store supply chain and stockroom standards (refer to product rating)
• VM Presentation
• As per Product Rating in Store Visit Rating
• Previous Season
• Division’s sell-off rate in relation to SBU’s sell off rate
• Stock balancing as per agreed timelines
• Markdown %

4. Communication:

• In Store POS
• As per VM basic principles/promo manual/ seasonal look/value messaging
• Promotions
• As per promo manual and weekly ops priorities
• Price Adjustment Compliance

5. Financial Services:

• Total Cellular, Card, Layby
• Divisional Cellular/Card/Layby growth deviation % to SBU
• Existing value growth

6. Property (Store Image/Regulations):

• Maintenance Issues Resolved/Reported
• Escalation for stores under minimum acceptable standards
• Follow ups within reasonable timelines
• Adherence to CAD Plans
• Process followed
• OHASA Compliance
• Number of incidents
• Valid 16.2 certification

7. Operational Processes and Methodologies:

• Process Management and Execution:
• Operations Store Visit (C.1 Back Office/ C.2 Risk Rating)
• IA/RAM/DHRM Rating % with action plans to improve out of lines

8. Business Projects:

• Implementation (e.g. new stores, revamps, co. strategic initiatives, etc)
• Business Projects Implementation

9. Cost Management:

• Operational Cost Management
• Salary expenses deviation to budgeted margin
• Branch controllable expenses deviation to budgeted margin
• Shrinkage
• YTD (budget remains 0.8%)
• Personal Expenses
• Deviation from budget

10. People:

• Climate and engagement
• Management stability rate
• Staff turnover
• Engagement Survey index and follow up on action plans, where applicable
• Equity representation goals met as per functional plans
• Performance Management
• Two discussions per employee per year within required timelines
• Action plan for poor performance is clear, realistic and appropriately managed (where relevant)
• Talent Review and Succession Planning
• Action plans for the following are clear, realistic and appropriately managed:
• Succession plans
• High potential talent plans
• Retention risk plans

Other;    

• A Valid Drivers License will be required