CP Business Manager
Job description
Job description / Role
Employment: Full Time
Direct Responsibility with Concept In-Charge
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
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
• 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
• 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
• 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
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
• 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
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
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
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
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
Requirements
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 In-Charge
• 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
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
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
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
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
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
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
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
About the Company
Founded in 1973 in Bahrain, the Landmark Group has successfully grown into one of the largest and most successful retail organizations in the Middle East. An international, diversified retail conglomerate that encourages entrepreneurship to consistently deliver exceptional value, the Group operates over 900 stores encompassing a retail presence of over 13 million sq. ft. across Middle East, India, Egypt, Turkey, Yemen and Pakistan (franchise operation). The Group employs around 31,000 employees.
Get personalised updates on latest vacancies
Sign up for Job Alerts
Employment: Full Time
Direct Responsibility with Concept In-Charge
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
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
• 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
• 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
• 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
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
• 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
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
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
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
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
Requirements
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 In-Charge
• 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
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
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
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
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
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
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
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
About the Company
Founded in 1973 in Bahrain, the Landmark Group has successfully grown into one of the largest and most successful retail organizations in the Middle East. An international, diversified retail conglomerate that encourages entrepreneurship to consistently deliver exceptional value, the Group operates over 900 stores encompassing a retail presence of over 13 million sq. ft. across Middle East, India, Egypt, Turkey, Yemen and Pakistan (franchise operation). The Group employs around 31,000 employees.
Get personalised updates on latest vacancies
Sign up for Job Alerts