The course offers an in-depth look at how to acquire the skills and knowledge needed to manage a chain of stores strategically while getting the maximum return from each one
- Refine the strategic approach in managing an entire chain of stores, independent or owned.
- Mature the skills needed to motivate the network and get the expected results from it, even when you do not have direct influence on the management choices of individuals
store manager.
- Develop an operational action plan that transforms strategic goals into a
concrete program of activities aimed at short-, medium- and long-term goals.
- The course is indicated Retail manager, marketing manager, trade marketing manager,
Sales directors and sales managers.
Role, functions and responsibilities of the retail manager
- Personal qualities and leadership qualities
- Leadership and management skills
- Operational tasks and responsibilities
The retailing mix: network needs and priorities
- Stores: from individual business units to the "distribution system"
- Network "mapping": purposes,tools and operational consequences
- The influencing factors on network outcomes: where to operate?
- Network performance indicators
- Investments on the network
- The network income statement
- Sales forecasting and budget control
The evaluation of network performance
- The historian's analysis
- The definition of sales potential
- How to choose key indicators
- The average volume and value receipt and the "market" average
- The cross-selling index as a differential factor of the individual PDV
- The conversion rate on a seasonal basis
- Visit frequency and the CSI: an indicator of customer satisfaction
- The commodity turnover rate
- After-sales, unsold goods and merchandise returns
- The profitability of the point of sale
Strategic management and operational management
- The 3 alternatives for increasing network turnover
- The store retailing mix: possibilities and priorities for intervention
- Productivity or profitability?
- Effectiveness or efficiency?
- The variables of profitability: the retail equations
- Outline of network analysis and review
- From strategic plan to action plan
Human resources
- The relationship with the network: people, roles, attitudes and potentials
- The interview with internal or independent store managers (customers)
- How to analyze and "marry" business objectives
- Motivation and leadership: how to negotiate
- The meeting with network staff
The progress on the results
- The short-, medium-, and long-term planning of action plans
- Development as an essential value
- Progression and monitoring
- The retail manager's internal company relationship: what to highlight
Exercises
- Simulation and practical industry exercises
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