The document provides guidelines and checklists for store operations at a retail store. It outlines procedures for store opening and closing, peak hour readiness, replenishment processes, and various daily, weekly, and monthly operations. Checklists are provided for store opening, visual merchandising, business reports, and communications. The guidelines aim to ensure standardized operations and readiness across stores.
This document provides daily sales figures by entity, division, department and class for J. Jill for Thursday January 18, 2007. It shows the dollar variance and percentage variance in sales for the day, week, month, quarter and year to date compared to the same periods last year. The highest sales for the day were in casual sweaters, casual knit tops and short/career woven shirts.
Regional Expenses, Sales & Stock Loss Feedback ExampleNico-Ed Jacobs
The document contains financial data including expenses, sales, shrinkage, and cost to sell for various accounts and departments. Expenses are over or under budget with variances shown in both dollars and percentages. The top 10 overspent and top saving expenses are listed periodically and year-to-date for Area 5. Key metrics like sales, shrinkage, and cost to sell are provided for December and year-to-date as well.
Tablero Gerencial de Mando - Business IntelligenceLuis Damian
1) Net sales were down 3% compared to plan while operating profit was up 2.4% compared to plan for Amgen's pharmaceutical and consumer business.
2) For Amgen's trade business, net sales were down 7% compared to plan and gross margin was up 14% compared to plan.
3) Generic drugs grew 5.5 times more than brands in the relevant Amgen market.
The document contains sales performance data for various stores across different metrics like sales value, footfalls, billing, conversion rate etc. It shows that overall sales and most other targets were below target for the period with YoY declines. The best performing stores met or exceeded some targets but most stores saw declines in sales versus the same period last year. Inventory levels were also higher than desired with more stock in older categories.
SUPPLY CHAIN AND SOURCING_PROCUREMENT RAISING rev 2Reinaldo Leopoldo
The document discusses supply chain maturity and improvement opportunities at Essilor in Brazil. It includes an agenda covering internal and external concepts, benchmarking against other industries, model adherence, prioritizing improvement projects, and implementing lean and six sigma approaches. A calendar is also included for assessing LATAM operations. The document aims to analyze the current state and identify ways to raise the bar on supply chain and sourcing & procurement at the optical segment in Brazil.
- The document provides sales and KPI data for 12 stores in a retail area for the month of April 2023. It shows targets versus actuals for sales, footfalls, billing, conversion, and other metrics.
- Overall sales and footfalls were below target for the area. An action plan is outlined to focus on top merchandise categories, add-on sales, marketing activities, and addressing infrastructure issues in certain stores. Additional stock and store renovations are requested.
- A P&L snapshot compares the 2022-23 financial year to date, average for the past year, and projections for April 2023 and May 2024. Most stores saw lower earnings before interest and taxes compared to targets.
The budget document provides sales projections and financial indicators for 2016. Key points include:
- Projected 2016 sales volume is 42,685 units, a 15% increase over 2015.
- Sales value is projected to increase 8% to SAR 225 million.
- Gross margin and net income are projected to increase to 26.6% and SAR 8 million respectively.
This document provides daily sales figures by entity, division, department and class for J. Jill for Thursday January 18, 2007. It shows the dollar variance and percentage variance in sales for the day, week, month, quarter and year to date compared to the same periods last year. The highest sales for the day were in casual sweaters, casual knit tops and short/career woven shirts.
Regional Expenses, Sales & Stock Loss Feedback ExampleNico-Ed Jacobs
The document contains financial data including expenses, sales, shrinkage, and cost to sell for various accounts and departments. Expenses are over or under budget with variances shown in both dollars and percentages. The top 10 overspent and top saving expenses are listed periodically and year-to-date for Area 5. Key metrics like sales, shrinkage, and cost to sell are provided for December and year-to-date as well.
Tablero Gerencial de Mando - Business IntelligenceLuis Damian
1) Net sales were down 3% compared to plan while operating profit was up 2.4% compared to plan for Amgen's pharmaceutical and consumer business.
2) For Amgen's trade business, net sales were down 7% compared to plan and gross margin was up 14% compared to plan.
3) Generic drugs grew 5.5 times more than brands in the relevant Amgen market.
The document contains sales performance data for various stores across different metrics like sales value, footfalls, billing, conversion rate etc. It shows that overall sales and most other targets were below target for the period with YoY declines. The best performing stores met or exceeded some targets but most stores saw declines in sales versus the same period last year. Inventory levels were also higher than desired with more stock in older categories.
SUPPLY CHAIN AND SOURCING_PROCUREMENT RAISING rev 2Reinaldo Leopoldo
The document discusses supply chain maturity and improvement opportunities at Essilor in Brazil. It includes an agenda covering internal and external concepts, benchmarking against other industries, model adherence, prioritizing improvement projects, and implementing lean and six sigma approaches. A calendar is also included for assessing LATAM operations. The document aims to analyze the current state and identify ways to raise the bar on supply chain and sourcing & procurement at the optical segment in Brazil.
- The document provides sales and KPI data for 12 stores in a retail area for the month of April 2023. It shows targets versus actuals for sales, footfalls, billing, conversion, and other metrics.
- Overall sales and footfalls were below target for the area. An action plan is outlined to focus on top merchandise categories, add-on sales, marketing activities, and addressing infrastructure issues in certain stores. Additional stock and store renovations are requested.
- A P&L snapshot compares the 2022-23 financial year to date, average for the past year, and projections for April 2023 and May 2024. Most stores saw lower earnings before interest and taxes compared to targets.
The budget document provides sales projections and financial indicators for 2016. Key points include:
- Projected 2016 sales volume is 42,685 units, a 15% increase over 2015.
- Sales value is projected to increase 8% to SAR 225 million.
- Gross margin and net income are projected to increase to 26.6% and SAR 8 million respectively.
The document outlines revenue and expenses by line of business for a company in January 2004, showing a total revenue of $259.42 million and total operating expenses of $43.22 million, resulting in operating income of $31.90 million. Cellular commission revenue was the largest source of revenue at $244.27 million while kiosk salary costs were the biggest expense at $58.95 million. The distribution business generated the highest operating income of $24.59 million with an operating margin of 6.5%.
This document provides an introduction to Earned Value Management (EVM). EVM is a project management technique that combines measurements of scope, time and costs into a single integrated system. This allows for accurate forecasts of project performance problems and identifies areas needing early management intervention. EVM benefits include providing an early warning system, enabling course corrections when issues are small, allowing management by exception to focus on problem areas, and serving as a communication tool. Requirements to implement EVM include defining scope, schedule, estimates, and collecting actual costs and schedule updates.
This report summarizes the HVAC maintenance activities for NLNG Bonny Island for the month of March 2020. It includes sections on HSE activities, personnel deployed, maintenance KPI status, corrective maintenance response times, planned preventive maintenance, identified faults and resolutions, equipment status, spare parts used, and training. The key information is that 92.96% of corrective maintenance calls were completed within the service level agreement time and the contractor met or exceeded most of its KPI targets for the month.
Expenses, Sales & Stock Loss Feedback ExampleNico-Ed Jacobs
This document contains sales, shrinkage, bad debts, and cost to sell data for Department/Store 5 for December 2016 and year-to-date. Sales were above budget for the period but below last year's levels. Shrinkage was below budget for both the period and year-to-date. Bad debts were higher than budget for the period but lower year-to-date. Cost to sell was slightly below budget for the period but above for the year.
The document discusses activity-based costing (ABC) and its application to determine the profitability of various products, client profiles, and branches of a lending institution. ABC is used to allocate costs accurately to cost objects like products and client profiles based on their consumption of activities and resources. The document presents profitability analyses in terms of metrics like return on equity, cost-to-income ratio, and average contribution for different products and client profiles. Based on this analysis, several credit granting and business decisions are proposed, like discontinuing unprofitable products and profiles or changing approval rates to improve profits.
- Ashok Leyland's total operating revenues increased 45% year-over-year to Rs. 107,035 crore in FY21 from Rs. 73,817 crore in FY20. Total expenses also increased 44% to Rs. 103,824 crore in FY21 from Rs. 72,341 crore in FY20.
- EBITDA more than doubled to Rs. 4,253 crore in FY21 from Rs. 2,377 crore in FY20, with the EBITDA margin expanding to 4% from 3%.
- Net profit for the year increased 24% to Rs. 6,422 crore in FY21 from Rs. 5
The document provides a summary of the Impulse Jeddah Business Review for 2011. It discusses key accomplishments including building an effective team, developing talent, implementing new projects, leveraging business techniques, and engaging customers. Metrics are provided showing sales growth of 20% year-to-date in 2011 driven by team efficiency without adding headcount or routes. Charts depict sales trends from 2008-2011 with a 14% CAGR and growth by category versus 2010. The review highlights excellent collection performance and data analysis supporting overall business growth.
This document provides statistics from a regular maintenance program in 2020. It includes the number of schools and students benefiting from transferred funds in each region of Peru. It also lists the total amount transferred, percentage of schools that received transfers, and status of registration for each region. The source of the data is the National Program for Non-Formal Basic Education (PRONIED) of the Government of Peru.
YOUR BUSINESS IS YOUR PROFITABILITY IN CONCEPT HOTEL FUTURIST. SEE YOUR FUTURE AS YOUR PRESENT AND INVEST IN CREATIVITY THAT MAKES SENSE AND REALITY FOR BOTH GUESTS, MANAGEMENT AND STAFF. A NEW VISION AT SHORT TERM, MID TERM OR LONG TERM QUALITY AND TECHNOLOGY HOSPITALITY INDUSTRY.
This document contains forecasts and details for staffing positions at a hotel, including:
- Positions, worked hours, monthly and annual gross salaries, social loads rates for staff and bosses, and salary amounts for each position including General Manager, Sales Manager, Maintenance Manager, and others.
- Productivity rates in euros per hour worked for each position.
- Percentages and amounts for general fees like lighting, equipment, heating/cooling in 2017-2019.
- Tax rates of 28% for 2017-2019.
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Next is the Nihon Language Academy in East Delhi, renowned for its comprehensive curriculum and interactive teaching methods. They boast a faculty of experienced educators with a blend of both Indian and Japanese nationals. The academy provides extensive support for JLPT exam preparation along with personalized tutoring sessions if needed. Nihon Language Academy also arranges exchange programs with partner institutes in Japan, which provides students an opportunity to experience Japanese culture and language first-hand.
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The document outlines revenue and expenses by line of business for a company in January 2004, showing a total revenue of $259.42 million and total operating expenses of $43.22 million, resulting in operating income of $31.90 million. Cellular commission revenue was the largest source of revenue at $244.27 million while kiosk salary costs were the biggest expense at $58.95 million. The distribution business generated the highest operating income of $24.59 million with an operating margin of 6.5%.
This document provides an introduction to Earned Value Management (EVM). EVM is a project management technique that combines measurements of scope, time and costs into a single integrated system. This allows for accurate forecasts of project performance problems and identifies areas needing early management intervention. EVM benefits include providing an early warning system, enabling course corrections when issues are small, allowing management by exception to focus on problem areas, and serving as a communication tool. Requirements to implement EVM include defining scope, schedule, estimates, and collecting actual costs and schedule updates.
This report summarizes the HVAC maintenance activities for NLNG Bonny Island for the month of March 2020. It includes sections on HSE activities, personnel deployed, maintenance KPI status, corrective maintenance response times, planned preventive maintenance, identified faults and resolutions, equipment status, spare parts used, and training. The key information is that 92.96% of corrective maintenance calls were completed within the service level agreement time and the contractor met or exceeded most of its KPI targets for the month.
Expenses, Sales & Stock Loss Feedback ExampleNico-Ed Jacobs
This document contains sales, shrinkage, bad debts, and cost to sell data for Department/Store 5 for December 2016 and year-to-date. Sales were above budget for the period but below last year's levels. Shrinkage was below budget for both the period and year-to-date. Bad debts were higher than budget for the period but lower year-to-date. Cost to sell was slightly below budget for the period but above for the year.
The document discusses activity-based costing (ABC) and its application to determine the profitability of various products, client profiles, and branches of a lending institution. ABC is used to allocate costs accurately to cost objects like products and client profiles based on their consumption of activities and resources. The document presents profitability analyses in terms of metrics like return on equity, cost-to-income ratio, and average contribution for different products and client profiles. Based on this analysis, several credit granting and business decisions are proposed, like discontinuing unprofitable products and profiles or changing approval rates to improve profits.
- Ashok Leyland's total operating revenues increased 45% year-over-year to Rs. 107,035 crore in FY21 from Rs. 73,817 crore in FY20. Total expenses also increased 44% to Rs. 103,824 crore in FY21 from Rs. 72,341 crore in FY20.
- EBITDA more than doubled to Rs. 4,253 crore in FY21 from Rs. 2,377 crore in FY20, with the EBITDA margin expanding to 4% from 3%.
- Net profit for the year increased 24% to Rs. 6,422 crore in FY21 from Rs. 5
The document provides a summary of the Impulse Jeddah Business Review for 2011. It discusses key accomplishments including building an effective team, developing talent, implementing new projects, leveraging business techniques, and engaging customers. Metrics are provided showing sales growth of 20% year-to-date in 2011 driven by team efficiency without adding headcount or routes. Charts depict sales trends from 2008-2011 with a 14% CAGR and growth by category versus 2010. The review highlights excellent collection performance and data analysis supporting overall business growth.
This document provides statistics from a regular maintenance program in 2020. It includes the number of schools and students benefiting from transferred funds in each region of Peru. It also lists the total amount transferred, percentage of schools that received transfers, and status of registration for each region. The source of the data is the National Program for Non-Formal Basic Education (PRONIED) of the Government of Peru.
YOUR BUSINESS IS YOUR PROFITABILITY IN CONCEPT HOTEL FUTURIST. SEE YOUR FUTURE AS YOUR PRESENT AND INVEST IN CREATIVITY THAT MAKES SENSE AND REALITY FOR BOTH GUESTS, MANAGEMENT AND STAFF. A NEW VISION AT SHORT TERM, MID TERM OR LONG TERM QUALITY AND TECHNOLOGY HOSPITALITY INDUSTRY.
This document contains forecasts and details for staffing positions at a hotel, including:
- Positions, worked hours, monthly and annual gross salaries, social loads rates for staff and bosses, and salary amounts for each position including General Manager, Sales Manager, Maintenance Manager, and others.
- Productivity rates in euros per hour worked for each position.
- Percentages and amounts for general fees like lighting, equipment, heating/cooling in 2017-2019.
- Tax rates of 28% for 2017-2019.
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japanese language course in delhi near meheyfairies7
Next is the Nihon Language Academy in East Delhi, renowned for its comprehensive curriculum and interactive teaching methods. They boast a faculty of experienced educators with a blend of both Indian and Japanese nationals. The academy provides extensive support for JLPT exam preparation along with personalized tutoring sessions if needed. Nihon Language Academy also arranges exchange programs with partner institutes in Japan, which provides students an opportunity to experience Japanese culture and language first-hand.
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AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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2. 01
02
03
09
08
07
06 05 04
PEAK HOUR READINESS
Store Daily
Operations
Store opening with at least 2
persons in same gender. Missed
call to ASM / RSM from landline.
Store Opening message in regional
group with present # of staff, DVR
working, lockers and cash tills condition.
Floor Walk by the BM / ABM with store
opening checklist (Checklist-A) at CRE
time.
Store Closing Rituals (Annexure-F) (Store closing
message in regional group, Cash verification, POS
closing, Exchange product clearance, Email to
accounts, final sale closing message, Replenishment
process)
Weekly Activity planner
(Annexure-E)
VM checklist & Replenishment
filling by FM / VM (Annexure-D)
CRE
STORE OPENING
PEAK HOURS
READINESS
OPERATIONS FLOW
Stock Receiving / Dispatching /
COVID-19 SOP Implementation
Updating Business
Reports
(Annexure-C)
Communication Log and
Shift briefing (Annexure-B)
3. 1.Store
Closing
REPLENISHMENT PROCESS AT STORES
2.Stock room
A replenishment sheet is filled by
the FM 30 mins before closing
and handed over to stockroom
team.
Stock room team / floor team get the
stock ready for replenishment.
Normally it takes 30 mins on
weekday days and 60 mins on
weekends to handover to floor team.
Floor team display the stock in
required area.
Morning shift come one hour
early at store to get the CRE
ready in which they steam iron
the last night replenished
articles.
Same replenishment process
repeat at 6:00 PM but stocks
don’t get steamed because of
customer flow.
3. Floor
display
4.Steaming
5. Evening 6 PM
replenishment run
4. STORE OPERATIONS CHECKLIST-A
Week No: ______________
Month: _________
MON TUE WED THU FRI SAT SUN
Check Communication
Comms Log
M&R Log
Important Email/s
Update Bulletin Boards (Sales, Emplyee of the day, Product in focus,Stock
room Map)
Attendance Machine is connected and in working condition
Check Staff Roster
Check Staff
Hygiene
Uniforms
ID Cards
Walk Store for Standards
Front of the Store
Window display as per VM guideline
Window Clean
Facia Clean
Store front is clean from dirt
Sales Floor
Greeter Appointed at all times
Staff designated in Each Zone
Inspect for Visual Compliance
All fixtures in their designated positions
Promo Call Outs in place
Lighting directed towards product
Verify Sales Floor replenishment w/full size runs
All product merchandised in size order
All items priced
All items steamed
Correct hangers used as per guideline
Internal mannequins in good condition
Mirrors are spotless
Floor is clean without any marks
Fitting Rooms
No garments hanging on hooks
Mirror is spotless
Walls are clean
Light is in working conditon
Door locks are in working condition
Over all Fitting Room is in operational condition
Cash Counter
Trained cashier is designated
Exchange Policy Displayed Properly
Promos or discounted products are active in System
Restock cash counter with bags and other accessories
Credit card machines are in working condition
Restock expired customer holds
Shopping Bags are refilled in appropriate places
Pens and calculator are availale
Test Sensormatic Alarm
Pass 5 sensored items past the alarm to ensure activation
Test traffic counters where applicable
This checklist must be filled prior to store opening for customer
Opening Rituals
5. SHIFT BRIEFING (ANNEXTURE-B)
STORE XXX
TARGET: 19,000,000 TARGET ACH: -97% TY KPI's LY KPI's
MTD TARGET: 551,000 MTD ACH: 1% UPT: 2.5 20% 2.1
TY MTD ACH: 555,000 MTD GRW: 32% ATV: 3,558 46% 2,439
LY MTD ACH: 421,870 YTD GRW: -15% ASP: 1,416 22% 1,162
CONVERSION: 15.8% -2% 16.1%
REQUIRED AVG: 4,611,250 SENIOR: 20,559,561 FOOTFALL: 986 -8% 1075
PER DAY AVG: 555,000 JUNIOR: 13,881,599 TRANSACTIONS: 156 -10% 173
FORECAST: 15% TOTAL: 34,441,160 SOLD UNITS: 392 8% 363
SEASON SALE Sale Share % ON HAND Stock Share % GENDER SALE SOLD UNITS LY SHARE TY SHARE
SUMMER-22 14,397,727 42% 50,490 58% MEN 15,243,592 7,630 48% 44%
WINTER-21 16,371,243 48% 26,604 30% WOMEN 5,315,969 2,769 14% 15%
H-SUMMER-21 2,112,670 6% 7,150 8% BOYS JUNIOR 5,189,253 3,966 13% 15%
AUTUMN-21 1,441,060 4% 2,444 3% BOYS TODDLER 3,164,453 3,220 10% 9%
SUMMER-21 83,560 0% 612 1% GIRLS JUNIOR 2,943,520 2,668 8% 9%
WINTER-20 36,180 0% 117 0% GIRLS TODDLER 2,584,373 2,976 7% 8%
TOTAL 34,441,650 87,417 TOTAL 34,441,160 23,229
Collection SALE ON HAND SOLD Sale Share %
TOP 18,288,930 49,082 13,870 60% MEN 14390342 48%
BOTTOM 8,673,545 16,968 5,596 24% WOMEN 4061399 14%
FOOT-WEAR 4,664,829 11,243 1,724 7% BOYS JUNIOR 3998406 13%
ACCESSORIES 1,692,256 8,911 1,379 6% BOYS TODDLER 2890644 10%
FRAGRANCES 1,121,600 1,226 660 3% GIRLS JUNIOR 2534619 8%
GIRLS TODDLER 1952472 7%
TOTAL 34,441,160 87,430 23,229 29827882
Months 2020-21 2021-22 GROWTH 2020-21 2021-22 GROWTH
JUL 11,700,000 10,000,000 -15% 11,700,000 10,000,000 -15%
AUG - - - - - -
SEP - - - - - -
OCT - - - - - -
NOV - - - 11,700,000 10,000,000 -15%
DEC - - -
JAN - - -
FEB - - -
MAR - - -
APR - - -
MAY - - -
JUNE - - -
Total 11,700,000 10,000,000 -15%
Average sale per Month 1,462,500 1,250,000 (1,700,000)
SALE / STOCK / KPIs DATA DASHBOARD
M O N T H W I S E C O M P A R I S O N W I T H L A S T Y E A R
GENDER WISE CONTRIBUTION
SEASON WISE CONTRIBUTION
COLLECTION CONTRIBUTION
15,243,592
5,315,969
5,189,253
3,164,453
2,943,520
2,584,373
G E N D E R W I S E S A L E
18,288,930
8,673,545
4,664,829
1,692,256
1,121,600
C A T E G O R Y W I S E S A L E
1 2 3 4
2020-21 2021-22
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUNE
2020-21
8. VM CHECKLIST (ANNEXTURE-D)
Date: .
WINDOWS Checked Time Checked By Checked Time Checked By
Windows area and mannequins are clean and tidy
Window lighting is working fine
Window logo is working and clean
SIGNAGE/MUSIC/SMD
Main signage (OUTFITTERS) is working
All signages are in place (Fitting room, Directional signs etc.)
All lights are working
SMD is operational without faults
Music is working with updated Dapler's music
WALL UNITS
Merchandise displayed on wall is ironed and neat
Tops are in the upper tier and bottoms are below on front arms
Shelf Talkers and graphics are in place
FLOOR UNITS
Floor fixtures are in place and not dragged infront of behind (A-Stands, T-Stands,
Up-down Stands, Tables, D-Stands etc.)
Merchandise is piled neatly on Tables
Merchandise is ironed and hanged neatly on fixtures
A5 on all stands is in place with New Arrivals and Sale callouts
A4 on all acrylic stands are in place with New Arrivals and Sale callouts
Size sets are complete
Fragrance tray is set on Cash counter as per VM Standards
Denim Table is Filled with Ample stock
5:00 PM 7:00 PM
Visual Visit Report – OUTFITTERS STORES
10. CLOSING RITUALS (ANNEXTURE-F)
Walk Store for Standards
Sales Floor
All product merchandised in size order
All items priced
All items steamed
Correct hangers used as per guideline
Internal mannequins/busts in good condition
Mirrors are spotless
Floor is clean without any marks
Fitting Rooms
No garments hanging on hooks
Mirror is spotless
Walls & Floor are clean without any marks
Light is in working conditon
Door locks are in working condition
Over all Fitting Room is in operational condition
Cash Counter
Cash Counter is Cleared with Exchange Products
All the TILLS are clean and no cash or Bank Credit Card slips
available in them
Shopping Bags are refilled in appropriate places
Security tags and pins are removed and sent back to Stock
room
Cash Sales is Verified and Cash Placed in Back E. Safe
Stock room
Organized
Racks, Walls & Floor are clean without any marks
Every product is according to the Stock room map
Hangers and other accessories are in designated area
All marketing material is placed in designated area
Damage garments transferred to Damage Bin
Inspect General Housekeeping
Empty Garbage Cans and Replace Liners
Sweep
Mop
Dust
Closing Rituals