The document outlines a training for small format stores on improving freshness. It discusses:
1. The objectives of understanding the importance of freshness, seeing business from the customer's perspective, and learning available tools and resources.
2. Differences between supercenters and neighborhood markets, with the latter being a food shopping destination.
3. Key areas of fresh including basic expectations, efficiencies, presentation, food safety, and financials.
4. Details on production planning, routines, customer perceptions and purchase decisions, and tools to ensure success in fresh departments.
Increasing Availability of Mom's Bake ShopAutumn Bilbao
This project was completed for my QSO-360 class. This is a completely made up scenario where I implement changes at a local bakery to improve the availability of pie flavors for walk-in customers.
Increasing Availability of Mom's Bake ShopAutumn Bilbao
This project was completed for my QSO-360 class. This is a completely made up scenario where I implement changes at a local bakery to improve the availability of pie flavors for walk-in customers.
Leader's Guide to Motivate People at WorkWeekdone.com
Motivation leads to higher performance, morale and productivity. Nevertheless, 30% of executives say that motivating their employees is their toughest job. We are here to help you out by giving answers to the following subjects:
- Why motivation matters?
- Cost of disengaged employees
- What really motivates people? Science and data
- Practical 6 step guide to motivate people at work
Leading Inventory Innovations Within Multi-Channel RetailDwight Hill
Merchandise availability continues to be one of the most important challenges within retailers today. As the customer is demanding retailers provide a consistent experience across all channels, retailers are forced to innovate and redefine how merchandise is distributed to customers in an omni-channel or digitally converging world. This presentation explores specific areas of inventory management, including planning, visibility, and how the lines are blurring between e-commerce and brick & mortar. Within are tenets that outline best practices, and a group of retailers that stand out as harbingers of the future of inventory management.
The development of productive and fully integrated linkages between the Agri-Food Sector and Tourism in the Caribbean Region offers significant potential for repositioning and broad-based growth in the Agriculture value chain, and opportunities for channelling the Region’s diversity and building-in genuine competitiveness and sustainability in the tourism product.
Forging Agriculture-Tourism linkages capitalizes on the inherent ability of the Tourism sector to diversify the Caribbean economy, stimulate entrepreneurship, catalyse investment and assist in wider social development in local communities. Such linkages offer unprecedented opportunities to stem and reverse the declines in traditional agriculture, stimulate the rapid growth in “new‟ agriculture and build resilience and sustainability of Caribbean economies. The latter is particularly critical for reducing the high levels of foreign exchange leakage in tourism, preserving cultural identity, reducing poverty in local communities and enhancing local awareness and good practices with respect to climate change and environmental issues.
Goal: To provide a mechanism for managing and increasing the local and regional development impact of Tourism and Agriculture through the creation of a collaborative and inclusive planning and implementation framework that can drive trade and new business between the two sectors.
Objectives
· To promote linkages between the agrifood sector and the tourism industry to increase sustainable sourcing through the strengthening of agritourism policy and strategy in the Caribbean
· To increase the understanding and awareness of the current deficiencies in the supply of fresh and processed agricultural products along the value chain and the actions needed
· To design inter-sectoral and inclusive policies which promote PPPs for improved local food use and consumption.
· To identify concrete regional projects that can be supported under the intra ACP EU funding.
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Operations management involves planning, organizing, coordinating, and controlling all the resources needed to produce a company's goods and services. Understanding your target market and customer segments, and how to make them happy, drives operating decisions for effectiveness and efficiency.
Channel institutions retailing
What is Retailing?
Functions of Retailers
How do Customers Decide on a Retailer?
Kinds of Retailers
Retailing Scene - Global
The Indian Retail Scene
Organized Retail - Features
FDI in Retail in India
Trade / Retail Format
Retail Strategy
Product Differentiation
Retail Performance Measures
Franchising
Benefits to Franchisee
Retailing on the Internet
Sales Time Mastery - Tips on how to be more productiveMichael Galante
24 actionable tips for Salespeople, Account Managers, or anyone who has to secure new business or generate revenue for their company. Plus a few bonus tips thrown in. Published by Michael J Galante
2. 2
Objectives
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• Understand
– The true importance of freshness
– The business from the customer’s viewpoint
– The available tools and resources to help
• Leave with a passion and excitement to “Win in Fresh”
3. 3
Supercenters vs. Neighborhood Markets
Similarities
• Both strive to deliver great
customer service and provide
quality product.
Differences
• Neighborhood Market is a
shopping destination for food.
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4. 4
Fresh Area Overview
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1. Basic Expectations
2. Efficiencies
3. Fresh Presentation
4. Food Safety
5. Financials
6. 6
Basic Expectations
• Provide the Freshest Product
• Within the Cleanest Store
• Execute flawlessly
– SOP’s
– Routines
• Highest Standards in Food Safety
• Deliver Excellent Customer Service
• Be fully staffed when customer traffic is at it’s peak
Everyday Standards
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7. 7
Basic Expectations
• Associates scheduled according to customer
demand
• Schedules are based on 3 store-specific work
drivers:
– Customers
– Items / Production
– Visits
Proper Scheduling = Associate Activity = Freshness
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10. 10
Efficiencies
• 6 R’s:
– Right Person
– Right Place
– Doing the Right Thing
– At the Right Time
– The Right Way
– With the Right Attitude
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Keys to Maximizing Productivity
12. 12
Production Planners
• Used by Deli (Dept. 80) and Bakery (Dept. 98)
• In 2013, we threw away more than $612 million
worth of bakery and deli product in our stores.
• Uses store sales and customer traffic to predict
how much you should produce each day.
Overview
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13. 13
Production Planners
• Where do I get the Production Plan Guides?
– A My Guide task will be sent to the Fresh/Consumables ZMS each day to access a
link and print the two daily reports.
• How often do I print a copy of the Production Plan Guides?
– The plan should be pulled every day to determine how much bread to bake for the
following day.
• How were the numbers for my store calculated?
– The tool uses six weeks of sales history by day for each item to determine the sales
average. Daily and seasonal % increase are added to the average sales quantity.
Question & Answer
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15. 15
Customer Perception
“It’s not about what it looks like when the
customer buys it,
Its all about what it tastes like when they eat it!”
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16. 16
Freshness Factors
• Cold chain – outside of refrigeration no more than 20
minutes.
• Lights – darkness reduces sales by an average of 30%
• Stock Rotation – First in, First Out
• Culling– are the associates finding wilting / damaged
products before customers?
• Associate Activity – Are associates stocking when
customers shop?
• Presentation – How pretty is the product?
• Inventory Levels – Are we in stock?
What Impacts Freshness?
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17. 17
Your Produce Buying Habits
1. How many of you go to a store and buy all of your produce, take it
home, and eat all of it on the same day?
2. What % of the produce that you buy, ends up getting thrown away?
3. How fresh is the produce when you actually use it?
Questions:
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25. 25
Produce Daily Schedule
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If unable to meet above schedule, store management should:
• Analyze and adjust staffing schedule as necessary
• Have throwaways completed by 3:00 p.m. CST
10:00 AM
SALESFLOOR READY
• Salesfloor fully culled and stocked with proper rotation
• Price changes accepted and displayed
• Remaining inventory from delivery in backroom
11:30 AM
BACKROOM READY
• All pallets broken down and organized by commodity/type
• Bananas air-stacked
• Management and department lead need to tour backroom and cooler for any
excess inventory items that require a Price/Clearance MD
1:00 PM
CUSTOMER READY
• Associates on sales floor culling, condensing and, when sold down, restocking
10:00 PM
TRUCK READY
• Sales floor fully culled and condensed with proper rotation
• Outs filled with remaining backroom inventory
29. 29
Fresh Area
• Product Knowledge Guide
• Fresh Portal
• Produce In Action
• WIBI Guide – “Would I Buy It”
• SOP’s & Routines
• Inventory Tracking Report
• Fresh Area Scorecards
• Detail MU / MD Report
Fresh Area Tools and Resources
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30. 30
Success in Fresh
In order to be successful in your Fresh Departments
POS
Replenishment
Sales
Cost
Inventory
Throwaways
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31. 31
Closing Discussion
• Gain an understanding of the
true importance of freshness
• Understand the business from
the customer’s viewpoint
• Learn how to utilize the
available tools and resources
• Leave here with a passion and
excitement to “Win in Fresh”.
Today’s Objectives – Did you meet them?
Small Format Academy