2. R.J.M.P
Vision Cycle
Taking Confusion Planning Execution
& &
Creating Understanding Holding Accountability
Chaos into Order
To improve
Efficiency & Productivity
January 2008 Management Programs by DESIGN 2
3. David Robinson – What you get!
30 years experience in the Retail Jewelry business
20 years in senior management executive positions in
operations
Experienced in exclusive independents and multi store
operations in the UK, Caribbean and the US including Alaska
Retail Jewelry Diploma through St.Dunstan’s University,
London
Experience equivalent to a degree in Bachelor of Business
Administration
January 2008 Management Programs by DESIGN 3
4. David Robinson – What you get!
Top-performing, solutions-driven executive with exemplary
experience leading organizations through change, revitalization,
turnaround, and accelerated growth
Credited with driving significant revenue gains and bottom-line
profits through strategic business development leadership
Skilled at designing and implementing organizational
infrastructures and business plans that maximize performance,
quality, efficiency, and profits
Decisive and results-oriented with outstanding negotiation and
organizational skills. Adept at building relationships based on
mutual trust and benefit
January 2008 Management Programs by DESIGN 4
5. David Robinson – Areas of Expertise!
Alliances & Partnerships Negotiations
Brand Management New Business Development
Change Management Operations
Competitive Positioning P&L Accountability
Cost Reductions thru Revenue & Profit Growth
Organizational restructuring Strategic Planning and
Employee Development Development
Financial Management Training
Human Resources Vendor Relations
International Business
January 2008 Management Programs by DESIGN 5
6. Understanding Key Performance Areas
KPA Management KPA Store
Leadership Sales Performance
Planning & Organizing Human Resource
Communication Merchandise Performance
Decision Making Standards Of Presentation
Team Building The Business Process
January 2008 Management Programs by DESIGN 6
7. Key Performance Indicators
“Operational Toolbox”
1. Recruitment, Induction, Training & Coaching (All)
2. Store Visit Report (Executive & Store Manager)
3. Staffing Profiles (Store Management)
4. Sales Performance (Executive & Store Manager)
5. Standards Of Presentation (Store Team)
6. Store Visit Checklist (Store Management)
7. Productivity Statistics (Executive & Store Manager)
8. Strategic Marketing (Executive & Store Team)
9. The Business Process (Executives & Store Team)
January 2008 Management Programs by DESIGN 7
8. KPI-01
Recruitment, Induction, Training, Coaching
This program begins with recruitment and where to start and then concentrates
on the importance of induction, training and coaching of any employee at store
level
Establishes recommended headcounts based on store size, location and sales
plan and is built as a cost of sales on base salary and commission projections
Recommends methods to attract candidates and utilizes interview questionnaires
to ensure you are hiring the right person for the position you are hiring
Specific programs are available to approach your NEW employee right from day
one through to career progression and coaching discipline where required
THE LITTLE BLACK SALES BOOK is a must have for all NEW recruits and
is particularly useful to anyone completely new to the jewelry business
Also available are fast fact product sheets, training workshops, mind leaders
programs and a library of various training tools for every position
Approach under performance in a positive way with proven methods to develop
an individual or a group to succeed through teamwork and self discipline
January 2008 Management Programs by DESIGN 8
9. KPI-02
Store Visit Report
Detailed analysis by senior management attached to Operations
Specific performance issues are highlighted in relation to general operating
procedures and sales performance, HR & Staffing, Merchandise, The
Business Process, Store Development and your competition
Detailed S.M.A.R.T Objectives are outlined for action by regional and store
Management which is, Specific, measurable, agreed to be Attainable,
realistic by the team, with a determined deadline-TIMEBOUND
On going review of objectives until complete. Level I report highlights the
performance issues, Level II highlights review and feedback and re-
establishes deadlines, and Level III report is now at critical stage and could
hold specific accountability to the point of re-assignment and or disciplinary
action
January 2008 Management Programs by DESIGN 9
10. KPI-03
Staffing Profiles
This planning and organizing tool is critical to the success of the
operational effectiveness of any store
Statistics on planned and actual sales for the week along with key
metrics on traffic, conversion rates, transactions and average
transactions by store
Advanced planning of work schedules for Mgt, back office and
sales team including start, finish times, hours worked vs. hours of
operation and holds P&L accountability as a planned cost of sales
Putting The Right People in The Right Place at The Right Time
The results reviewed and strategies in place to address
performance shortfalls where applicable.
January 2008 Management Programs by DESIGN 10
11. KPI-04
Sales Performance
Reporting analysis in relation to performance in sales by store, by vendor, sales
professional and senior management…subject but not limited to the following…
Regular updates by store and region on productivity performance to last
year and plan by day, week and month…these reports are all designed by
Operations and updated in catapult format by IT…
Daily Flash Sales Report
Weekly Flash Sales Report & Productivity
Monthly Flash Sales & Productivity
Monthly Productivity Performance by store
Monthly Productivity by merchandise division by company & store
Monthly Productivity by vendor
Quarterly reporting available on all of the above along with YTD
analysis
January 2008 Management Programs by DESIGN 11
12. KPI-05
Standards Of Presentation
This tool assigns responsibilities and accountabilities in relation to
store standards in merchandise presentation and maintenance
The Rules of engagement relate to specific areas of merchandise
based around the checklist provided
Case Descriptions are highlighted by store and Sales Associates
assigned to each
The compulsory 3 page checklist is completed every month by the
owner and departmental or store manager
Utilize The Visual Merchandising Guidelines
January 2008 Management Programs by DESIGN 12
13. KPI-06
Store Visit Checklist
This tool is a detailed 5 page document to be utilized at least every 8 weeks.
It details current Sales Performance by MTD/YTD and last year at the time of
the visit
Details the results on the performance standards vs. plan on transactions,
average transaction, conversion rates, overall productivity and gross margin
Departmental areas are graded to a standard along with every critical element of
store operations
Reviews marketing initiatives and incentives, warehousing and back office
facilities, understanding of operating plans and KPI understanding and
utilization
Reviews The Business Process for compliance to ensure controls are in line with
expectations
January 2008 Management Programs by DESIGN 13
14. KPI-07
Productivity Statistics
Review of store performance against standards planned for the
fiscal year in the following ;
ADJUSTED TRAFFIC
TRANSACTIONS
AVERAGE TRANSACTIONS
CONVERSION RATES
OVERALL PRODUCTIVITY…
The results reviewed and strategies in place to address
performance shortfalls where applicable.
January 2008 Management Programs by DESIGN 14
15. KPI-08
Strategic Marketing
The development of a strategic Cruise Ship Promotions
annual media plan Newspaper & Magazine
Explores all avenues of Media development &
advertising opportunities distribution
within the market including Duratrans & Billboards
but not limited to Internal co-op opportunities
Controls and tracks all including window share &
disbursements and returns on catalogue programs that drive
vendor co-op agreements positive balance sheets
Event planning to include Event Examples; Annual
proven revenue driving SALE Event (Largest Revenue
initiatives that also increase Driver) Swiss Watch Fair,
client awareness Vendor specific events, Client
appreciation Event
January 2008 Management Programs by DESIGN 15
16. KPI-09
The Business Process
Operations – The Information Station
The Business Process for operational purposes is any
information relative to the following that is available to assist in
dealing with many of the administrative functions attached to
store management;
1. Internal Audit (IA)
2. Human Resources (HR)
3. Information Technology (IT)
4. General Administration (GA)
5. Customer Service (CS)
6. Repairs
January 2008 Management Programs by DESIGN 16
17. Operational Mission
Commitment and buy in from field management
Implementation of key initiatives as directed on time
Review progress at regular intervals in accordance with
schedule on KPI’s
Constant feedback and follow up to ensure compliance
by all concerned
Understanding the reasons for the initiatives and
consequences if not utilized
Spend the right amount of time preparing, planning and
communicating and lead from the front line by example
and you will succeed
January 2008 Management Programs by DESIGN 17
