The Store Manager’s Role Managing People 2

Chapter Objectives Identify important characteristics of store managers. Describe the store manager’s role in merchandise management. Explain expense control. Explain the importance of managing store employees. Explain the importance of working with supervisors. Explain the importance of positive customer relations. 3

What Does a Store Manager Do? The store manager’s duties can be grouped into the following five large categories: Merchandise management Store operations Expense control Personnel management Customer relations 4

Characteristics of a Store Manager A store manager must be good at multitasking. multitasking working on many tasks at the same time A store manager must be able to delegate. delegate to put an employee in charge of a project to completion A store manager must be a good listener and get along well with different kinds of people. 5

Managing Merchandise Merchandise tasks include: Receiving merchandise into the store Ticketing and reticketing merchandise Making decisions about where to place merchandise Working with buyers Dealing with markdowns 6

Managing Merchandise Many stores carry a combination of name brands, private brands, and generic brands. name brands merchandise items designed and made by a specific manufacturer, and sold under that manufacturer's name private brands merchandise items that are designed and made for the retailer selling them generic brands merchandise items that are sold without either a brand name or private label 7

Store Operations The manager must take care of a number of tasks every day, including: register till the drawer that holds the cash in the cash register Opening and closing the store Making bank deposits Maintaining the store Making sure the register till has enough cash to start the business day 8

Expense Control A store manager must carefully examine store operating expenses and look for ways to keep them as low as possible. The manager also manages and controls selling expenses. selling expenses the expenses associated with the store’s sales associates 9

Expense Control Managing loss expenses will keep merchandise prices low and the customers happy. Preventing shoplifting and employee pilferage is an important part of managing loss expenses. 10

Online, Not in Line While many dot-com stores closed their virtual doors in the 1990s, others, such as Varsity Books, survived and thrived. The e-tailer targeted the textbook market and scored by partnering with brick-and-mortar Operating an e-tail business on an electronic channel—the Web—can be costly, due to design, delivery, returns, and operating expenses. Though Many larger dot-com companies crashed in the 1990’s, small stores like Harris Cyclery of West Newton, Massachusetts, actually increase sales using a basic Web site. Today, a third of Harris’s bicycle business rides in on the Web to get hard-to-find parts and personal service. Describe an e-business’s home page to your class after viewing one through marketingseries.glencoe.com. school bookstores. Varsity Books provides offsite store-management services, such as payroll, order tracking, inventory management, customer service, and storage. Students avoid long lines by ordering online from a book list customized for their schools. For more information on retailing, go to marketingseries.glencoe.com. 11

Why is the ability to multitask important to a store manager? 1. What are the five large categories of a store manager’s responsibilities? Why is the ability to multitask important to a store manager? What are three areas in which a store manager can control expenses? 2. Quick Check Answers merchandise management, store operations, expense control, personnel management, and customer relations A store manager must be able to handle interruption; he or she must respond to the most pressing task first and still be able to go back to the interrupted task. Areas include: watching for waste, managing selling expenses, and minimizing losses due to shoplifting and employee pilferage. 3. 12

Managing Store Personnel motivation the act of encouraging employees to do their best at all times and making them feel appreciated Duties associated with managing store personnel include: Hiring employees Training employees Supervising employees morale the attitude employees have regarding having a positive feeling or one of confidence and good spirits Motivation teamwork a spirit of cooperation among employees as they work toward a common goal Morale Teamwork 13 Compensation Packages

Managing Store Personnel Two other important duties associated with managing store personnel are: Evaluating employees Working with supervisors 14

Customer Relations Important customer relations guidelines are: Maintain a friendly store atmosphere. Remember customers’ names. Remember customer preferences. Offer top-notch service. Keep promises made to customers. 15

What Does a Store Manager Do? Manages Merchandise Manages Store Operations Controls Expenses Manages People Receiving Ticketing, reticketing Merchandising the selling area Working with buyers Determining markdowns Opening and closing Maintaining merchandise Register till Store maintenance Selling expenses Loss expenses Operating expenses Hiring Training Supervising Evaluating Customer relations Working with supervisors 16

List two skills needed to be a good manager. 1. What are four parts of the store manager’s job of managing store personnel? List two skills needed to be a good manager. What are three things a store manager can do to help create good customer relations? 2. Quick Check Answers hiring, training, supervising, and evaluating personnel Answers may include: To be a good manager, one has to listen to employees, correct them without insulting or attacking them, and speak honestly to them about strengths and weaknesses. The manager must be mindful of keeping employee morale up and building a strong team. Answers may include: Maintain a friendly store atmosphere, remember customers’ names, remember customers’ preferences, offer top-notch service, and keep promises made to customers. 3. 17

Checking Concepts Identify three characteristics of good store managers. 1. Answers should include three of the following characteristics: be well-organized, able to multitask, energetic, hardworking, have good people and listening skills, and be able to delegate. 1. Name brands, private brands, and generic brands. Name brands are merchandise items that are designed and made by a specific manufacturer. Private brands are those that are designed and made for the retailer selling them. Generic brands are featured on merchandise that has no manufacturer label or store label. 3. Answers can include facilitating the movement of merchandise from receiving, to sales floor, and finally to the customer. More specific tasks named may be checking store inventory, ticketing and reticketing merchandise, merchandising the selling area, working with buyers, or determining markdowns. 2. 2. Explain one task the store manager performs in merchandise management. Checking Concepts Answers Answers should include three of the following characteristics: be well-organized, able to multitask, energetic, hardworking, have good people and listening skills, and be able to delegate. Answers can include facilitating the movement of merchandise from receiving, to sales floor, and finally to the customer. More specific tasks named may be checking store inventory, ticketing and reticketing merchandise, merchandising the selling area, working with buyers, or determining markdowns. Name brands, private brands, and generic brands. Name brands are merchandise items that are designed and made by a specific manufacturer. Private brands are those that are designed and made for the retailer selling them. Generic brands are featured on merchandise that has no manufacturer label or store label. 3. Name the different types of brands that a retail store might carry. continued 18

Checking Concepts 4. Define operating expenses. 5. Answers should include one of the following tasks associated with managing store personnel: planning employee work schedules, and hiring, training, supervising, and evaluating employees. 5. The store manager needs to practice many of the same traits a good store employee does. This includes listening to and following the supervisor's directions, complying with store and company policies, and working as part of a team. 6. Operating expenses are all the expenses involved in operating a store except the expense of the merchandise. 4. 5. Describe one task associated with managing store personnel. Checking Concepts Answers Operating expenses are all the expenses involved in operating a store except the expense of the merchandise. Answers should include one of the following tasks associated with managing store personnel: planning employee work schedules, and hiring, training, supervising, and evaluating employees. The store manager needs to practice many of the same traits a good store employee does. This includes listening to and following the supervisor's directions, complying with store and company policies, and working as part of a team. Explain the relationship between a store manager and his or her supervisor. 6. continued 19

Checking Concepts Critical Thinking 7. Describe good customer relations. Answers may vary but should include some of the following good customer relations techniques: maintain a friendly store atmosphere, remember customers' names, remember customer preferences, offer top-notch service, and keep promises made to customers. 7. A store manager's duties can be grouped into five large categories: merchandise management, store operations, expense control, personnel management, and customer relations. 8. Critical Thinking 8. Discuss how the different duties of a store manager can be categorized. Checking Concepts Answers Answers may vary but should include some of the following good customer relations techniques: maintain a friendly store atmosphere, remember customers' names, remember customer preferences, offer top-notch service, and keep promises made to customers. A store manager's duties can be grouped into five large categories: merchandise management, store operations, expense control, personnel management, and customer relations. 20

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