Manage and support to each sales captain/assistant Captain in daily operations of outlets under in-charge, ensuring compliance with company standard of outlet operation, including product preparation and customer relations, outlet maintenance and repair, inventory management, team management, retention of team members, financial accountability, ensuring that the highest quality of services are delivered to each customer and outlet’s target meet requirement.
Responsibilities and Duties
Store Operations:
- Manage daily store operations, including opening and closing procedures.
- Ensure the store is well maintained, clean, and organized.
- Address customer inquiries and resolve issues promptly.
- Provide guidance and leading sales captain to achieve sales target
Check and verify daily/monthly sales report and other necessary reports assigned by management.
- Update competitor activities / promotion
Verify sales captain promotion or event propose.
Inventory Management:
- Review and support store inventory management
Work closely with inventory and merchandising team in implementing effective inventory control procedures.
- Work closely with store captains and store staff to achieve high product sell-thru.
Visual Merchandising:
- Cooperate with the visual merchandising or marketing team to create attractive and engaging store displays.
- Ensure the store is always clean, organized, and visually appealing.
- Check outlet display, price tagged are properly placed, barcode.
Staff Management:
- Oversee staff scheduling, timing, and disciplinary.
- Training new staff members.
- Provide ongoing training and development to improvement staff’s skill.
- Motivate and inspire the team to achieve sales goals.
- Evaluate staff performance and provide feedback.
- Verify staff’s attendance report and overtime.
Financial:
- Monitor sales performance and identify areas for improvement.
- Control expenses and optimize profitability.
- Prepare and submit regular reports on store performance.
- Other tasks as requested from Line Manager.
