We have an exciting opportunity available for a Divisional Sales Manager – Limpopo East. The successful applicant will need to be able to work independently and have lots of drive. She/he will need to be able to work to deadlines, and to effectively deal with numerous and complex issues and priorities, so sound judgement, decision making, and time management skills are very important. The ability to manage merchandise effectively will also be a critical attribute. The ability to correctly interpret and determine merchandise profiles, stock balancing and presentation (VM) of merchandise across a range of stores/customer profiles is an essential outcome for a Divisional Sales Manager.KNOWLEDGE REQUIRED:Store processesProduct lines and financial servicesVisual merchandising principlesIn store supply chainManning and schedulingPeople practices and policiesSKILLS REQUIRED:LeadershipCommunicationAbility to effectively performance manage a teamCoachingFinancial management skillsProblem solvingAbility to work across different teamsComputer packages (Word, Excel, Outlook, Power Point)EXPERIENCE REQUIRED:3 years or more as a Store Manager in the retail sector, managing small to large stores with exposure to all departments within a store and a proven track record of meeting KPI's and developing teams.QUALIFICATIONS:Matric (ideal subjects: Economics, Accounting and Mathematics)Post matric qualification in Business Commerce/Retail or Marketing (preferred)Retail Management /Leadership Development programmes (preferred)OTHER:A valid Drivers License will be requiredKEY RESPONSIBILITIES:Sales Performance:YTD existing sales performance vs budgetSales improvement plans for stores trading below budget.New store performance and actions to support sales.Siyamazi Experience:People, Product, Communication, Financial Services and Sales FocusStore visits report %Frequency of store visits (average number)Programme management (deviations)Complaints Resolution:Number of complaintsComplaints resolved timeously as per complaints resolution stats.Product Optimization:Proposals tabled for consideration (Special and Replen Grids)Communication to Planning DepartmentSKU Availability:Refer to Product Rating (Store Visit)Communication with Planning teamStore supply chain and stockroom standards (refer to product rating)VM Presentation:As per Product Rating in Store Visit RatingPrevious Season:Division's sell-off rate in relation to SBU's sell off rate.Stock balancing as per agreed timelinesMarkdown %Communication:In Store POS as per VM basic principles/promo manual/ seasonal look/value messagingPromotions as per promo manual and weekly ops prioritiesPrice Adjustment ComplianceFinancial Services:Total Cellular, Card, LaybyDivisional Cellular/Card/Layby growth deviation % to SBUExisting value growthProperty (Store Image/Regulations):Maintenance Issues Resolved/ReportedEscalation for stores under minimum acceptable standardsFollow ups within reasonable timelines.Adherence to CAD Plans:Process followed.OHASA Compliance:Number of incidentsValid 16.2 certificationOperational Processes and Methodologies:Process Management and Execution:Operations Store Visit (C.1 Back Office/ C.2 Risk Rating)IA/RAM/DHRM Rating % with action plans to improve out of lines.Business Projects:Implementation (e.g., new stores, revamps, co. strategic initiatives, etc.)Cost Management:Operational Cost ManagementSalary expenses deviation to budgeted margin.Branch controllable expenses deviation to budgeted margin.Shrinkage:YTD (budget remains 0.8%)Personal Expenses:Deviation from budgetPeople:Climate and engagementManagement stability rateStaff turnoverEngagement Survey index and follow up on action plans, where applicableEquity representation goals met as per functional plans.
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