Using Your New Store Manager’s Organizer/Planner
Store Data
This section is used to identify your
store by location or number. The square footage is relevant as you will need
this information for calculating certain KPI’s. Gross square footage is the
total store. Net square footage is just selling space – or space that is used
for selling to customers. If you do not know the gross and net square footage
you should be able to get the exact numbers from your Head Office. Those numbers
would be included in the lease agreement and/or construction documents.
Last Year Actual
This is where you will record important
details from the prior year: Sales $ - the actual sales dollars from last year.
% of Prior Year Ach. - the % of last year’s sales budget/target achieved. W/C% -
this is the wage cost % for last year. $/sq. ft – this is last year’s sales
dollars divided by your store’s square footage. Gross Margin $ - this is the
total gross margin dollars for last year. % - this is the gross margin percent
achieved last year.
Current Year Budgets/Targets
Enter the month, the date your company
has determined as the fiscal month end date and the budget/target sales dollars.
Employee Roster – F/T
Enter the name, position, hire date,
rate code* and review date of each full time employee. *a rate code is something
you develop so that actual pay rates cannot be seen. For example: If employee X
is earning 10.00 per hour, you may use code A.0 – A is for the number 1 and 0 is
for 0. Another example – employee Y is earning 9.80 per hour, you may use code
I.H – I is for the number 9 (9th letter in the alphabet is I) and H
is for 8 (H is the 8th letter in the alphabet). The point is to
develop a code that is understandable only to you.
Employee Roster – P/T
Same as above, but for Part Time
employees.
Sales & Appointments
This page is used to record the week
ending date, the week #, daily weather conditions, the daily sales budget or
target, last year’s actual sales for the same day, the actual sales achieved for
the day this year, the % of the daily budget or target achieved, the % of
business done on each day relative to the whole week. This number is calculated
at the end of the week when the total sales for the week is known. The total
weeks’ sales number is 100%. All calculations require simple retail math. If you
require help with retail math, check DMSRetail’s Success Guide titled Retail
Math – Made Simple. You can find it here:
http://www.dmsretail.com/retailmathbook.htm
The balance of the page is used for
recording appointments and personal notes.
Key Performance Indicators
Record all KPI’s for the week – target,
last year actual, this year actual, variance to target and variance to last year
actual. Again, if you are unsure of KPI calculations and require help with
retail math, all of this information can be found in DMSRetail’s Success Guide
called Retail Math – Made Simple. Here is the link again:
http://www.dmsretail.com/retailmathbook.htm
Performance Concerns to be Addressed
Record the name of the employee who is
not performing up to expectations, the date the information was taken from, the
KPI’s that are not up to expectations and any other concerns you need to discuss
with the same employee (example: tardiness, behavior, dress code, etc.)
Merchandise Issues/Concerns
Make notes regarding merchandise issues
so that you can quickly recall them when speaking with the appropriate person at
your Head Office or when called upon to provide feedback on merchandise.
Cumulative Sales
This is where you keep your cumulative
sales and budget achievement up to date so you can see them at a glance. Each
new week you update these numbers by adding the prior week’s sales actual and
sales budget and sales for the same week last year. MTD $, QTD$, YTD$ - these
are actual sales numbers for month to date, quarter to date and year to date.
MTD % Budget, QTD % Budget, YTD % Budget – these are the % achieved compared to
budget numbers for month to date, quarter to date and year to date. MTD % LY,
QTD % LY, YTD % LY – these are the % achieved compared to last year’s actual
sales numbers.
Note:
Some companies break monthly budgets/targets into weeks. This
organizer has allotted space for monthly budget numbers (page 1). If you do have
weekly budgets, you should list them and keep them with your organizer so you
can use them when updating and calculating Cumulative Sales. If you do not have
weekly budgets, then you can estimate your weekly budget by taking your monthly
budget and determining if there are any special events, or new merchandise
receipts, etc. coming in certain weeks of the month. Then you take your monthly
budget and break it down by %. For example, if a special event will occur
in week 2 of the month then allocate 40% of the monthly budget to week 2. Then
your weekly budget breakdown will be as follows: For example only
- Week 1 = 20% Week 2 = 40% Week 3 = 20% Week 4 = 20%
There is a 3 Year Sales History, by
week, toward the back of your organizer. We recommend that you fill in these
numbers as soon as possible.
Payroll
This is where you record your wage
dollars paid, hours used and wage cost % for the week. There are sections for
the Budgeted numbers for the week, the Actual numbers for the week and the
Variance between Budget and Actual for the week.
Top Producers Last Week
This is where you record the name and
SPH (Sales per Hour) Achievement of your top 5 producers. This section will be
used to assist you in scheduling productively. Your top producing people should
benefit from being given more working hours.
To Do List W1
This section is self explanatory. Plenty
of room is provided, for each day of the week, for you to make notes.
Time Off Requests & Scheduling Notes
This section should be used, by the
Manager or other person in charge of scheduling, to record special requests from
staff regarding working hours/days. You can also record things that will be
important for you to recall when making a schedule. For example: “Inventory
count – schedule 8 extra hours on Tuesday” or “new person starting on Friday –
add training hours”.
Note:
It is not advisable to leave a calendar out for staff to write which days/shifts
they do and do not want to work. This is an invitation for scheduling issues to
occur. Any staff member who wishes to make special arrangements regarding their
schedule should be required to speak directly to the Manager or other person in
charge of scheduling. Once you agree to a special request, make the note in this
section of your organizer so you will not forget what you have agreed to.
To Do List W2
As above in To Do List W1.
Supplies Required
This is where you should note any
supplies that will be required or reminders to check supply levels.
Maintenance Required
This is where you should note any
maintenance required now or reminders to check that everything is functioning
properly. You can also note any contact you have made with maintenance people
regarding equipment, etc.
Shipments This Week
You can use this section for various
different purposes. 1) to record the dates your shipments are expected 2) to
record shortages or overages by shipment 3) to record damaged merchandise
received 4) to record packing slip numbers 5) reminder to call the shipping
company 6) to assign personnel to the task of shipping/receiving. Basically,
anything you need to note regarding your shipments.
Sales Performance Q1
Here you will record the week number,
the actual sales $, the budgeted sales $ and the % achieved for the Week, Month
to date, Quarter to date and Year to date. This page gives you only achievement
compared to budget but presents a bigger picture to review than the small
Cumulative Sales record found in each weekly section. The small Cumulative
Sales record also gives you comparisons to LY.
You will also find
Sales Performance for Q2, Q3 and Q 4
placed in the appropriate places throughout your organizer.
Recruiting Q1
This is where you record details of any
recruiting and interviewing activity that takes place. Note a Potential
Candidate’s name, the Source (or where you found them) Contact Info. of the
Potential Candidate, the Interview Date – either planned or actual, the Outcome
(will you hire them or not?) and the names & phone numbers of References
provided by the Potential Candidate.
You will also find
Recruiting for Q2, Q3 and Q4
placed in the appropriate places throughout your organizer.
For interview questions and effective
hiring skills, refer to
Winning at Store Management Success Guide.
Marketing/Promotions Record 1st Half
This is where you will record details of
any promotions, special events, etc. There is room for 26 promotions but, you
won’t necessarily have that many promotions in 6 months so you can use more than
one line per promotion.
As an example only:
Month – February, Promotion Name – Valentine’s Day, Run Dates – February 5-14th,
Details of Offer – 20% off and free gift wrapping, Signage Used – New Red/White
Valentine’s Day Promo signage, Actual Results $ - $20,250, Post Promo Comments –
30% over budget, ran out of free gift wrap.
You will also find
Marketing/Promotions Record 2nd
Half
placed appropriately in your organizer.
3 Year Sales History
This is where you record actual sales
dollars for each week of the year, for three consecutive years prior to the year
you are in. Actual (LY) is for last year, Actual (PY2) is for the year before
last year or 2 years ago and Actual (PY3) is for 3 years ago. So if you are
currently working in year 2010, then LY is 2009, PY2 is 2008 and PY3 is 2007.
Contacts
Self explanatory.
Staff Contact Information
Self explanatory.
Calendars for Current Year, Prior Year
and Next Year are included for easy reference.
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