Archive for the 'Articles' Category

Leaders Don’t Create Followers

How is your succession plan working for you?

Are you creating competent leaders?

Every organization needs a solid succession plan but not many need it as much as retailers do.

While every retail management position is important, the position that is often ignored is the Assistant Store Manager.

To enable the organization to draw on the talent of their Store Managers to fill higher level positions such as District and Region Managers, it is imperative that you have a pool of Assistant Store Managers ready to step up and step in, to the Store Management positions vacated by the promoted individual.

So…

What are you doing to develop your Assistant Store Managers?

Often, expectations of Assistant Store Managers are low; just somebody there to assist the Store Manager.

While this is a real luxury and may be of great benefit to the Store Manager in terms of giving him/her more time to spend on paperwork in the backroom, which in itself is undesirable, it certainly is not the best use of your human resources.

Your Assistant Store Managers represent the next layer of leaders for your organization.

The Assistant Store Manager is meant to be of assistance to the Store Manager, to be sure. But the larger goal is for the Assistant Store Manager to be developed as a leader who can operate on his own and contribute to the organization, not just to the Store Manager he is currently working for.

The first stage of development requires that Assistant Store Managers be developed to the point that they are fully competent to profitably operate one of your stores.

Yes, they are supposed to be ready, willing and able to replace your Store Managers.

You may have some, shall we say, ‘comfortable’ Store Managers who won’t like the idea of developing and then losing good Assistants but that is irrelevant.

The goals of the organization rule.

In any case, a Store Manager who doesn’t want a strong and competent Assistant Store Manager is doing himself and the company a disservice and it will show in the calibre of the Assistants he is turning out.

Anyway, if Assistants are not competent enough to replace a Store Manager after a reasonable length of time, then something is going wrong.

Actually, a few things could be going wrong, such as:

1) Someone made a bad hire or internal promotion and did not correct the situation

2) Your training program is not working as intended

3) Your Store Manager is not participating, fully, in the development of the Assistant Store Manager

“Winning companies win because they have good
leaders who nurture the development of other
leaders at all levels of the organization.”
~ Noel Tichy

If you are not able to visualize your people development strategy working well in your organization, get the help you need.

Join The Retail Management Workshop to learn how to make it happen…and how to operate in perfect balance.

Get a winning succession plan working for you – guaranteed.

Increase sales – guaranteed.

Reduce expenses and increase profits – guaranteed.

Register yourself and/or your teams for The Retail Management Workshop being held in two great locations:

The Retail Management Workshop
(Click the link ^ for details and/or registration.)

September 18-19-20
Crowne Plaza Kensington
London, UK

October 1-2-3
Sheraton Dubai Creek
Dubai, UAE

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Squeeze Expenses or Increase Sales

When the economy doesn’t seem to be humming along the way it used to, or if other factors are keeping you from seeing growth in your retail business, often the knee jerk reaction by retailers is to cut expenses.

Cut head count.

Buy fewer supplies.

Stop all training.

Cut, cut, cut!!

But, cutting usually doesn’t turn out all that well.

We’re asking a really important question today:

Can you increase profits by just cutting expenses while paying no attention to increasing sales?

The answer is ‘possibly, but not by much and, even then, only temporarily’.

If you squeeze expenses instead of increasing sales, you will eventually have nothing left to squeeze.

What you would be doing is shrinking the business and you know where that eventually ends up.

But, if you work to find ways to increase sales as well as spending time and effort reviewing the best ways to reduce expenses and control costs during tough times, without hurting the revenue producing areas of the business, things can start looking up for you.

Anyone can cut, cut, cut.

Finance Departments are full of people who can help with that.

If the person doing the cutting is not living in the midst of the chaos created by the cuts…there may be no end to the cuts until the business is no longer viable.

Short term you would see improvement of the bottom line. But, if you look month after month, you will see that everything is shrinking…sales, transactions, average sale, units per transaction, conversion, and so on.

Why?

Because cost cutting measures usually interfere with the job of selling.

If you put fewer people on the floor, give them less training, pay them less money, take away benefits, use fewer labor hours for receiving shipments and getting product onto the floor, cut maintenance time, stop buying good and clear signage, and the list goes on…you will undoubtedly reduce revenues.

Once revenues are reduced, costs have effectively increased, making profit go down instead of up.

Balance is key in everything.

No organization should spend wildly or be too frugal.

That is why you need good people who know what they are doing.

Join The Retail Management Workshop to learn how to operate in perfect balance.

Increase sales – guaranteed.

Reduce expenses and increase profits – guaranteed.

Register yourself and/or your teams for The Retail Management Workshop being held in two great locations:

The Retail Management Workshop
(Click the link ^ for details and/or registration.)

September 18-19-20
Crowne Plaza Kensington
London, UK

October 1-2-3
Sheraton Dubai Creek
Dubai, UAE

  Improving Customer Culture

I just read yet another story about a CEO who was aghast when he found out that a customer had been treated badly in one of his stores. He simply could not believe this incident actually happened in one of his stores.

Everybody knows that ‘customer service’ is the most important thing in their company and their world.

How many times do we have to have these Customer Service Rah! Rah! meetings?

Yawn!

Time to get past all of this nonsense.

These stories are old, tired and still way too plentiful.

By now, everyone realizes that these stories are not one of a kinds; we don’t say “Oh my goodness, I bet the CEO was mortified” or “I bet heads are going to roll over this one”.

We all realize that the CEO involved didn’t become so upset that he made some grandiose gesture to the customer involved; everyone realizes that this is the norm now and we’re wondering why these stories even get to print. Sad but true.

OK, so let’s get one thing straight before going any further because this distinction must be made:

Customer Service is a phrase that should be reserved for the sign over the desk or counter, housing the individual that actually does some type of thing that services a customer – like process a refund; correct a mistake; update an email address; listen
to a complaint; take an account payment.

All of those things, and many more might be considered customer service…I guess.

We used to make a big deal out of teaching everyone that Customer Service is not a department – it was something much, much bigger than that.

But that clearly didn’t work. We’ve been trying to get blood from a stone.

So, let’s just admit defeat – Customer Service is, in fact, a department and, often, a poorly functioning one at that.

‘Customer Service’ just doesn’t describe what we need anymore. Maybe we should try calling it Customer Culture for a few years and see if that gets us anywhere.

Trying to figure out who, or what, Customers are …and what they represent to a company seems to be much tougher than it looks.

Let’s face it, Big John, we (you) have issues that aren’t going away any time soon.

DMSRetail has always maintained that a strong customer culture must exist within the company if customers are going to be treated the way they should be and, indeed, the way Big John thinks they’re being treated; the way he expects they should be treated.

Trying to operate a business where the customer is, in fact, the most important person to the organization, without a strong customer culture, is like trying to playing whack a mole without a whacker. Or, as they say, whistling in the wind.

At it’s very best, it’s hit and miss. There can be no consistency.

When working in an organisation with a strong customer culture, your people will almost always do it right. We qualify that statement with ‘almost’ because…as you know, there are Dumbo’s out there and, hard as you may try to eliminate them, you may just have one hiding somewhere in your organisation ready to spring into action and create havoc when you least expect it.

But, with a solid customer culture, this should be a very rare occurrence, indeed.

So, here’s the call to action.

Please, fix it Big John, or Mr./Ms. CEO; stop feigning surprise by letting your jaw drop when you see/hear something you just can’t believe happened in your organization.

Believe it. It happened.

And, it’s most definitely going to happen again!

Your job is to fix it. And don’t think you can just have a couple of meetings and straighten some people out, or delegate it and wash your hands of it.

You can’t, Big John…it’s way too important and your people are counting on you.

They are following your lead.

You have to own this.

It is a really big – CEO sized – job to instil a strong, well defined customer culture and keep it alive and running full speed.

The fantastic news is…..once you get it right and, of course, have all of the checks and balances in place to maintain it….you’ll be much more successful than you are now.

​​​​​​​And, think of the pride of accomplishment.

I must say, I have seen it done particularly well…executed flawlessly, in fact…by a much admired and well loved President and CEO I’ll call Big Max!

There are many ways to approach this, Big John and we want to help every step of the way.

Take 47 Seconds,Right Now,to Check This Out

If you are operating and growing a retail chain, we are certain that we have the solution to most, if not all, of your challenges.
We’re not psychic…just very experienced!

A Success Story

Want to find out how this retail business owner took his floundering stores from scary, under performing money pits to glorious cash cows and moved into the top position in their category for Biggest Sales Increase overall and for Average Sale Per Customer, in 93% of their locations, in just one year?

And, even more importantly, want to know what else he did to finally start bringing a whole lot more money to the bank every day?

Have we got a story for you…

When I first heard his story, I was wondering what kind of guy this was…then I felt bad for him…then I was happy for him.

What a ride!

Turns out he was amazing, after all.

This was pretty serious stuff. 

To get to how this all happened, let’s draw back the velvet curtain and try to understand what was going down in this guy’s stores when he first realized he was losing the battle…losing his clarity of thinking, his previously unshakeable motivation, tons of customers and, most definitely, his money.

I mean, at the rate he was going, he’d be laboring in his stores for most of his waking hours for the rest of his natural born days just to end up living on average income.

And that would have been the best case scenario.

Fair enough if that’s what he wanted… but he didn’t. Far from it!

He started his chain of stores so he could make more than an average living and, once they were turning a profit, he thought he might even have extra money, and time, to enjoy some luxuries with his family and friends and, maybe, put a nest egg away for a rainy day.

He thought he might like a little of the prestige that naturally comes with being the owner of a fine, reputable and successful chain of retail stores.
Oh, and he absolutely lusted after a summer house on a nearby lake – he spoke about it passionately every chance he got.

That was reason enough to want to get a tidy profit out of his business.

And, the sooner, the better.

Although his wife didn’t know a thing about it, he had already had blueprints drawn up.

He had a realtor keeping an eye out for just the right property.

He had even spoken with landscapers and interior designers.

This summer house – on beachfront property – was going to be a thing of beauty.

It was going to be his reward and a gift to his family for all of the hours that he’d worked; missing special occasions, etc.

He just knew that this was going to be the crowning glory … his reason for his life’s work.

He imagined the family gatherings; the long, warm weekends of fun in the sun.

He thought about the boat that would occupy the boathouse…the one that they would all go for relaxing tours in.

He even amused himself by dreaming up names for the boat!

He could picture every tree and flowering shrub that they would painstakingly plant and nurture…and every ripple on the water.

He could sniff the aroma of the steaming coffee and freshly baked pastries sitting on the oak table that graced the porch with the beautiful lacy gingerbread woodwork at every corner.

He could hear the waves crashing against the shore when a storm blew in.

Ah, yes! He knew what he wanted.

For him, all of this sounded not only fabulous, but reasonable as well.

Power to the entrepreneur!

After all, when you are the business owner and your money is on the line, you should reap the rewards…you are the one jumping from the fat in the frying pan into the fire and back again!!

You are the one who is taking all the risks and enduring the hardships.

So, don’t ever lower your expectations just because your stores are not performing the way you imagined they would.

No way. You go for it with gusto, Retail King!

You make those cash registers and POS machines sing …

C-A C-H-I-N-G! C-A C-H-I-N-G! C-A C-H-I-N-G!

Heck, yes!

If it’s not happening for you yet, the questions you should be asking are…

What do I need to do?

and

How do I do it?

OK, let’s roll it back to where this guy’s success story really got started. The very moment, in fact. (cont’d below)
Mark the calendar & Save!

Tuesday, June13 –Retail Category Management

Wednesday, June 14- Retail Math 

Thursday, June 15 – Online Marketing for Retailers

Friday, June 16 – 33% Increase Formula

Reminder – Get your Webinar Pass for upcoming webinars. Four Webinar Pass is the best value. Buy it here.

OK, back to the story…

It was a moment when he was dog tired, with aching feet and a list of ‘to do’s’ that he hadn’t even started yet

He had just put his hat on his head…the hat that he used to cover the crazed Einstein-like hair style that he was sporting simply because he couldn’t find time to visit his barber.

In other words, he was going home for the night, thoroughly exhausted….again.
A staff member all but accosted him at the door as he was leaving and started blabbering on about something or other.

Hands were flying and papers were being thrust toward our guy, although not in a disrespectful way.

Our guy was trying hard to understand.

He had to actually try to understand because it was so trivial, so unimportant, that instead of really listening he noticeably tilted his head to one side and tried to figure out why this staff member was moving his lips and making noise over something so ridiculous.

He recalled, later, that he had truly been in a trance-like state; unable to comprehend what was going on for at least a few seconds.

He wondered, out loud, what would happen if this person just shut his mouth and took care of whatever it was he was yapping about.

This really was unlike our guy and the employee thought something terrible was about to happen – that the owner was going to faint or have a fit or something along those lines.

Our retail business owner finally spoke again.

He said that he suddenly felt like he had a lot of monkeys on his shoulders.

What? Monkeys? What the heck………..?

Not surprisingly, those nearby thought perhaps he’d finally lost his mind. But, they kept quiet.

You’ve probably heard the expressions about putting the monkey on someone else’ shoulder.

It happens all the time…people easily unload their issues onto someone else – someone who is willing to take them – and until that someone says stop, they just keep taking on more and more.

Some monkeys were heavier than others but there they all were…happily sitting atop his shoulders, weighing him down.

His staff, of course being free of any weight of any monkeys (problems or issues) whatsoever, just went about their business accomplishing very little or nothing at all.

“How on earth did I let this happen? How did I get here?” he exclaimed.

And the answer slammed him.

He felt like he’d been whacked with a blunt instrument.

There’s a game called Whack – a – Mole…and, in this case, it’s Whack – an – Owner.

Not funny, right?

Anyway, at that precise moment, he got it… that he had unwittingly invited every problem, every issue, however important or insignificant, to be his and his alone.

He realized he was completely and totally responsible for their lack of sales and profits.

He did it by accident but he had done it all on his own accord; by his own free will.

He was a great guy and knew a lot about retail and about business in general.

But…

He, seemingly, expected nothing of anyone.

And, they all lived up to his expectations!

That was a terrifyingly accurate admission and moment of truth and reflection.

The brutal acknowledgement and the stunning clarity of that moment steered him onto a new path where even fear of the unknown couldn’t stop him from altering the course of his life for the better.

By the way, our guy is not unusual.

This same problem is plaguing lots of business owners out there today.
No performance expectations – no prosperity.

Or, perhaps, it would be more accurate to say no accountability – no prosperity.

It seems so much easier to handle things yourself than to delegate, train, set performance expectations, hold people accountable, manage performance, etc.

But, in fact, it is the worst possible course of action an entrepreneur can take.

It’s the worst possible remedy for any malady of the entrepreneur.

The saying “Git ‘er done.”  doesn’t mean you should get it all done by yourself.

Certainly, not if you don’t have to.

How long can that go on?

At what point is it no longer feasible?

The small to medium retail business cannot get bigger and better with only one person thinking and problem solving – even a very important, very smart and very dedicated person – while everyone else just wanders around doing tasks and other little jobs but never contributing in a major way.

You can’t smash targets to smithereens when you don’t really expect to, or plan to.

And, you can’t smoke the numbers when you haven’t even set them and haven’t developed a compensation plan to reward that accomplishment.

You can’t pull, drag and stretch the very best out of all of your people when you have your little head – albeit a very important head – buried in some inconsequential task or the other.

Wouldn’t you agree?

Anyway, back to our guy’s story.

Here’s what happened next.

He first carved out some time to figure out what his new understanding meant in terms of his business, his people, etc.

You remember the monkeys, right?  Well, clearly, they had to go and he made short work of that!

He realized that things would have to change – and change big time – for him to get where he wanted to be.

However, because he was not a stupid man he realized, very quickly that he was going to need some help.

So he set out to find some help.

He sought wisdom.

He talked to a lot of people, read books, solicited advice from other business owners.

He spent time reading and re-reading his most valuable and important resources.

He listened to DVD’s on Sales and Performance Management, Hiring and Training, Leadership, Time Management and Communication, and myriad other subjects that were to prove instrumental in his business, and life, turn around.

In the final analysis, as the result of his studies, he determined there was one thing he could hang his hat on – individual performance.

The performance of his staff members would be the key to the success of his business and it was really the only thing that mattered.

You may wonder what actions he actually took with regard to his store staff…

Well, he explained everything to his teams.

He communicated well and often and kept them in the loop as much as he possibly could.

He set targets for each individual in his stores.

They were tough targets – not out of reach, of course because we already told you he was not a stupid man – but tough enough to make people strive for the glory of achievement, the thunder of applause and the halo of recognition.

He followed resource materials that had been written by successful retailers with much experience.

He had sought wisdom and he was not disappointed.

Most of his people accepted the targets readily because, at the same time, a new compensation plan was unveiled.

It was a compensation plan designed to work hand in hand with the new targets.

Of course, some staff members liked the old way of just doing tasks and not actively selling to anyone and, eventually, they had to move on and find new employment more suited to them.

Bye-bye…we really liked you but seeing as you are

L-A-Z-Y

and have to leave, we hope you don’t let

the door hit you in the butt on the way out!

But the majority of his associates – particularly the go-getters and the ones who saw that the rewards were not only fair but really rather good – stayed and prospered.

This was now a place for winners, for performers.
They liked that.

There is a saying that goes ‘to whom much is given, much is expected’ (author unknown).

And, it applies to the relationship between employer and employee.

If I, as the employee, am given great rewards for my performance then my performance, the fruits of which accrue to my employer as well, should also be great.

This is only fair.

Our guy had to continue to learn and grow to fully understand how this new way of doing things was going to work out.

He had to make sure he was hiring performance oriented people who had customer service top of mind also.

He had to train them, manage them, communicate with them and just generally be good at driving the business, setting the direction and helping everyone by removing obstacles.

He needed enthusiastic, engaged employees with the business top of mind at all times.

He became an extraordinary leader who developed people to become even better than he was (yes, that is a great thing to do and you should do it too) and his business yielded enough profit for him to realize his dreams.

Now he has considerably more time to spend with his family and friends.

In fact, on most holidays you’ll find him quietly celebrating his good fortune looking out over the picturesque lake that his summer house is situated on.

Every time I think of his success story, I feel uplifted and grateful that I know him and was able to have a part in it.

Really, this guy was on the verge of disaster, though he didn’t know how close he was.

His stores were going to close and he was going to get some ridiculously low number of pennies on the dollar for his inventory, his fixtures, and any other assets.

His real estate was going to go on the block and be sold for a song. All of his staff would be unemployed. Things would go from bad to worse.

It didn’t seem fair because he was a really good guy who meant well and worked his fingers to the bone.

But, he didn’t know how to manage the business he was in. He didn’t know what he didn’t know.

Oh sure, he knew real estate and he could ferret out decent locations and establish nice looking stores.

He was a skilled buyer, knowing what merchandise to pick out when he was on his unavoidably expensive buying trips.

He had the gift of the gab and knew, very well, how to talk to the investors to get his next store, and his next and so on.

But, eventually, the wheels were going to fall off because the stores were not performing.

They just weren’t.

And by that, of course, we mean that the people working in the stores were not performing.

You do not, and cannot, continue on in a retail business if the stores are not performing.

It is only a matter of time until the wolf is howling at the door.

This is true of any business.

And so, you must agree, that it was extremely fortunate for him that he was stopped by that one bumbling staff member that day who started saying “blah, blah, blah” because that’s what finally woke him up; made him face his situation and forced him to make changes.

And, as they say, the rest is history.

Do you know anyone who is in the same predicament?

There are quite a few of them, actually.

Just meander through any shopping mall or center will show you who is winning and who isn’t. Or, in some cases…who is hiding their imminent demise really well.

Now, what if I told you that our guys end result – the extra revenue and profits, leading to the great lifestyle, the summer house, and extra time, etc.- wasn’t all that difficult to achieve?

Or, that we basically bottled the formula and are making it available to other retail business owners.

That was just a figure of speech. It‘s not really in a bottle…it comes in the form of Success Guides, Tools and DVD’s.

Every bit of the Retail Business Academy is highly relevant to everything a retailer does every day. It’s full of books, tools and DVD’s…and tons more stuff (detailed below) that you’ll pour over every day.

Among the materials packed in this prodigious resource you’ll find some serious retail operations management advice and instruction; the kind of stuff he was very much in need of.

He was like a sponge and he absorbed it all.

He got all the retail math, metrics and Key Performance Indicator knowledge he was ever going to need. You too, unless you’re planning on a career in high finance.

You’ll get a simple…and I do mean simple…retail employee evaluation system.

Maybe we should have put it in a black and yellow cover and called it retail employee evaluation system for Dummies…but we didn’t.

We just called it ‘I Succeed’.

It’s quick and easy to use and the reason for that is…duh! because people need quick and easy evaluations …. often. Save the big long, drawn out piece of work for the end of the year and the Human Resources people.

There’s a Store Manager’s Organizer/Planner to keep retail managers organized in a way that no other organizer can because it’s made for a retailer.

The first clue is that appointment slots don’t end at 5:00 p.m.!​​​​​​​

And, you can print as many copies as you need for your Store Managers…every year.
There’s some strong advice and warnings related to interviewing, hiring and training.

Our guy learned all about canned questions.

Some people are veteran interviewees and they can skillfully answer any canned question because they have heard them so many times before and they know which answers work.

Of course, there are never any guarantees when hiring.

We have all been surprised from time to time but there certainly are ways to get just a little more information that will help you understand the person who will be in your stores working with your customers.

Long story short…avoid canned questions.

The resource material that our guy used laid out the real questions – the questions that will force the candidate to reach down and come up with a genuine answer that is unique to him or her…not just what they think you want to hear.

For your listening pleasure, there’s a collection of DVD’s with hard hitting information on just about every retail subject you can think of.

They come in digital format, too.

In the Retailer’s Guide to Emotional Hot Buttons, there’s some mighty interesting information about pushing emotional hot buttons to sell more merchandise.

Now, that’s a good read!

And there’s a book about characteristics and ‘ways’ or ‘secrets’ of a highly successful retail manager.

This one’s worth its weight in gold and our guy studied it until he pretty much had it memorized.

The Retail Business Academy is meant for every

retail business owner and retail manager.

In fact, this story had a happily-ever-after ending because the wisdom our guy sought came from the Retail Business Academy.

What you need to do to avoid the situation our guy found himself in early on, and to make sure you prosper the way our guy did later on, is get yourself a Platinum Membership in the Retail Business Academy.

It is priced at a mere fraction of the value you will get out of it.

Make your own happy ending.

Join the Retail Business Academy today.

“It is during the bad times that the skilled manager lays firm foundations for future growth.” 

~Konosuke Matsushita, Founder, Panasonic

More DMSRetail Resources for your training library…

Management Success Books

Management Success Tools

Self Study Courses

Workshops

Retail Math Resources

The Ultimate Retail Success Collection is a huge compilation of all of our Success Guides, Tools, DVD’s, Self Study Programs, Bonuses and more.

Check it out here.​​​​​​​

DMSRetail has been helping retailers for 25 years. We love what we do.

We know that, for every roadblock to success, there is a way around it.

We have the knowledge and insight to help you navigate around any and all roadblocks and we are making a very special offer to our subscribers and customers…right now.

Sign up and you get instant access to the Retail Business Academy for 7 days for just $1.

It’s commonly referred to as a ‘no-brainer’!

Read on for all the great details about this membership and why no retail organization should try to get by without it.

Experience and Resources

We have the resources. Lots of them…available in every format for your convenience.

Below, we spell out the products, services, systems and advice you get access to for just $1 for a 7 day trial.

Succeeding in retail will always be hard work, it’s retail after all.

But, your chances of positive outcomes increase by a huge percentage if you’re taking advantage of our experience and resources.

You can get every store contributing with a nice bottom line. Our brand of information and training is what you need to get the best return on every investment you make in people and in stores.

Getting ready is a big part of the battle. The Retail Business Academy will prepare you for your next steps.

Ease of Access

You have access 24/7…at your leisure.

For those of you who want to share information and offer the very best chance of growth and development to your people, get them their own membership in the Retail Business Academy.

Invest in their future to give them the skills to invest in yours. Right now, with our buy one membership, get five free, it’s easy and painless to upgrade the skills and capabilities of your entire workforce.

Let’s get started. You need everything you’re going to see from here on down. ​​​​​​​
Here’s the long list of everything you will be able to access with your trial of the Platinum Private Membership in the Retail Business Academy

First, let us tell you that absolutely everything that DMSRetail offers for sale, is included in the Retail Business Academy.

Plus, there are many more products included that are not available for sale anywhere.

And, we’re growing it every day making your Platinum Private Membership more and more valuable.

We’re working day and night to get new stuff uploaded for you.

You’re going to have access to a wealth of different things, such as…

  • Success Guides
  • Tools
  • Study Courses
  • Performance Solutions
  • Information
  • Tips
  • Advice
  • World Retail News
  • Gems
  • How-To’s
  • DVD’s
  • PowerPoint Presentations
  • Pearls of Wisdom
  • Forms
  • Checklists
  • Videos
  • Consultants
  • Instructors
  • Motivational Quotes
  • and other seriously good stuff

You’ll access all of these things on the membership site, through our Success Guides and Tools, such as:

  • Retail Math – Made Simple, 4th Edition
  • Winning at Store Management
  • Managing for Higher Retail Success
  • 22 Ways of Highly Successful Retail Managers
  • Customer Service Fundamentals
  • Retailer’s Guide to Emotional Hot Buttons
  • ‘I Succeed’ Retail Employee Evaluation System
  • The DMSRetailer – Store Manager’s Organizer/Planner

And, our Self Development Programs:

  • Retail Selling Skills & Customer Experience Fundamentals
  • Retail Cashier Performance
  • Store Management for Maximum Success
  • Retail District Management
  • Retail Operations Management
  • Retail Category Management

Our Packages:

  • The Starter Bundle
  • The Super Retail Success Bundle
  • The Retail Success Accelerator – Store Performance Solution
  • The Ultimate Retail Success Collection

A multitude of Reports and Forms:

  • ‘Daily News’ Guide for the Cash Desk
  • Interview Questions
  • Hiring Tip Sheet
  • Balanced Score Cards
  • Weekly Employee Check Up
  • Monthly Employee Evaluation
  • Quarterly Employee Evaluation
  • Annual Employee Evaluation
  • Store Manager Job Description
  • Assistant Manager Job Description
  • Mystery Shopping Report
  • Backroom Communication Board
  • Store Manager’s Keys to Success
  • District Manager’s Framework for Success
  • And many more being added daily

Sales & Marketing Tips:

  • Selling Steps
  • 75 Open Ended Questions
  • Social Media Instructions for Retailers – Facebook, Google+, Linked In and more

Compensation Plans – DMSRetail Proprietary Pay for Performance Plans

  • Pay for Performance – General
  • Non – Monetary Reward Systems

Guidance to Inspire:

  • 11 Leadership Principles
  • Integrity in Management
  • Managing Up, Down and Sideways
  • District Manager’s Creed
  • Essential Reading for Retailers
  • Success Stories
  • Motivational Quotes
  • The Summer House

It’s Just Common Sense, Really

Webinars:

  • Success Tips & Strategies
  • The Store Management Process
  • Get 25% More out of Store Visits
  • Open To Buy
  • Retail Math Made Simple
  • Category Management
  • Managing by Numbers
  • Add-On Selling
  • Legacy Strategy
  • 33% Increase Formula
  • 7 Top Tips to Maximize Your Retail Profits
  • Retailer’s Guide to Online Marketing eBook & Video Course, ​​​​​​​which is your guide to harnessing the power of social media to build your brand, drive traffic, and generate sales​​​​​​​

Join Now.

DMSRetail holds Webinars on a regular basis and we post them to

Retail Business Academy. With your Platinum Private Membership:​​​​​​​

  • No need to sign up every time we offer a webinar
  • No separate payment required
  • No time zone complications
  • No scheduling conflicts
  • No inconvenience
  • Home or office – your choice

You simply sign in to your membership account at the Retail Business Academy and watch/listen to the webinar at absolutely no additional cost. It’s included with your membership.
Back to the stuff you get…

‘How- to’ for People Development:

  • Sample Coaching Conversations
  • Disciplinary Actions
  • Supporting & Challenging Your Performers
  • Career Path Development
  • Ideal Candidate Profile Development
  • Performance Management  

**Discounts on Workshop Attendance – Here are the workshops currently being offered:

  • The Retail Operations Management Workshop
  • Retail Category Management Workshop
  • Retail District Management Workshop
  • Retail Math Workshop
  • Pharmacy Retail Operations Management Workshop Store Management for Maximum Success Workshop
  • Retail Design & Visual Merchandising Workshop
  • Retail Marketing & Brand Management Workshop
  • Retail Cashier Performance Workshop
  • Telecom Retail Operations Management Workshop 
  • Retail Brand Management
  • How to Implement Winning Compensation Plans
  • Retail Standards, Compliance and Execution Seminar and Case Study

**Planned access to Consultants and Instructors at DMSRetail via email

**Scheduled telephone conversations with DMSRetail Consultants and Instructors

So, check out this link to the Retail Business Academy.

If you’re in retail, or if you supply retail

you really need this.

Want to skip the trial?

Get the very best value with these links…

For monthly membership, click here.

Save 57% with an annual membership, click here.

Retail Benchmarks

Introducing our Brand new 2 day Seminar coming to Dubai…

Retail Benchmarks 

We Show You How to Get There: Follow the GO Road

Experience Success… Like You Never Have Before

 growth-upward-trend-arrow-chart

What is the Real Source of Turnover in Retail?

All retailers know that high employee turnover is a major problem in the industry. For retailers in regions where employee turnover is very low, a different problem exists…complacency and laziness.

ET should be whatever the executive has decided it should be.

Which of the following do you think has the most impact on ET?

a)     Low wages

b)     Physical demands

c)     Lack of family time

d)    Working through holidays when others have time off

If you said none of the above, you are correct.

The biggest impact on ET is bad management. Did you know that 49% of retail associates leave their retail position due to bad management?

True.

According to the Chartered Management Institute, 49% of the 3,000 people they polled said they had quit a position in the industry after being dissatisfied with senior staff.

That means about half of retail employees left jobs because of being badly managed.

We know that, very often, retailers promote staff to management positions even though they are not properly equipped for a management role. Some of them don’t even have a desire to be managers but accept the position for various reasons such as a higher paycheck, more authority, better shifts, more job security, or maybe even because, if they don’t, they won’t have a job. Many of these people refer to themselves as accidental managers.

Many will readily admit that they have had no management training; they really did not want the responsibility of managing people; and they don’t have any idea how to do it.

 People3

Retail Benchmarks Seminar

Click here  or scroll down for Program details.

April 26 & 27, 2017

Sheraton Dubai Creek Hotel & Towers, Dubai, UAE

Fast Track>>>  Register Now!
CMI director of policy and research Petra Wilton believes putting people without adequate skills, in charge of staff, can be severely detrimental to retailers’ businesses.

She says: “It’s no surprise the retail industry has a lot of staff leaving if it is not investing in training. Managers need skills and in some cases qualifications so they can do their job and keep staff.”

The fallout from this type of promotion strategy is high employee turnover (ET) and, of those who stay many are unhappy workers who make bad impressions on customers.

At DMSRetail, we know it is a fact that bad management practices become obvious to the customer through the service they receive, in addition to the appearance of the store.

Knowledge and tools are required to increase employee engagement while maximizing sales and profits.

Excellent management practices and, thus, engaged employees will make the difference on the top line, the bottom line, and everything in between.

Even though some people may be naturally adept at managing people, most are not and they need your help.

People management skills cannot be learned on-the-job alone. Promoting someone to a management position and then withholding training, advice and guidance is setting the scene for a disaster.

Sales and profits will not meet expectations, Employee Turnover will go up, store appearance will suffer, customers will be dissatisfied and the downward spiral will continue.

It’s a no-win situation.

So, always plan to promote from within when you have a candidate who is well trained and competent at managing your store(s) and managing your people, in particular.

But, don’t promote someone who is not capable just for the sake of getting someone into the position.

If a recruiter is sending you people who are not up to par…make your position and expectations clear and if they don’t improve, get a new company to do your recruiting. Simple.

Finally, train all managers and have a system in place for continuous improvement.

Choose training programs that will meet the needs of your organization.

Training sales associates is very worthwhile, but it should always come after management training. Otherwise, according to the statistics at the beginning of this article, possibly half of your associates – the very people you have invested time and money in – will leave.

Invest wisely for maximum ROI.

All the Success!

PS: The Program Outline for the Retail Benchmarks Seminar is below. Experience this Seminar and Case Study. Follow the GO Road! 

Program Outline:

  • Introducing the Case Study Store
  • Examining Performance Relative to Benchmarks
  • Development of Standards and Expectations to Meet Benchmarks
  • Why Adherence to Standards is a Critical Success Factor
  • The Effect of Compliance on the Operating Statement
  • Why Some Employees Don’t Meet Standards
  • How to Capitalize on Every Type of Store Visit & Resulting Action Plan
  • Reviewing the SVR from a Productivity Point of View
  • Monitoring for Benchmark Achievement
  • 7 Proven Follow up Techniques
  • Creating a GO Road to Excellence in Compliance & Execution in your Organization
  • Communication to Keep Everyone on the GO Road
  • Removing Obstacles on the GO Road
  • Scheduling for Wage Cost Compliance and Productivity
  • Effective Scheduling
  • Creating a ‘Happy’ Zero Tolerance Environment
  • Costing Schedule Adjustments
  • Spotting the Red Flags
  • Loss Prevention through Customer Experience Best Practices
  • Shrinkage: External, Internal and Paperwork Errors
  • Awareness of Surroundings – Importance of Positioning
  • 10 Sure Fire Clues to Identify Shoplifters and Internal Theft
  • Safe Actions to Thwart the Thief
  • Q & A

Another scheduling note…

Seats are still available for the Dubai and London sessions of…

The Retail Operations Management Workshop It’s coming up fast…

in Dubai, UAE on

April 23-24-25, 2017

and

in London, UK on June 5-6-7, 2017

so don’t delay.

Don’t miss out on all of this and much, much more:

SYNERGY OF TOP SALES PERFORMANCE, GREAT CUSTOMER VALUE MANAGEMENT AND PERFORMANCE LEADERSHIP KNOW-HOW:

  • Strategy Maps to Top Performance in Sales and Profitability
  • How to Increase any Metric by 20% in Six Months
  • How to Sustain the Success Achieved and Build on It

Contact us today: Josephinehill@dmsretail.com for full Program Outline or to register.

Join us at the beautiful Sheraton Park Lane in London, UK or the Sheraton Dubai Creek Hotel & Towers in Dubai, UAE.

These locations always sell out fast so please don’t delay.

Fast track: Go here to register online for The Retail Operations Management Workshop. 
Quick links to Performance Solutions:

Ultimate Retail Success Collection

Success Guides

Workshops

Distance Education Programs

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The Retail Business Academy:

All the Actionable Information You Need, Whenever and Wherever You Need It.

24/7 
 cropped-newheader780px.jpgRetail Management Consulting, Training & Services Company

Showing retailers the blueprint for successful retail operations since 1991.

Challenge of RM and DM

The job of a District or Regional Manager is a tough one…no argument here. You have to make the numbers happen and your stores must comply with all of the requirements set out by the organization.

Sales, merchandising, customer service, maintenance, scheduling, special event management… and so much more!

Actually, as a DM or RM, all of that might be easy if you were in the store with the Store Managers and the Associates every day. But, of course, you’re not. Therein lies the difficulty!

Managing remotely requires you to be even better than you were when you were a top performing Store Manager. The difference…as we said…you aren’t there. In fact, it’s probably the single, biggest hurdle for any newly promoted District Manager to overcome.

But, even though you’re not there, you’re still accountable. Not being there is no excuse for non performance. No self-respecting DM or RM will even try to use absence as an excuse. Well…maybe once.

But they’ll soon find out that they’d have to claim that everything that goes wrong is because they weren’t there. You see what we mean…futile.

And it will sound downright silly! The District Manager or Region Manager is accountable for the group of stores (business units). S/he has to get the numbers and operate the stores effectively. That’s it!

Anyway, that’s naming the problem. What’s the solution?

That’s going to take a little more time. We can start by telling you that it’s all about relationships and leadership skills.

The single, most critical thing smart District Manager’s do to get results is….build strong relationships with their teams through excellence in their leadership skills and ability.

Follow up, Uniformity & Brand Recognition

It takes a lot of effort and energy to follow up on all of the tasks and directives that we, as leaders, assign to our subordinates on a daily basis.

If we fail to follow up, then much of what we expected to be taken care of will not be. We may insist this should not be the case…but it is.

There are reasons for this. We can’t just call it human nature and forget about it, or accept it.

Perhaps our subordinates……

Don’t agree with what is being asked of them or don’t think it’s very important and will have no impact one way or the other. Maybe they don’t think their boss really cares whether it gets done or not or sees that there are no consequences for not getting it done.

They may even feel justified because they think they are just too busy completing other, seemingly more important, tasks and they don’t take directions from the boss seriously.

All of the above are unacceptable, of course.

As a leader, give this a few moments thought. Here are some questions to guide you.

1) Are most of my instructions actually followed? If not, why?

2) Am I often frustrated and angry – even embarrassed- when I discover that something important has not been done?

3) Are my instructions being ignored due to lack of respect for me?

4) How much more effective and successful would I be if my subordinates were to do what I ask with little or no follow up?

In our experience, we find that leaders who fail to follow up will not excel in their position. They will spend a lot of time being frustrated, embarrassed and angry until they have a majority of employees who do not require follow up…employees who take care of business!

We’ve told you, before, about a study by Bain & Co., which pointed out that while 80% of CEO’s involved in the study declared that their companies provided a superb level of service, only 8% of their customers felt the same. This is very likely because the CEO’s gave, or approved, directives that were never properly carried out and, of course, there was insufficient follow up to ensure the directives had been properly executed.

In retail organizations, where you have several levels of individuals issuing directives and assigning projects and tasks which have to filter down through the ranks and into the field to get to the customer facing personnel, you have to have top notch follow up mechanisms in place if you expect uniformity and brand recognition to get stronger, rather than be degraded.

All the Success!

Special Pricing Alert – Buy One, Get One at 50% off Expires in 17 Days! Register for Retail Standards, Compliance & Execution Seminar Now.

Retail Standards, Compliance
& Execution Seminar

April 26 & 27, 2016
Kingston, Jamaica

Until March 27th pay $1,495 for one person; 2nd person admitted for $749.

Seminar Outline

* Introducing the Store
and Setting the Scene

* Development of Standards and Expectations

Why Adherence to Standards is a Critical Success Factor

The Effect of Compliance on the Operating Statement

5 Reasons Why Some Employees Don’t Meet Standards

* How to Capitalize on Every Type of
Store Visit & Resulting Action Plans

Reviewing the SVR from a Productivity Point of View

Building the Action Plan

7 Proven Follow up Techniques

* Creating a Road Map to Excellence in Compliance & Execution

Communication
Removing Obstacles

* Scheduling for Wage Cost Compliance
and Productivity

Effective Scheduling

Creating a ‘Happy’ Zero Tolerance Environment

Costing Schedule Adjustments

Spotting the Red Flags

* Loss Prevention through Customer Experience Best Practices

Shrinkage: External, Internal and Paperwork Errors

Awareness of Surroundings – Importance of Positioning

10 Sure Fire Clues to Identify Shoplifters and Internal Theft

Safe Actions to Thwart the Thief

Q & A

Certificate Awards
This seminar is interactive. Participants will have the opportunity to spend time working individually and in groups, to discuss their ideas and to come up with solutions to various issues presented by the Case Study Store.

Exclusive Seminar Fee Structure:
Only Until March 27th – Pay $1,495 for one person; 2nd person admitted for $749 – that’s 50% off.
After March 27 – $1,495 per person

Included in the Fee: Two Days – Case Study, presentations, videos,
practical & relevant exercises, workshop materials, continuous refreshments, full lunch and all take away materials.

Certificate is awarded upon completion.

Please address all inquiries to Josephine
Hill, Events Manager: josephinehill@dmsretail.com

WE’RE LOOKING FORWARD TO MEETING YOU!


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