Posts Tagged 'retail training'

DMSRetail Press Release – Singapore

DMSRetail brings 4 Top Performing Retail Management Workshops to Singapore – For the First Time! October , 2016 – Sheraton Towers, Singapore

Toronto, ON September 22, 2016 — DMSRetail, a leading Consulting, Training and Services company for progressive retailers, brings leading edge retail management techniques to Singapore for the First time.

Senior Consultant and EVP for DMSRetail, Matt Parmaks says “Over the past two or three years we have seen huge growth in our business coming from the South East Asian Market.

We decided it is the right time to offer our premium Retail Management training programs over there where people could attend without incurring the huge cost of travel that is usually associated with getting the benefits of leading edge retail management training.

From sophisticated retail business success methodologies and analytics to good, old fashioned customer experience strategies as well as performance management techniques that are so crucial for these tough times, DMSRetail brings it all together in a fast paced workshops designed for retail managers and retail business owners alike.

Another Senior Consultant with DMSRetail, John Callaghan says “Doing well in a retail business is not as straight forward as it used to be.

There are so many fascinating ideas and new techniques that retail managers and business owners need to be aware of in order to really excel in retail these days and we want to share all of this with our fast growing customer base in South East Asia.”

With the overall economical conditions the way they are, South Eastern Retailers are buying in to the fact that they must do more about investing in their knowledge, leading edge techniques and their people.

DMSRetail is seeing a sharp increase in interest in their retail management training programs. Details of the programs can be found at

RETAIL SALES/OPERATIONS MANAGEMENT WORKSHOP (October 17-18-19, 2016): http://www.dmsretail.com/retailtraining.htm

RETAIL BRAND & CATEGORY MANAGEMENT WORKSHOP (October 24-25-26, 2016): http://www.dmsretail.com/brandcatman.htm

RETAIL DESIGN & VISUAL MERCHANDISING WORKSHOP: (October 20-21, 2016): http://www.dmsretail.com/retaildesignworkshop.htm

RETAIL STANDARDS, COMPLIANCE & EXECUTION SEMINAR (October 27-28, 2016): http://www.dmsretail.com/retailstandards.htm

Don’t Miss These Game Changing Workshops!

To Your Success!

DMSRetail

www.dmsretail.com

Store Performance Solution

With all the buzz around omni channel retailing, social marketing and new technologies that are either evolving or being implemented, one success factor remains the same and it always will.

That is the human factor that makes the essence of successful retailing.

Retail Success Accelerator addresses the performance of the store staff at associate, supervisor and the store manager levels.

Be assured that without fully competent, fully engaged staff, any other effort to increase customer satisfaction and ultimately increase profits, will be wasted or at best will not deliver its full potential. 

#1 Problem for Retailers is non-performing stores. In a lot of cases, stores do not perform even at their half potential.

This product solves the issue.., Your High Performance Delivered.

Retail Success Accelerator is a Store Performance Solution and you can put it to good use to ensure you get the maximum performance from your store staff.

More information is at its dedicated website: Retail Success Accelerator

Word to the RetailWise

Today’s ‘Word to the RetailWise’ is: Make sure your new hires know what is expected of them. And I want to illustrate that with this short, but very telling story.

Here it is…

In a store that is part of a large international retail chain, I recently witnessed something that gave me reason to believe that their new employees simply did not know what what was expected of them. And, here is why I drew that conclusion…

While checking out, I was the customer next in line behind a woman who was purchasing no less than 15 women’s blouses. 15! It was a great sale for the store. The other item the woman was purchasing was something of a carryall bag. The woman wanted the cashier to put the blouses into the bag – very environmentally friendly and all that, right?

So, as the cashier scanned each blouse, she removed the security tag and crumpled it up and put it into the carryall bag. Not folded, not even close to being folded. These blouses were being handled like something one would throw into the trash can. Seriously, I am not exaggerating.

Overcome with a sense of responsibility to defend every customer everywhere, I spoke up.

I said to the cashier “You know, this lady is buying all of these lovely blouses and you are not handling them very carefully. They’re going to be full of wrinkles and they’re brand new. I would be happy to help you fold them up.” Just a note here, the customer in front of me spoke very little English and that made it difficult for her to get involved in the conversation.

Some may say I should mind my own business but, in my line of work, it’s next to impossible to ignore these things.

I was ready for the worst…possibly a scene!

Anyway, to my absolute astonishment, the young cashier said, “You don’t have to help me. I’ll do it. That’s why I have a job.” I had expected a nasty stare, a flippant or sarcastic remark or, at the very least, a miserable attitude. But, no. The cashier – who I have not seen in this store before and am quite certain she is relatively new – proceeded to fold the items and then when it was my turn to be served  she continued to be very pleasant. What an employee…the kind we don’t come across very often anymore.

The moral of this story is: Teach your employees what is expected of them. This young woman; this new cashier simply didn’t know how she was supposed to handle the merchandise. She was very receptive to my ‘training’. I only hope I did not embarrass her. I commend her for her accepting attitude. But I must fault management for not having taught her properly in the first place. They basically set her up to fail.

All the Success!
DMSRetail Inc.

PS. Check out the Retail Business Academy, cashier performance course is in there too.

Disasters and Happy Endings in Retail: Two Stories

Throughout history, there have been many, many examples of people who have succeeded in a given field, or discipline, through the application of common sense, hard work, firm principles and, above all, great leadership skills.

In retail, this combination is rarely found. That’s not to say that there aren’t many exceptional people in retail – only that the particular combination mentioned isn’t seen very often. Great leaders apply the above, and much more. To lead a retail company, region, district or store is no small task. Many would argue that, because specialized degrees or formal education is not necessarily required, or indeed, even sought out when recruiting someone to run a store, district or retail organization, that anybody can do the job. I once met a person, who was searching for employment, who said  “Job hunting is so difficult. I can’t even get a job as a Store Manager, even with my qualifications.”

The individual who spoke those words had a college education, but had never held a leadership position in any job and had absolutely no retail experience whatsoever. That person, and many others, don’t think leadership skills play an important part in managing in a retail environment. They think pretty much anyone at all can successfully manage a store. I apologize if that comment offends, but, really, if you ask people that’s pretty much what you’re going to hear.

We, at DMSRetail, disagree whole heartedly, of course, and here’s why…

The retail business is all about people; people dealing with people. Though the hardships are many – long hours standing and walking around, schedules conflicting with family members’ schedules, sometimes getting too few hours to earn a decent living, or too many hours, often no benefits etc. – retail employees must soldier on. Or they leave.

The retail story is actually very big and quite complicated. While the process of selling products to customers is simple, the back story is fraught with problems that need to be solved. How a particular retailer solves those problems, day in and day out, will determine the level of success achieved.

To achieve at the highest levels, great leadership is required.

Let’s look at where it starts; let’s just take a single store owned by a single person. The person secures a location, finds a supplier for a product or many different products, gets the inside of the store all decked out with the latest and greatest fixtures and POS equipment, has a logo designed and gets a great sign outside, and the various other things that need to be done to get a store open for business.

On opening day, s/he is worn out but excited because the dream has come true – they took an idea and saw it all the way through to fruition. Often, the store owner works in the store and welcomes the customers; and does everything else too. In a short time, though, the owner realizes s/he can’t possibly handle everything, and can’t work 75+ hours a week. So, they start hiring. They hire one, or more, people to work in their store. And that is where their problems often begin.

Without really knowing how to recruit, hire and train, the store owner finds that the new hires really aren’t doing things the way they would do it themselves. The new store owner expects, and naively assumes, that the new hires will have the same common sense, direction and level of concern that they, themselves, have. Not so. And how could they? They weren’t part of the dream and they didn’t travel the long road of seeing it materialize. And they didn’t invest all of their money and time and effort into the creation of the dream. They have simply applied for, and landed, a retail job – probably at minimum wage.

Now, if we take this small scale example and blow it up to look at a retail chain, of course everything gets blown up. More stores, no passionate owners in the stores, lots more money invested, more policies and procedures to follow, perhaps an established reputation to protect,  and the list goes on.

So, although we can expect that more people know what has to be done, we also have much less control. We are managing remotely which is not easy. We simply cannot rely on every person in the organization to always do the right thing. That is, unless we have great leaders who have instilled a performance culture in the organization.

Of course, that’s no small task. A performance culture is painstakingly difficult to build, it must be nurtured, requiring constant attention to detail and it’s very easily destroyed.

Here’s a couple of stories about two different retailers whose experiences can teach us all…

The year was 1997 and this retailer had a chain of 50 stores. While sales had been fairly consistent for many years, things were going downhill. There was no particular culture and the brand wasn’t particularly strong. The company was faltering and bankruptcy was unsettlingly close on the horizon.

When the first store had been opened the owner had a success on his hands. Everything was right. Great product, great looking store and a great manager.  Building on that success a second store was opened, and then a third and so on. All the while, the owner was oblivious to what was actually going on in the stores. Sales didn’t suffer immediately, of course. Often that is the case.

If only we could point to a single decision; one particular thing that was done wrong to cause the downturn. But that rarely happens. Usually, it is difficult to connect those dots and, therefore, difficult to take corrective action. Sometimes one bad decision leads to another and another. By the time the downfall happens, no one has any idea whatsoever as to what really happened. The ‘root cause’ may never be identified.

Anyway, this particular owner had a lot at stake. His family had been supported by the small chain of stores for a few years and bankruptcy would take a heavy toll and destroy their lifestyle and any hope of a bright future. So, before it was too late, he set about figuring out what went wrong so he could a) stop it; and b) start moving in the right direction.

To find out what was wrong and how to correct and go forward, he had to do a lot of travelling, talking, listening and soul searching. This man had great leadership skills in him…but hadn’t, as yet, put them to work. Busy running around attending to details all these years, he forgot that people need great leaders.

*****
“A herd of sheep led by a lion will beat a herd of lions led by a sheep.”
Author Unknown
*****  

He attended many executive leadership training retreats, read every management book he could get his hands on, spoke to every single associate and manager in each and every one of his 50 stores. He asked quality questions and took note of every answer.

Before long, he had the company back from the edge of the cliff, and extinction. With a crystal clear view of what had gone wrong and what needed to be done to go forward successfully, he set sail on implementing his plan: to build and maintain a performance culture. This, and this alone, was the only clear path to success.

Not so fast, though. And not at all simple.  As mentioned above, building and maintaining a performance culture is not something that is easy to do or to maintain. Perhaps that is why so many companies – not just retail organizations – don’t do it.

So here’s what took place:

  • He communicated all of his findings, and lessons learned, to his existing executive team, and to every level of management, and to all associates at store level – even  part timers working a few hours a week.
  • He introduced new ways of doing  things and new ways of ‘being’ – basically, he introduced new standards of behavior and new standards of performance in every area.
  • Accountability for performance became the new, and very important, operational guidepost.
  • He discussed every single detail of the new way of doing things with everyone in the organization.
  • He communicated his vision over and over again.
  • With the help of his team members – and that meant everyone in the organization – he developed the vision/mission/purpose statements and code of conduct for the company.
  • He was relentless in following up to ensure that every level of the organization was on board and following the new way.

And he spent a lot of time and energy on all of the above. In fact, he lived it. The company went on to new heights; it became very successful.

Some may ask “Does an owner or CEO really have the time to do all of that, and should they do it?” Many, in fact, will dismiss this as a waste of the owner or CEO’s time.

So, how would you answer the question?

If you answered yes, then you have the right mindset and can very likely do it and, if you do, you will undoubtedly reap rewards.

If you answered no, then you don’t stand much of a chance of getting a performance culture working in your organization. It simply can’t be done half- heartedly. To try, without putting everything you have into it, is a waste of time and will probably create more confusion than anything else.

The correct answer is yes, definitely take the time and make it happen. Here are just a few of the benefits of doing so:

1)      Your executive team will have a renewed sense of direction and a thorough appreciation for the workings in every department in the organization

2)      Your head office support people will be on a mission to help your stores be as successful as they can possibly be

3)      Your store managers and staff will feel pride of ownership. Yes, even without profit sharing or anything similar, they will work as if they owned the company

4)      Because of the first three benefits, your customers will feel the positive vibe. They’ll know they are special and they will reward you with loyalty. They’ll keep coming back, they’ll refer you to their friends and family and they will become ambassadors of your company

5)      Everyone involved with your business, including your suppliers, will want to do their very best for your company

6)      Everyone wins

There is plenty of compelling evidence of success when a retail organization operates within a performance culture. In fact, anyone reading this can likely think of at least two or three retail operations that they are loyal to.  And, given enough thought, you’ll probably come up with the reasons why you’re loyal and you’ll likely see a lot of similarities to the company mentioned above.

You know, we talk about the funnel effect often in our workshops. There’s a good reason for that. Every single word spoken by your store managers, district and region managers and your executive team members will have an impact on someone, somewhere in the organization and/or the customers. Every decision, good or bad, will affect the results you get. Every policy, procedure or new rule, well thought out or not, will affect the results you get.  

That’s the whole idea of the funnel effect – everything that goes in, whether good or bad, positive or negative, right or wrong, impulsive or well thought out will, undoubtedly, affect the results you get.

At The Retail Operations Management Workshop we show you and/or your teams how to manage so that only the right stuff gets into your funnel.

Join us for The Retail Operations Management Workshop in San Diego, California on September 19-20-21, 2012, and get started on creating your performance culture.

Learn how to get consistently great results and how to take your retail business to the next level.

Attend this workshop and get started on your very own amazing retail success story.

For further information, go to: http://www.dmsretail.com/retailoperationsmanagement.htm

Or send an email to training@dmsretail.com 

In addition to The Retail Operations Management Workshop, we are offering four more of our popular workshops in San Diego, CA. Here’s the complete line up. Choose the ones that are right for the people in your organization.

Store Management for Maximum Success – September 17, 2012 http://www.dmsretail.com/retailoperationstraining.htm

Retail Math, Metrics and KPI’s – September 18, 2012
http://www.dmsretail.com/retailmathworkshop.htm

The Retail Operations Management Workshop – September 19-20-21, 2012
http://www.dmsretail.com/retailoperationsmanagement.htm

Retail Brand & Category Management – September 24-25-26, 2012
http://www.dmsretail.com/brandcatman.htm

District Management – September 27-28, 2012
http://www.dmsretail.com/districtworkshop.htm
Not so long ago, a survey (Bain & Co.) of several CEO’s concluded that 80% of them believed that their company delivered excellent customer service. When customers were asked to rate the level of service delivered in those same companies, only 8% gave them high marks. Hmmm. Something’s obviously not right.

But we are encouraged by the results of the survey.

Every CEO and every Retail Manager, at every level should be delighted with the results of this survey. It clearly points out that we may be out of touch. It shows us what’s wrong. When a CEO is out of touch with what is going on in his organization, isn’t it wonderful that s/he finds out about it?

It’s nothing less than a gift.  

S/he may have been so consumed with other areas of the company, that s/he didn’t even realize what was going wrong at the customer level where it counts the most.

Whenever we can clearly identify a weak point in our organization – like the example above where the weak point is service delivery – we get an opportunity to work on specifics that will correct the situation. We can deploy resources with full confidence that what we are doing – what we are spending money and energy on – are, in fact, things that matter; things that will truly make a difference.

Without that knowledge, we can go on for long periods working on the wrong things which get us nowhere.

There is another company I want to tell you about to illustrate what happens when CEO’s and Executive Teams either don’t get the feedback they need, or don’t properly heed the warnings of feedback from customers and store personnel.

The company was doing very well. They had about 1,000 stores in North America. They did an amazing job serving a niche that was barely, and badly, served by other retailers, and they’d been doing so for many years. They basically had that market wrapped up.

One day, a new President was given a mandate for change:  start enticing a new customer. She took the mandate, from the Board of Directors, very seriously but did not do her homework before starting out on, what turned out to be, the worst possible way to handle the change.

Armed with all of the resources and approval she needed, she began making huge investments in renovating stores and filling them with fixtures and merchandise that would, supposedly, attract the ‘new’ customer. Overnight, the chain changed its focus.

All of the signage and marketing campaigns were focused on a new customer.

Many of you are already seeing what’s coming, aren’t you? Yes, it was a colossal failure. 

Suddenly, they found themselves competing for the business of an already over served market. Far from the niche that they had so comfortably and effortlessly served for so many years, this new customer had dozens of choices and the company found it very difficult to keep up. All the while their store personnel and their customers were wondering what on earth was going on. Everyone was screaming ‘stop this nonsense’.

Loyal customers were alienated completely. They lost faith and stopped shopping at the stores. Many long term management and staff left the company as it had clearly gone off the rails. The big question, in everyone’s mind was “What are you doing, and why?” It just did not make sense from any perspective.

The chain experienced a very significant loss in business; so significant that, if things had stayed on course, it would have put them out of business altogether, within a few months. So what happened? 

The President was removed and the company, reeling from the disaster that had been created, changed direction. They still wanted to entice a new customer but, this time, they would do it very, very slowly and carefully. This time they would actually do some work to find out how to entice a new customer while maintaining their loyal customer base.

But, unfortunately, they had suffered losses to the point where over 90% of their stores were eventually closed. The company still exists today, but only as a small chain. It’s been bought and sold a few times to different investors. It continues to struggle along.

The moral of the story: Particularly if you are in a leadership role, never assume you know everything. Be smart. Listen to people and learn.  

At The Retail Operations Management Workshop we show you and/or your teams how to manage so that this kind of thing can’t happen.

By consistently applying the right principles, you’ll learn to manage any kind of change very effectively.

Join us for The Retail Operations Management Workshop in San Diego, California on September 19-20-21, 2012, and get started on creating your performance culture; a culture which will naturally prevent you from making big mistakes.

As we mentioned earlier, we can show you how to get consistently great results and how to take your retail business to the next level.

For further information, go to: http://www.dmsretail.com/retailoperationsmanagement.htm

Or send an email to training@dmsretail.com

We look forward to helping you create your very own amazing success story.

Here are the links we mentioned above. In addition to The Retail Operations Management Workshop, we are offering four more of our popular workshops in San Diego, CA. Here’s the complete line up. Choose the ones that are right for the people in your organization.

Store Management for Maximum Success – September 17, 2012 http://www.dmsretail.com/retailoperationstraining.htm 

Retail Math, Metrics and KPI’s – September 18, 2012 http://www.dmsretail.com/retailmathworkshop.htm 

The Retail Operations Management Workshop – September 19-20-21, 2012 http://www.dmsretail.com/retailoperationsmanagement.htm 

Retail Brand & Category Management – September 24-25-26, 2012 http://www.dmsretail.com/brandcatman.htm 

District Management – September 27-28, 2012  http://www.dmsretail.com/districtworkshop.htm 

For Program Outlines including topics covered, faculty, who should attend and fees, send an email to: training@dmsretail.com

We look forward to hearing from you, and to meeting you in San Diego.

All the Success!

DMSRetail

PS: Class size is strictly limited to 25 for quality purposes. Register now to avoid disappointment.

The Policy Manual

If you must have a policy manual, don’t let employees hide behind it!

It should go without saying that retail management and associates should never quote company policies and procedures to customers. However, as evidenced everyday in retail stores and call centres everywhere, it does need saying…and repeating… over and over….as my little story illustrates.

Just recently, in a mild dispute over some additional charges being levied on one of my mobile phone accounts, I was told in no uncertain terms that “It’s our company policy and there is absolutely nothing that can be done about it.”  When I politely asked to speak with someone higher up in the organization I was told, again “It’s just our policy and, no matter who you talk to, you’re not going to get what you want.”

So, then, Company policy trumps everything? No matter who I talk to? Hmmm.

Although I highly doubt that the Customer Service Specialist (The title is quite funny, isn’t it?) was correct, I didn’t want to spend my time and energy debating the point…so I just cancelled the service and they will no longer have to concern themselves with this pesky customer! And they will no longer enjoy the revenue associated with my account.

Anyway, your company may have established policies and procedures to assist in the organized operation of the business; to help employees understand the way the organization operates; to help people do their jobs and to protect the company’s assets, reputation, etc.

They do not, and should not, exist to use as ammunition against customers.

If a customer specifically asks about the company policy on a particular topic, there’s no harm in answering provided it is something for public consumption and not a strictly internal or confidential matter.

But, when a customer challenges the way you do something, or the way you don’t do something, there’s no reason to hide behind a book. In fact, quoting company policy is just plain cowardly. It means you don’t have the training, depth of understanding or intelligence to deal with the issue…or the customer.

Anyway, just don’t do it. And don’t allow it to be done by anyone in your organization.

For those charged with producing the policy and procedure manual, it can be tricky. If you are too specific, you run the risk of slowing down the operation with bureaucratic nonsense and red tape. Not good. But if you are not specific enough, employees will come up with any number of different interpretations causing a distinct lack of consistency within the organization. Also, not good.

Here is what we suggest. Don’t bother with a manual or have a one-pager!

Ok, ok,  we understand that you probably will want to create something to be used as a guideline so, be specific as far as instructions go (meaning how to do something) but not so specific that you end up with hundreds of pages of boring reading…or you state things that border on ridiculous.

The truth is, to be really specific, you will be writing a never-ending book because you simply cannot cover off each and every possible scenario at store level.  Highly focused, customer service oriented organizations have it figured out.

If you absolutely must have a book…the key is to write it in such a way that it ensures the reader will understand the one common thread running throughout those parts which affect customers and that is….reasonableness. Make sure that there is no situation which would call for an unfriendly approach or negative result for the customer.
Now, you may say that what is reasonable to one person may not be reasonable to another. And that is true, of course.

But if your hiring and training practices are excellent AND your organizational culture includes a healthy respect for the customer, this should not be an issue. Like I mentioned above, highly focused, customer service oriented organizations have figured it out…and you can too.

All the Success!

DMSRetail

Holiday Tip #4 & Introducing Retail Math – Made Simple 3rd Edition

Our best selling Success Guide…Retail Math – Made Simple is now in its 3rd Edition!

We’ve added Vendor Scorecards, a fully explained Profit & Loss Statement and a Retail Math Quiz.

And the best part is…for now, the price stays the same at only $17.95 for the electronic version and $29.95 for the print version.

You can purchase it right here: http://www.dmsretail.com/retailmathbook.htm

We know that thousands of you already own Retail Math – Made Simple and we can just hear you saying “But, I already bought it!” Don’t worry, we won’t let you down. You get a free electronic upgrade.

If you are a Retail Math – Made Simple customer, just send an email to: training@dmsretail.com and ask us to send you the free upgrade.

Now, for that Holiday Tip #4 – What are your plans for keeping everyone sane this holiday season?

This is the time of year when many retail people might start to get a little testy. They are doing everything – and then some – and sometimes they just want to throw up their hands and leave!

Of course, they don’t really want to leave but they may get frustrated. Face it, life is pretty interesting…sometimes crazy… in retail stores in December. Start now and plan to make sure everyone has some fun.

Here are some things you can do to help:

  •       Arrange a pot luck lunch for the busiest days. Have everyone bring something to contribute, supply paper plates and cutlery and let everyone have a relaxing lunch in the backroom so they don’t have to fight the food court wars.
  •       Put a motivational note or card in their backroom mailbox just to remind them that someone appreciates their efforts.
  •       Bring treats for staff to munch on during their breaks.
  •       Run a contest where the winner gets to go home a little early without cleaning and closing up the store. If you run a contest like this every day, the other staff will happily pick up the slack because they know they could be the lucky winner the next day.
  •       And don’t forget the pat on the back for a job well done. Thank your people often and sincerely.

All the Success!

DMSRetail

PS: These two workshops will be held in Phoenix, Arizona in January 2012…after the madness, and just in time to get a jumpstart for the new year. You can use these links to get dates, fees, who should attend, what’s included, etc.

The Retail Operations Management G.O.L.D. Workshop:

http://www.dmsretail.com/retailtraining.htm

The Retail District Management G.O.L.D. Workshop
:
 http://www.dmsretail.com/districtworkshop.htm 

 

Store Management for Maximum Success YourTime Study Course

There’s no denying that a Retail Store Manager has a huge impact on the profitability of the store. In fact, the ability of the Store Manager is the single, biggest success factor when it comes to profitable retail store operations.

To reach the top, and to be considered a ‘Highly Successful Retail Manager’, a Store Manager needs real Action Strategies for Retail Store Management Success and they’re all included in our Store Management for Maximum Success Workshop.

You probably already know that DMSRetail Inc. offers the two day Store Management for Maximum Success Workshop in locations around the world. If not, you’ll find the actual workshop program outline here: http://www.dmsretail.com/retailoperationstraining.htm

But we’ve heard that many of our customers can’t attend due to hectic schedules and/or prohibitive costs and travel related expenses.

Does that sound like you? Can’t attend? Just can’t ever seem to get away?

Please read on for the exciting news.

We’ve solved that problem, for you, with the newest in our series of YourTime Study Courses!

DMSRetail Inc. is providing Action Strategies for Store Management Success by introducing …

Store Management for Maximum Success YourTime Study Course. Details are here: http://www.dmsretail.com/storemanagementcourse.htm


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