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Ross Store Assessment

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by

Sharon Ip

on 1 August 2013

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Transcript of Ross Store Assessment

True Customer Experience
Protect the Treasure
Strike Reduction Plan
Great People
Drive Great Contribution
Customer Service --> 83.3%
(Goal 93%)
Store Assessment
What processes drive customer service?
TRUE
(
T
reasure.
R
espect. f
U
n.

E
fficiency.)
TrueFit

(Ross Fitting Room)
FAST
(
F
riendly,
A
ccurate,
S
peedy
T
ransaction)
STaRT
(
S
ize,
T
icket,

a
nd
R
ecover

T
oday)
STEP
(
S
ave
T
ime
E
fficiently
P
rocessing
Ross's Best Practices
Foundations of Ross
MOD
(
M
anager

O
n

D
uty
Loss Prevention
1. Developing great teams and partnership
2. Mitigating theft and fraud
3. Maintaining a safe and secure environment
4. Minimizing Operational shortages
Models
Observes
Coaches
Recognizes
at Serramonte
Daly City, CA
Store Manager: Alex Gray
15 Million Dollar Volume Store
6 strikes on YTD GRS Scorecard
TRUE
TrueFit
FAST
MOD
Wins
In the most recent Customer Service Report, Serramonte received a

97% out of 100%
.
Fitting Room Area were greeting customers
There was a less than 4 minute wait time for the customer at the front end
Store was neat, clean, and organized

Opportunities
SPS should greet and engage more with customers that are entering/exiting the store
Associates should smile and greet every customer within 10 feet
Restrooms should be maintained and free of trash
Solutions
MOD should drive customer service by ensuring that associates and SPS are engaging customers and providing recognition and feedback
TrueFit associates should check restrooms every 30 minutes and communicate conditions to the MOD
Management should hold daily rally meetings to communicate the values of customer service to associates (i.e. discussing the most recent customer service shop)
LP Assessment --> 3.2
(Goal 3.0)
What processes drive loss prevention?
SPS
FAST
TrueFit
STEP
Wins
As of July's LP Assessment,
there is a positive SIR trend (less shrinkage)
STEP is executing correct methods of merchandise protection
the amount of MOS units are falling within goal (0.5-1.2%)
Opportunities
SPS should drive the LP 4 key objectives through their daily duties in the store
Associates should embody the TrueFit Best Practices
Associates should practice being TRUE and engage with customers on the sales floor
Solutions
SM should review check-in expectations with the MODs and complete SPS coachings with SPS team
MOD should be completing observations of TrueFit throughout the day, along with immediate followup.
MOD should conduct rally meetings to review shortage focuses with store associates
SAS should audit merchandise prior to it leaving the stock room to ensure merchandise protection
Hourly Associate Turnover--> 51.9%
Goal: 36%
What processes drive turnover?
MOD
Training and Recognition
Opportunities
Serramonte lacked an SM for an extended period prior to the arrival of current SM Alex, leading to a breakdown of Ross's best practices
After the focus on scheduling associates no more than 25 hours/week , some associates decided to seek employment elsewhere
Solutions
MOD team should observe that associates are being TRUE and training them in their area of work according to Ross's practices
SM and ASM should embrace the open door policy for any concerns that associates may have (by utilizing the True Survey)
Management should provide recognition through True Cards and TRUE Associate of the Month program

Forecast accuracy --> 96.95%
(Goal: 98-102%
Payroll to Flex--> -0.7%
Goal: 0%
Shortage to Goal --> 3.10%
(Goal: 0%)
What processes drive great contribution?
STEP
LP
FAST
MOD
Solutions
Forecast Accuracy
SM/ASM can review recent sales to predict current sales trends
SM/ASM should be knowledgeable of current events in the area that might affect sales
Ensure that SM is approving the forecast predictions made by ASM
Shortage to Goal
SPS should communicate with associates on recent shortage trends and theft hot spots
MODs should observe associates on their shortage highway walk throughout the day and provide feedback where necessary
Opportunities for Shortage to Goal
Associates must be alert while conducting their shortage highway
TrueFit associates should report theft indicators and safety issues to MOD or SPS
SPS should have a strong command presence
Front end associates should follow all FAST policies and procedures.
MODs should ensure that associates are processing MOS according to Ross guidelines
Payroll to Flex
Management should react to changes in sales by appropriately adjusting payroll.
Management must ensure that STEP team is efficient in order to not allot more payroll than scheduled
SAS must communicate with STEP team to meet objectives as viewed on the PACE board
Management should track meals, breaks, and overtime in order to mitigate premium pay
Overall Store Wins
STEP
Hardline pods are set up correctly.
Merchandising
Body and Bath is neatly organized and color coded, as stated in the Merchandise guide.
End caps are stocked with popular/trendy merchandise.
Back to School shops are neat, filled, and shoppable.
STEP team is minimizing steps during processing of merchandise.
Back to School Shops
Hanger wall is neat, safe, and stocked.
Back to School signage are placed in high visibility areas of the store.
BTS shops are filled with merchandise bought specifically for the event.
30 Day Plan
90 Day Plan
Continued Training and Follow-Up
MODs should certify associates in TrueFit
MODs should follow-up with other processes and provide additional feedback in areas where needed
Management should strive to foster a TRUE Ross culture within the store
60 Day Plan
Train Leadership and SPS team
Ensure that MODs are familiar with SPS check-ins, Ross's Best Practices, and store policies
Ensure that SPS can speak to the LP 4 Key Objectives in order to better perform their daily duties
Coach Store Associates
MODs should ensure that associates are familiar/comfortable with their designated roles in FAST and STEP
Management should ensure that associates are practicing TRUE behavior on the sales floor
Sharon Ip
Hunter Wang
Full transcript