Do You Have What it Takes to Be a Great Store Manger?
In a very hands-on, creative industry, the title ‘store manager’ brings with it many challenges, but the essence of the job description is one that’s often misinterpreted. A manager according to most provincial labour codes, means taking the full responsibility for managing. It includes hiring, firing, determining wages, providing job descriptions, setting store hours, creating budgets, developing marketing plans and generally running the business. In today’s very competitive and fast changing world, it’s quite a challenge.
Create a five-year strategic plan
The most critical job is creating a five-year strategic plan and vision statement for the business. This should be done in conjunction with the owner, key personnel and with a professional in the strategy planning business. Unless everyone agrees upon the type of business you wish to be, its direction and its clearly defined goals, no one will have a sense of what they are. The most successful businesses know who they are, the market niche they fill, the type of customers they wish to attract and the resulting products they market. This whole process defines what it is the manager is actually going to manage. Without a strategic plan, the business is a rudderless boat being directed by the strongest current of the moment.
Create a budget
The next most important issue is creating a budget. This is the engine that runs the strategic plan. It simply defines the financial capabilities of the business. Creating a budget may seem difficult, but adhering to it is even more of a challenge. It is something that is to be continually tested, poked, prodded, but ultimately adhered to. If sales are not meeting the budget, then budget expectations need to be cut to achieve the anticipated bottom line. Creating, following and adjusting budgets are some of the key elements of a good manager.
Hiring the right staff
The next greatest challenge is personnel. Creative, talented people often look at the world from different perspectives. In all cases, everyone on staff needs a clear job description. There are too many gray areas without it. Folks need to know their job’s parameters and to whom they report. There are also wage standards in the industry which managers should be aware of to remain competitive in the job market. It is also important to create incentives based on profitability. They always provide goals for the store to reach and can bring a great deal of innovation. There should also be an element of education required for everyone.
Industry associates and trade shows are a great source of customer service and trend information. Maintaining a high level of integrity and professionalism is so imperative in all personnel matters. All the staff must be dealt with head on in a forthright, calm and business-like manner. At least yearly evaluations should be done to let folks know how they are doing. These meetings can be helpful, revealing and pleasant if the attitude is ‘what’s going well’ and ‘what needs improving’ from their perspective. I find evaluations to be a two way street, and managers often learn ways to improve their skills as well.
Market the floral business
Marketing the floral business is very important today, and keeping on top of the latest technologies is essential. Online shopping is now a growing reality and user-friendly web sites are a must, especially for younger clients. POS systems will allow managers to keep on top of sales, inventory and customer trends. They also save huge amounts of accounting time.
Inventory control
Profits most often go out the door and into the garbage in the form of spoiled or old product. It is always a juggling act with fresh floral product in terms of inventory control. Arranging ‘just in time’ delivery of top quality product is paramount in our business. We must at all cost maintain high quality standards of flowers and plants that look great, last well and provide true value in our customers eyes. Very old product should never be an option.
Adhering to a price
Applying appropriate margins to all product and the correct formulas to all floral arrangements to maintain the margins is absolutely a must. Poor inventory control and turns and being too generous in adding extra value in each arrangement is a recipe for a short business life. This is clearly a management issue.
Apart from all these key elements, there is the whole issue of growing the business.
Innovation, keeping ahead of the trends, taking risks and reaching out to the community are all part of the ‘right stuff’. All this may sound formidable, but for all those who aspire to leadership and managership, this is routine. I know so many great managers in our industry who thrive in this environment, and I admire them all.
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