Area Business Manager - Peter England

Aditya Birla Group; Ranchi; Vor Ort; INR 600.000 - 900.000; Vollzeit

Zusammenfassung

Madura Fashion and Lifestyle is seeking a dynamic professional to drive store operations and profitability in a challenging retail landscape. You will work on space acquisition, merchandising planning, and franchise coordination, while mentoring a motivated team to achieve KPIs.

The role emphasizes cross-functional collaboration, strong stakeholder management, and continuous learning to sustain growth and market competitiveness.

Qualifikationen

• Graduate with exposure to retail operations and store profitability.
• Understanding of franchise models and stakeholder management.
• Experience in visual merchandising and team leadership.

Aufgaben

• Increase revenue through effective SIS policy and proper range planning.
• Maintain operational excellence with regular team reviews and SOP adherence.
• Participate in merchandise planning and store space negotiations.
• Develop self and team through periodic performance reviews and training.

Kenntnisse

Retail - Store Operations

PnL

Business Acumen

Franchise Consulting

Stake Holder Management

People Management

Visual Merchandising

Ausbildung

Graduate

Jobbeschreibung

BUSINESS_UNIT-1 Madura Fashion and Lifestyle

BUSINESS_UNIT-2 Peter England

BUSINESS_UNIT-3 Peter England

Country India

State Jharkhand

Function Services Operations

Skills

Skill

Retail - Store Operations PnL Business Acumen Franchise Consulting Stake Holder Managment People Management Visual Merchandising

Graduate

CERTIFICATION

Job Description

Job Purpose

Job Purpose Description

MARKET SCENARIO

With multiplicity and proliferation of Retailers and Brand Owners, the demand for Retail Space has seen unprecedented pressure in all markets be it in established high streets. This has led to the multiple challenges of obtaining the right space with the right size at the right cost. Even the MBO’S are emphasizing on good deal of commercial to increase their profitability.

Due to entrance of organized retail, small unorganized retailer’s business is getting deteriorated. With impact to this the dependability for business and revenue generation automatically falled on big retailers and they are now taking undue advantages from the company.

IMPLICATIONS FOR MFL

There is a tremendous pressure on MFL to acquire retail space, as this is the most reliable and growing channel. Business through other channels like multi brand outlets and departmental stores are profitable in the short term.

Due to this the focus on MBO business has been shifted, since no financial expense is required in MBO business and it can equally contribute towards profitably so equal importance to be given to it.

AFS business model is can be a boost so it should be continued in the future in context of business generation.

MFL needs to maintain its discipline while acquiring space in this chaos. Establishing processes in an industry that is largely unorganised is a challenge for the role holder.

The major challenges involve internally and externally in terms of:

• Launch of new SIS counter
• Shrinkage of MBO business
• No penetration in small budget market
• Restricted commercials are proving as a hindrance in SIS business
• Ensure to maintain a motivated & result oriented team

Key Result Areas

KRA (Accountabilities) (Max 1325 Characters)

Supporting Actions (Max 1325 Characters)

KRA1 Increase revenue

• Opt for single brand SIS policy
• Should be proper range for other category like women’s wear and kids wear
• Identify good SIS area in MBO
• Maintain good PR with all the MBO retailers
• Network with property consultants & competition
• Finalize AFS Store space in consultation with branch team as per new policy

KRA2 Operational excellence

• Review of sales team should be done on weekly basis
• Monthly reviews with MDP should be conducted every month
• Adherence of company sop’s
• Skilled man power with a knowledge of retail

KRA3 Merchandise Planning

• Learn about the detailed processes of retail
• Training should be imparted to enhance planning

KRA4 Self Development and Learning and Development of Team Members - Sos and KA Staff

• Learn to set KRA’s for self and brand staff in consultation with the reporting manager
• Learn to co-ordinate with team members (internal/external) to create an amicable working atmosphere
• To analyze and assess periodic reviews of self and brand staff performance and seek feedback from peers and superiors
• Assess skill-gaps, get coached and ensure adequate training is obtained in line with needs
• Identify opportunities for learning as a continues process for self development & progression in the right direction