Become a Sunglass Hut Manager

UNITED KINGDOM
IRELAND
NETHERLANDS
BECOME A SUNGLASS HUT MANAGER

INTRODUCTION
Welcome to your new role as a Manager for Sunglass Hut. Whether you’re
new to Sunglass Hut or you’re moving into the role of Manager after working
as a Sales Consultant, we’re excited to help you become a leader within our
organization.
As you work your way through this module for Managers, you may find that some
topics seem very familiar. That’s perfect. If a lesson feels like a review, pay special
attention to how you should approach the topic now that you’re a Manager and in
charge of your store and your team. Your first order of accountability as a Manager is
to be sure that you understand and follow all of the processes and procedures in
running your store – and to make sure that your team does the same. Then, you
should focus on your team and their training sessions, follow the Coaching sections
and the Natural Selection.
In a few words…
… BE A TRUE LEADER, BE THE INSPIRATION !

INDEX:
YOUR ROLE AS A MANAGER
Your Store – Your Accountabilities
FEELING PART OF OUR FAMILY
THE ART OF COACHING
Setting Clear Expectations
The Four Stages of Coaching
The Encourage Coaching Model
Applying the Encourage Coaching Model in the Store
Performance Management
Meaningful Performance Conversations
IN STORE OPERATIONAL GUIDELINES
Customer Service
Store Administrative Procedures
Reports
3
3
7
10
10
11
12
13
15
17
20
20
21
23
Categories of stores & fashion 25

Visual merchandising: common store fixtures
Visual merchandising: intro to facing presentation & brand flow
Intro to Front Door Campaign
Executing the Front Door Campaign
Basic lighting tips & tricks
Merchandising resource recap
In Store: Asset Protection and Team Management
THE NATURAL SELECTION
Intro to the Natural Selection
Recruit Phase
Interview Phase
Select Phase
26
27
28
29
29
30
30
37
37
37
40
43
YOUR SUMMARY: THE MANY HATS OF A MANAGER 47
YOUR TRAINING CHECKPOINT: THE APPLICATION QUIZ
50
PAGE 1

BECOME A
SUNGLASS HUT
MANAGER
The six sections of this module are specifically designed to provide you with the
necessary information for becoming a great manager, understanding your role
and how to manage your team.
SECTION
1
YOUR ROLE AS A MANAGER
This section introduces you to your role, basic functions,
objectives, and responsibilities.
SECTION
2
FEELING PART OF OUR FAMILY
In the second section you will learn how to ensure your team feels
part of the Sunglass Hut family.
SECTION
3
THE ART OF COACHING
This section is dedicated to the tools you need to apply for
coaching and developing your team members.
SECTION
4
IN STORE OPERATIONAL GUIDELINES
The fourth section gives you practical instructions for dealing
with daily in-store operations.
SECTION
5
THE NATURAL SELECTION & YOUR SUMMARY
This section deals with a description of the steps to follow to find
and hire the best candidates. Moreover, you will have a useful
summary of your role and tasks.
SECTION
6
YOUR TRAINING CHECKPOINT
PAGE 2

01
YOUR ROLE
AS A
MANAGER
PAGE 1

PAGE 2

YOUR ROLE AS A
MANAGER
As a Manager for Sunglass Hut you will have to comply with many
duties and responsibilities. This involves both your store functions and
your team performance. These are presented to you in this manual.
YOUR STORE YOUR
ACCOUNTABILITIES
As a Manager it’s your job to take on a lot of responsibilities. You may choose to delegate some tasks, but be
aware that you are accountable for anything your Sales Consultants do or don’t do, whether the work is poor
or outstanding. You might not be in the store every day, but when you are, you have to be the example of
success so that your Sales Consultants know who to model themselves after.
You are responsible for all of your stores. Every expense you authorise, every pair of sunglasses you damage,
losses due to shrink – every deficit affects your bottom line. Your store and all your Sales Consultants are
accountable for sales, but you are accountable for your store’s profitability, which includes not only sales, but
expenses and losses as well.
There are several areas where you, as a Manager, can have a big impact. Wages, supplies, petty cash and
postage/freight are examples of line items you can help control. By controlling these expenses, you can
increase your store’s profitability. Obviously, some expenses are necessary to keep your store operating per
Sunglass Hut’s standards. For example, we don’t sell damaged eyewear; but, you should ensure that you’re not
selling your store short by retiring eyewear with unnoticeable defects that Customers would find perfectly
acceptable.
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YOUR GENERAL FUNCTIONS
• Be responsible for the daily functions of a store operation
which include - selling, recruiting, store set up, implementing
and managing specific initiatives, maintenance and inventory
control.
•Achieve store success by working towards the maximum
expectations. For example sales plan (KPI, internals), mystery
shopper results, and Customer service.
• Deliver superior sales results by assisting the Customer in
selecting products best suited to their lifestyle.
•Understand and bring to life the Sunglass Hut and Luxottica
characteristics for all Sales Consultants, ensuring the stores
have quality human resources needed to reach their goals.
YOUR LEADERSHIP
BEHAVIOURS
• EMPOWERING & ENGAGING PEOPLE
• PUTTING THE CUSTOMER FIRST
• DELIVERING GREAT RESULTS
• ACTIVELY SHAPING THE FUTURE
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02
FEELING PART
OF OUR
FAMILY
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PAGE 6

FEELING PART
OF THE FAMILY
As a Sunglass Hut team member, the first thing you should feel is being part of
our family. This means that our brand culture should be part of your soul and daily
actions. You are responsible for your stores and for the people who work there.
Shape the ambience with your positive energy and let everyone feel the emotional
connection. Strengthen the use of the BRANDIES: they are our best and unique
tools for living the brand every day!
THE EMOTIONAL CONNECTION
The emotional connection is what drives our passion, our actions, and our souls. We are ours emotions.
Let them live. Emotionally connect to who we are and what we do:
• Demonstrate how you can emotionally connection as a true Leader. Your actions
need to have a huge impact on your people Make every day feel like a masterpiece for them!
• Feel the emotional connection with your team. Shape the ambience; be sure to
create that great positive ambience and energy in all of your stores.
Live and teach the emotional connection we have with our products. There is nothing better to
• make everyone Look Good and Feel Good. Both your team and your Customers have to feel that
incredible passion and inspiration when wearing our sunglasses.
•
Use your emotional connection during fit & fix. Focus with your team on the Emotional
Connection that occurs when you’re being fitted with a special pair of sunglasses. Be sure to
understand how to deal with the frame parts, face shape, and nose bridge tips.
LIVING OUR BRAND
Passion is what defines our cu lture.
• Passion for our People
• Passion for the Customer;
• Passion for the Product.
Revise every day our brand attributes: SEXY, FUN, REAL, INSPIRING, SAVVY. Use the
brandies and the emotional connection to make, among your team and your Customers, every day a
masterpiece!
USING OUR BRANDIES
They are the essence of the Sunglass Hut brand. They truly set us apart as the Sunglass authority.
Do a quick review of all 5 sunglass Hut BRANDIES:
• TRY THEM ON
• POLISHING POWER
• PLAY MORE
•
DEMO CARE
• PERFECT FIT
Be sure you have a solid understanding before showing your team about all the ways the brandies can be used. Encourage
your team to have fun with them, mix it up, and see how creative you and your team can be while emotionally
connecting with your Customers.
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6
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03
THE ART OF
COACHING

THE ART OF
COACHING
Coaching is the art of elevating or redirecting an individual, ensuring that he or
she can perform a specific skill or behaviour. We coach our members to help
them reach their fullest potential and to guarantee success for both the team
and the store.
The Sunglass Hut approach to coaching is based on positive feedback and a strong and demonstrated belief in our people’s
abilities. We believe that you will find our coaching model easy to understand and execute. We use what we call the Encourage
Coaching Model, meaning:
• We create a positive work environment by nurturing the evolution of the person.
• We believe in encouraging all team members to trust in themselves, their abilities, and their expertise, which
will produce successful behaviours and professionalism.
YOUR ROLE AS COACH
Your important role as a coach will help you to develop your team to perform at their
personal best. Coaching really is an art, and requires a number of “soft skills” such as
teaching, guiding, listening, and supporting. As you learn the Encourage Coaching
Model, you will become an expert in bringing out the best in your people.
THE IMPORTANCE OF COACHING
Coaching is a core function of management. Sales are generated by a
team that functions optimally, and effective coaching is the key to develop
such a high-functioning team. When your coaching helps to guide each
member to the right behaviours, everyone - from the team, to the
Customers, to the company - wins.
THE COACHING
ROLE FUNCTIONS
• Improve player coach ability.
• Help get the player relaxed.
• Enhance player self-awareness.
• Facilitate player breakthroughs.
SETTING CLEAR EXPECTATIONS
Setting clear expectations is an essential aspect of fairly and accurately assessing
your team’s performance. It is a mistake to believe that everyone will inherently
know what you expect. Be clear at all times.
CONSIDER THIS…
You anticipate an influx of increased traffic for the upcoming holiday season. You have two new Sales Consultants who need to learn
more about optimizing the front door to maximize profits during this key selling period. One of your top Sales Consultant would be
a great asset in setting an example for these new Sales Consultants. You casually comment, “I need you to focus more on managing
the front door.” You know exactly what you mean, but are you sure it’s clear to your star Sales Consultant? A high-level, nonspecific
request like this can begin an internal and unproductive dialogue in your Sales Consultant’s mind.
• You said I need to focus more on managing the front door. “Have I
not been doing a good job? Hat the store had problems with
theft and shoplifting on my watch? Are my sales not where they
need to be? Have Customers walked out? Have they
complained? Has another Sale Consultant complained behind
my back? What am I doing wrong?"
• Uncover potential and build player skills.
• Help create and implement player’s
plans for action.
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SET YOUR VISION
There are certain expectations you need to clarify with each Sales Consultant on an on-going basis.
• Store policies and procedures (such as dress code or ensuring that product counts are done every day).
• Tasks and responsibilities listed in the job description.
• The specifics of performance reviews and the competencies upon which Sales Consultants are evaluated in performance reviews.
• Key Performance Indicators (KPIs) from the different types of Reports.
A quick review of Sales Consultants competencies:
• Results driven;
• Standards of performance;
• Selling and service skills;
• Store operations;
• Self-Motivated/Works Independently;
• Integrity/Business Maturity.
IT’S A SIMPLE GAME OF “SHOW AND TELL”
• TELL them what your expectations are: “I expect you not to wear ripped clothing to work.”
• SHOW them what “meeting your expectations” looks like: Demonstrate how to mentor new Sales Consultants on the
front door.
THE FOUR STAGES OF COACHING
In your role as Manager, you will be spending a lot of time coaching your team. The coaching process develops over the duration of
four stages. Each stage presents specific challenges and tasks to be performed, and also represents a different relationship
between you and your Sales Consultant.
Coaching is about getting a Sunglass Hut member to master a specific skill or behaviour. Here are the four stages in order of progression:
1. INSTRUCTIONAL: First, you need to teach the new behaviour.
2. DEVELOPMENTAL: Then, you will encourage mastery of the behaviour.
3. CONFRONTATIONAL: If they aren’t getting it right, you’ll point out specific opportunities for them to grow into.
4. COUNSELLING: If, over time, they still don’t perform the behaviours appropriately, you need to have a serious
discussion with them about why they aren’t succeeding.
In an ideal world, all Sales Consultants, will rotate between stages one and two, but when your coaching needs to be more intense
than simply instructing, or developing, it is important to know how to do it!
At Sunglass Hut, we believe in the power of positive thinking. We value personal training over filling out the right forms and
calculating statistics. An effective coach isn’t one who focuses solely on what the member does wrong; rather, they seek to “catch
them” doing things right, and encouraging the member to strive for excellence, by having a genuine faith in their abilities. We use
the Encourage Coaching Model to train our team, to “give them courage,” to master new behaviours.
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THE ENCOURAGE COACHING MODEL
The Encourage Coaching Model is very
easy to understand and implement.
It is comprised of three elements which
revolve around the idea of encouragement:
1. Explain and model.
2. Practice.
3. Watch.
Each element provides a different form of
support designed to infl uence and ensure
the employee’s mastery of a behaviour or
skill.
PRACTICE
Enable Others to Act
WATCH
Inspire a Share Vision
ENCOURAGE
Encourage the Heart
EXPLAIN
AND MODEL
Model the Way
EXPLAIN AND MODEL
Explaining a new behaviour is important, but modelling that
behaviour is the best way to ensure the person who is learning
truly understands it, and is able to connect that behaviour to
their ability to succeed and grow in their career.
Here, we also Model the Way ourselves. As a coach, you are
challenged with always setting a good example, and making sure that
your actions are setting a standard for the actions of your learner.
You are always teaching, and they are always watching, so make sure
you’re showing them how to do it right!
PRACTICE
Think about a person learning to play soccer. They can read the
rules and the playbooks, but the best way to get good at the game
is to get into the game. Practicing - learning by doing - is the only
way to progress in a new skill.
For example, reading all of the Sunglass Hut RUNWAY material will
only take a Sunglass Hut member so far. They will need to “try on”
those behaviours, working with Customers. This practice will build a
team member’s confi idence and their comfort level with Customers,
turning these skills into second nature for them.
WATCH
As the Sales Consultants continues to practice their new
behaviours, you will be there to monitor their progress and
provide feedback. You’ll observe their actions, and then ask
questions about why they performed a specifi c task the way
they did. This will help them take part in their own development,
through self-examination.
This is essential to the Encourage Coaching Model, because the
emphasis is on encouragement via questions that will have the
member criticizing their own behaviour, rather than relying solely on
critical feedback from you. By using questions about observed
behaviours to guide the way your team thinks, we are also reducing
the amount of criticism and creating a more encouraging work
environment.
EXPLAIN & MODEL: TIP
• Explain and Model the Gold Standards
behaviours in small chunks.
• Let them watch the Guru in action!
• You need to set a great example! Your Team is
watching you!
PRACTICE: TIP
• Have your player practice while you observe.
• Practice is extremely important and builds
confi dence!
• Reinforce the message again and again.
WATCH: TIP
• Observe your Team in action and listen!
• Ask the question “Why did you do it that way?”
• Trust your instincts!
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THE FOUR STAGES OF COACHING APPLIED TO THE ENCOURAGE COACHING MODEL
LET’S LOOK BACK AT THE FOUR STAGES OF COACHING AGAIN, THIS TIME THINKING ABOUT HOW THEY FIT
INTO THE ENCOURAGE COACHING MODEL.
• When you’re teaching someone a new skill, also known as “instructional coaching,” what part of the Encourage
Coaching Model would you use first? If you said “Explain/Model,” you’re right!
• What if you are helping a Sales Consultant to improve a particular skill? If you thought, “Practice”, you’re right
again. Encouraging a Sales Consultant by allowing them to practice the skills you’ve taught them will be key in their
development.
• As the Sales Consultant gains greater skill, you can implement the “Watch” portion of the Encourage Coaching
Model, to keep them engaged in their own development.
APPLYING THE ENCOURAGE COACHING
MODEL IN THE STORE
The true test of understanding is when
knowledge and action are in agreement. The
Encourage Coaching Model is a theoretical
framework upon which we can attach specific
actions and which we can use as a basis to
measure how effective our coaching efforts are.
In this section, we will identify ways to execute
the Encourage Coaching Model and put it to
work in your store environment.
IT’S TIME TO COACH:
PLAN-TIME, REAL-TIME, NO-TIME
COACHING
Coaching in the Sunglass Hut environment is as unique as Sunglass
Hut itself. After all, we operate in a fast-paced, flexible world that
staffs leanly and sells like crazy. There’s never a dull moment – and
coaching at Sunglass Hut isn’t dull either. Let’s take a look at the three
types of coaching scenarios you can use to coach effectively at
Sunglass Hut.
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A. PLAN TIME
Plan-Time is when you set aside one-on-one time to be with your team members and work with them on their behaviour.
In this scenario, new skills can be learned and practiced without the pressure of being “live” in front of Customers.
With Plan-Time coaching, you will explain and model specific desired behaviours. For example, you could explain and model the 7
Selling Principles. You could practice the selling behaviours in realistic one-on-one role-plays and discuss. Watch the Sales
Consultant as they practice with you and ask questions to uncover motivations behind performance.
Here it is, step-by-step:
1. Explain the new task to them and model it for them by acting with Customers as they watch.
2. Practice by role-playing using team selling or one-to-one selling to help the Sales. Consultant gain experience and self-confidence.
3. Watch the Sales Consultant demonstrate the task during the role-play, then ask them specific questions about
why they performed the way they did. This will test their knowledge, and will motivate their actions. You can ask:
• What went well?
• What would you do differently?
• How will you do it the next time?
The important final step, is to communicate clearly the objectives and goals of this behaviour. Make sure they
understand why it is important to perform that specific action well.
B. REAL TIME
Real-Time coaching is like learning “live.” This is when, for example, one member of your team is actually working with
Customers. You will watch him/her interact with the Customer, and, if you see areas for improvement, instead of interrupting
the interaction, you can model the desired behaviours by interacting with the Customer, when they are finished, using the
correct consultative technique. After a quick debriefing when the Customer leaves, you can have the Sales Consultant practice
the coached skills with the next Customer.
To refine the Sales Consultant’s skills further:
• Continue to watch the Sales Consultant’s demonstration of behaviours. When they
do something well, reinforce their behaviour with positive feedback. A simple, “good
job” will be excellent positive reinforcement, that will encourage the Sales
Consultant to continue the behaviour in the correct manner.
• At the same time, if you see areas that still need improvement, identify
those opportunities for growth and communicate them to the Sales
Consultant. Restate any goals that aren’t being met, to be sure the Sales
Consultant understands what is expected.
• Congratulate the Sales Consultant when a goal has been met.
Encourage their expertise and selling savvy through lots of positive feedback.
C. NO TIME
No-Time coaching is when there is no overlap between your time and the Sales
Consultant’s. This is private practice time for the Sales Consultant to work on their
skills through self-assessments like the Customer Loyalty Shop form. You may also
have a phone call with your team when you are off-site.
In all scenarios, be sure to encourage your Sales Consultants and celebrate what
they did right.
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THE BOTTOM LINE:
WHAT’S IN IT FOR YOUR TEAM MEMBERS?
When you introduce the idea of coaching to your Sales Consultant, you should take time to
explain the ways coaching will benefit them personally.
• Remind them that mastering these skills and behaviours can
enable them to further their own careers and earn potential.
• Don’t forget to mention incentives and bonuses! Knowing a Sales
Consultant’s personal goals will help you to make the connection even more
meaningful: “I know you are hoping to save some money for a vacation, and
coaching can help get you there!”
• Finally, remind your team member that being a peak performer will make their job
more rewarding. Having the skill and expertise to do a job well, will bring personal
satisfaction, and professional admiration.
PERFORMANCE MANAGEMENT
Sunglass Hut’s success depends on the success of our People.
An effective PERFORMANCE MANAGEMENT process makes Associates aware about how they are contributing in their daily
work to Company’s achievements, while continuously motivating, challenging and recognizing them. Sunglass Hut is committed
to a Performance Management culture that fosters and rewards exceptional results with meritocracy, transparency and fairness.
The PERFORMANCE MANAGEMENT process applies to all Associates and its implementation helps all of us accomplishing
the Sunglass Hut’s business strategy. Performance Management consists of a combined evaluation of organizational behaviors
and business results. It is about providing an encouraging environment that will grow and develop strong teams. The success of it
depends on continuos feedback through meaningful conversations between Supervisor and Associate.
Of course Performance Management is indissolubly linked to other crucial HR processes, such as Talent Development; it
represents the starting point of the discussion about the personal development within the organization.
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PERFORMANCE MANAGEMENT PHASES
The PERFORMANCE MANAGEMENT process is a twelve months cycle review and fosters our Associates’
individual journeys throughout the whole year. It consists of THREE OFFICIAL PHASES.
3. YE AR - E N D RE V IE W
C O N F IR M, EN GAGE & R EWAR D
1. SETTING OBJECTIVES
ALIGN & COMMIT
MEANINGFUL
PERFORMANCE
CONVERSATIONS
2. MID - YEAR REVIEW
REALIGN, DELIVER & DEVELOP
• PHASE 1: SETTING OBJECTIVES
The objectives for the year are cascaded top-down in JANUARY-FEBRUARY.
• PHASE 2: MID-YEAR REVIEW
It happens in JUNE-JULY and it is a touch base between Associate and Supervisor to check how things are going on and
re-align if needed.
• PHASE 3: YEAR-END REVIEW
The yearly feedback is communicated in JANUARY-FEBRUARY. The purpose in this meeting is to enable Associate and
Supervisor to translate feedback into development actions.
The Supervisor also takes the opportunity to celebrate any achievements.
YOUR TOP FOUR PERFORMANCE MANAGEMENT RESPONSIBILITIES:
• Setting clear expectations;
• Providing appropriate training;
• Coaching your team to those expectations;
• Providing feedback about your team members’ performance.
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MEANINGFUL PERFORMANCE CONVERSATIONS
Performance Management is a priority at Sunglass Hut and meaningful conversations are one of the most powerful and often
underutilized levers to drive engagement, retention and results. MPCs are one strand of Sunglass Hut’s unique DNA.
Supervisors shouldn’t wait for annual formal meetings to chat with Associates. Supervisor and Associate should build the
relationship every single day through conversations based on continuous feedback.
MEANINGFUL CONVERSATION ARE:
•
•
•
•
•
continuous feedback exchanges
two-way conversations that leave us feeling enriched
meant to be an occasion to follow up on a given project, to recognize the good job done and to address specific action plans chance
to discuss development and future career growth / aspirations
a nice occasion to show genuine interest in the employee wellbeing
MEANINGFUL CONVERSATION ARE NOT:
•
• substitutes of the annual performance review
monologues by the Manager to the Associate; they have no pre-defined structure or content
For further information look at the Performance Management Module.
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04
INSTORE
OPERATIONAL
GUIDELINES
This Section needs to be localized
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INSTORE OPERATIONAL
GUIDELINES
As a Manager you have many responsibilities, most of them
rely on practical operations in your store. In the following
section you will find some tips to ensure that practical
procedures inside your store, for your team and your
customers, are always respected.
CUSTOMER SERVICE
WARRANTIES, REPAIRS, CUSTOMER RETURNS
Sunglass Hut wants to WOW its Customers every time. It’s really important for you to be
confident in handling any transaction that’s outside the box. When a Customer wishes to make a
return, a repair or understand the warranties of the product, you and your team, should simply
follow our established procedures. Therefore, be sure you and any of your Sales Consultant know
how to handle them.
If you discover that one of your team members allowed a return that was “outside” of the return
window, you need to follow up with them to ensure:
• They understand the return policies.
• They are able to enforce those policies with Customers.
While this may seem simple to you, some Sales Consultants may not be comfortable delivering news that a valued Customer
does not want to hear, particularly if the Customer is determined to return the product for a refund. This is when you need to
put your coaching hat on and make sure the Sales Consultant not only knows our policies, but can deliver on them while
keeping the Customer relationship intact.
It’s also your responsibility as the Store Manager to verify every return, both from a Customer service standpoint, as well as
to prevent loss. When a Customer makes a return, the information is saved in the Store Controls Report. When you review
the Store Controls Report, call and follow-up with every Customer, who made a return, to make sure it was legitimate and
that they are satisfied with the outcome.
DISCOUNTS
Handling discounts isn’t difficult, but discounts do require a valid discount code in the POS. The
good news is that the POS keeps track of discounts and discount codes that have been approved
by Merchandising. They are preset in the POS and programmed into the system. Updates on
discounts and promotions are automatically fed into the system when the POS runs at night.
That’s another reason to remind your team why it’s so important to let the computer poll each
night –You don’t have to lift a finger, unless certain types of discounts require a Manager’s
approval. In those cases, the POS will prompt the Sales Consultant to obtain the necessary
approval from you.
Store Managers are not authorized to grant any discounts that are not in the system. Refer to
your "Become an Operationa Expert" module for instructions on how to conduct a
transaction with a discount.
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CREDIT CARD CHALLENGES
Occasionally, credit card challenges happen. While they can be frustrating to a new Manager, they are not something to lose sleep
over.
• Sometimes a Customer gets busy and forgets about making a purchase, or doesn’t realize that someone else
in the family has borrowed the credit card for a purchase. Sometimes there has been some other
clerical error. Rarely, it can happen that someone has used that Customer’s credit card fraudulently,
as in identity theft. What is important is resolving the matter swiftly, discreetly, and with great
Customer service.
• In some instances, it’s possible for a Customer to be billed twice. You can check in the POS to
confirm. If they were double-charged, correct the mistake. If they weren’t, advise the
Customer that it’s likely a bank issue and their account should be adjusted within 48 hours.
They can also contact our Customer Service. Our Customer service can help to resolve issues
quickly and keep the Customer happy.
So, do you think you could handle a credit card challenge? Probably, but you also need
to make sure that your team can, too. Again, it’s a matter of knowing the procedures and
being able to communicate it professionally and kindly to the Customer. Ultimately, you
are responsible for making sure you and your team handle credit card challenges properly
so that your store’s Customers stay happy and your store stays profitable.
STORE ADMINISTRATIVE PROCEDURES
OPENING/CLOSING THE STORE
As a manager, it is up to you to ensure everyone in your store follows procedures when opening/closing the store, whether you are
the one actually opening or closing the store or not. The "Become an Operationa Expert" module documents procedures for
opening or closing balancing sales transactions and making deposits at the close of each business day.
• Remember that the store maintains a “float” balance in cash in the appropriate secure location at the end of each
business day. This depends on the volume calculated in the store. This balance remains locked in the register at the end of each night
to start the next business day.
• It’s important to know that, even when you aren’t closing, you are ultimately responsible for reviewing and ensuring that the
complete closing procedures are performed each and every night, so you’d best be familiar with them all.
• Don’t forget that it’s fundamental for all of your team members to follow and respect all of the procedures every time.
BANKING AND CASH HANDLING
An important part of your job is handling money and making sure our banking tasks are accurate
every single day. Managers’ getting the deposits to the bank every day is of utmost importance.
Takings over the weekend must be banked on Monday. Please refer to the section on banking
procedures in your "Become an Operationa Expert" module for more details on how to do this.
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STOCK MANAGEMENT & PETTY CASH
Our shipping policies are straightforward and designed to make things easy on Managers and Sales Consultant. Your instructor will
give you the information you need regarding the shipper you should use and any specific details. Moreover, for all the procedures to
keep track of, please refer to the section on Stock Management in your "Become an Operational Expert" module. While, for the
stock management duties, please refer to the section on store set up in your “Become a Sales Guru” module.
Petty cash is only used to purchase small items needed in your store e.g. stamps. All other items can be ordered. Please refer
to the section on Petty Cash in your "Become an Operational Expert" module for more details.
DAMAGES & DEFECTS
Sunglass Hut wants to have the best sunglasses available to Customers. Sometimes frames will be damaged in transit or during
the manufacturing process. If a pair of sunglasses is physically destroyed, then obviously it’s not fit for the store and should be
written off with your Manager’s approval. However, if there’s only a blemish or a slight imperfection it is considered ‘Less than
Perfect’ (LTP) and should be sent to Direct Factory Outlet (DFO) stores.
• Every once in a while, we get damaged or opened delivery boxes, and some deliveries disappear altogether. If a delivery arrives
opened or incomplete, you can help by:
1. Speaking to the delivery driver. It’s possible there was a minor mistake that the driver can correct. Before the driver leaves,
make sure to account for all delivered product.
2. If there’s a discrepancy, give your Manager a call and notify him or her of the situation.
3. Fill out an Incident Report in the POS.
• When a product arrives damaged, first you need to determine if it is damaged beyond repair, repairable (for example, the
screw fell out), or flawed (for example, slight scratch on inside temple).
• Damaged product should be written off as “Damaged” according to standard Sunglass Hut procedures.
STRIVING FOR A ZERO-LOSS STORE
Create your own plan for how you can eliminate loss in your store.
Wouldn’t it be incredible if there was never another loss in your store? That means there are no thefts, no damaged product, and no
errors in banking tasks or shipments. That may seem like a tall order – but is it really? By now you know
all the tips and tricks for preventing loss. It’s up to you to apply your knowledge and keep it alive every day. Think of your store as
truly being your own. You will protect everything that is in your store as if it were your own. What measures can you take to
eliminate loss altogether and create the most responsible, accountable, and welcoming environment for your team and
Customers?
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REPORTS
CLOSED LOOP REPORT
The Closed Loop report tracks merchandise movement and can tell you the
following:
• Where transferred product is headed.
• What adjustments (if any) have been made to your store’s inventory?
• Current inventory of the store.
• What specific product has been received.
• Every month, it’s the Store Manager’s job to review and evaluate the Closed Loop report. As a Manager, you are responsible for
the reconciliation and accuracy of your store’s inventory activity. If there are discrepancies between the Closed Loop report and
the Shipment Log, refer to your "Become an Operational Expert" module for all of the instructions on how to manage these
situations.
THE STORE CONTROLS REPORT
The Store Controls Report is a record of all the different types of transactions that took place on a given day. The report
also shows high-risk transactions such as voids, returns, product discounts, multiple uses of a single credit card, petty cash,
and override transactions. Daily review of the Store Controls helps the Manager keep a firm grip on store goings-on and,
when necessary, investigate unusual transactions.
The purpose of the Store Controls Report is to record anything that could result in lost product or profits, two things that will
impact your store’s overall profitability. That’s why it is a requirement of your job to view the online Store Controls Report each
day and verify that it was authorized each day with the employee’s electronic signature.
When necessary, you will be expected to investigate and resolve unusual or unsupported transactions.
• For example, you’ll need to verify that all refunds or exchanges are legitimate by placing a courtesy call to the
Customer. Once the refund or exchange is verified, you’ll sign and date that line item on the report. Refer to your "Become
an Operational Expert" module for instructions on how to access the Store Controls Report.
THE BUSINESS ANALYSIS REPORT: INTRO
As a new Manager, you are now very connected to the Sunglass Hut business and its results. Do not underestimate the impact
you can have on your store’s business results and on Sunglass Hut’s business overall. You are poised for success, and success lies in
your ability and willingness to take ownership of your job, your store, and your team’s success.
Taking ownership of your job means operating as a business leader on behalf of the Sunglass Hut organization. An important part
of running a business is looking at the business results (measured in sales, of course), interpreting them, and making
connections between the numbers you see on paper and the people and behaviours that contribute to them. That’s what
“business analysis” is all about.
You can think of business analysis as three easy steps:
1. Look at your store’s business results using the Business Analysis Report (BAR).
2. How did your store do? Look at team members’ performance using the Associate Performance Report. How did your team
do?
3. Create an action plan (Store Goals and Hours, Associates Schedule) to improve Sales Consultants’ performance using the
Personal Best Objective (PBO).
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THE BUSINESS ANALYSIS REPORT: INSIGHTS
An important part of being a Sunglass Hut Store Manager is becoming familiar with the Business Analysis Report (BAR). Using the
BAR can actually be quite interesting, as well as career building.
• Filling out the BAR is critical in identifying any potential issues in your store’s sales success, but it’s also a great tool for raising
the bar in areas where you’re already doing well.
• Although the BAR is a mandatory monthly task, you can “poll” your store’s results at any time and even on a daily or
weekly basis, because POS is updated daily with your most recent goals and sales results.
BEFORE YOU BEGIN
There are several items you will need to print before you start your work on the BAR:
1. Vendor Sales Sunglasses
2. Vendor Sales Accessories
3. Associate KPI Report
4. Store KPI Report
UNDERSTANDING THE BAR
The BAR has several categories that will help you understand how your store performed
during the month you are polling. These categories are called Key Performance Indicators
(KPIs).
Here are some examples of KPIs:
• Actual Sales – The amount of actual sales your store had last month.
• Goal – Your store’s sales goal for the month.
• % of Goal – The percentage of the goal your store made. (For example, if your goal was 100K euro, and your store made 90K
euro, your store made 90% of its goal).
• ATV – Average transaction value.
ACTUAL SALES VS. GOAL
Your first step in using the BAR is simple. You compare your actual sales to your sales goal.
Let’s say that POS indicates that your sales goal last month was 100K euro. Your store’s actual sales totalled 110K euro. The
difference between last month’s goal and last month’s actual sales provides a baseline indicator of performance. How much
were you above or below the goal? What is the difference expressed as a percentage?
• GOAL: 100K euro.
• Actual Sales: 110K euro.
• Act. Vs. Goal R Difference: 10K euro
• % of Goal: 110%
These KPIs tell you if you are successful, but they don’t tell you why or how you got there. For those questions, we will look
a little deeper.
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THE ASSOCIATE PERFORMANCE REPORT
The Associate Performance Report is a great tool to tell you how your store is performing. And, as you already know, your store’s
performance is based on your teams performance. As you can see, all of the KPIs are listed for each Sales Consultant, and you can
see how each Sales Consultant performed and how they contributed to the store’s results. There are even spaces for ranking your
Sales Consultants’ in terms of how well they performed in several of the KPIs.
The Associate Performance Report is not intended to be a heavy-handed approach to enforcing compliance in sales behaviours. It
is, however, a “status report,” or report card, for Sales Consultant performance, and an excellent way for you and for your team
to see how their behaviours connect to the overall success of the store. It’s also a great way to help you focus on what behaviours
you should be recognizing and celebrating and what behaviours you should be helping the Sales Consultants to focus on and
improve.
THE PERSONAL BEST OBJECTIVE (PBO)
It is mandatory that you, as Manager complete the PBO procedure before the next week begins. It allows you to set up the
Store Hours, schedule Associates, and allocate Weekly Sales Goals.
For the detailed instructions on the Goal Setting POS procedures, please refer to the section “Goal Setting”, in your
"Become an Operational Expert" module. For any further information, please contact your instructor/Supervisor.
CATEGORIES OF STORES & FASHION
How you merchandise your store depends on the type of store you work
in specifically:
• STORE DESIGN: this simply means the type of store you work in.
Is it an inline store? An openair ? An outlet?
This is important, because the type of store you work indicates the layout, space/
capacity, types of fixtures, and other elements that you have to work with as you
merchandise the store. Do you know what type of store you manage and work in?
• STORE SEGMENTATION: this is basically your store’s “fashion category”, and it is
determined from total sales volume, fashion sales volume, and size. Store
segmentation determines the brands your store will carry. To determine your store’s
segment, refer to your Visual Merchandising Manual.
SUNGLASS BRANDS BY CATEGORY
Once you know what type of segment you’re in, you can begin to explore the brands
you carry and where they’re placed in your store.
Each of our brands belongs to a specific category: luxury, fashion, or lifestyle. Sunglasses are
placed in these categories on the basis of their, style, or performance of the frame or lens.
Brands are then merchandised by their category, and brands within the same category are
merchandised adjacent to each other.
For example, Prada will be displayed near Dolce & Gabbana, Oakley near Ray-Ban. You get
the idea. A Customer seeking Oakley isn’t likely to be looking for a high-fashion frame.
When you group similar products together, the Customer has a better shopping experience.
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VISUAL MERCHANDISING:
COMMON STORE FIXTURES
Now you know more about how product is categorized and
segmented, and it’s time to think about actually placing it on the shelf.
Or is it a case? Or a go-go? A table? What exactly does the product
go on? That depends on what type of store you’re in, but here’s a quick
run-down of the mostcommon types of store fixtures.
UPPER CASE/WALL BAY: a unit that is affixed to the wall or a stand-alone
unit. This case may be wide or narrow and may use slats, pegs, metal nose
pegs, or shelves.
LOWER CASE: a case or drawers that are below an upper/wall bay. This
unit may be wide or narrow and have stair steps or shelves.
WINDOW/GO-GO: a fixture that is placed in the window of your store.
FLOOR UNIT: a unit that is not affixed to a wall and stands alone in the middle
of your floor. This may also be used as a focus unit if it is located at the front
entrance of your store.
KIOSK UNIT: a glass unit with two or three glass shelves.
ACCESSORY DISPLAY: a unit, spinner, go-go fixture, or wall panels
that display sun accessories.
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VISUAL MERCHANDISING: INTRO TO FACING
PRESENTATION & BRAND FLOW
FACING PRESENTATION
Now, it’s time to take everything you’ve learned so far about merchandising and think about it in terms of what we call “facing
presentation.” Facing presentation is the number of units of a brand, a store should display. This number is determined by
store sales and the space (facings) that a brand requires. Remember – facing presentation is different for every store. So, do
you have to figure out your facing presentation? No, but you will need to learn how to read your “Visual Merchandising
Manual”, which has all of the information you need to merchandise your product.
BRAND FLOW
The product and merchandising teams work tirelessly to ensure you know exactly what your facing presentation should look like at
all times. You will use your “Visual Merchandising Manual” to determine the brand flow, which is the order, in which brands are
placed in the cases. It is determined by store segmentation and brands by category. The order of the brands isn’t accidental - it is
determined by the global Merchandising Team.
WHAT IS THE WHITE GLOVE EVENT?
Sunglass Hut takes its store presentation seriously, and, as a part of Sunglass Hut, you will, too. In fact, we’re so serious about it,
we have an annual event that the entire company participates in, that poises us for a new year of extreme beauty. The White
Glove Event happens each year. Together, we kick off the year by gearing up for our annual strategies and cleaning the store until
it reaches absolute perfection. But – your responsibilities don’t end with white glove, nor do they end with ensuring your store and
team are polished. Think about it… there’s more to a show than the actors, right? As a Manager, your credits include being part of
the cast and the crew.
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INTRO TO FRONT DOOR CAMPAIGN
Now that you’re beginning to understand how merchandise comes to life inside your store, let’s turn our attention to the secrets of
your store’s outer appeal. As you learned earlier, your store’s front door and window signage are designed to attract and delight
shoppers and invite them inside.
They are also designed to help our Customers make the connection between their many desires and our many products. That’s why
our doors and window signage are designed around a particular theme.
Getting Customers interested once is easy… keeping them coming back is what really excites
us. Window signage and front door displays are, together, referred to as the Front Door
Campaign and it’s your job to ensure that each Front Door Campaign is executed properly. This
responsibility probably won’t feel like work. Many Managers look forward to revealing a new
Front Door Campaign to their Sales Consultants and Customers, and chances are, you will too!
But, you’ve got to make sure it is done right and to standard so that your store’s Front Door
Campaign will have the optimal effect.
WHERE TO BEGIN?
Executing the Front Door Campaign in your store starts with a simple delivery. More often
than not, your Front Door Campaign is wrapped up and delivered to you like a beautiful gift
each month. Sometimes the Front Door Campaign in your store will change more frequently or
less frequently than once per month. It really depends on the season, holidays, and typical traffic
patterns in your mall or shopping centre. Note that your delivery will include information about
the expected start date for your new Front Door Campaign.
What exactly will be in the delivery? Each Front Door Campaign will have unique signage, banners, and/or props that are
particular to that Front Door Campaign.
For example, one month, Sunglass Hut’s Front Door Campaign was “Learn Italian.” For this campaign, the store windows were
adorned with a banner, brand signage featuring several of our Italian frames, and even window clings with Italian-to-English
word translations. The front door featured go-go fixtures with Versace, Dolce & Gabbana, and Prada frames, and smaller brand
signage that slipped into the fixtures behind the product. Simply stated, each month’s Front Door Campaign is a unique and
creative expression of Sunglass Hut’s point of view.
Everything you need to know to execute the Front Door Campaign will be found in your Eyelook, which will also be in your
delivery. Whether your store is a kiosk, an inline store with one window, the Eyelook will show you exactly what items you’ll need to
execute the Front Door Campaign and exactly what it should look like.
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EXECUTING THE FRONT DOOR
CAMPAIGN
Now that you know what your overall role is in creating
an alluring Front Door Campaign for your store each
month, here’s exactly what you’ll need to do to make it
happen:
1. Start with a clean slate. Make sure your windows are clean. After all, your windows are your Customers’ first impression,
so make it a potent one. Make sure you wipe down the windows before assembling any window treatments, particularly if
there was a cling or vinyl on them last month.
2. Get your Eyelook. Inside will be directions that you’ll use to set up your windows and front door.
3. Inspect your delivery as soon as it arrives. Look at the items in the delivery and compare them to the checklist in your Eyelook
to make sure you received everything you are supposed to. If something is missing, go to the graphic contact and place an order.
You’ll likely get an additional delivery with the items you need within a few days.
4. Next, refer to the Eyelook, and find your storefront focus.
5. Once you have selected your storefront, you can begin to install your Front Door Campaign.
6. Always refer to the back of your Eyelook if you have questions. Here, you’ll find instructions for anything that needs to be
assembled or created. You’ll also find instructions for any special treatments for the windows in this section (for example,
how to place a vinyl on your window).
7. Once you’ve set the window, compare the window from the Eyelook to make sure your Front Door Campaign has been set
appropriately
8. Are you different? There are multiple designs of Sunglass Hut stores. If you can’t execute your window setup exactly to the
illustration shown, consult with your Area Manager to create an action plan to take the elements and make them work.
BASIC LIGHTING TIPS & TRICKS
When dealing with lights, you want to highlight the product whilst also lighting the store in general. The best way to do this is
to point the lights on a downward angle, but not straight down. This shoots the light out across the room, but as long as it is
aimed at a product, it will also highlight effectively. Burned-out bulbs are tacky; please change them as soon as you notice
them. Be sure you turn off lights before changing bulbs and always use a cloth or glove when handling canisters. They can be
very hot.
Think of your lights as spotlights. They need to showcase the stars of the show, so never shine them on floors or walls. It’s
all about the product and the visuals. Also, don’t shine the lights forward, it will hurt your Customer’s eyes,
and that’s no way to sell sunglasses.
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MERCHANDISING RESOURCE
RECAP
Now you know what it takes to attract, engage, and delight your
Customers simply by creating an environment of sheer beauty. And
don’t worry; you’ll have plenty of support with the hands-on stuff
until you are able to master these techniques on your own. Speaking
of support, let’s make sure you’re clear on all of the resources
available to you in order to help you make your store irresistible:
1. EYELOOK: this will arrive with every delivery of your new
Front Door Campaign, and it will show you how to install
your window signage and front door properly.
2. VISUAL MERCHANDISING MANUAL: this guide is released
to ensure that your facing presentations and brand flow are always
spot on. You will also receive a Visual Merchandising Refresher
Checklist with important updates on your VM Manual.
IN STORE: ASSET PROTECTION AND TEAM MANAGEMENT
Profitability does not depend on sales alone. Loss has a critical effect on your store’s bottom line.
We carry a calibre of sunglasses that are iconic, and therefore sought after. Though this is great for business, it can also encourage
theft. For this reason, Asset Protection (AP) is an important part of your job. Throughout your Manager on boarding, you’ll learn
about the various aspects of AP, and your crucial role as a Store Manager in preventing it. There will be times when loss will occur, and
you’ll have tools and resources to turn to when it does. But many times loss can be avoided altogether through proactive measures.
ASSET PROTECTION: DEVELOPING A AP MINDSET
As a Manager, you are expected to take ownership of Asset Protection, but we’re here to help
you as you develop your “AP mind-set.”
The concept is pretty simple; it’s about owning asset and dedicating yourself to being
proactive. You’ll never have to go it alone, though, Sunglass Hut has created tools and provides
resources, to help you every step of the way.
ASSET PROTECTION: CREATING A CULTURE OF HONESTY
Creating a culture of honesty and trust is the single best way to combat theft in your store. You
were chosen for this position because you have shown yourself to be smart, trustworthy, and a
leader. These are the same characteristics you’ll want to cultivate in your team members.
Start off on the right foot with your team by modelling the behaviour you want to see in them. In
doing so, you are creating a Culture of Honesty; Team members will respect and appreciate the “do
as I do” atmosphere, and will be motivated to adopt your AP mind-set. This Culture of Honesty will
not only combat loss by presenting a united front against crime and carelessness, but will create a
positive work environment for the whole team. Trust your team and they will want to be
trustworthy.
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ASSET PROTECTION: ACCOUNTABILITIES & RESPONSIBILITIES
When it comes to Asset Protection, everyone on the team shares the responsibilities. If you’ve set up a Culture of
Honesty, you’ve already shown your team that you take your AP duties seriously. Your consistency will breed consistency
in them, ensuring the best defence against theft. The first thing you need to do is lead by example, which we’ve discussed
already.
Your team members have a responsibility to help you keep track of stock – so how do they do that?
• Morning and evening product counts;
• Incoming shipment inspections and documentation;
• Outgoing transfers and documentation.
Creating a Culture of Honesty will go a long way to ensure the team is motivated to follow their AP procedure, but we’ve
built in some more assurance, for the times when you’re not there to make sure these tasks are completed. Documentation is
what can help you in this sense.
ASSET PROTECTION: THE IMPORTANCE OF DOCUMENTATION
Documentation is critical not only because it helps you ensure that the tasks are getting done, but because it provides all
Sunglass Hut members a means to track missing or damaged product so that the cause can be determined and corrected.
What it is important to do:
• Make it a regular practice to check all documentation regarding product counts, shipments, and damages/defects.
• Always follow up when the documentation reveals that something is wrong.
• Make sure your team members are aware that you check their documentation daily to further encourage them to do it, and do
it correctly. If you set that expectation up front, you can avoid the carelessness that can lead to loss.
As a Manager, you are responsible for ensuring that an incident report is filed each and every time a product goes missing, and
Sales Consultants must complete incident reports if there is any type of theft during their shift as well. Thei importance of this
cannot be overlooked, and failing to complete them is unacceptable.
• If your store seems to be a target of repeated theft, you may be required to compile this and other documentation in
preparation for a store audit, so make sure to always be up-to-date on all of your reports and documentation. It is everyone’s
responsibility – be sure your team understands the seriousness of this.
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ASSET PROTECTION: TRUSTING YOUR CUSTOMERS
External theft can be attributed to two factors: dishonest people, and poor Customer service. While there is little you can do
to prevent dishonest people from coming into your store, you do have a lot of control over the service every single person
receives when they come into Sunglass Hut. It will be difficult, if not impossible, to steal while receiving prompt and continual
attention.
1. Model the way – show your Sales Consultant the ideal selling behaviours.
2. Be the Manager – hold your Sales Consultants accountable for their behaviours
• Make sure they are keeping displays stocked at all times, so that any missing product will be noticed right away.
• Expect them to engage with and serve every single Customer.
• Expect them to multi-task on busy days, and NEVER just stand behind the cash wrap.
• Expect their diligence to be a shoplifter’s worst nightmare.
You should require peak performance from your Sales Consultant, and if you’re not getting it, then you need to support them
through performance management to help them reach your expectations.
ASSET PROTECTION: STAYING OUT OF HARM’S WAY
Though working in a retail store doesn’t often equate with danger, it is important to know what to do in such a rare
emergency. You and your team need to know the do’s and don’ts of reacting to theft, robbery, or burglary. This includes:
• Never chase or engage in an altercation with a shoplifter or robber; the safety of you and your team is more important
than our product.
• Never attempt to detain a suspected thief.
• Always call the police immediately following a robbery or burglary; then call your Supervisor and follow their instructions.
• When you are not present, your team members must call you, in the case
of suspected shoplifting, and you’ll follow the appropriate course of action.
• Complete an Incident Report in every situation.
• Use your best judgment. If you feel that your team members cannot handle these
serious situations and adhere to these policies, they should not be working
independently until you can develop them properly.
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ASSET PROTECTION: INTERNAL
THEFT
You trust your team, and rightfully so. You have worked diligently to
create a Culture of Honesty, and, until you are given reason to
believe otherwise, you are confident that your team is trustworthy.
Tracking your store’s product movement with vigilance will help you
uncover if you have missing product.
• In cases where, despite your best efforts, you will find yourself doubting a member’s
honesty, tread lightly, and do not go it alone. If you discover that a team member is
stealing product or money, always call your Supervisor before taking any measures. They
will provide you with the appropriate instructions.
• And remember, documentation is everything, and it is undoubtedly the best
way to weed out an internal thief. By carefully monitoring your store’s closing
documentation, Store Controls Reports, shipment logs, and Closed Loop reports, you
can connect the dots and bring the truth to the surface.
ABUSING PRIVILEGES
Sometimes, internal theft happens in the form of the abuse of the Sales Consultant discount. Make sure your team members
know the parameters of this discount and the implications of abusing it. If you carefully monitor your Store Controls Report each
day, you’ll be able to identify excessive use of the Sales Consultant discount and determine the cause.
• Never handle these situations alone; both for your sake and for the sake of the company.
MAKE SURE OF RIGHT DEPOSIT
Making sure that each day’s deposits are made accurately and confirmed is another area of asset protection that you own.
Meeting and exceeding your store’s sales goals is important to the whole team, so when money that you all worked for goes
missing, it affects everyone.
And, even if you’re not there when it happens, as a Manager, it’s up to you to figure out what happened and locate the
missing deposit.
Sometimes, the culprit is the deposit slot at the bank; maybe the bag got stuck. Sometimes, the Sales Consultant honestly
forgot to make the deposit. Occasionally, but rarely, it’s the bank’s error.
• It’s important to explore all the possibilities before making any assumptions or before any accusations are considered.
DAMAGE CONTROL
Asset Protection is more than preventing theft of deposits or product; it’s about minimizing all types of loss, including the
loss of profits from damaged or defective product.
Like many components of Asset Protection, this part also begins with you. Do you know the difference between a
damage and a defect in a sunglass? Can you recite Sunglass Hut’s return and Sunglass Replacement Discount policies?
Can you uphold those policies to a Customer? Now, can your sales Consultants?
• As a Store Manager, it’s up to you to set the example for your team members and coach and develop them so that they can
properly identify damages vs. defects, process them accordingly, and uphold Sunglass Hut’s procedures during Customer
interactions.
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REFUND AND EXCHANGES
As a Manager, you need to make sure that every refund or exchange is
legitimate.
Your Store Controls Report will list all high-risk transactions, including
refunds. Each week, you’ll print out the Store Controls Reports and call
Customers to verify that their refund or exchange was legitimate and that
they are satisfied with the service they received.
Your AP mind-set will help you stay out in front of internal AP problems.
• Make it a practice from your very first day to check the store’s closing documentation and Store Controls
Report daily, and to verify that every deposit is accurate and that it made it to the bank safely. Consistency in this will
show your Sales Consultant that it isn’t a matter of mistrust; it’s just your job to do this every single day.
Once your team understands that you’ll be checking their closing documentation and deposits continually, they’ll focus more
attention on getting it right. Being proactive is your best defence against getting an unpleasant call from the Head Office.
ADMINISTRATIVE PROCEDURES ON POS
Please refer to the Module "Become an Operational Expert". In particular, the section pertaining to the “Associate
Performance Report”, the “POS Visiting Associate Process” and the “Exclusive Manager POS Functions”. As a
Manager, you have to know and practise them properly.
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05
THE
NATURAL
SELECTION

PAGE 36

THE NATURAL
SELECTION
One of the important roles of being a Manager is to find and hire the best
candidates. At Sunglass Hut we have identified an exceptional approach
to help you recruit and retain the best talents. The Natural Selection
process is built around an easy-to-follow timeline that divides the
process into three general phases:
1. RECRUIT: Find out how to build a pool of qualified candidates so you’re never caught without a talented person to join your
team.
2. INTERVIEW: Learn how to maximize the interview process and determine if your candidate is your next all-star.
3. SELECT: You’ve chosen your top candidate, and you’re ready to hire them. Learn the steps you must take to get
them officially hired.
Each phase has specific steps to follow. By following the steps in our Natural Selection process, you’ll feel confident you’re
covering all of your bases and doing everything possible to make a great hire every time.
INTRO TO THE NATURAL SELECTION
BEFORE STARTING YOUR NATURAL SELECTION PROCESS, YOU HAVE TO UNDERSTAND WHICH ARE THE
PRE-STEPS TO BE FOLLOWED IN ACCORDANCE WITH YOUR HR DEPARTMENT. THESE PERTAIN TO THE
COMPLETION OF THE SUNGLASS HUT STORES: HIRING REQUEST FORM AND THE APPROVAL FROM AREA
MANAGER & NATIONAL OPERATIONS MANAGER FOR ANY VACANT POSITION. PLEASE, FOLLOW IN DETAIL
THE PROCEDURES ON THE SECTION “BEFORE YOU HIRE”, IN YOUR SUNGLASS HUT STORE MANAGERS’
GUIDE.
RECRUIT PHASE
STEP 1: NETWORKING
When you know where to find and meet potential candidates, you’ll never have a shortage of people to call when you have a
vacancy to fill. The Sunglass Hut definition of networking is the continual process of meeting great talent and building a
community of highly qualified candidates.
Remember these important things about networking:
1. Networking is a mind-set. The search for great talent is a continual process, and the best Managers are always
looking.
2. Networking is the art of finding the best candidates, in abundance - Great talent is all around you. You just
have to know where to look and who to look for.
3. Networking is building your talent community. Strategically search for talented candidates before you need them.
As you meet people and start adding to your network, it’s important that you are able to introduce Sunglass Hut in a casual and
coversational way. To make this seem natural, you’ll want to practice and find your own way to speak about the company. Some things
you might want to mention in your introduction:
• Name a few of your favourite brands that we carry.
• Talk about how we help Customers “Find their Cool.”
• Describe our unique & creative work environment.
• Invite them to visit your store.
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6
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Great talent is widely available and the best Managers are always in active networking mode. The result is that they build a
healthy pool of qualified candidates before they need to hire. Networking is great for sales, too. If someone you meet while
networking doesn’t become your employee, they can become your Customer.
Networking should also go beyond simply finding candidates for your store. It’s important to network with other retailers.
Sometimes you find candidates who seem great but are not appropriate for Sunglass Hut. You can always refer these candidates to
retailers in your network. Networking is a two-way street. When you develop relationships with other retailers, they can refer
candidates to you as well.
Ready to start building your network, but not sure where to begin? It’s easy. Think of all the places you go and people you meet
during the course of your day. You probably come into contact with more people than you think. Here’s a typical day recorded in
the networking journal of one of your colleagues. During a single day off, look at all the people she met who could be added to her
network:
WHERE
WHAT
7:05 AM
GYM
I met Jillian at the gym check-in counter. She’s friendly
and fun and has excellent Customer service skills.
8:10 AM
ESPRESSO SHOP
I saw Miles, the barista, who always sees me coming and starts
making my latte right away.
8:30 AM
POST OFFICE
I met Ellen, who lives two streets down from me, while
standing in line at the post office. She’s an independent sales
rep who’s looking for a new opportunity!
8:55 AM
DRY CLEANER
I ran into Patrick, who was in one of my classes in school. I
remember him as determined and outgoing. Now he’s in my
network!
10:20 AM
BOOKSTORE
I met Janice, who helped me find the book I was looking for.
She has outstanding people skills.
TIME
12:15 PM
LUNCH AT A BISTRO
I met Helena, the hostess at the bistro. She’s wearing Armani
glasses, and I found out she loves collecting frames.
2:10 PM
TRAIN COMMUTE
The woman who sat next to me, Bonnie, is on my commute every
day. We started chatting and I noticed she was reading a business
text book from the local community college.
2:45 PM
SHOPPING AT A CLOTHING STORE
I met Christine, who helped me find a great new outfit for
my friend’s party this weekend.
3:30 PM
SHOPPING AT A SPECIALITY BOUTIQUE
The Assistant Manager, Rochelle, was especially helpful. We
chatted for a minute and I found out she’s looking for a new,
dynamic opportunity.
5:30 PM
DINNER WITH A FRIEND
I hadn’t seen Michael for months, and he just told me he’s
ready to switch career.
Start keeping your own networking journal so you can keep track of all the people you meet. Soon you’ll have your own “little black
book” of prospective candidates. Your list might start small, but it will grow tremendously over time into a robust network of great
candidates.
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STEP 2: QUALIFY
If you are networking correctly, you will naturally acquire an abundant list of possible
candidates. Your next step in the Natural Selection process is Qualify. Now it’s time to
find out if a potential candidate you’ve met is worthy of an interview.
The purpose of the Qualify step is to quickly identify people with star-potential and get them on
your recruiting log for on-going communication. Qualifying is an extension of the Network phase,
and it should occur naturally during the course of a conversation with a potential candidate.
HOW DO YOU QUALIFY CANDIDATES? WORK QUESTIONS LIKE THESE INTO A CASUAL CONVERSATION:
• What do you like about working in retail?
• What clothing and accessory styles are hot at the moment?
• What was your favourite job in the past, and why?
• What was your least favourite job in the past, and why?
• Which days and times are you available to work?
• What are your salary expectations?
• What are your career goals?
The Qualify step can take place on the fly while networking in the shopping community or even right in the Sunglass Hut store
if walk-in candidates enquire. It should always be light and conversational. It should not turn into a full interview.
When you qualify a potential candidate, it’s kind of like dating. Sometimes you know right away if a person is a keeper, based
on your gut instinct. But sometimes you’ve got to ask a few key questions during the course of a natural conversation to find
out whether or not it’s worth pursuing a particular candidate.
HERE ARE SOME THINGS TO BE WATCHING AND LISTENING FOR, IN YOUR QUALIFYING CONVERSATIONS.
PURSUE
• Honest
• Availability
• Personable
• Loves sunglasses
• High-energy
• Great style
• Knows about product function
• Confident
• Uses open body language
• Smiles a lot
• Reliable
• Great communication skills
FORGET
• Inflexible schedule
• Too quiet
• No interest in sunglasses
• Not excited by fashion
• Doesn’t know much about product function
• Unfriendly
• Talks without listening
• Doesn’t ask questions
• No eye contact
• No service experience
• Boring
• Difficult to talk to
Remember that everyone you come in contact with is a potential Customer for Sunglass Hut, even if they’re not a potential
employee. It’s important to always protect their dignity in the process and thank them for being interested in us. After you’ve
determined that a candidate is qualified, invite them to fill out the employment application.
If a candidate does not pass the Qualify step, just keep moving, or if you think the candidate is a great one but just not
appropriate for Sunglass Hut, keep the candidate in your network. You may be able to refer them to someone else in your network.
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STEP 3: YOUR APPROVAL
PROCESS
After you’ve qualified a potential candidate and before you take them
any further in the Natural Selection process, you must obtain
approval from human resources.
The HR Rehire Approval step entails:
• Determining if the candidate has worked for a Luxottica Retail brand in the past. If the candidate has, HR can let you know if the
candidate left on good terms or if he or she was listed as “do not rehire.”
• To do the HR Rehire Approval, contact the HR Head Office: these instructions are in your Natural Selections Kits for
future reference. You’ll talk to a live person and will get an immediate response.
• If the candidate was previously listed as “do not rehire,” it’s time to end the process and move on to another
candidate. Unless a candidate contacts you to check in, you don’t have to disclose the details. If the candidate asks, say,
“We called our HR department. At this time, I’m not approved to hire you. I appreciate your interest in Sunglass Hut.”
• If HR verifies that a candidate left a former Luxottica retail job on good terms, it’s fine to continue pursuing the candidate.
INTERVIEW
PHASE
You’ve built a powerful network of qualified candidates, and now you
have an opening to fill. It’s time to start the interview process. The
second phase of Natural Selection is the interview process and involves
three important steps:
First Interview/Audition, Reference Check, and Second Interview.
STEP 4: FIRST INTERVIEW/
AUDITION
1. Q&A
The purpose of the First Interview/Audition step is to ask questions,
watch the candidate in action on the sales floor, let the candidate know
what it’s like to work at Sunglass Hut and present the benefits of the
job. During your interview, look for a great sales attitude, good body
language, confidence, and energy. This step includes four components.
Review the first interview questions in your Natural Selection Tool Kit. These questions are an excellent place to start your
interview, but don’t be afraid to go “off script” to drill down further for answers. The questions are there to provide guidelines, but
you should certainly add your own questions as needed. If a candidate tells you something interesting during the course of answering
a question, sometimes the easiest way to get them to expand is to say “that’s interesting! Tell me more!”
Be sure to ask behaviour-based interview questions so you’ll get an idea of how your candidate would react in certain situations.
Here are some tips for asking effective behaviour-based questions:
• Ask open-ended questions to encourage the candidate to elaborate on his or her response.
• Ask about past experiences to predict future behaviour.
• Ask questions that invite the participant to indicate his or her sense of style, sales attitude, ability to deal with objections
or obstacles, and ability to increase sales.
• And remember there are some questions that you shouldn’t ask potential candidates. See the table in your Natural
Selection book for more information, and be sure to ask your instructor if you have questions.
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2. AUDITION
After you’ve completed Q&A, it’s time for your candidate to audition on your sales floor. The purpose of the Audition is to see if
the candidate could engage with a Customer and be involved in an effective sales conversation. Your candidate doesn’t need
tons of background and product knowledge to have a great audition. All they need to do is prove they could engage with a
Customer. You’ll be right there to jump in with specific answers and details.
When you’re ready to begin the audition, it’s important to explain the process to your candidate:
. 1. Set the candidate up for success; explain that the candidate will greet any Customers who enter the store and
that you will observe his or her behaviour.
. 2. Let the candidate know that you will provide product information as needed.
. 3. Let the candidate know that selling to Customers is a top priority during their conversation.
If a Customer does not enter the store during the Audition, do role-play with the candidate by identifying the Customer’s need
and helping to identify the best pair of sunglasses. The candidate can feel free to improvise product knowledge as needed.
Here are the things to look for during an Audition. Candidates should:
• Be relaxed and confident.
• Smile and show enthusiasm.
• Make good eye contact with the Customer.
• Demonstrate knowledge about function, style and fashion.
• Speak clearly at an easy pace.
• Stay engaged.
3. JOB PREVIEW
If your candidate acces the Audition, the next step in the first interview, is the
job preview.
You know that Sunglass Hut is a great place to work, but it’s important to be absolutely certain that your candidate is the right
one to excel in our environment. It’s especially important that your candidate be comfortable in a single coverage environment:
Emphasize the positive benefits of working alone, such as the fact that when sales are made, it’s obvious who deserves the
credit.
4. SELL IT
The final step in the first interview is your chance to sell your candidate on Sunglass Hut. Walk through the benefits listed and feel
free to embellish based upon your own experience. It’s important for you to find your own “voice” when talking about Sunglass
Hut benefits. You should be ready to weave them into any conversation with a candidate, anytime, anywhere.
Here are some ideas to get you started:
• Fashion and Function. Help every Customer find their cool and protect their eyes.
• Styles. Access to the hottest brands and styles of sunglasses.
• Environment. A fun place to work and shop.
• Recognition. Sunglass Hut sells fashion and performance, and your smart, stylish sensibilities are considered an
asset here.
• Incentives and bonuses. Top performers are rewarded well.
• Benefits. Our benefits outdo most of our competitors’ benefits.
• Discounts. There’s an employee discount.
• Career Potential. Candidates with an eye toward management will be happy to know that Sunglass Hut loves to
promote from within.
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KEEPING YOUR CANDIDATES
INTERESTED
Don’t forget that your best candidates are most likely talking to other
employers as well. Don’t let them get away. Here are some tips for keeping
your candidates interested and engaged throughout the interview process:
• Set expectations. Throughout the interview process, let the candidate know what to
expect and when. For example, say, “I’ll call you before 2 p.m. tomorrow to set up the
First Interview. It should take about an hour. Here’s what we’ll talk about….”
• Do what you promise. If you say you’ll call or will be in the store for the Interview at 2
p.m., don’t leave the candidate waiting.
• Move quickly. Dragging out the interview process will leave time open for him or
her to seek out other competing opportunities.
•
Confirm the candidate’s interest. Check in with the candidate after each step of the
process. Say, “Does this sound like a good opportunity you’d like to learn more about?” “Do
you have any questions about Sunglass Hut?”
REACTING TO CANDIDATES WHO DECLINE AN INTERVIEW
What happens if a candidate declines an interview?
• Try to maintain the relationship by saying, “It’s okay. Thank you for your time. You’d be a great fit for our company.
I may check in on you from time to time, if you don’t mind, just to see if you’ve given the Sunglass Hut opportunity any more
thought.” When you build a network, you have multiple candidates to choose from and you can build a strong community of
talent before you need them.
Here are some ways to keep candidates in your network so that they may be considered in the future:
• Periodic check-in calls;
• Occasional meetings for coffee or tea before moving on to the Reference Check and the Second Interview, It’s
very important to feel confident in your candidate and be convinced that he or she would be perfect for a job with Sunglass Hut.
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STEP 5: REFERENCE CHECK
Step five of the interview phase is the Reference Check. Find out what you can ask and what you should
be listening for. The purpose of the Reference Check is to hear what others have to say about a potential employee’s
skills and personality. If your candidate has completed a successful first interview, it’s time to check their references. You
will contact the references listed on the candidate’s application to ensure the information the candidate provided is
correct.
Many companies, especially large ones, are only permitted to provide brief information about a former employee. The only
mandatory questions some companies can answer are whether or not the person worked there, the dates of employment and
possibly the person’s salary. Try talk to several people who can provide details about the candidate’s work experience, before
deciding to move on to the next step.
STEP 6: SECOND INTERVIEW
Step six of the interview phase is the Second Interview. This short but crucial interview will help confirm your gut feelings that
your candidate is truly Sunglass Hut material.
The purpose of the Second Interview is to simply get a second opinion. It should be short and sweet—not nearly as long as the
more in-depth First Interview. It’s also the opportunity to verify that all the steps so far are complete—that an Audition
occurred, that a realistic job preview was explained, that the candidate understands everything up to this point.
The Second Interview must be conducted by another Manager. The second interview applies only for Managerial positions.
HR must participate in one of the interviews prior to hiring the candidate. Only present a candidate for a second interview if
you feel really good about them and if you have had a conversation with them about pay expectations.
SELECT PHASE
After going through the first interview, Audition, and Second Interview,
you’re ready to make an offer. In the third and final phase of the Natural
Selection process, you have three final steps to take before you can bring
your candidate on-board.
LETTING A CANDIDATE GO
What if your promising new candidate doesn’t shine in the interview process – or you discover some information that makes
you second guess your choice? Sometimes candidates may make it all the way through most of the interview process but
then demonstrate they are not suitable for employment at Sunglass Hut.
Sometimes a candidate doesn’t pass a step, or sometimes your Supervisor might not agree with you. How do you let a
candidate go? And when in the process do you cut them off? Here are various reasons why candidates don’t make the cut:
• Inflexible schedule. If a candidate isn’t available at nights or on weekends, for example, he or she might not be
the best choice.
• Unrealistic salary expectations. There may be some room for negotiation, but if the candidate’s expectations fall
beyond the accepted range, it’s time to move on.
• Poor nonverbal communication. You can usually tell early on if the candidate isn’t right for Sunglass Hut.
The best candidates present themselves well, make good eye contact, smile appropriately, have positive body language and
generate enthusiasm. Keep looking elsewhere if your candidate is missing these qualities.
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• Interview troubles. The Interview gives the candidate the chance to demonstrate why he or she should be
considered. If they can’t sell themselves, they probably can’t sell sunglasses either. Keep moving.
• Audition issues. This is the candidate’s opportunity to show off some sales skills. If you think your candidate
interacts poorly with the Customer, it’s time to break it off.
There’s really only one thing to say to people who don’t pass the requirements. It’s no. You need to get really good at
getting the “no” message across to candidates who don’t meet our qualifications. Review these suggestions on when
and how to have the “no” conversation with the candidate:
• For Audition problems, say, “I’m very sorry, but we’ve decided to talk with other candidates at this time. Thank
you for your interest, and good luck!”
• Call the candidate and state that he or she didn’t meet the requirements of the contingent offer.
• To retract an offer based on a reference check, say, “I’m retracting the offer because the requirements of the
contingent offer weren’t met.”
STEP 7: CONTINGENT OFFER
The purpose of the contingent offer is to find out if your candidate is really interested in the job while you finalize the
hiring process. After candidates pass all the other steps in the interview process, Sunglass Hut offers candidates
employment on a contingent basis, depending on the results of their background check. The contingent offer is given
verbally.
Call with the good news or ask the candidate to stop by so you can deliver it in person. Let the candidate know you’re making a
verbal contingent offer that’s based upon passing a background check. In your conversation, be sure to tell the candidate the
salary you’ve arrived upon with your Supervisor, and also provide an idea of their starting hours. Also, make sure the candidate
understands that you expect him or her to stay at least a year with Sunglass Hut.
You can give the candidate a day to think about it—after all, we want to be sure they’re agreeing to a long-term commitment.
Ask the candidate to call you back the next day and confirm the decision. If the candidate doesn’t respond back within one
day give the candidate a call and leave one message. If you don’t hear back after leaving a message, it’s time to move on to the
next candidate.
What happens if the candidate declines the offer? Try to get some further information so you can decide whether you
should keep the candidate in your network or consider the candidate for future positions. It might be a simple matter of
timing. The next time you have an opening, this candidate might be a perfect fit.
STEP 8: BACKGROUND
Step eight of the select phase is the background. This important check
will help to ensure your candidate is the type of person they say they are.
After a candidate passes all the other steps in the interview process, but
before a contingent offer can transition into a formal offer, you must
facilitate the background check.
STEP 9: FORMAL OFFER
Step nine of the select phase is the Formal Offer. The purpose of the Formal
Offer is to seal the deal and make the offer final. When the candidate
accepts the contingent offer and passes background check, it’s time to make
the offer a formal one.
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1. THE DETAILED OFFER
PROCESS
For the details on the offer procedure to
follow and Policy to respect, refer to the
section “STEP 1: OFFER OF
EMPLOYMENT” under the “New
Employees-on Boarding Procedure”, in
the Sunglass Hut Store Managers’
Guide.
2. BEFORE STARTING
The Manager or a designated person
responsible for centralised on-boarding meets with the
new employee as scheduled. For the details on the
procedure and Policy, please refer to the section “STEP
2: ONBOARDING MEETING” under the “New
Employees-on Boarding Procedure”, in the Sunglass
Hut Store Managers’ Guide.
3. CANDIDATE’S FIRST DAY
When the candidate arrives for their first day, remember
to warmly welcome the new employee and make sure
they are aware of all the training, support and sales
opportunities that are available:
• Unveil the multitude of benefits and advantages
related to their new job at Sunglass Hut.
• Emphasize the new Sales Consultant’s strong points
- all the reasons why you hired them.
• Ask the new Sales Consultant about their dreams.
• Encourage the new Sales Consultant to grow and
succeed with Sunglass Hut.
• Begin the RUNWAY program for your new Sales
Consultant, and now it’s your turn to be the instructor.
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YOUR SUMMARY: THE MANY HATS OF
A MANAGER
Now that you’ve learned about what it takes to run your store, to coach and
manage your team, you are empowered to own your store’s opportunities and
successes. Just as a full-fledged business owner would, you’ll be balancing the
freedom of owner ship with the responsibility to uphold the values and policies of
Sunglass Hut and Luxottica. In other words, you’re supported by local, regional,
and worldwide experts who believe in you and the talent you bring to the table.
Sunglass Hut is committed to providing you with all the training you’ll need to
perform your many roles expertly. As you grow with Sunglass Hut and Luxottica
Retail, we will provide continued development to help you reach your full
professional potential.
You’re playing a critical role with the company today, but you’re also
being groomed for even bigger roles in the future. We want to watch
you soar. Just like each pair of sunglasses can transform your look, your
demeanour, how you see the world and how the world sees you, each
role you’ll play as a Manager will transform you and the world around
you. Try some of these roles on for size.
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LEADER
At the heart of all that you will do as a Manager, is lead. Leadership is the bedrock of a successful business, and the duties of a
leader are complex. Here are some suggestions to guide you.
• Model the way. Your credibility as a leader depends on you doing what you say you will do and showing your Sales Consultants
the correct example. Instead of simply telling your Sales Consultants to sell more multiple pairs, show them how to do it. This will
set them up for success.
• Inspire a shared vision. Connect your Sales Consultants to the larger vision of Sunglass Hut and Luxottica Retail.
Whether your store operates in a single-coverage environment or a team environment, find ways to remind your Sales
Consultants on a daily basis that you are all working toward a common goal.
• Challenge the process. More specifically, challenge your processes. Look inside to see areas where you can
grow and evolve. It could be about increasing your style credibility or finding a more efficient way to conduct a store coaching
activity. Self-knowledge and willingness to continually improve are keys to great leadership.
• Enable others to act. Empower your Sales Consultants. Delegate tasks to your Sales Consultants to get the job
done, but also delegate more complex tasks as a means of reward. When you give them leadership opportunities, you are
grooming them to advance in their career. After all, you’ll need someone ready to take your job as you move higher in the
company, right?
• Encourage the heart. What gets encouraged gets repeated, what gets discouraged gets avoided. Applaud your
Sales Consultants when they get it right. Feedback and recognition support your team members in their role and carry them to
greater heights. By encouraging the heart, you are ensuring that your employees know they are valued members of the Sunglass
Hut team and that they contribute directly to the success of the organization worldwide. This sense of connection is the single
greatest motivator to peak performance, business results, and Sales Consultant satisfaction.
PROPRIETOR
Sunglass Hut empowers you to “own” your store and gives you the policies and the framework
in which you can do so successfully.
From staffing and cleaning to opening and closing, you are responsible for everything the store
requires. That doesn’t mean you have to do everything yourself; delegate tasks as necessary, and
don’t be afraid to call on your Supervisor or other Managers in your region for advice or
assistance. That’s what being a savvy proprietor is all about: running the show and knowing when
and where to get additional support.
VISUAL EXPERT
Your store needs to reflect the premium designer and performance sunglasses we offer by being a sleek, classic, and properly
merchandised space. A clean and clutter-free store is an integral piece of maintaining the right look, as will showcasing the correct
signage, which changes several times per year.
RECRUITER
A good recruiter knows how to scout for fresh talent, and how to staff their store with diverse Sales Consultants that represent
the diversity of our clientele.
We want everyone in our shopping community to feel comfortable shopping at Sunglass Hut.
Don’t wait until you have an opening to find the right person. Always have potential new Sales Consultants in mind so that you
won’t end up short staffed on short notice. Where have you gotten great service lately? Make a note of the people who gave it to
you. They may be someone to call on later.
NETWORKER
Not only do you need to be a recruiter, you need to be a networker too. That means you’re always meeting new people who could
be potential employees or sources of referrals. Having a healthy network means you’ll always have a pool of resources to draw from
when you’re ready to hire. You learnt about networking in the lessons regarding Natural Selection.
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COACH
At Sunglass Hut, we set clear expectations and teach by example. Your staff will be watching you to see how you interact
with Customers and how you handle the store merchandise. Model the way to ensure your staff learns the right selling skills
and behaviours.
STRATEGIST
As a Manager, you’ve got to think fast on your feet. When life throws your business a curve ball – and it will – you need to
respond with appropriate action.
Be ready to handle anything.
• For example, what do you do if your opening shift Sales Consultant calls you an hour before the store is supposed
to open and says she has the flu and can’t open the store? You know the store must open on time or it runs the risk of being
fined by the mall or property manager. On the other hand, you can’t set the precedent with your Sales Consultants that you’ll
always be available to cover their shifts at the last minute. What would you do?
• Here’s another example: what if an unexpected snow storm hits your part of the country on what would normally be a
busy and profitable weekend? What could you do to drive traffic to the store and make up for the lost sales once the weather
improves?
ACCOUNTANT
Accounting is the backbone of any business. You have to know what’s happening on the bottom line so that you know how and
where to improve. You’ll be responsible for “crunching numbers” on a daily basis: making bank deposits, calculating totals
from sales logs, comparing results to previous years, to name a few.
INVENTORY SPECIALIST
You’ll need to make sure that your entire product is either sold or present and accounted for. It’s no secret that sunglasses are
a hot item, and you can’t sell them if they’ve been lost or stolen.
STYLIST
Customers come to us for the hottest designer frames, and they often need help finding the right frame for their lifestyle. They’ll be
looking to you as the fashion expert. When the Seven Basic Selling Principles are combined with your own style credibility, your
Customers will be happy to take home multiple pairs of hot frames.
PERFORMANCE CONSULTANT
Performance consulting is more than coaching. It’s about looking at financial measures and key
performance indicators to determine specific areas in which your Sales Consultants need
development.
You’ll look at key performance indicators for each Sales Consultant to identify opportunities for
growth. Then, in the role of coach, you can support your Sales Consultant to maximize their selling
potential.
FINANCIAL PLANNER
A part of your day will include comparing your current sales for the day, week, month, and quarter and then comparing them to
the goals set for your store by you and your Supervisor. If your store makes its quarterly goals, your team members are eligible to
earn bonuses and incentives.
Do not underestimate the potential earnings through this program.
MOTIVATIONAL SPEAKER
You can act as a life coach and motivational guru to both your Sales Consultants and
your Customers. As a Manager, you have the power to motivate your Sales Consultants
to believe in themselves and their contribution to the company. You can also encourage
your Customers to experiment with their own sense of style by trying on a bold pair of
sunglasses. The key is to inspire people to become their personal best, whether they are a
teammate or a Customer.
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06
YOUR
TRAINING
CHECKPOINT
PAGE 35

THE APPLICATION QUIZ
1. Think about the leadership behaviors. Which one do you think represents you better?
2. What can you do to emotionally connect with your team? With the customer?
3. If you are doing real time coaching: what does it mean to you?
4. If you see a Sales Consultant not properly executing an operation or demonstrating an inaccurate behavior how would you
provide feedback? Motivate your explanation with an example.
5. What are the coaching role functions?
6. Which are the principles of good performance management?
7. What do you think if you hear from someone of your team asking you: “How do I know if I am doing a good job?” Explain your
idea.
8. What do you have to do when you receive a damaged or opened delivery box?
9. What does the closed loop report inform you about? The store controls report? And the business analysis report?
10. Which are the KPIs? How do you think they relate to beahviors in your store?
And how do you think you can impact them from managing your team?
11. Think about how your store looks like. What type of store do you manage and work in? Tell me something that is unique to your
store type with respect toothers.
12. Which are the common store fixtures in your store?
13.Which are the main steps to executing the front door campaign?
14. Asset protection. What do you do if a team member is stealing?
15. NATURAL SELECTION. Why do you think it is important to adopt it in your daily job? Provide an example of what it might
happen in case you don’t use it.
16.How do you do networking? Why it is so important?
17. What are the things to look for, in a candidate, during the First Interview/Audition?
18. The Many Hats of a Manager. In a few words, what do they mean to? Which is the hat you feel as closest to you in a
developmental perspective, and what plan will you put into place to continue your development?
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