Become a Sunglass Hut Manager

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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. 1 2 3 4 5 6 PAGE 49
06 YOUR TRAINING CHECKPOINT PAGE 35
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UNITED KINGDOM IRELAND NETHERLANDS
Page 4 and 5: INDEX: YOUR ROLE AS A MANAGER Your
Page 6 and 7: BECOME A SUNGLASS HUT MANAGER The s
Page 8 and 9: PAGE 2
Page 10 and 11: YOUR GENERAL FUNCTIONS • Be respo
Page 14: 03 THE ART OF COACHING
Page 17 and 18: SET YOUR VISION There are certain e
Page 19 and 20: THE FOUR STAGES OF COACHING APPLIED
Page 21 and 22: THE BOTTOM LINE: WHAT’S IN IT FOR
Page 23 and 24: MEANINGFUL PERFORMANCE CONVERSATION
Page 26 and 27: INSTORE OPERATIONAL GUIDELINES As a
Page 28 and 29: STOCK MANAGEMENT & PETTY CASH Our s
Page 30 and 31: THE BUSINESS ANALYSIS REPORT: INSIG
Page 32 and 33: VISUAL MERCHANDISING: COMMON STORE
Page 34 and 35: INTRO TO FRONT DOOR CAMPAIGN Now th
Page 36 and 37: MERCHANDISING RESOURCE RECAP Now yo
Page 38 and 39: ASSET PROTECTION: TRUSTING YOUR CUS
Page 40 and 41: REFUND AND EXCHANGES As a Manager,
Page 44 and 45: Great talent is widely available an
Page 46 and 47: STEP 3: YOUR APPROVAL PROCESS After
Page 48 and 49: KEEPING YOUR CANDIDATES INTERESTED
Page 50 and 51: • Interview troubles. The Intervi
Page 52 and 53: YOUR SUMMARY: THE MANY HATS OF A MA
Page 56: THE APPLICATION QUIZ 1. Think about
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