changes and plans. It is important to recognise that the standard (senior level) business indicators such as profit margin and wage costs do not drive bottom line sales on the shop floor. You cannot walk up to a Salesperson and say ôWe did 80% of budgeted sales û please increase your performance.ö ThatÆs like the manager of a football team saying to a player ôWe lost the past few games û you have to do better.ö To the salesperson or player the information is useless û they cannot see a clear reason for their æunder performanceÆ. What sports coaches do is take the Team ManagerÆs expectations (of winning) and filter them down to each individual player on the team û so each player can win for them (and the team). The coach measures performance of a few highly enlightening KPIÆs that tells the players exactly in which areas to improve. In soccer it may be recording the ônumber of times a player touched the ballö, or ônumber of attempts at goal.ö In baseball the coach could track ônumber of players on 3rd baseö or ônumber of strike outsö etc. It is common practice in retail to employ only five (5) KPIÆs to track individual performance and deliver the on-target information for coaching purposes û more than five and the reporting system is too complex, confusing, and ambiguous. The five KPIÆs for retailers are: Sales per hour - a statistic tells us about the speed at which each individual salesperson is selling or attending to customers compared to everyone else on the shift. Average Sale û the average selling price of each individual salesperson compared to everyone else on the shift û higher averages show a greater knowledge of product as the salesperson is able to sell higher ticket items. Low statistics reveal the salesperson lacks skill in either product knowledge or effective probing. Items Per Sale û tells us about the ability of the salesperson to add-on to a sale. Conversion Rate û tracks how many visitors to the store are turned into customers. Wage to Sales Ratio û compares a salespersonÆs hourly wages to hourly sales. This KPI identifies your clear performers and underperformers û and their value to you. The most common reason retailers do not track the five vital KPIÆs at a staff (team player) level, is their inability to easily and quickly, record and calculate data, to create meaningful reports. After all, one needs to track hours worked, set goals, track planned versus actual performance, and somehow level the playing field for all Salespeople. It
piece
is
an
abstract
triptych
that
I
found
while
I
was
in
Atlanta
buying
religious
paintings
The
piece
was
called
Guardian
Angel
and
I
love
it
My
patrons
fell
in
love
with
it
as
well
They
have
asked
me
to
track
down
the
artist
and
see
if
he
has
anymore
religious
paintings
available
The
only
religious
paintings
that
I
actually
do
not
buy
are
ones
that
reflect
the
image
of
Jesus
on
the
cross
I
don’t
have
a
problem
with
them
some
of
them
are
extremely
well
done
and
would
more
than
likely
sell
well
but
my
investors
made
it
very
clear
when
they
financed
the
gallery
that
I
would
not
put
that
image
into
it
PPPPP
683
Ajello
Candles
The
motto
of
the
Ajello
Candle
Company
is
“It’s
better
to
light
a
candle
than
to
curse
the
darkness”
This
candle
making
company
has
been
in
business
since
1775
The
business
has
been
family
owned
for
seven
generations
The
candles
from
Ajello’s
are
well
known
for
their
beauty
and
quality
While
they
make
more
candles
now
than
in
1775
their
dedication
to
quality
and
to
customers
has
never
changed
The
Ajello
Candle
Company
was
founded
by
Rafael
Ajello
an
Italian
painter
He
was
also
a
beekeeper
so
he
tried
his
hand
at
using
bees
wax
to
create
candles
He
worked
hard
to
create
a
formula
that
worked
well
The
formula
combined
with
his
outstanding
artistic
ability
lead
to
the
birth
of
the
Ajello
Candle
Company
In
1785
the
company
earned
the
honor
of
creating
all
the
candles
for
the
Vatican
He
and
his
wife
ran
the
business
keeping
their
children
involved
in
the
processes
from
an
early
age
As
time
went
on
their
children
and
grandchildren
kept
the
business
running
as
well
as
passed
the
family
business
on
to
their
children
By
1862
the
company
had
established
itself
as
a
leader
among
the
candle
making
industry
They
had
also
added
perfumes
and
many
.
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