We identify our “Everyday Retail Presence” as a core strategic competency, reflecting the pivotal role of our stores in driving bottom line performance. The success of the store is in turn driven by the store manager and their teams. The stores can be complex and require the store manager to be accountable for the execution in his/her four walls along with building and maintaining positive community relationships.
Store capabilities are driven by the following principles:
- Our store employees must be treated as the most important individuals in our company.
- Our store employees need to be able to focus their time and efforts on running stores and maintaining community relationships and with resources scarce and expensive, the clear implication is that store work must be highly selective.
- All store work must be tested, proven and continuously streamlined to maximize effectiveness.
- Work that can be done outside our stores at equal or at even slightly higher costs should be taken out of the stores.
In 2013, we took a close look at our Iqaluit store to find ways to simplify operations at a store level; such as having the right people, in the right roles at the right time.
This study resulted in a deeper understanding of how each role contributes to the store. We also learned how to make store activities more efficient across all stores by streamlining processes and leveraging technology.
In the year ahead, we will continue to build on Iqaluit’s model by setting standards of operational excellence and providing the programs and services needed to make them a success.
These standards will benefit North West by:
- Increasing sales and profitability
- Improving customer service and satisfaction
- Building community relationships
- Reducing shrink and waste
- Increasing productivity and retention
- Strengthening workforce capability and engagement