Title Page

  • Conducted on

  • Prepared by

  • Location

Customer First - Build relationships through proactively approaching customers to assist and resolve issues, as well as seeking out and connecting with SUKI's.

  • Have you engaged a minimum of 6 customers during your shift including Prestige or Suki? (Document their feedback in Notes)

  • Have you observed, and coached or recognized every DM interacting with a customer? (Document any opportunities in Notes)

  • Have you handed out a minimum of 5 UYS cards on your shift?

  • Did you observe G.R.E.E.T across all BU’s? (Document observations and action taken to increase add-ons and cross BU selling in Notes)

  • Have you had to respond to any customer concerns today? (Describe situation, action, and outcome in Notes if applicable)

  • Have you observed your security guards interacting with customers during your shift? (Document your observation regarding greeting, assisting and directing customers)

Great People - Strengthen the redefined SM culture through daily evaluation and coaching of DM's and staff.

  • Has pep talk been conducted with DMs?

  • Did you attend one DM pep talk during your shift? (Document any RM attendance and feedback you gave the DM in Notes)

  • Are all DMs of selling departments visible during your shift? (Document any necessary coaching or recognition and specific departments)

  • Are all DMs ensuring their staff is engaged, and recognizing or coaching for appropriate behaviors? (Document any a win and an opportunity, as well as any recognition in Notes)

  • Is all selling leadership and personnel “back on the floor” from 3pm to closing hour? (Document details in Notes)

  • Are any BU RMs in your store during your shift and have shared the RM Visit Guide? (Document top 3 takeaways from their recap with you in Notes)

  • Have you had to resolve conflict today? (Describe situation, action, and outcome in Notes if applicable)

Operational Excellence - Maximize counter/service efficiency, develop ambiance/amenities, maintain RDU/warehouse, and address maintenance concerns in a timely manner.

  • Are all lights operational and AC fully functional in all areas of the store? (Document opportunities and action taken in Notes; include any necessary photos)

  • Are all needed register areas manned, with equipment operational/online, and supplies 100% stocked? (Document opportunities and action taken in Notes; include any necessary photos)

  • Are queues at all register areas at less than 5 customers? (Document any necessary actions taken in Notes)

  • Is the selling area neat, clean, organized and ready for our customer? (Document a win and an opportunity in Notes; include any necessary photos)

  • Are focal fixtures merchandised well in all departments? (Document a win and an opportunity in Notes; include any necessary photos)

  • Did you identify any replenishment gaps and/or service time opportunities on the salesfloor? (Document department and action taken in Notes; include any necessary photos)

  • Are all fitting rooms neat, clean, organized, and within SM standards? (Document a win and an opportunity in Notes; include any photos)

  • Are all restrooms neat, clean, and fully stocked with tissue and soap? (Document a win and an opportunity in Notes; include any necessary photos)

  • Is Prestige lounge including all related facilities neat, clean, organized, and well staffed for our customer? (Document issues in Notes; include any necessary photos)

  • Is RDU neat, clean, organized, and all merchandise forwarded to correct department immediately? (Document issues and describe action taken in Notes; include any necessary photos)

  • Are aisles in all stockrooms clear of any boxes, fixtures, and other obstructions? (Document issues and describe action taken in Notes; include any necessary photos)

Deliver Financials - Direct sales and other income goals through setting, tracking and exceeding branch targets.

  • Is the branch achieving sales goal WTD? (List top 3 focuses in Notes)

  • Have you identified opportunities for additional sales or other income such as mall selling, leasable space, extra areas, or events? (List opportunities in Notes)

  • Is the branch achieving SMAC acquisition goals WTD? (List top 3 focuses in Notes)

  • Are the DMs aware of their performance WTD? (Document top focuses for departments below plan with the highest variance)

Reflection - Critical self analysis to drive continuous improvement

  • What could I have done better today? (Document your identified opportunities and actions to be taken)

The templates available in our Public Library have been created by our customers and employees to help get you started using SafetyCulture's solutions. The templates are intended to be used as hypothetical examples only and should not be used as a substitute for professional advice. You should seek your own professional advice to determine if the use of a template is permissible in your workplace or jurisdiction. You should independently determine whether the template is suitable for your circumstances.