ZH LOD Daily Routine Monthly Audit

• Conducted on

  Date

• Prepared by

• Location
  Address

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

• Does LOD engage a minimum of 6 customers per shift including Prestige and Suki? 1=<4 2=4 3=5 4=6 5=7+

• Notes

• Does LOD consistently spend 80% of their time on the floor? (Document your observations and feedback in Notes)

  Yes

  No

• Does the LOD observe, and coach or recognize every DM interacting with customers daily? 1=<60% 2=70% 3=80% 4=90% 5=100%

• Notes

• Can the DMs speak to the topic of the last coaching received by LOD? 1=<60% 2=70% 3=80% 4=90% 5=100%

• Notes

• Does LOD hand out 5 UYS cards per shift? 1=<4 2=4 3=5 4=6 5=7+

• Notes

• Was UYS an integral part of today's pep talk? (Document your observations and feedback in Notes)

  Yes

  No

• Can LOD explain components of G.R.E.E.T and do they observe it across all BU’s? 1=Not able to explain 2=Able to provide general outline 3=Able to speak to the program 4=Can articulate how execution is impacting store 5=Can clearly observe knowledge and buy in with DMs

• Notes

• Can DMs speak to their last interaction with LOD regarding daily G.R.E.E.T coaching or recognition? 1=<60% 2=70% 3=80% 4=90% 5=100%

• Notes

• Does LOD handle customer concerns appropriately? (Document your observations and feedback in Notes)

  Yes

  No

• Is the store showing a reduction in customer concerns month over month? 1=Increase 2=No Change 3= 5% 4= 10% 5= 10%+

• Notes

• Are security guards interacting with customers appropriately during your visit? (Document your observations and feedback in Notes)

  Yes

  No

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

• Has pep talk been conducted with DMs and can they speak to topics covered? 1=<60% 2=70% 3=80% 4=90% 5=100%

• Notes

• Did you attend one DM pep talk during your visit? <br>(Document your observations and feedback in Notes)

  Yes

  No

• Are all DMs of selling departments visible during your visit? 1= DMs are more focused on backroom and reporting activities than selling, training and providing customer service 2= Some DMs noticeably missing at peak time 3= All DMs are in their departments but can use redirection to provide coaching to their team 4= All DMs are engaged in maximizing selling 5= All DMs are clearly engaged in maximizing selling as well as observing and coaching their team

• Notes

• Is LOD observing DM engagement with their staff, and recognizing or coaching for appropriate behaviors? 1= LOD is not focused on observing DM interaction with staff 2= LOD misses some key opportunities to coach DMs on more effective interaction with staff 3= LOD is aware and provides expected level of guidance to DMs 4= LOD provides excellent direction to the DMs 5= LOD takes every opportunity to coach, train and lead by example

• Notes

• Is LOD ensuring all selling leadership and personnel are “back on the floor” from 3pm to closing hour? (Document your observations and feedback in Notes)

  Yes

  No

• Are any BU RMs in the store during your visit and are they sharing the RM Visit Guide consistently with store leadership? 1= Store must improve partnership with RMs 2= LODs cannot speak to recent RM visits in the store 3= RMs visit store on a regular basis and share feedback 4= LOD can speak to a close and effective partnership with RMs 5= LOD clearly speaks to a close and effective partnership with RMs, while giving specific examples

• Notes

• Does the LOD resolve conflict appropriately when necessary? (Document your observations and feedback in Notes)

  Yes

  No

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? 1= Issues found which have not been identified by LOD today and need to be addressed immediately 2= Most issues have been identified but still need to be communicated to facilities team 3= Acceptable condition and store is following up 4= Minimal customer facing issues identified and have all been communicated to facilities team 5= No customer facing issues identified

• Notes

• Are high traffic register areas manned, with equipment operational/online, and supplies 100% stocked? (Inspect 3 highest traffic counter areas) 1= Issues identified and have not been addressed 2= Inconsistency in readiness 3= 100% stocked and ready for customers 4= 100% stocked, ready 5= 100% stocked, ready for business and clean

• Notes

• Are queues at all register areas at less than 5 customers during your visit? (Document your observations and feedback in Notes)

  Yes

  No

• Is LOD observed making appropriate personnel moves when more than 5 customers in line? (Document your observations and feedback in Notes)

  Yes

  No

• Is the selling area neat, clean, organized and ready for our customer? 1= Store is not well recovered with major concerns which have not been addressed by LOD 2= Several fixtures are not recovered and have not been addressed by the LOD 3= Store is acceptable and ready for the customer 4= Store is recovered well with some departments ready to wow the customer 5= Store presentation is unbelievable

• Notes

• Is LOD observed addressing fixtures filled beyond capacity and coaching DM or demos? (Document your observations and feedback in Notes)

  Yes

  No

• Are focal fixtures merchandised well in all departments? 1= Numerous display concerns which have not been addressed by LOD 2= Pointed out displays needing attention to LOD during store walk 3= LOD is addressing anything of concern 4= All main doors ready with some secondary displays needing attention 5= All focal displays ready for customer

• Notes

• Are merchandising guidelines being followed and customers greeted with impactful displays at all entrances? (Document your observations and feedback in Notes)

  Yes

  No

• Did you identify any replenishment gaps and/or service time opportunities on the salesfloor? (Document your observations and feedback in Notes)

  Yes

  No

• Has the LOD communicated any inventory concerns to, and is following up with the appropriate BU? 1= LOD has not identified or communicated key inventory concerns 2= LOD has missed communicating some key inventory concerns 3= Most inventory concerns have been identified and communicated to the appropriate BU 4= All inventory concerns have been identified with most already communicated to the appropriate BU 5= All inventory concerns have been identified and communicated to the appropriate BU

• Notes

• Are fitting rooms neat, clean, organized, and within SM standards? 1= Issues found which have not been identified by LOD today and need to be addressed immediately 2= Most issues have been identified but still need to be communicated to facilities team 3= Acceptable condition and store is following up 4= Minimal customer facing issues identified and have all been communicated to facilities team 5= No customer facing issues identified

• Notes

• Are restrooms neat, clean, and fully stocked with tissue and soap? 1= Issues found which have not been identified by LOD today and need to be addressed immediately 2= Most issues have been identified but still need to be communicated to facilities team 3= Acceptable condition and store is following up 4= Minimal customer facing issues identified and have all been communicated to facilities team 5= No customer facing issues identified

• Notes

• Is Prestige lounge including all related facilities neat, clean, organized, and well staffed for our customer? 1= Issues found which have not been identified by LOD today and need to be addressed immediately 2= Most issues have been identified but still need to be communicated to facilities team 3= Acceptable condition and store is following up 4= Minimal customer facing issues identified and have all been communicated to facilities team 5= No customer facing issues identified

• Notes

• Is RDU neat, clean, organized, and all merchandise forwarded to correct department? 1= RDU is an issue and has not seen adequate attention by LOD 2= RDU needs some attention and residual stock forwarded to appropriate department 3= RDU is neat, clean, and organized and stock scheduled to be forwarded to appropriate departments 4= RDU is neat, clean, and organized with minimal residual stock in process of being forwarded 5= All stock forwarded to appropriate department immediately and RDU neat, clean and organized

• Notes

• Can RDU manager speak to daily coaching and/or recognition by LOD with specific examples? (Document your observations and feedback in Notes)

  Yes

  No

• Are aisles in all stockrooms clear of any boxes, fixtures, and other obstructions? 1= Stockrooms are not to SM standard and need to be addressed immediately 2= Residual boxes in aisles, and stocking not being completed in a timely manner 3= Stock in process of being stocked but managed timely 4= All aisles clear with minimal stock in process of being completed 5= All aisles clear and stockroom neat, clean, and organized

• Notes

• Are any unstocked boxes missing dates and can LOD speak to the reason? (Document your observations and feedback in Notes)

  Yes

  No

• Are all pullouts dated and being addressed within appropriate time frame? (Document your observations and feedback in Notes)

  Yes

  No

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

• Is the branch achieving sales goal WTD? 1= <95% 2= 95% to 99.99% 3= 100% + 4= 102% + 5= 105% +

• Notes

• Can the LOD speak to the action plan if branch is not tracking to hit plan? (Document your observations and feedback in Notes)

  Yes

  No

• Has the store identified all available opportunities for additional sales or other income such as mall selling, leasable space, extra areas, or events? (Document your observations and feedback in Notes)

  Yes

  No

• Can LOD speak to most recent conversation and outcomes with mall management? (Document your observations and feedback in Notes)

  Yes

  No

• Is the branch achieving SMAC acquisition goals WTD? 1= <95% 2= 95% to 99.99% 3= 100% + 4= 102% + 5= 105% +

• Notes

• Can the LOD speak to the action plan if branch is not tracking to hit plan? (Document your observations and feedback in Notes)

  Yes

  No

• Are DMs aware of their performance WTD? (Document your observations and feedback in Notes)

  Yes

  No

• Observe LOD speak with bottom performers to determine if their planned actions are appropriate to meet salesplan for the week. 1= LOD misses opportunities to address action plans of bottom performers affecting the stores business 2= LOD has conversations with some but not all bottom performers affecting the business negatively 3= LOD has conversations with poor performers and challenges them to improve today's performance 4= LOD provides good coaching and direction to exceed sales targets for the week 5= LOD provides excellent coaching and direction to maximize sales and commitment from team to impact long term

• Notes

Store Feedback

• What were the top 3 wins from your visit that were discussed with the LOD? (Document your observations and feedback in Notes)

  Yes

  No

• What were the top 3 opportunities from your visit that were discussed with the LOD? (Document your observations and feedback in Notes)

  Yes

  No

LOD Daily Routine Tool Utilization

• Does LOD complete the tool on the salesfloor? 1= LOD completes tool mostly in the backoffice 2= <80% completed on slaesfloor 3= 80% completed on slaesfloor 4= 90% completed on salesfloor 5= 100% completed on salesfloor

• Notes

• Does LOD share completed tool via email?

  Yes

  No