1. Identify key areas that deliver the X factor to our performance:-
 Manpower shortage
 Shortage of manpower is a serious problem afflicting the entire business. The problem is particularly
evident due to the inability to meet the rapidly growing business requirements.
 What is also a matter of concern is that it seriously restricts the scope for taking up new activities which
is not only inevitable at times but it also could be the critical requirements in the large interest of the
organization
 The link between manpower and company projects is fairly simple as both of them are directly
proportional to each other. The more people are available to work, the faster projects can be completed or
the more projects the company can take of. The lack of productivity translates into a reduction in
revenue and profit, which in some cases means the business can't stay operational.
 As per the current scenario, we are short by 35% of the required financial budget. Still with the current
staff status we have been able to capitalize the budget. However if we fulfill the deficit by at least 25% of
the remaining resource gap i.e. 53 we would be in a position to achieve 110% of the allocated budget.
MONTH ACHIEVEMENT STAFF AVAILIBILITY AS PER NORM RESOURCE GAP
GAP AS % OF SALES
REQUIRMENT
QUARTER 1
JULY 97% 387 597 210 35%
AUGUST - - - - -
SEPTEMBER - - - - -

2. STORES
GRAD
E
AREA (SQ
FT)
AVAILABL
E STAFFS
OPTIMUM
REQUIRM
NETS AS
PER AREA
RESOURC
ES GAP
GAP AS %
OF AREA
REQUIRMEN
T
JULY
BUDGET
YEARLY
BUDGET
SALES
PER DAY
OPTIMUM
REQUIRMN
ETS AS PER
SALES
RESOURC
ES GAP
GAP AS %
OF SALES
REQUIRMEN
T
CP -
Takasusi A+ 21,447 15 29 14 48% 100% 27,821,601 77,068 26 11 42%
CP -
Alqassim A+ 10,770 10 14 4 30% 94% 15,230,091 42,189 14 4 29%
CP - King
Abdulla St A+ 20,251 22 27 5 19% 91% 54,256,026 150,294 50 28 56%
CP - Tabuk
A+ 12,722 12 17 5 29% 93% 20,886,951 57,859 19 7 38%
CP - Abha
A+ 17,221 15 23 8 35% 86% 25,708,954 71,216 24 9 37%
CP - Hail
A+ 12,313 11 16 5 33% 95% 17,958,527 49,747 17 6 34%
CP - Exit 9
A+ 19,865 22 26 4 17% 95% 59,714,293 165,414 55 33 60%
CP -
Khurais
Road A+ 18,367 16 24 8 35% 99% 36,067,026 99,909 33 17 52%
CP -
Mansoora A+ 19,324 17 26 9 34% 110% 22,283,150 61,726 21 4 17%
CP - Al
Kharj A+ 14,058 12 19 7 36% 97% 17,826,069 49,380 16 4 27%
CP -
Buraida A+ 12,648 13 17 4 23% 91% 30,605,673 84,780 28 15 54%
CP - Badiya
A+ 19,929 19 27 8 28% 106% 24,834,189 68,793 23 4 17%
CP -
Rabuwa A+ 17,731 16 24 8 32% 91% 27,754,099 76,881 26 10 38%
CP - Jizan
A+ 18,054 14 24 10 42% 92% 25,538,350 70,743 24 10 41%
CP - Gallery
A+ 18,417 20 25 5 19% 98% 33,147,536 91,821 31 11 35%
Total
253,117 234 337 103 31% 96% 439,632,536 1,217,819 406 172 42%
Babyshop “A” Grade Stores

3. Babyshop “B” Grade Stores
Available staff, Optimum staff and Resources Gap
STORES
GRAD
E
AREA
(SQ FT)
AVAILABLE
STAFFS
OPTIMUM
REQUIRMNET
S AS PER
AREA
RESOUR
CES GAP
GAP AS % OF
AREA
REQUIRMENT
JULY BUDGET
YEARLY
BUDGET
SALES
PER DAY
OPTIMUM
REQUIRMNET
S AS PER
SALES
RESOURCE
S GAP
GAP AS %
OF SALES
REQUIRME
NT
CP - Exit - 17 B+ 18,156 12 24 12 50% 102% 17,160,653 47,536 16 4 24%
CP - Salaam
Mall B+ 10,462 11 14 3 21% 91% 17,613,459 48,791 16 5 32%
CP - Al Jouf B+ 7,701 11 10 -1 -7% 99% 12,121,743 33,578 11 0 2%
CP - Othaim
Khurais B+ 9,432 11 13 2 13% 104% 19,311,756 53,495 18 7 38%
CP - Al Qasr
Mall B+ 15,640 15 21 6 28% 87% 21,177,251 58,663 20 5 23%
CP - Tabuk-2 B+ 11,109 11 15 4 26% 112% 13,474,408 37,325 12 1 12%
CP - Dawadmi B+ 6,985 7 9 2 25% 125% 8,080,538 22,384 7 0 6%
BS - Najran B+ 8,706 9 12 3 22% 116% 11,149,723 30,886 10 1 13%
BS- Garden
Mall-Hail B+ 5,369 4 7 3 44% 78% 8,059,225 22,325 7 3 46%
BS - Pada
Mall-Buraida B+ 8,812 5 12 7 57% 87% 6,428,605 17,808 6 1 16%
Total 102,373 96 136 40 30% 100% 134,577,361 372,790 124 28 23%

4. Babyshop “C” Grade Stores
Available staff, Optimum staff and Resources Gap
STORES
GRAD
E
AREA
(SQ FT)
AVAILABL
E STAFFS
OPTIMUM
REQUIRM
NETS AS
PER AREA
RESOURC
ES GAP
GAP AS %
OF AREA
REQUIRME
NT
JULY
BUDGET
YEARLY
BUDGET
SALES
PER DAY
OPTIMUM
REQUIRM
NETS AS
PER
SALES
RESOURC
ES GAP
GAP AS % OF
SALES
REQUIRMENT
BS -
Majardah C+ 4,315 3 6 3 48% 123% 4,726,310 13,092 4 1 31%
BS- Unaiza C+ 3,217 3 4 1 30% 87% 5,641,973 15,629 5 2 42%
BS - Citymall
Shifa C+ 5,457 4 7 3 45% 99% 8,739,106 24,208 8 4 50%
BS - Al Rass C+ 7,215 4 10 6 58% 104% 7,077,439 19,605 7 3 39%
BS - Abu
Arish C+ 5,977 6 8 2 25% 103% 6,186,382 17,137 6 (0) -5%
BS - Khamis
Avenue C+ 5,622 6 7 1 20% 103% 8,259,259 22,879 8 2 21%
BS- Rose Mall
Najran C+ 8,070 6 11 5 44% 141% 5,208,715 14,429 5 (1) -25%
BS- Dowma C+ 6,456 3 9 6 65% 85% 3,764,087 10,427 3 0 14%
CP - Sharorah C+ 7,102 6 9 3 37% 57% 7,181,421 19,893 7 1 10%
BS - Rehana C+ 8,425 7 11 4 38% 94% 7,927,182 21,959 7 0 4%
BS- Zulfi C+ 6,843 9 9 0 1% 120% 7,177,347 19,882 7 (2) -36%
Total 68,699 57 92 35 38% 101% 71,889,222 199,139 66 9 14%
NOTE: No doubt the fact that the present staff strength is not sufficient enough to carry out the routine statistical
functions at satisfactory level and also to undertake the statistical activities in new areas.

5. Identify key areas that deliver the X factor to our performance:-
 Stock Replenishment
 The stock replenishment provides a powerful tool and a unique competitive advantage to our
organization. First the forecasting can help predict what customers will buy, reducing inventory carrying
cost of unwanted goods while ensuring the customers that we carry the items as per there demand
 Two much stocks can result in lower margins, high inventory cost and excess damage as stocks remain
in house too long. However shortage can be even worst as customers who can’t get an item in a
reasonable time may call the competitor. This is a loss opportunity for the business.
 To overcome such issues in future we need to accurately forecast demand for inventory items and adjust
the calculation by warehouse, customer, season, product group or an individual item
 Maximize the revenue and customer satisfaction by minimizing the chance of stock outs. Simultaneously
reducing the inventory carrying cost by accurately stocking the warehouse. The bottom line is that the
inventory fulfillment increases sales, margin and cash flow and lower the cost.
 As per the current scenario the buying stock is not sufficient enough to fulfill the gap. We require 15%
extra stocks prior to the commencement of winter season to meet the requirement of achieving 110%
 Customer service
 Changing economic dynamics, diverse choices in product and services, numerous shopping formats and
unparallel access to information has empowered the customer to expect more from there retail
experience.
 The customer interacts the retailer multiple time before during and after the purchase. So, it is
important for us to provide complete and consistent customer experience across these channels.

6. Identify key areas that deliver the X factor to our performance:-
 In the purchase phase, the customer takes the buying decision on the product and pays for it. Various touch
points in this phase include the web, the physical store sales associates, assortments, layouts, etc.In the
service phase, the customer service and loyalty programmes are the key touch points that the retailer has with
the customer. After sales customer service includes installation of an appliance or return and exchange of
merchandise.
 In the service phase, the customer service and the loyalty programme are the key touch points that we need to
have with the customer. Today the consumers are looking for a personalized, seamless and distinctive
experience from us. Keeping fashions exciting helps engage and retain customers, results in sales, generates
repeat traffic etc.
 It is important to stay connected with the customers to remain the top of the mind recall when they shop.
Since the store staff members act as a brand ambassador for the stores. They are in direct contact with the
customers at various touch points and deliver the experience. So, continuous investment is required in the
training and coaching of staff to deliver on customer expectation.
 The consumer wants sharply priced, fashionable apparel to expand their wardrobe both at the workplace and
at home. They no longer want to dress up just for work, they also want to look good implying access to choice
and range. From the time the customer enters the store to when he/she leaves the store, he/she must have
good experience across several touch points that includes interacting with staff, after sales experience, billing
at the POS and the store ambience.
 Keeping the above factors into consideration and to reach the target of 110% we will try to focus upon sales
per hour, average sales, items per sale, conversion rate and wages to sales ratio.

7. Identify key areas that deliver the X factor to our performance:-
NOTE:-
 Sales per hr- Statically will try to compare one sales person with the other and try to determine who is
efficient in selling and attending the customer
 Average sale- Statically will try to compare the average selling price of a salesperson. The higher
statistics will show that the person has a wide knowledge on the product and the less statistics reveals
that he lacks the product knowledge or effective description
 Wages to sales ratio- This will give us a graph comparing the hourly wages of a sales person to hourly
sales they have made . It will help us to determine their performance level and how effective they are.
 We need to build a sustainable business model given that the gestation period for success in the retail sector
is long. Sustainable product pricing , offering products that imply longevity, expanding operations in a
calibrated but determined manner , are some of the ways in which we can convey our commitment to building
a long term presence.