1. Driving Retail
between Structures,
Processes and Costs using
„ M o du l a r “ S a l e s O p e r a t i o n s O p t i m i s a t i o n
March 2013
R u d o l f B a rt e l s –
R B C R etai l B u s i n es s C on s u l tan cy

2. Approach: The bottom-up Solution in three Phases of what seems to be a Contradiction
1. Decrease Costs 2. Increase Sale Readiness
 Set slim structures:
Widen competences /  Align frequency response
Decrease guidelines with staff planning
 Set clear rules :
Organise workflows
 Reduce the comfort zone :
Increase availability
Approach
Phase 1
Defining Processes:
Reduce and/or optimise
Phase 2
Planning Capacity:
Adapt principles and structures
Phase 3
Implementing Systems:
Define optimised workforce planning controlling tools
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RBC Re t a i l Bus i ne s s Cons ul t a nc y

3. Tool Box RBC
Coordinated and communicating tools support the project implementation and ensure sustainable project results.
Store Master
Data base with all necessary customer information on complete store portfolio. Base for determination of potentials.
Including floor space data, staff capacity data`s, Sales Driver, necessary P&L data.
1. Defining 2. Planning 3. Implementing
Processes Capacity Systems
Prozess Master Staff Master PEP Master
Adjusted process description as Standardised staff capacity Policy decisions, requirement
base for the process inventory in determination for all stores, definition, Parameterisation,
defined stores. Comparison to reference years Weighting of influencing factors
Store Productivity Master Salary Master Store PEP Master
Store “as-is” and “should-be” Standardised salary guidance for all Flexibility matrix (3 years) on
processes, showing potential´s stores based on staff matrix, defined capacity
immediate-,medium-.and long term Alignment to reference years
Report Master Report Master Report Master
Summary of store portfolio and Summary of store portfolio and Summary of store portfolio and
showing possible total potential showing possible total potential showing possible total potential
Rudol f Bar t el s –
RBC Re t a i l Bus i ne s s Cons ul t a nc y

4. Process Map RBC
Coordinates elements are leading to limited financial costs and improve sale readiness
1. Defining 2. Planning 3. Implementing
Processes Capacity Systems
1.1 2.1 3.1
Data Collection Key Performance Determination of
Indicators (KPI‘s) Weakness
1.2 2.2 3.2
Process Description Headcount Report Policy Decisions
/Parameterisation
1.3 3.3
Process Inventory & 2.3
Requirements for
Rating Staff- & Salary-Matrix
Customer Service
1.4 2.4 3.4
Potentials & Effects Readiness Check Requirements for
Staff Structure
1.5 3.5
2.5
List of action (rough) Weighting of
Productivity Year
influencing factors
1.6 3.6
Action Plan 2.6
Controlling Tools &
Budgeting Processes
Deviations
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5. 1. Defining
Results from Processes : Action List (rough)
The fields of operation and potential effects will be allocated to the three phases “short-, mid- or long term” decisions
with increasing efforts in time and money to realise.
Short term Mid term Long term
9,3 Customer service
Customer Service
Avoiding duplication Adjusting KPIs
of efforts 28,5
10,7 29,1 30,1
(e.g. electronic lists Changing process
and paper printouts ) responsibilities of Implementing
Cashier
Cashier Service
10,1 departments reports &
Adjusting store bonus system
0,4 stockroom Changing delivery
10,7 10,7 10,7 Admin
Admin
processes window (time / Streamlining
rhythm) processes for
Implementing 7,3 7,3 6,3
functional jobs
changed / new 0,3 Adjusting Allocation 0,3 0,3 Outbound
Outbound
guidance from
headquarter Defining structure of Implementing floor
55,9 staff planning merchandise ready
Restructuring Instore
Instore
VM store efforts Defining loss
45,3 prevention 45,3 45,3
Defining back office requirements
requirements Inbound
Inbound
New guidance
Managing customer service
personnel expenses
13,6
7,9 7,3 7,3
As-is "No Brainer" Structural Reorg To-be
As-is Short term
Quick Solution Mid term
Solution Should be
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6. 2.Planning
Results from Capacity
: Readiness Check Staff- and Salary-Matrix
With two structural instruments bases on headcount, complex store structures get transparent
Rudol f Bar t el s –
RBC Re t a i l Bus i ne s s Cons ul t a nc y

7. 3.Implementing
Results from Systems : Evaluated Parameters for Staff Planning Requirements
Typical influencing factors on staff planning. The non-sales driven factors need strategic decisions.
• Positioning • # Transactions
• Assortments • Development ATV
• Minimum Staffing Sales Units • Share NOS
• VM Policy • #Cash Desks-,
• Cost Budget • Cashier Processes
?% ?% • SQM of Storage
• Store Logistics
?% ?%
• SQM / FTE
• Number of floors
• Minimum Staffing
SQM Sales Floor/ Frequency • Conversion Rate
• Location of Storage Store • Service Level
• SQM of Storage • Average Ticket Value
• Shrinkage • Unit per Ticket
Rudol f Bar t el s –
RBC Re t a i l Bus i ne s s Cons ul t a nc y

8. DON‘T ONLY MANAGE–MOVE
Rudolf Bartels
Ina - Seidel - Str. 64
40885 Ratingen
Büro +49(0)2102 308664
Mobil +49(0)172 – 7911581
E-Mail rbc@rudolfbartels.de
Web http://www.rudolfbartels.de
Rudol f Bar t el s –
RBC Re t a i l Bus i ne s s Cons ul t a nc y