A CCTV is used to monitor all activities in store area such as
Customer entrance
Other entrance, such as: receiving area, garbage, disposal area,
employee entrance, emergency exits, etc
Primary cash register area and additional cash registers in sales
floor, such as: Cigarette and pharmacy counter, Ready To Eat
(RTE) counter, electronic counter, etc
Banking and banker’s area
High shrinkage area, baby food, milk, cosmetic, electronic, skin
care, hair care, etc.
Storage area
Other locations that needs continuous monitoring
B CCTV staff record all store activities taken by the CCTV on daily basis
C CCTV staff coordinate and communicate with under cover Loss Prevention Staff in
handling theft.
D The CCTV system should be operated 24 hours each day, every day along a year,
except if there is any other policy.
E All recording from the CCTV shall not be lent or given to third parties for
whatever reasons outside store premises
F Restrictions/ Not Allowed Activities
Bringing of food and drink in the operator’s table.
to prevent accidents that may damage CCTV equipment
Running video player, VCD/DVD for other film (not official).
This shows negligence in monitoring store activities.
Watching television can only be allowed during emergency situations with
instructions from store general manager or with approval from LP
Division – Head Office (LP General Manager/Manager).
G.CCTV room is not a deposit area for goods except if said goods are used
as evidences.
H. Accessing this room is limited to
Staff, LP Division – HO
Store Management (Division Manager and Up)
CCTV vendors intended to check CCTV system of Control Room must
have a permit and accompanied by Store Manager and/or CCTV staff
August 18, 2010
August 14, 2010
CCTV System Guideline
CCTV System Guideline
A.CCTV is used to monitor all activities in store area such as
Customer entrance
Other entrance, such as: receiving area, garbage, disposal area,
employee entrance, emergency exits, etc.
Primary cash register area and additional cash registers in sales
floor, such as: Cigarette and pharmacy counter, Ready To Eat
(RTE) counter, electronic counter, etc
Banking and banker’s area
Area High Shrink; Baby Food, Milk, Cosmetics, Elektronik, Skin care, Hair Care dll
High shrinkage area, baby food, milk, cosmetic, electronic, skin
care, hair care, etc.
Storage area
Other locations that needs continuous monitoring
B CCTV staff record all store activities taken by the CCTV on daily basis
C.CCTV staff coordinate and communicate with under cover Loss Prevention Staff in handling theft.
D The CCTV system should be operated 24 hours each day, every day along a year, except if there is any other policy.
E All recording from the CCTV shall not be lent or given to third parties for
whatever reasons outside premises of PT Hero Supermarket Tbk.
F Restrictions/ Not Allowed Activities
Bringing of food and drink in the operator’s table.
to prevent accidents that may damage CCTV equipment.
Running video player, VCD/DVD for other film (not official). This shows negligence in monitoring store activities.
Watching television can only be allowed during emergency situations with instructions from store general manager or with approval from LP
Division – Head Office (LP General Manager/Manager).
CCTV room is not a deposit area for goods except if said goods are used
as evidences.
G Accessing this room is limited to
Staff, LP Division – HO
Store Management (Division Manager and Up)
In-Store LP Officer
Supervisor LP
LP Supervisor
H CCTV vendors intended to check CCTV system of Control Room must
have a permit and accompanied by Store Manager and/or CCTV staff
A.CCTV is used to monitor all activities in store area such as
Customer entrance
Other entrance, such as: receiving area, garbage, disposal area,
employee entrance, emergency exits, etc.
Primary cash register area and additional cash registers in sales
floor, such as: Cigarette and pharmacy counter, Ready To Eat
(RTE) counter, electronic counter, etc
Banking and banker’s area
Area High Shrink; Baby Food, Milk, Cosmetics, Elektronik, Skin care, Hair Care dll
High shrinkage area, baby food, milk, cosmetic, electronic, skin
care, hair care, etc.
Storage area
Other locations that needs continuous monitoring
B CCTV staff record all store activities taken by the CCTV on daily basis
C.CCTV staff coordinate and communicate with under cover Loss Prevention Staff in handling theft.
D The CCTV system should be operated 24 hours each day, every day along a year, except if there is any other policy.
E All recording from the CCTV shall not be lent or given to third parties for
whatever reasons outside premises of PT Hero Supermarket Tbk.
F Restrictions/ Not Allowed Activities
Bringing of food and drink in the operator’s table.
to prevent accidents that may damage CCTV equipment.
Running video player, VCD/DVD for other film (not official). This shows negligence in monitoring store activities.
Watching television can only be allowed during emergency situations with instructions from store general manager or with approval from LP
Division – Head Office (LP General Manager/Manager).
CCTV room is not a deposit area for goods except if said goods are used
as evidences.
G Accessing this room is limited to
Staff, LP Division – HO
Store Management (Division Manager and Up)
In-Store LP Officer
Supervisor LP
LP Supervisor
H CCTV vendors intended to check CCTV system of Control Room must
have a permit and accompanied by Store Manager and/or CCTV staff
Merchandise Displaying Guidelines
Download here for store display
display 1 Display 2 Display 3 display 4 Display 5
Retail display merchandisers are one of the key factors that you should consider because they are the store fixtures that hold your merchandise together. Whether these are clothing displays, sun glass displays, slat wall displays, hat displays or other point of purchase displays, they hold your products and arrange them accordingly.
I order to keep our customer spent their time longer in the store we should have considering the merchandise display follow:
a. Easy for customers to know and understand the items
•should be vertical position
b. Easy to be seen
•The main side must be facing front
•Face Out
c. Easy to choose
d. Easy to be retrieved and returned
e. Not easily mixed up/put in disarray
•Products in one grouping
•Provision for display facilities: acrylic dividers, etc.
Display types
a.Normal shelving
Display for regular product
b.Wing stage
c. Face Out
d.Gondola end
e.Densing up
f.Floor display
g.Clip strip
h.End cap display
There are three main categories of retail store display based on store type:
1.Floor Stands are retail displays, which can be placed anywhere on the retail floor and host a variety of product categories. It is the most often deployed display type, because it can withstand a huge amount of product weight for a very long time.
2.Counter retail displays are put on tables and counters where space is really limited. They often entice impulsive shoppers to buy items while waiting to check out.
3.Retail signs have a high impact on product branding and are often combined with retail displays to emphasize a products feature. Some of very simple but highly effective merchandising solutions can be little more than an eye-catching well-placed retail sign.
Now, how do you set up your ideal retail store fixtures? Here are a few tips:
1.Analyze and study your product's features. First of all consider the weight, shape, size and color of the product you would like to promote using your retail fixtures. Check what is special about this product and how can you make the most to accentuate its features
2.Consider the seasonal theme of your shop. Think about which materials and elements will fit best your store design. You always want to emphasize and highlight your displayed product, but don't want to risk to destroy the overall presentation and look of your store and end up picking the wrong materials and colors for your retail display.
3.Understand your customer demographic. Who is going to be most likely interested in the product your are planning to showcase?
4.Pick a type of point of purchase retail display. It depends on where in the store space you are planning to place your retail fixtures, there are countless choices on how you can design your fixture.
5.Address the message of your brand. You can think of a special feature or a brand slogan you want to address to customers and utilize graphics, banner and signs to make your product attractive.
6.Get some craft and design inspiration. Browse and search through the web and find some retail displays that is nearest to your needs.
7.Search for a good and trustworthy source for your retail store display. Study their industry specific expertise and review some of their projects with other manufactures.
August 11, 2010
Retail Price Strategy
The right price is one consumers are willing and able to pay and retailers are willing to accept in exchange for merchandise and services
The right price allows the retailer to make a fair profit while providing the consumer with value satisfaction before, during, and after the sale!
Gross Invoice Price – Trade Discounts – Quantity Discounts – Seasonal Discounts – Other Discounts = Net Invoice Price
Net Invoice Price – Cash Discounts + Transportation Charges + Workroom Expenses = Merchandise Cost
Price = Merchandise Cost + Profit
Different products have the ability to command different prices at different times and in different locations.
Must consider:
Perishability
Product quality
Product uniqueness
Retailers Compute Markup on Retail Selling Price for Several Reasons:
1.Psychological Reasons
Markup on selling price is always lower than a markup on cost
2.Comparison Reasons
Between store operations
With trade statistics
With expressions of financial operating ratios which are computed as a % of sales]
3.Inventory Reasons
Beginning-of-month, End-of-month and purchases are calculated at retail
4.Emphasis Reasons
Adjusting the Retail Price
Three Types
1.Discounts: reductions granted to employees and special customers
2.Markons: Markups taken after the initial price is set
3.Markdowns: Downward adjustments in the original selling price
Markdown % = (original price – reduced price) / reduced price
Remember: Retail Reductions = Markdowns + shortages + employee discounts + customer discounts
Causes of Markdowns
Buying related causes:
Assortment error
Timing error: late shipment or ordering too much
Misjudging quality
Supplier error: late, damaged or incorrect shipments
Selling related causes:
Pricing error: hence little consumer interest
Using markdowns to stimulate sales
Aggressive selling: trading customer up, misleading claims, returns
Markup
Initial Markup: What you hope to receive!
Maintained Markup: What you actually receive!
Gross Margin = Maintained markup
Initial Markup % is the key element in guiding retailer’s price setting decisions
The right price allows the retailer to make a fair profit while providing the consumer with value satisfaction before, during, and after the sale!
Gross Invoice Price – Trade Discounts – Quantity Discounts – Seasonal Discounts – Other Discounts = Net Invoice Price
Net Invoice Price – Cash Discounts + Transportation Charges + Workroom Expenses = Merchandise Cost
Price = Merchandise Cost + Profit
Different products have the ability to command different prices at different times and in different locations.
Must consider:
Perishability
Product quality
Product uniqueness
Retailers Compute Markup on Retail Selling Price for Several Reasons:
1.Psychological Reasons
Markup on selling price is always lower than a markup on cost
2.Comparison Reasons
Between store operations
With trade statistics
With expressions of financial operating ratios which are computed as a % of sales]
3.Inventory Reasons
Beginning-of-month, End-of-month and purchases are calculated at retail
4.Emphasis Reasons
Adjusting the Retail Price
Three Types
1.Discounts: reductions granted to employees and special customers
2.Markons: Markups taken after the initial price is set
3.Markdowns: Downward adjustments in the original selling price
Markdown % = (original price – reduced price) / reduced price
Remember: Retail Reductions = Markdowns + shortages + employee discounts + customer discounts
Causes of Markdowns
Buying related causes:
Assortment error
Timing error: late shipment or ordering too much
Misjudging quality
Supplier error: late, damaged or incorrect shipments
Selling related causes:
Pricing error: hence little consumer interest
Using markdowns to stimulate sales
Aggressive selling: trading customer up, misleading claims, returns
Markup
Initial Markup: What you hope to receive!
Maintained Markup: What you actually receive!
Gross Margin = Maintained markup
Initial Markup % is the key element in guiding retailer’s price setting decisions
Setting Price
1.Price Setting Is A Difficult Step
One of the most difficult tasks for a small business operator is in the setting of realistic selling prices.
The business person has to be careful that they do not undersell, as this will reduce profits, whilst at the same time they should be aware of overpricing commodities, which would be done at the risk of losing customers. Pricing is a complex strategy which should be carefully undertaken and regularly reviewed.
2.Pricing Can Determine Profit Or Loss
There is probably more money won and lost each year through pricing and price promotion tactics than through all the other marketing decisions combined.This highlights the necessity for Management to undertake careful review of all aspects of setting prices before doing so. Price setting is just as important as market awareness, product development and advertising. You can do all of these things in an excellent manner and then undo it all by setting prices too low or too high.
3.Pricing Fallacies
(a)There are a number of common fallacies relating to price setting. These include:
Price is the only thing about which customers worry
Low priced products are more successful in a recession
It is best to set your prices at the same level as your competitors
Price low to gain market entry and once market entry has been obtained - then increase prices
Ask your customers what the price should be and price at the prices that they tell you
(b)The pricing strategy shouldn’t be that the business’s prices have to be the lowest in the market to attract customers.
(c)There is no doubt that price is of concern to customers, but it is not the only thing that customers consider when deciding whether to purchase goods or services from a particular business.
(d)Astute customers tend to choose suppliers primarily for reliability. Other factors which enter into the buying decision include:
Quality
Technical and backup services
Reputation
Brand associations
Location
Guarantees
Refund Policy
4.What Is Your Customer’s Cost?
(a)Another fallacy is to equate the customer’s cost with your cost. A cost from the customers point of view includes:
the risk of interrupted supply
poor quality
ineffective service
no back up etc.
(b)“Cost” also includes other costs of doing business, such as:
hassles when placing orders
location
inconvenience etc
(c)What all this means is that the price that you charge your customer is not the customer’s final cost and is not the only thing the customer takes into account in determining his/her buying decision.
5.Why Do Your Customers Buy?
(a)You need to analyse your customers and understand why they buy and why they have not already bought from your competitors.
(b)It would also help if you could ascertain who were their previous suppliers.
For further information, refer to Paper 18.20 - "Customer Knowledge and Service".
6.Competitors Intelligence File
(a)It would greatly assist if in your competitors Intelligence File you have recorded information on each of your competitors relative to their:
selling prices
back up service
reputation
reliability
location
technical knowledge etc
as this will greatly assist you in determining on which of the “buy decision perspectives” that the customer is interested in talking to you. By undertaking this type of analysis you may decide that price is not a heavily weighted item in the customer’s buying decision.
(b)In the market place there are many businesses which charge 5%, 10% and 20% higher than their competitors, yet still run very sound profitable businesses. In many cases the businesses charging the higher prices are the most successful businesses. They have achieved this because of excellence in the other items which affect the buying decision of a customer including:
reliability
reputation
back up service
technical knowledge
location
understanding the customer
For further information, refer to Paper 21.13 - "Competitors".
7.Customer Decision Process
(a)The customer will ultimately decide what they are prepared to pay to purchase the product but in so doing they have taken into account a whole range of issues including:
features of the product or service
product quality
service or warranty
(b)This means that business people need to know their customers and understand why particular customers are buying from them as part of the evaluation of the price setting equation.
8.Understand Customers Perception On Pricing
(a)Some people advocate the only way to build market share in a competitive market is to price low to gain market entry and then price upward once desirable market penetration has been achieved so as to increase profit margins.
(b)This tactic is undertaken with many potential risks.
(c)Once you have introduced a product at a low price it creates a low price/value relationship in the consumers mind.
(d)Once there it is very difficult to remove.
(e)That is not to say that it cannot be done, but the advertising, marketing and promotion expenditure required to change that price/value image at a later date can be very expensive.
(f)Understanding a customers perception of your pricing is one of the key elements in developing pricing strategies for business people.
9.What Are The Business’s Overheads?
It is essential that you know your business overheads. What does it cost you to operate your business at a particular level of operation? To understand your business overhead costs, it will be necessary to prepare:
(a)Annual Budgets - detailing estimated cost of operation at various operational levels.
(b)Budgets for investments in stock and debtors so that the effect of operation at various levels on stock and debtors can be determined. For example, if your business only achieves a stockturn of 3 (this means that you only turnover stock three times per annum) and your average debtors balance is outstanding for 73 days, then you need to take this into account in planning what extra funds you are going to require to finance increasing sales to another operational level. It is dangerous to assume that your creditors will always allow you to extend your terms of credit. You may have to increase your bank overdraft or borrow additional funds. The interest and borrowing costs incurred need to be calculated so that they are included in your expense budgets.
(c)Cash Flow Forecasts. Once the operational budgets and stock and debtors budgets have been prepared, it is possible to prepare creditors budgets and then the cash flow forecast. If you are operating in overdraft the preparation of a cash flow forecast will enable the calculation of interest to be made so that this amount can be included in the expense budget. For further information, refer to Paper 05.35 - "Budget and Cash Flow Forecasts".
(d)Preparation of Periodic Accounting Reports (on a monthly basis) will greatly facilitate the comparison of actual costs incurred as compared to the budget to see whether costs have increased and therefore highlight whether there should be any adjustments made to selling prices. For further information, refer to Paper 05.50 - "Management Accounts (Monthly) Quarterly”.
(e)Preparation of revised business overhead cost lists. If the monthly financial statements indicate that operational costs are higher than what was originally budgeted, this will require the preparation of revised business overhead cost lists that are then utilised in the selling price calculations.
(f)Weekly Performance Calculations. Most businesses will benefit from the calculation of the business’s estimated profitability on a weekly basis. This will give an early indication as to whether the pricing strategies and cost estimates included in the budgets are realistic. For further information, refer to Paper 01.60 - "Weekly Performance Estimate Report".
10.Customers’ Perception On Prices
One aspect many business operators do not consider is the effect pricing has on customers’ perceptions. Since businesses rely on their customers for success, their customers perceptions towards a business and its products and services is extremely important. As a general rule, customers perceptions are as follows:
(a)High quality product sold at a high price - “premium goods”
(b)High quality product at a low price - “a superb value”
(c)A medium quality product at a high price - “over charging”
(d)A medium quality product at a low price - “good value”
(e)A low quality product at a low price - “cheap price”
(f)A low quality product at a high price - “a rip off”
There are obviously gray areas between these categories, but they give an indication of what customers expect and what they perceive in a business pricing policy. For further information, refer to Paper 18.01 - "Customer Service".
11. Mark Up/Gross Profit
You need to ask yourself some fundamental questions.
(a)What gross profit percentage do you expect to achieve from your business?
(b)How does this gross profit percentage compare with competitors in your industry?
(c)What is your sales mix? In other words, do you know what sales contributions each line of products that you are selling makes to your total sales figure?
(d)What are the individual gross profit percentages of the various products?
(e)What are the customers’ perception of your products?
12.Sales Statistics
Every business needs to understand key aspects of it’s sales statistics if it is going to be successful. These include:
(a)The business’s sales mix.
(b)Customers’ perceptions of the product or service that the business is offering.
(c)Sales being achieved per product and individual departmental sales.
(d)Sales being achieved per hour.
(e)Sales being achieved per employee.
(f)The gross profit being earned by individual employees on the sales made by him/her.
One of the most difficult tasks for a small business operator is in the setting of realistic selling prices.
The business person has to be careful that they do not undersell, as this will reduce profits, whilst at the same time they should be aware of overpricing commodities, which would be done at the risk of losing customers. Pricing is a complex strategy which should be carefully undertaken and regularly reviewed.
2.Pricing Can Determine Profit Or Loss
There is probably more money won and lost each year through pricing and price promotion tactics than through all the other marketing decisions combined.This highlights the necessity for Management to undertake careful review of all aspects of setting prices before doing so. Price setting is just as important as market awareness, product development and advertising. You can do all of these things in an excellent manner and then undo it all by setting prices too low or too high.
3.Pricing Fallacies
(a)There are a number of common fallacies relating to price setting. These include:
Price is the only thing about which customers worry
Low priced products are more successful in a recession
It is best to set your prices at the same level as your competitors
Price low to gain market entry and once market entry has been obtained - then increase prices
Ask your customers what the price should be and price at the prices that they tell you
(b)The pricing strategy shouldn’t be that the business’s prices have to be the lowest in the market to attract customers.
(c)There is no doubt that price is of concern to customers, but it is not the only thing that customers consider when deciding whether to purchase goods or services from a particular business.
(d)Astute customers tend to choose suppliers primarily for reliability. Other factors which enter into the buying decision include:
Quality
Technical and backup services
Reputation
Brand associations
Location
Guarantees
Refund Policy
4.What Is Your Customer’s Cost?
(a)Another fallacy is to equate the customer’s cost with your cost. A cost from the customers point of view includes:
the risk of interrupted supply
poor quality
ineffective service
no back up etc.
(b)“Cost” also includes other costs of doing business, such as:
hassles when placing orders
location
inconvenience etc
(c)What all this means is that the price that you charge your customer is not the customer’s final cost and is not the only thing the customer takes into account in determining his/her buying decision.
5.Why Do Your Customers Buy?
(a)You need to analyse your customers and understand why they buy and why they have not already bought from your competitors.
(b)It would also help if you could ascertain who were their previous suppliers.
For further information, refer to Paper 18.20 - "Customer Knowledge and Service".
6.Competitors Intelligence File
(a)It would greatly assist if in your competitors Intelligence File you have recorded information on each of your competitors relative to their:
selling prices
back up service
reputation
reliability
location
technical knowledge etc
as this will greatly assist you in determining on which of the “buy decision perspectives” that the customer is interested in talking to you. By undertaking this type of analysis you may decide that price is not a heavily weighted item in the customer’s buying decision.
(b)In the market place there are many businesses which charge 5%, 10% and 20% higher than their competitors, yet still run very sound profitable businesses. In many cases the businesses charging the higher prices are the most successful businesses. They have achieved this because of excellence in the other items which affect the buying decision of a customer including:
reliability
reputation
back up service
technical knowledge
location
understanding the customer
For further information, refer to Paper 21.13 - "Competitors".
7.Customer Decision Process
(a)The customer will ultimately decide what they are prepared to pay to purchase the product but in so doing they have taken into account a whole range of issues including:
features of the product or service
product quality
service or warranty
(b)This means that business people need to know their customers and understand why particular customers are buying from them as part of the evaluation of the price setting equation.
8.Understand Customers Perception On Pricing
(a)Some people advocate the only way to build market share in a competitive market is to price low to gain market entry and then price upward once desirable market penetration has been achieved so as to increase profit margins.
(b)This tactic is undertaken with many potential risks.
(c)Once you have introduced a product at a low price it creates a low price/value relationship in the consumers mind.
(d)Once there it is very difficult to remove.
(e)That is not to say that it cannot be done, but the advertising, marketing and promotion expenditure required to change that price/value image at a later date can be very expensive.
(f)Understanding a customers perception of your pricing is one of the key elements in developing pricing strategies for business people.
9.What Are The Business’s Overheads?
It is essential that you know your business overheads. What does it cost you to operate your business at a particular level of operation? To understand your business overhead costs, it will be necessary to prepare:
(a)Annual Budgets - detailing estimated cost of operation at various operational levels.
(b)Budgets for investments in stock and debtors so that the effect of operation at various levels on stock and debtors can be determined. For example, if your business only achieves a stockturn of 3 (this means that you only turnover stock three times per annum) and your average debtors balance is outstanding for 73 days, then you need to take this into account in planning what extra funds you are going to require to finance increasing sales to another operational level. It is dangerous to assume that your creditors will always allow you to extend your terms of credit. You may have to increase your bank overdraft or borrow additional funds. The interest and borrowing costs incurred need to be calculated so that they are included in your expense budgets.
(c)Cash Flow Forecasts. Once the operational budgets and stock and debtors budgets have been prepared, it is possible to prepare creditors budgets and then the cash flow forecast. If you are operating in overdraft the preparation of a cash flow forecast will enable the calculation of interest to be made so that this amount can be included in the expense budget. For further information, refer to Paper 05.35 - "Budget and Cash Flow Forecasts".
(d)Preparation of Periodic Accounting Reports (on a monthly basis) will greatly facilitate the comparison of actual costs incurred as compared to the budget to see whether costs have increased and therefore highlight whether there should be any adjustments made to selling prices. For further information, refer to Paper 05.50 - "Management Accounts (Monthly) Quarterly”.
(e)Preparation of revised business overhead cost lists. If the monthly financial statements indicate that operational costs are higher than what was originally budgeted, this will require the preparation of revised business overhead cost lists that are then utilised in the selling price calculations.
(f)Weekly Performance Calculations. Most businesses will benefit from the calculation of the business’s estimated profitability on a weekly basis. This will give an early indication as to whether the pricing strategies and cost estimates included in the budgets are realistic. For further information, refer to Paper 01.60 - "Weekly Performance Estimate Report".
10.Customers’ Perception On Prices
One aspect many business operators do not consider is the effect pricing has on customers’ perceptions. Since businesses rely on their customers for success, their customers perceptions towards a business and its products and services is extremely important. As a general rule, customers perceptions are as follows:
(a)High quality product sold at a high price - “premium goods”
(b)High quality product at a low price - “a superb value”
(c)A medium quality product at a high price - “over charging”
(d)A medium quality product at a low price - “good value”
(e)A low quality product at a low price - “cheap price”
(f)A low quality product at a high price - “a rip off”
There are obviously gray areas between these categories, but they give an indication of what customers expect and what they perceive in a business pricing policy. For further information, refer to Paper 18.01 - "Customer Service".
11. Mark Up/Gross Profit
You need to ask yourself some fundamental questions.
(a)What gross profit percentage do you expect to achieve from your business?
(b)How does this gross profit percentage compare with competitors in your industry?
(c)What is your sales mix? In other words, do you know what sales contributions each line of products that you are selling makes to your total sales figure?
(d)What are the individual gross profit percentages of the various products?
(e)What are the customers’ perception of your products?
12.Sales Statistics
Every business needs to understand key aspects of it’s sales statistics if it is going to be successful. These include:
(a)The business’s sales mix.
(b)Customers’ perceptions of the product or service that the business is offering.
(c)Sales being achieved per product and individual departmental sales.
(d)Sales being achieved per hour.
(e)Sales being achieved per employee.
(f)The gross profit being earned by individual employees on the sales made by him/her.
August 7, 2010
Lotte Mart Indonesia
Lotte Mart Indonesia
Lotte Mart Korea taking over macro cash and carry in 2008 the Dutch company which consists of 18 outlets spread all over Indonesia. This month, August 2010, Lotte Mart reopen its 20th outlets of hypermarket with a new concept. These outlets locate in Gandaria area south of Jakarta.
Outlet with sales area more than 6000 m2 is expected to be the first store with a new strategy to introduce points system (cash back) for each value of certain customer’s transaction. Collaborating with BNI bank, lotte try to treat their customer with convenience shopping concept by using the facilities of the shopping card, where other retailers have using it first, like Carrefour with BCA, the Giant with Citi Bank, hypermarket with Bank Mandiri. Lotte Mart is also adding other facilities to their customers such as, present playground for children, and can eating of various sample for free.
Lotte mart with hypermarkets concept established in Korean 1998, later 12 years has developed into a major retailer that has 86 branches dikorea, China 78, Indonesia 20 and Vietnam two stores, current total is 185 outlets. With excellence global sourcing and supply chain systems, Lotte Mart is expected to compete with other retailers by providing a competitive price and other convenient facilities. Food and beverages distribution and heavy chemical industry group is fundamental asset for Lotte lead the retail industry in Asia.
Lotte Mart Indonesia
Lotte Mart Indonesia
Lotte Mart Korea taking over from macro cash and carry in 2008 the Dutch company which consists of 18 outlets spread all over Indonesia. This month, August 2010, Lotte Mart reopen its 20th outlets of hypermarket with a new concept. These outlets locate in Gandaria area south of Jakarta.
Outlet with sales area more than 6000 m2 is expected to be the first store with a new strategy to introduce points system (cash back) for each value of certain customer’s transaction. Collaborating with BNI bank, lotte try to treat their customer with convenience shopping concept by using the facilities of the shopping card, where other retailers have using it first, like Carrefour with BCA, the Giant with Citi Bank, hypermarket with Bank Mandiri. Lotte Mart is also adding other facilities to their customers such as, present playground for children, and can eating of various sample for free.
Lotte mart with hypermarkets concept established in Korean 1998, later 12 years has developed into a major retailer that has 86 branches dikorea, China 78, Indonesia 20 and Vietnam two stores, current total is 185 outlets. With excellence global sourcing and supply chain systems, Lotte Mart is expected to compete with other retailers by providing a competitive price and other convenient facilities. Food and beverages distribution and heavy chemical industry group is fundamental asset for Lotte lead the retail industry in Asia.
Lotte Mart Korea taking over from macro cash and carry in 2008 the Dutch company which consists of 18 outlets spread all over Indonesia. This month, August 2010, Lotte Mart reopen its 20th outlets of hypermarket with a new concept. These outlets locate in Gandaria area south of Jakarta.
Outlet with sales area more than 6000 m2 is expected to be the first store with a new strategy to introduce points system (cash back) for each value of certain customer’s transaction. Collaborating with BNI bank, lotte try to treat their customer with convenience shopping concept by using the facilities of the shopping card, where other retailers have using it first, like Carrefour with BCA, the Giant with Citi Bank, hypermarket with Bank Mandiri. Lotte Mart is also adding other facilities to their customers such as, present playground for children, and can eating of various sample for free.
Lotte mart with hypermarkets concept established in Korean 1998, later 12 years has developed into a major retailer that has 86 branches dikorea, China 78, Indonesia 20 and Vietnam two stores, current total is 185 outlets. With excellence global sourcing and supply chain systems, Lotte Mart is expected to compete with other retailers by providing a competitive price and other convenient facilities. Food and beverages distribution and heavy chemical industry group is fundamental asset for Lotte lead the retail industry in Asia.
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