RetailPurchase from Basic to Fashion
CHAPTER2 question 4, page 64 "DEVELOPa JOB DESCRIPTION FOR a MERCHANDIZING MANAGER`.
Jobdescription for a merchandise manager
Themanager is an individual who is responsible for management duties.Similarly, a commodity manager communicates and coordinates with allpotential company buyers directing them on available items topurchase. Managers usually work in close collaboration with the storemanager and marketing team to ensure that products reach potentialcustomers on time and promote efficient marketing strategies. Theyalso coordinate with various divisional and assistant regionalmanagers to ensure proper channels of implementing company set goalsand objectives. Similarly, managers try to satisfy clients` needs, inthe same way, enabling a conducive working environment to the entirestaff of employees.
Themerchandise managers have varying job responsibilities depending onthe location and the size of stores. Depending on the magnitude ofthe items being handled, some managers are involved in makingpurchases of one store while others deal with a multitude of storeswith many procurement activities in regional groupings and thegeneral chain of stores. They always keep on updating prices and thenew brandings of their competitors also sets inter-staff promotionalgoals they develop a mutual relationship with the marketing staffand updates product knowledge to them.
Merchandisemanagers must multi-task and function in a competitive and fast-pacedworking environments (Kim,Ahn & Forney, 2014).They also oversee a staff that comprises of hiring and dismissal ofworkers from duties, as well as to train new staff member. Robust andmature leadership, proper communication skills, as well asnegotiating skills are advantageous for the position of merchandisemanager.
Oneto qualify to be a competitive manager should hold a relevant higherdiploma or degree with relevant field experience over the specifictime limit. A preferred should have knowledge in retail management,sales, merchandising, as well as fashion coordination and promotionalskills. About U.S. Bureau of Labor Statistics (BLS, www.bls.gov),merchandise manager should earn annual salary approximately$105,780which is two percent growth from previous years.
Inaccordance to wages and enumerations selling manager gets, he/sheinvolves in proper planning and outlining strategies, which maximizecompany`s daily sales. The manager has total obligation in ensuringdelivery of items to the client in right quality, quantity, righttime and at a particular right place.
Inconclusion, a merchandise manager is more of a trader who should be astrong focus on the market research and development rather thanmanagerial duties. His/her administrative guidelines and principleswill determine the failure and the success of the business sincehe/she is the general factotum of the enterprise.
Chap1: question 3 page 28 – `TWOTRENDS FACING RETAILERS INTHIS DECADE WILL BE GREATER CUSTOMER USE OFE-COMMERCE AND SOCIAL MEDIA. DEVELOP SPECIFIC STRATEGIES ON HOW ARETAIL BUYER COULD IMPLEMENT THESE TRENDS INTHEIR RETAIL STRATEGY."
Thegrowing world economy is undergoing numerous market trend whichmajorly facing retailers and consumers. There are some challengesnamely the recession of world economy, stiff completion frommultinational corporations, the Omni-channel Dilemma, a properevolving profile of a customer, customer Acquisition as well asmaintaining employee efficiency.
First,there is a big dilemma in around making a decent Omni-Channel or OmniCommerce. There is limited data as well as poor management ofclient`s data. Clients are getting difficulties in accessing crucialinformation of goods and services to make a choice.Retailers are speculating on how to generate dependable customerknowledge and skills, particularly when sundry are overdue ondevising any e-commerce and peripatetic presence, now considered ascounter recompenses.
Second:Involvingthe profile of the customer.In the current market, consumers and clients are extremelyconversant, due to new technologies and implements, which providethem unprecedented access to information such as product knowledgeand pricing issues. This, joint with the statistic that the cosmos oflocal decisions for various merchandises is apparently limitlessgiven connected online substitutions, thus this makes it verychallenging for retailers to win consumers` who are spending dollars.
Anotherprevalent dare facing retailers currently is how to initiate trafficto their provisions. At a critical code level, store-based marketingand sales are not budding – virtually all growth in consumerexpenditure is being apprehended by e-commerce. However, evolving thestore`s role and function become precarious, as a means to addworthiness to the consumer and being prolific for the retailer at anequal interval.
Apreferable tackling and implementation of the above trends, theretailer should retailers should think to create a single, unifiedexchange platform which aimed to eliminate discrete channel silos andbids a universal customer experience transversely all clienttouch-points. Similarly, there must be a global platform on socialmedia on the access to information by all potential clients of aparticular goods and services. The dilemma of product acquisition canbe minimized since there will be a strength channel on social mediathat facilitate e-commerce. Retailers should make use ofglobalization to exploit world market and improve on technology henceproducing high quality goods.
Finally,with fewer customers making the ramble to a mall and online displayeditems such as attire, microelectronics, and other items, theretailers should develop unique promotional strategies such as givingout gifts, discounts, and free sample items as well as after salesservice.
Inclusion,the growing demands on world market on goods and services isgenerating daily trends to marketing sector. These trends of thesetrends are affecting majorly retailers as well as consumers.Nevertheless, due to technological growth and development, marketresearchers and retailers have proper development mechanism to managesuch trends.
Kim,H. J., Ahn, S.-K., & Forney, J. A. (December 01, 2014). Shiftingparadigms for fashion: from total to global to smart consumerexperience. Fashionand Textiles: International Journal of Interdisciplinary naryResearch, 1, 1,1-16.