Today I put up almost 40 rainchecks and subs. Yesterday I put up more than 50. The day before was around 40. Just me...I don't know how many others were put up, but I do know there were at least 2 others making them. I can't remember ever being out of so many sale items, so I thought about it.
My StL tells me that corporate cut our weekly Instocks hours by 25%. We were staffed to need prior to that - and just barely making it. We haven't completed our task list in more than a month. I figure that I must have spent at minimum an average of 8 hours each week just putting up r/c and subs. Wouldn't it be better if those 8 hours could be spent getting product that we actually have in the store out to the floor or into the system as a "need" instead of putting up what amounts to apology notes throughout our store? How is cutting the hours alloted to basically restock the floor by executing research a cost effective measure? How is it helpful to have the Instocks team have to work the reshop that the skeleton closing team could not finish and work the pulls before being able to scan any areas? 4 hours was barely enough time to get through the entire store before. I'm pretty sure that we still have the same number of aisles that we had last year. The task list doesn't get shorter - in fact it is longer now because of the number of RIGs driven by the unfilled floor. Only 1 tm is ever scheduled to work the PTM task list once the scans are complete, but the majority of that time is now spent putting up substitution signs. Yes, the salesfloor can ptm an aisle, but the 2 that are scheduled are putting up salesplans or working pulls. As far as I know so far they are unaware that there IS a ptm task list, so they randomly choose aisles to make a quick fix for a smart huddle (a ridiculous concept when there are so few sftms) The clearance pulls are outrageously large because the discontinued items are still in the backroom. Once it's finally marked, it sits and waits to be pushed to the floor by an already overtaxed salesfloor team. Sometimes a second markdown occurs before it has even hit the floor. Everything I've learned at Target tells me that any clearance amounts to a profit loss. How is this a cost effective measure? I could go on with the domino effect of this decision, but you get the idea. Yes, I know that retail slows down at this time of the year, but if the store has no product the guests will find other options to make their purchases. As one who shops, I can tell you that finding a place that carries the product you want and has it consistently in stock will be the new destination point. I'm a stockholder in this company and I, for one, would like to understand your rationale. I assume fewer or less satisfied guests is not your goal so I'd really like to figure out how this will ultimately result in more and happier guests
.
My StL tells me that corporate cut our weekly Instocks hours by 25%. We were staffed to need prior to that - and just barely making it. We haven't completed our task list in more than a month. I figure that I must have spent at minimum an average of 8 hours each week just putting up r/c and subs. Wouldn't it be better if those 8 hours could be spent getting product that we actually have in the store out to the floor or into the system as a "need" instead of putting up what amounts to apology notes throughout our store? How is cutting the hours alloted to basically restock the floor by executing research a cost effective measure? How is it helpful to have the Instocks team have to work the reshop that the skeleton closing team could not finish and work the pulls before being able to scan any areas? 4 hours was barely enough time to get through the entire store before. I'm pretty sure that we still have the same number of aisles that we had last year. The task list doesn't get shorter - in fact it is longer now because of the number of RIGs driven by the unfilled floor. Only 1 tm is ever scheduled to work the PTM task list once the scans are complete, but the majority of that time is now spent putting up substitution signs. Yes, the salesfloor can ptm an aisle, but the 2 that are scheduled are putting up salesplans or working pulls. As far as I know so far they are unaware that there IS a ptm task list, so they randomly choose aisles to make a quick fix for a smart huddle (a ridiculous concept when there are so few sftms) The clearance pulls are outrageously large because the discontinued items are still in the backroom. Once it's finally marked, it sits and waits to be pushed to the floor by an already overtaxed salesfloor team. Sometimes a second markdown occurs before it has even hit the floor. Everything I've learned at Target tells me that any clearance amounts to a profit loss. How is this a cost effective measure? I could go on with the domino effect of this decision, but you get the idea. Yes, I know that retail slows down at this time of the year, but if the store has no product the guests will find other options to make their purchases. As one who shops, I can tell you that finding a place that carries the product you want and has it consistently in stock will be the new destination point. I'm a stockholder in this company and I, for one, would like to understand your rationale. I assume fewer or less satisfied guests is not your goal so I'd really like to figure out how this will ultimately result in more and happier guests
.