Rahul Jawahrani

Roll No 133
R&SM Assignment

Role-played by the retail director the retail directors had the

responsibility to lead the 50-60 stores that came under their
jurisdiction. The had to execute and mange functions in the domain of
selection, pricing, store display They also carried out functions similar
to buyers and merchandisers of other retail companies. They were
directly responsible for the sales and performance of the stores under
them and were hence rewarded with performance-based bonuses.
Additionally, they were also in charge of the forecasting and budgeting
of their stores and hence directly influenced the inventory and
profitability through their decisions.
Role of merchandise manager the merchandising manger served
as the link between the president and the president. The retail
directors reported to the merchandise manager. They ensured that the
retail directors were performing as per the objectives that were laid
out. They also double up for mentoring and crisis resolution for the
directors under their purview. They influenced the companys
performance through the performance of the directors under them.
Role of the president the role of the president was more of a
strategy-oriented role. The president dictated the vision or point of
view that the company needed to follow. He mandated over the
overarching goal setting process and defining of strategic objectives.
The president hence laid a pathway or direction that was to be
executed keeping in mind the best interests of the company. He or she
is also tasked with course correction if required as well as auditing the
performance of the business units below them.
Comment on the current structure the current structure is such
that it involves too many levels and employees horizontally. Also the
regional based approach that is followed also resulted in different
prices for the same product across regions. There was also
overreliance of directors on sales managers. There was also slow
growth in the given structure.
Recommended structure A structure that is vertically integrated
would be a better option for the company. It would be a better option

for NWRS to acquire smaller companies in the categories they wish to

expand in or opt for a licensing format. This would save them the
process of creation of new departments, conducting relevant hiring as
well as setting up the required infrastructure. By acquiring, they would
have access to a pre-established sourcing department that has field
expertise and would also save existing employees the dilemmas of an
unfamiliar product. The gestation period involved will be much shorter
and break even could be a lot quicker. Creating an online division
would mean that the company would have to first standardize prices
across the world if they were to do business. This will also curtail the
flexibility of product customization across regions. They would have to
inculcate a structure that has benchmarks for operations and
processes.