Documentos de Académico
Documentos de Profesional
Documentos de Cultura
1. STORE MANAGEMENT
WORK PRIORITIES 7
VM CHECK LIST 8
DAY PLANNNING 8
SALES ANALYSIS 8
RES – REPORT OF THE SALES EFFECTIVENESS 8
EVALUATION OF THE SALES INDICATORS 10
MIXED ANALYSES - CROSSED 13
CLEANING TASKS 16
STORE FACILITIES 17
INFORMATION BOARD 17
FILE BINDERS 18
WORKBOOKS 18
COMPUTER 19
E- MAIL 19
OTHER 19
STORE CLOSING 20
CUSTOMER SERVICE 32
A SECRET CLIENT 41
3. PERSONNEL
A STRUCTURE OF POSITIONS IN A CCC STORE 47
DESCRIPTIONS OF POSITIONS 47
CAREER LADDERS 50
A RECRUITMENT 51
RECRUITMENT OF CANDIDATES – RECRUITMENT ANNOUNCEMENTS 51
INVITATION FOR THE JOB INTERVIEW – / A PHONE CALL/ 51
A JOB INTERVIEW 52
GOODS TRUCKING-IN 64
5. APPENDIXES
We are handing over into your hands Procedures and Standards which are the result of the
work and experience of employees of CCC S.A., involved in the company’s development. The
store employees have a special contribution to its coming into existence, including Managers
and Regional Sales Managers. The Manager Book contains standards being in force,
procedures, tools which are supposed to help with the work organization of the CCC stores.
The advantage of CCC standards over other standards is the fact that they were closely
adapted to characteristic conditions in which stores are operating, moreover they are the
result of a few-months project, in which the consultation with stores Managers was played
the important role. The starting point when choosing the essential content of this book were
our customers’ expectations and it is them that we want to improve.
Preparing Work Standards we aimed at providing You with the professional preparation for
your everyday duties. We do care so that you could learn the CCC brand better, its
important principles and the way of functioning. We believe that standards are a tool
forming the uniform and common image of all CCC stores, without taking the size or the
location of the store into account.
The Book will let you quickly get to know the issues associated with work organization,
organizational procedures, and acting instructions as well as develop interpersonal
competence useful in daily work.
HR Department
CCC S.A.
Sales plan realization is a priority of managing the store including complying CCC standards
and procedures.
A Manager is responsible for every operation connected with a correct functioning of the store.
The Manager Deputy and the Senior Seller – a cashier must have the knowledge and practical
abilities enabling them to manage the store correctly.
The store management is responsible for planning and organizing work every day for the
subject staff as well as consistent controlling and accounting the staff for allotted tasks
and duties.
During stores working hours one executive person must be present (A Manager, Manager’s
Deputy or a Senior Seller-cashier). Decision-making persons are obliged to be in the sales
room during the maximum amount of time.
Management is obliged topredict the number of customers and adapt the number of
employees and goods to this, i.e.: during the day in case of unscheduled heights or the fall in
the number of customers the management has to manage smoothly the working time of the
staff (extend working hours of the staff or increase the number of the staff, shorten working
hours or reduce the number of the staff).
The store Management should inform the staff about the sale results and the level of the
realization of a plan during the day and after finished work.
The store Management makes a briefing every day with the staff about daily instructions and
they should motivate the staff to the effective realization of tasks and to the implementation of
a sales target.
The basic tasks of store Management are as follows:
o customer orientation,
o focusing on the plans realization and sale purposes,
o keeping standards and procedures existing in a CCC chain.
o adapting the optimum amount of man-hours to current tasks,
o correct and timely implementation of the VM instruction,
o correct and timely marking the price reductions and price divergences,
o effective managing of the goods trading (delivery, carting, transport).
The store Management manages a team competently – they recruit and train new employees
in the scope of standards and procedures which in practice let them de their duties by
themselves on the highest level.
Within 7 days after finishing the month the management is obliged to conduct the individual
conversation with every employee about work results to give the feedback, motivation or
clarify current matters.
Every 3 months, based on achieved results and performed tasks, the manager makes
individual assessments of the employees in the employee’s performance review book.
The store Management realizes the information policy of the Company by keeping the official
way in the process of the communication.
The store Manager is responsible for making monthly meetings with the staff and he also
presents the report course of the meeting to the Superior.
A check list – it is a tool to help in controlling the standards which each store should meet every day
(Appendix no 1).
1. A person who is responsible for the store from Monday to Friday is to fill a check list.
2. A check list should be filled before making the day planning.
3. A controlled check list should be put in a visible and accessible place at the backs of the store
in such a way to make it available for the visiting person.
4. The Manager is obliged to present the VM Check List to the person visiting the store with the
aim of verifying if the VM standards are followed.
Important! A check list and a day planning from the day before are to be put in a file binder
which is entitled as "Day planning". Both documents are archived for 1 month.
DAY PLANNING
Day planning (a table) – is a tool helping in organising and efficient managing of the store (Appendix
no 2).
Important! Day planning must be prepared before stores opening and hanged on the notice
board. Table + VM Check List from the day before should be placed in the file binder which is
entitled as "Day planning".
A particular person must be appointed for tasks and orders who will be placed by the Management in
the table with tasks description and the deadline. The store Management is responsible for informing
the staff about the given tasks and controlling the deadlines. In case of unrealized tasks the
Management should give the reason and correct the time for the task realization. The Management
also has to check the correctness and punctuality of performed tasks which were given for the
particular day, after performing the task or after the finished employees’ shift.
In case of special campaigns it is necessary to realize the task taking the stores functioning priorities
into account, to plan activities process in the perspective of the scheduled time.
SALE ANALYSIS
The table contains all indispensable sale indicators and it used to perform weekly analysis of the store.
On the basis of the results of sale indicators and dependence between them the Manager analyzes
the effectiveness of the personnel every day.
Supplementing data - every day one should enter all required values of rates (fields in grey).
DEFINITIONS DESCRIPTION
TRAFFIC Number of customers who entered the store on the given day, summed up
by the electronic measurement system
DEFINITIONS DESCRIPTION
AVGSAL The average value of the receipt, as the net sale value/transactions.
P.O.T. An Indicator of the sales value per every 100 entering customers. The value
of the turnover generated by 100 customers entering the store, calculated as
a turnover/number of customers x100.
SLS/STH An Indicator of the sales per the number of employees, calculated as the net
sales value /number of employees.
The table demonstrates the daily plan realization, as well as % of realization of a daily plan.
At the bottom of the table we can see the summary of the sales calculated from the beginning of the
month and the monthly prognosis of the plan realization.
To assess the work of the store we apply a number of sales ratio measures which read out or
calculated based on the data from the RES table.
The further part describes all basic indicators are on the base of which we create sale analysis.
1. SALES VALUE
Number of all customers who entered the store (not necessarily purchasing). Traffic is
calculated by the measuring device installed at the entrance gate to the store.
3. SALES EFECTIVENESS
Number of customers who purchased (number of receipts) divided by the number of all
customers who entered the store.
This indicator is expressed in the per cents and it is calculated by the following formula:
RECEIPTS
100 Effectiveness [%]
TRAFFIC
The indicator determines the average net worth of the receipt, i.e. the average value of the
purchase of the customer during his visit in the store. Additionally it is an information
about the affluence of our customers. It is created by dividing the sales value by all
receipts in the given period of time. This indicator is calculated by the following formula:
SALE VALUE
an average value per a receipt
RECEIPTS
SALE VALUE
100 customers = POT
TRAFFIC
Or
Ad 1. SALES VALUE
A. Sales value from this week is divided by the value from last one, multiplied by 100 to get
the percentage value
31887
100 92 [%] fall 8%
34619
A CONCLUSION: decrease in the sales value by 8% towards the sale of the last week
B. Sales value from this week divided by the value of the planned turnover for the week,
multiplied by 100 to get the percentage value
31887
100 76 [%] lack 24%
42000
A CONCLUSION: a failure of the plan implementation. 24% missed for the full implementation
Ad 2. TRAFFIC
A. Traffic from the current week / traffic from last week x 100 per cent of the growth / of fall
of traffic
5544
100 79 [%] fall 21%
7017
A CONCLUSION: The fall of the coming to the store comparing to the last week - 21% 1473
customers entered less.
B. Planning the traffic for the specific week ahead is only a prognosis based on entries from
the last year (analogous stores), the daily average or promotion campaigns. Therefore we
don't treat it as the target but only a prognosis.
Ad 3. SALES EFECTIVENESS
A. Effectiveness from the current week / effectiveness from the last week * 100 percent of
the high/fall of effectiveness.
Example:
This week the effectiveness amounts to 5.32 %, in the previous week the effectiveness amounted to
the 5.33%.
5.32
100 87 [%] fall 13%
6.11
A CONCLUSION: Effectiveness fell of 13% (0.79 of a percentage point) comparing to the last
week.
B. Effectiveness from the current week 5.32% is compared with the assigned target of the
effectiveness appointed as the 7%
5.32
100 76 [%] lack 24%
7.0
A CONCLUSION: to achieve the assigned target it is lacking 1.68 of the percentage point. At
present it is realized on the level of 76%.
Having complete information about the realization of indicators or its lack we are making additional
analysis based on mixing individual indicator results with each other to find the relation between them.
ANALYSIS 1
THE VALUE OF THE LOST TURNOVER appears if the effectiveness in the analyzed week was lower
than during the previous week.
Receipts from the analysed week are deducted from the receipts of the calculation and the
difference incurred multiplied by the value of the receipt from this week provides the value of
the lost turnover.
Example:
5,33 x 1450 / 100 = 77,28 (the number of receipts which should be worked out to achieve the
effectiveness from the previous week, that is 5.33)
by analogy:
the assumed minimal effectiveness for this store is 6.5%, so we are calculating how much more
turnover the store would have if it achieved the assumed effectiveness (6.5%)
ANALYSIS 2
LOST EFFECTIVENESS
We obtain the information how many receipts were missed for achieving the effectiveness from the
last week.
5.32
x 100 87 [%] fall 13%
6.11
Fall of the effectiveness about 0.79 % means that within the assessed week 43 receipts missed
(calculation)
43 receipts divided by 7 days = about 6 receipts per day - it is about 1 receipt every second hour
It is possible to conduct the similar analysis to compare with the turnover providing the effectiveness
analysis "B"
ANALYSIS 3
This analysis answers the question if the dynamic of the Traffic is proportional to dynamic of the sales
value. Thanks to this we receive the answer if together with the growth of traffic (number of customer
visiting our store) we also have a growth in sales.
Conclusion - the decrease in sale values is above the fall of traffic, which means that in spite of the
reduction of quantities of entries to the store of 21% per last week the sale value fell only of 8%. The
opposite situation would mean reducing the effectiveness of the sale with probably reducing the
indicator pieces per the receipt and also can mean wrong settlement of working hours.
ANALYSIS 4
In this case we are looking at the changes in the effectiveness at simultaneous traffic changes.
This relation should take place in the following manner: small traffic - the high effectiveness caused by
the great possibility to make excellent customer service; high traffic - lower effectiveness resulting from
a lot of customers for one working hour.
Conclusions - fall in the effectiveness of 13% per a fall in traffic of 21% is a very worrying fall and it
certainly plays a significant role for the implementation of a plan. In this case one may look for reasons
in bad planning of working hours and quite separately in marketing actions planned for this time. It is
supported by a fall in the interest of the customer and a weak effectiveness are speaking for it.
1. The Manager is obliged to cooperate with all employees in the store during the
working day.
2. The shift Manager is obliged topass personally the following information for every
employee before each employee starts a working day
Adapting the number of the staff to the turnover and numbers of customers visiting the store is one of
the most important duties of the management.
1. The store Manager is responsible for correct settling the employees for their working hours.
2. The Schedule should be created for the current month taking its weekly modifications into
account. The schedule of work and breaks must be available to employees with the
appropriate advance. A manager creating a work schedule must take into account the
following:
turnovers and entries of customers from periods analogous and directly preceding the
given week,
daily schedule of customers entries and turnover,
assumed holidays, free days, leaves, changes of the season, marketing campaigns,
deliveries, price reductions, sales, etc).
3. In case of unscheduled heights or falls in the number of customers or in case of special
actions – the store Management should smoothly plan the schedule for work of the staff:
to prolong working hours of the staff or to increase the number of the staff,
to shorten working hours of the staff, to reduce the number of the staff.
Important! Number of the staff should guarantee appropriate level of stores functioning during
which the optimum number of the staff store will meet WORK PRIORITIES.
The surroundings of an every store includes: a communication route linked with the entry to the store, ,
an entrance, store displays, all marketing materials and light coffers being outside of the store.
the closest outside surrounding of the store (place directly in front of the store) must be clean
and not littered, store displays cannot be blocked,
the store elevation must be clean and free from all kinds of graphics, posters etc,
all store windows and panes in the door must be clean (free from stains of different kind,
smearing with grease, impressed tracks of fingers etc),
the advertising box must be clean and always switched on ( it does not refer to coffers in
stores by the streets, in these cases lighting coffers are switched on automatically in the
evening),
a front door during opening hours of the store must be entirely open (it does not refer to stores
by the streets during the winter period),
anti-theft gates during the working hours must always be switched on, efficient and clean,
the CCC logotype should always be switched on and clean.
CLEANING TASKS
Cleaning tasks are provided for the entire week. The employee is obliged after finishing the task to
notify this fact to the Management, confirming the correct performance of the task. The
Manager/Deputy Manager is obliged to check the finished task. In case of the statement that a task
wasn't performed correctly or it was performed only in a part, the Management is obliged to see and
make the employee finish the task. Cleaning tasks have to be adapted to the needs of store. There
are tasks to be done daily, every 2-3 days, weekly and monthly tasks.
TO DAILY TASKS INCLUDE:
ONCE IN A MONTH:
cleaning all tops of wall shelves and all shelves as well as independent shelves in a store,
washing the air-conditioning and ventilation chimneys.
INFORMATION BOARD
Important! Reports and store files, as the most important working tools for the Manager have
to always be up-to-date.
The information place has to be in a stock facility room of every store (cork boards or the door on
which all current information and documents must be placed on).
Additionally all store documentation has to be stored in file binders adapted for it.
Current documents which absolutely have to be up-to-date and put on the information board:
1. plan of work
2. current realization of a plan - plan of the day, table "Day planning"
3. important information from the main office, VM Decorator
4. area of local information – information from the store Manager
Important! One should pay attention to follow the trade secret! Therefore all reports and files
put up or stored in the facility room should be in a place inaccessible to persons who are not
the staff of the store.
FILE BINDERS
* All file binders should be described accordingly to the nomenclature (see: file binders
(period of keeping documents in them)).
3. TUS - sheets of the Training of the Sales Abilitiese (12 months) - secured documents,
available only to the store Manager
4. Periodic opinion - sheets (12 months) - secured documents, available only to the store
Manager
Important! Documents which the time of the storage passed should be destroyed before
throwing away. Documents which are to be stored for a longer time should be in placed in a
carton box signed as "Archive".
1. A4/A5 workbook - customer complaints: register of accepted customer complaints (this book
can also be stored in a drawer at the cash desk).
2. A4 workbook – Management (executive persons): the current matters in the store. It is a
workbook of contact between the Manager and executive persons. This workbook should be
supplemented every day. The management writes down all elements which were performed
during the given day and which are to be still performed.
A COMPUTER
In the computer files should be put in relevant folders recorded on the desktop. Folders which
should be in every computer:
Schedules
RES report
Cash forms
Personnel
Procedures
Photographs
OTHER
An instruction of administering first aid should be in the facility room (persons trained for giving the
help), fire protection, work safety regulations, the medicine cabinet and Internal Regulations of a
Trade Centre.
STORE OPENING
1. The store can be open only and exclusively by executive persons (A Manager, Deputy
Manager, Senior Seller-cashier).
2. The store should be opened in the presence of minimum two persons, in stores with a store
area no bigger than 250m2 there can be one person.
3. Store opening and closing time must be strictly followed.
4. In case of stating the damage or other distinct signs of the burglary the executive person
should inform the police, a direct superior, security and then do everything accordingly to their
suggestions.
5. In case of stating a technical damage it is necessary to notify the Superior immediately who
establishes further proceedings and the Management of A Shopping Centre. Every delay in
opening of the store due to the personnel’s fault will cause putting a financial fine by the
Shopping Centre on the company and the staff will be encumbered with this cost.
6. A person responsible for a shift on a given day begins the work 30 minutes before a planned
opening of the store for customers.
After performing the above mentioned activities, it is necessary to carry out the following:
Check list,
To plan a working day - day planning,
To make the briefing with employees.
! These activities should be finished up to 30 minutes after opening the store for customers.
Important!
1. In case of the failure of fiscal devices it is forbidden to make any sales
2. Every break at functioning of the store (a bomb attack, electricity breaks and other
breakdowns) must be reported to the direct superior.
1. Executive persons as: Manager, Deputy Manager, Senior Seller - cashier are the only
responsible people for closing the store.
2. It is strictly forbidden to make any activities connected with the procedure of closing the day
before the established closing of the store. For activities and procedures which are connected
with closing the day there are devoted 30 minutes - included in the working time records.
3. The store should be tidied up according to the standards and VM instructions.
4. The final cleaning cannot be done during opening hours of the store in the customers’
presence.
5. Control of correctness of inserting all documents from delivery into the system.
6. Cash status resulting from cash flow must be accounted by two persons – a cashier and a
person responsible for the shift.
7. The executive person is responsible for finishing the day according to the cash flow
accounting procedures.
8. The executive person is responsible for filling the table with sales reports and for sending this
table to the direct Superior.
9. The person responsible for the shift informs the entire staff about sales results, percentage of
a plan realization and he/she also summarizes the day (settling all tasks or other important
situations).
10. The person responsible for the whole cash from the cash desk has to carry it to the safe in the
facility room leave the minimum amount of cash in cash desk.
Important! In case of night-time works the Manager is obliged to inform the Management of the
Shopping Centre according to the procedures and the direct superior.
1. THE ONLY persons who are authorized and responsible for correct cash accounting
and cash security in stores are:
the Manager
the Deputy Manager
the Senior seller
another person temporarily appointed by the company
2. Documents on the base of which a cash flow is accepted in stores are as follows:
A cost invoice
An account
A proof of payment to the bank
A receipt of the return
- complaints protocol
- the photocopy of the receipt confirmed with other receipt of purchase
A cash report
KW - cash desk payout
KP - cash desk acceptance
Important! Making the payout is acceptable only by authorized persons, mentioned in the point
I according to the documents specified in point III.
Responsible persons:
the Manager
the Deputy Manager
the Senior Seller – a cashier
the Seller – a cashier
another person temporarily appointed by the company
Settlements principles:
every employee is obliged to perform all activities in the system only using his or her own
system password.
counting the cash is always performed by 2 people and confirming with their
signatures conformity or divergences
the Manager or executive persons are obliged to keep a current inventory of the cash flow in
the report of the cash settlement (Appendix no 3).
the cashier is obliged to count and to take the initial amount being in a cashbox.
in every CCC stores there is a cash limit in the amount of 150 Euro, so-called
“emergency cash”. The cash emergency is established to increase the safety of the
cash flow.
a limit is set for a one cashbox. If there are two cashboxes in the store the limit will be
300 Euro, that is 150 Euro for an every cashbox.
before starting work the Manager/Deputy Manager or an authorized person has to count
the cash ( emergency cash) that is left in a cashbox from closing the previous day. The
cash should be in small denominations to give the change to customers efficiently.
A cashier is obliged to report to the superior the necessity to put the cash to the safe,
when the value of the cash in cashbox is higher than 500 Euro or the cashier has to
prepare the deposit if the Manager says so but according to the settlement's table
(Appendix no 3).
A cashier bears the responsibility for correctness of conducted transaction and the
conformity of the cash in cashbox.
To take the cash from the cashbox and transport it to the safe there are authorized people
such as: the Manager, Deputy manager and Senior Seller but only in the cashier's
presence.
the Manager or his Deputy is obliged toaccount the cash value when a cashier finishes his
or her job (closing the day).
The settlement should be based on the following documents:
- a cash register
- a table of a cash settlement (Appendix no 3)
- cash turnover of the cashier
in case of stating a deficit or a surplus in a cashbox after taking actions which did not cause to
explain the differences, the following matters must take place:
DEFICIT:
* a confirmed deficit must be immediately paid by the cashier responsible for his cash desk.
* in case of deficit referring to the crime one should make a document for this confirmed deficit
together with an attached protocol from stocktaking and with an explanation of existed deficit .
SURPLUS:
* a stated surplus of a cash of an undefined cause should be accepted in the cashbox with the
document on the basis of the protocol of a stocktaking with an appropriate description.
Important!
In case of disagreements in ‘cashiers settlement”, the Manager is obliged to make an
immediate explanation and correct the mistake. If the mistake is impossible to be explained,
the store Manager is obliged to pass information about this mistake it to the IT department and
inform the accounting department and inform the Superior by the phone.
the Manager, Deputy manager, Senior Seller or other persons appointed by the Superior are
responsible for receiving, keeping and securing the money in the safe.
Only persons mentioned in first point are obliged to keep the safe’s key what has to be
confirmed in key’s handing protocol (Appendix no 6), which has to be kept in the safe.
Appendix no 6
Protocol keys handing over to the safe must take place simultaneously with
counting the cash status in the safe.
The authorized person for depositing the cash in the safe is obliged to transfer the cash in
the most discreet and safest way.
The responsible person taking over the shift is obliged to count the cash and check the
correctness of cash amount in the safe together with a settlement from the table
(Appendix no 7).
An additional person authorized for controlling the cash in safe is the direct Superior in the
presence of persons mentioned in point I.
People responsible are obliged to have the keys to the safe with them. Handing the keys
over to other person can take place exclusively together and via the document "keys
protocol".
CCC brand is addressed to people in different ages who have fashion in common. The latest trends at
keeping the individual style simultaneously and the naturalness remains the most important aspect
when choosing everyday footwear as well as footwear for special occasions. A sales offer includes a
wide range of shoes of the highest quality of leather as well as the synthetic footwear in fashionable
cuts and colors. Thanks to the diversity of models CCC hits the tastes of the wide range of customers.
An age range is fluctuating between 20 and 50 years of age. The CCC customer is a person living in
big and medium cities. This person is characterized by his or her own style and he or she looks for
new inspirations in the colorful press like: Elle, Viva, Glamour, Joy, and Cosmopolitan. This person
leads the active lifestyle, therefore the availability of CCC stores, an enormous choice in models and
the fashion in a good price which CCC brand offers is valuable for him or her.
At present, on the more and more mature market it is not enough to compete only with the price and
quality of goods. Much important now is what is happening "around" the product or service which is
the quality of the CUSTOMER SERVICE. According to the research in over than a half of examples
(58%), the stores loose the customers through a wrong quality of the customer service, therefore it is
so important to raise the quality of the customer service both from the Company, the work organization
in stores and the ability of salesperson to contact with the customer.
A store Manager bears a huge responsibility. He directly manages the store. He is responsible for
implementing and keeping binding standards, increasing the sales level, caring about the quality of
customer service and managing the sales team. That is way he/she must work actively with his
subordinates and, besides the customer, must be the most important person for them in the store. It is
the Manager who plans work for subordinates, distributes them tasks, controls it and executes their
realization.
an entrance,
a cash desk.
A CENTRE OF The biggest part of the = > supplementing and arranging goods
THE SALES store
= > active work with customers
ROOM
= > presentation of goods
A CASH DESK Situated in the front Active work with the customer
part of the store
= > informing about marketing actions
We pay attention to the form of communicating and behaving of the staff in the store.
it is not allowed to call a co-worker at loud and make loud conversations between
employees,
employees should limit the conversations and colleague's visits to the minimum,
it is strictly not allowed for the outsiders to be in the store out of working hours of
store,
one should pay attention if the door of the facility room is always locked,
in case of the need to transport goods in the sales room it is always necessary to
use
it is not allowed to have and use mobile phones in the sales room,
If existing rules and standards will be consistently followed it will definitely let us get the group of
regular and satisfied customers and also meeting with the customer will end up more often making the
transaction.
In every situation, irrespective of the number of customers and allotted tasks connected with allocation
the following principles must be followed:
an employee in the entrance area „welcomes” every customer through an eye contact,
the friendly smile and the pleasing tone. An additional role of this person is to say
goodbye to customers, so called “Observers”, who only quickly came to our store and
without demonstrating any interest in our assortment – we leave them with positive
feelings as far as a customer service is concerned,
similarly employees in the sales room behaves towards customers staying in the area
served by them - we establish an eye contact,
it is the first impression that often decides about the positive attitude of the customer to
us and our goods - we care about our external appearance (neatly dressed seller), this
will increase the higher confidence in our person.
this kind of behaviour must always take place irrespective of the number of the tasks,
problems and official duties,
we are a partner in the conversation for the customer (the customer must feel that we
are able to do everything to satisfy the buyer’s expectations),
if there is no size which the customer is looking for and he/she turned to the seller-
cashier for the help, one should do:
first of all, offer some substitute (a similar product) that he has in the store,
secondly, check the availability of size in the nearest store of a particular brand.
every seller is obliged to be familiar with the dates of closest deliveries, current
promotions, procedures of the exchange and return of goods,
in case of any questions and doubts of the customer, the seller is obliged to answer
the client according to his or her best knowledge. If the seller hasn't got such
knowledge he/she should ask coworkers or the superior,
opinions said by the seller about goods being in offer of the store should be always
positive.
if there are no customers or the little number of them in the store, sellers have to take up the
activities associated with the exhibition of goods (every model must be exposed in the sales
room, correctly marked),
the small, simply tasks should be made systematically during the customer service,
the maintenance of the order is a priority during a very large traffic of customers, but cannot lead
to ignoring customers and refusing them to help,
sellers should avoid correcting, putting the goods in order directly after the customer or during
his presence,
in the store socks and shoehorns should always be available for customers.
4. THE SELLER IS VISIBLE FOR ALL CUSTOMERS WHO CAN NEED HELP.
the visible seller often moves in the area and doesn’t leave it without the superior’s approval
(customers know that at any time the sellers are at hands, the customer notices us and it is
possible to help them),
during the service a seller should encourage trying shoes on. When the customer asks to find
shoes, the seller should prepare 2 shoes of the same pair, suggest trying them on and show the
place and the closest mirror,
the staff should take paper out from the inside of shoes that are exposed for the sale or when a
carton with shoes is given to try on. A seller should carefully check the inside of the shoes if there
are any objects left that make it difficult to try shoes on (sometimes we can find remains ,e.g.
some nails which weren't correctly removed during the course of the production which can injure
the customer),
if the customer asks for help and the seller devoted the time to him, he/she should always ask
about the decision concerning the watched offer and try to close the sale,
when the customer asks for help if there are shoes in the appropriate model and the size or there
aren't ones, the staff should finish the service with the sentence - "I will help you willingly, if you
will need anything". Walking away without a word is unacceptable,
during the goods presentation a seller should remark that the considerable part of our assortment
is sewn in Poland as well as many elements are handmade in our factory - CCC Factory,
sellers should positively give their opinion about goods - e.g. for question: "What are those
shoes made from?", seller should answer: "It is eco-friendly leather" - it is best answer for shoes
which are made from the material,
the place which customer looks for e.g. the cash desk or goods, the staff of the store should point
with an open hand,
during the service with a customer only one seller should be talking, not two or three
simultaneously (we avoid asking the same questions),
the staff should apply the language suited to the situation, they should avoid colloquial
expressions,
we serve few customers simultaneously (it is better to be for a while at a few customers'
disposal, than devote the entire time for one customer),
in several multi-storey stores at least one person from the staff should be available on each floor
it's not possible to allow the situation when a customer goes around the store unnoticed by the
staff.
when a customer asks the seller for help, and he's busy, he has to stop his work and take care of
the customer, or inform him when he will be at his disposal if he's serving another customer,
the situation in which the seller demonstrates the customer his dissatisfaction because of
interrupting his work is unacceptable (e.g. a grimace on the face, sighing, the negative comment,
etc.),
in the situation when the seller is serving the customer he asked for it, and is forced at that time to
walk away for other duties, he should provide the help of other person from the staff. Leaving the
customer without help in this situation is unacceptable.
the service by the cashier's desk is the crowning of the work of the entire staff. Cashier abilities
mostly decide about a positive or negative customer’s impression. Cashiers must be honest,
smiling, polite, unexcitable and talkative,
the direct customer service by the cashier's desk should last till 2 minutes,
a cashier should offer every time the accessories which are in a area at the cash desk in
opened space and also explain to customer the benefits connected with this purchase (e.g.
"To enjoy for a longer time from purchasing the shoes you should take care of them... and they
will always look like new ones"). Accessories should be matched to the product (e.g. "Using
this is necessary for that kind of leather... considering..."),
in the situation when new clients have entered the store, the cashier should notice their
presence (an eye contact and the smile or information that in a minute they will be served),
if the queue by the cashier's desk consists of 4 persons and more, seller should immediately
open the next cashbox, if such is available,
if the cashier begins the service he should focus his attention on the customer, and not talk to
co-workers or deal with documents,
a receipt, a change of the cash - should be given to customers on the cash desk,
there should be and order on the counter and around the cashier's desk - documents and
cartons cannot be visible for customers and cannot make the service difficult to end,
process of ending the sale is a real art, which needs using specific methods. When serving by
the cash desk it is necessary to avoid:
in unexpected situations (e.g.: failure of the cash register, lack of the price, slowly working
terminal) we always inform the customer, what will be happening and how much it will take as
well as we are placing the announcement about the existing situation or the event.
SALES PROCESS
The sale process should contain successive stages of the sale conversation one by one. Every sale
can be different because types of customers are different. However the sale process has to be kept.
Every seller should use his working hours in an optimal way. On the one hand, everyone from the staff
in CCC stores must be able to work according to the sale process so as to be able to take the
customer through the whole process independently when being turned to for help. On the other hand
working hours which aren’t used to help customers should be devoted to the work with goods and
keeping the store in order.
BASIC STAGES:
WORKING WITH THE CLIENT’S OBJECTIONS, DOUBLE SALE, CLOSING THE SALE
and the customer asks you for the help, stop your work and be at the customer's disposal:
“I can see that you want to buy something for the whole family…”
When the other customer initiates the conversation, ask the new client for the delay,
determine simultaneously, when you are free or organize the help of the other employee in
the store,
If you have only one customer (in big stores) use a double-line sale – serve the customer and
make the other employee ( not participating openly in the sale) bring you shoes for your
customer,
If you have a few customers simultaneously, you should shorten the attended time of the
current customer and come to next, stopping the service for a short while, when the customer
is trying the footwear on as well as announce that in a minute you will come back. When the
other customer received shoes for trying on, we are leaving him (if you are needed for the
next person or the previous person), saying:
“I’ll come back to you right away if only I help the customer beside you.”
WHAT, WHICH, WHY, IN WHICH, FOR WHAT, TO WHICH, WHEN, ON WHEN, WHERE?
For example:
If in any moment the customer says that he doesn’t need your help, inform him that you'll
help him again if he wants to:
"If you will need my help I'll be arranging the footwear beside."
never answer your own questions, be patient, wait till you hear the answer from the client
Actively listen to the customer to make conclusions ( the purpose and aim ), through: an eye
contact, asking, paraphrasing (repeating with your own words), e.g.:
if during the conversation you established that currently you don't have a product which the
customer wants to buy, always put a substitute forward (a similar product),
if the customer independently chose the product and your help is based on only finding the
colour or the size the customer service beginning from this point.
- Present a product to show the customer benefits which he can get by buying our goods
ATTRIBUTE/ADVANTAGE/BENEFIT, for example:
“Thanks to the leather upper and the lining (ATTRIBUTE), this shoe breathes (ADVANTAGE)
what gives you the great comfort from using (BENEFIT).”
“This model is fully made of leather (ATTRIBUTE) which is very durable and well keeps the
form (ADVANTAGE), so even after the longer using the shoe will keep its elegant look
(BENEFIT).”
“This shoe was sewn (ATTRIBUTE), so it's more durable (ADVANTAGE), and you can really use
it for a long time (BENEFIT).”
“In this model under the leather the membrane was used(ATTRIBUTE) which guarantees that
foot will breathe and also provides a waterproof protection (ADVANTAGE). This protection
guarantees that the child even after the long winter walk will have dry feet (BENEFIT).”
Always positively give your opinion about goods, e.g.: "What are these shoes made of?" in
case of the material always answer that it is "eco-friendly leather",
Show the place where customer can try shoes on and the closest mirror – always with an
opened hand,
If during trying on the customer says to you that he doesn’t want your help any longer, thank
him and go to other tasks. Ensure simultaneously that you are approachable if that is
necessary. Use expressions:
Listen to customer’s objections, answer accurately and calmly, don't back them off,
Remember that the customer’s resistance is not unequivocal with an offer rejection.
SIZE (TOO BIG, TOO SMALL) try on, fit, give an another model
try on, show this model in another color and give the alternative
COLOR (PRETTY?)
model
FITTING (DOES THIS SHOE FIT try on, fit the size and give the alternative model
WELL?)
PRICE (TOO EXPENSIVE) emphasize benefits, principle: high quality = high price
REMEMBER!
DON'T ASSUME THAT THE CUSTOMER CANNOT AFFORD THE BIGGER PURCHASING,
ALWAYS OFFER NEXT PRODUCTS.
EVEN AFTER SELECTING, PROPOSE NEXT ONES UP TO THE MOMENT WHEN THE
CUSTOMER CLEARLY WILL LET YOU KNOW, THAT HE'S NOT INTERESTED.
Examples:
- A SHOE + A COSMETIC/ACCESSORIES
- A SHOE + A BAG
- A BAG + A COSMETIC
REMEMBER!
ALWAYS WHEN THE CUSTOMER IS IN THE COMPANY OF THE OTHER PERSON, OFFER HER
OR HIM THE PURCHASE.
a parent + a child - at first realise the basic target, serve the customer interested in the
purchase (a parent), next serve the second customer (a child) or the other way round,
“Your new shoes require applying special cosmetics for care, because …”
“To keep your shoes in an impeccable condition one should use shoes...”
“Our cream perfectly suits the color of your new shoes, that is why …”
„Did you pay your attention that we have a bag made of the same material...”
Remember about closing the sale! You must be determined and active, use the phrase:
Summarize the customer’s choice and assure him that he is going to make the best choice:
“I am sure that in these shoes you will be able to practice sport for a few seasons.”
“These shoes are sold great, because this model is very interesting and the price is really
attractive.”
“If you already decided, I propose also to select an appropriate cosmetic for care.”
REMEMBER!
Don't be importunate if the customer clearly tells you that he would like to think over or more
precisely try the product,
After the decision taken by the customer about the purchase, always show a positive attitude
and invite him to the cash desk,
When the customer resigns from the purchase, thank him, smile kindly and say, e.g.:
“I'm convinced that during the next visit you will find something for yourself.”
When the customer doesn't purchase anything, invite him again to visit our store.
Important! We don't welcome the same customer again, if earlier the same person served him
in the sale room.
Propose customers additional products which are located in a area of the cash desk:
Ask the customer about the payment method (in case of the visible card or the cash you should
pass over this question),
Remember about the procedures of accepting different payments method (the payment
card or the cash):
if the customer is paying by a credit card requiring the signature, obligatorily check the
conformity of the signature on the confirmation and on the card,
if the customer pays in cash check the authenticity of banknotes.
Carefully pack goods (remember - the footwear should aesthetically be put with paper being in a
box) before the payment of the customer,
At the same time give the rest and the receipt to the customer or the printout from the terminal.
Important! A lack of small change as well as a asking the customer for a small change is
unacceptable.
Thank, say goodbye, escort the customer with your eyes, invite again.
To keep the high level of the Customer Service each store Manager is obliged to conduct coaching
about the sales process. The sheet of observation and the sales review (Appendix no 8)
The sheet is intended for all employees (with a short and with a long job experience). Its aim is to
implement the knowledge from the training on the Customer Service during every day work of a new
employee as well as improving abilities of employees with a long seniority.
While conducting the job assessment by the Manager the employee shouldn’t know that he is
observed and assessed at the moment.
Per day a job assessment of a one employee is held on the basis of three contacts with the customer.
During the customer service the employee should perform all tasks from the sheet correctly.
Observation consists of "collaborative" customer service during which it is necessary to pay attention
to the fact if the employee performs the tasks designed in the sheet.
After an every contact with the customer the employee must be assessed taking into consideration his
level of performing the tasks. Every time the employee should receive the information about the
achieved result. At first the advantages are discussed then the employee’s reserves and guidelines of
the work on given elements are presented.
The sheet has 41 points which the manager judges on the basis of observations.
It is possible to pass TUS when all stages described in the sheet of the sale appeared, i.e. when the
customer was indeed interested in the purchase.
To pass the TUS, the judged seller must correctly perform at least 37 of 41 specified activities. The
sheet which is performed below 37 points does not provide a passing grade.
For every employee the separate sheet of job assessment should be completed
After the finished cycle, when all employees are assessed, the cycle starts again.
New cards are completed then. Next observations can be carried out only in areas which the
employee has problems with.
Before the employee reaches a new cycle, the training stages with which he has problems should be
practiced.
The file binder should be created, in which sheets of job assessment and observation will be collected.
Assessment sheets should be kept in the filing cabinet up to 6 months.
A SECRET CLIENT
The level of keeping standards of the Customer Service by employees of CCC stores is checked by
the questionnaire of the Secret Client. This questionnaire checks if the store customers are served
according to the standards in of the CCC Sales Process.
The research is conducted in an every CCC store and always ending with the purchase of CCC
goods. After every research the results are made available to stores in an electronic form.
The Manager is obliged to discuss assessments of the Secret Customer with the entire team and
specific employees. Assessments are divided into areas which can be analyzed individually within one
examination or e.g. few months observing with what areas of the customer service the store has a
constant problem.
The store Management is obliged to conduct the continuous process of improving sale abilities of staff
according to training materials of the sale process (coaching) and correcting areas more poorly
assessed by the Secret Client of the service.
RETURN OF GOODS
If the customer wants to return the product, demonstrate the positive reaction and
understanding in such situation,
Announce that the matter will be settled according to procedures of the Company and it will
take couple of minutes,
Say hello,
Listen actively: listen to all objections patiently, don't stop, don’t paraphrase, don't
discuss,
Let the customer to show his frustration, encourage for a free statement,
If the goods condition requires making additional remarks (e.g.: drenching, damage), inform
the customer that you are forced to make a note of them,
Suggest removing the faults through repair, but write down customer’s requests in such a
form, in which they are reported,
Before you return complained goods to the customer make sure that the customer’s complaint
was actually consider/repaired
If the customer is questioning the quality of repair or the decision, listen to all his stipulations,
ask supplementary questions to understand better the problem as well as show your interest
and willingness the help:
if stipulations are unjustified, find arguments being able to convince the customer,
assure about our responsibility for goods, if the repair late indeed turned out to be
ineffective,
if customer still doesn't agree with the decision, suggest repeating considering the
customer’s complaint and ask your superior for help.
On every step of the conversation let the customer say his arguments,
If the complaints decision doesn't consider claims, announce it in the way so that it will be
clear for the customer. Reading out the decision or sending it to be read can be taken as the
lack of concern of the problem or suggest that you aren't accepting the decision or you don't
understand it,
Keep an eye contact with only short intervals both while listening as well as arguing.
REMEMBER!
A PHONE CALL
Many customers before purchasing gather information about goods through the Internet or over the
phone. That is why it is so important to make the phone call carried out according to the standards.
CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 47
Phone call steps:
- If the customer wants to talk with somebody else, who is not in the direct by the phone you
always have to get the customer’s consent to wait for the speaker,
- Provide the customer with the approximated time of waiting.
Immediately after the conversation write down all essential information, especially if you have
to deliver it to somebody.
B. Deputy manager
D. Seller – a cashier
No other person than included in the above mentioned structure of positions can be employed in CCC
stores. The change of the position can only happen through the amendment to the contract of
employment.
DESCRIPTIONS OF POSITIONS
Job descriptions specify duties and range of tasks on the applied position. One should provide the
document for the employee to get familiar with and sign along with the contract of employment.
Appendix 10 – JOB DESCRIPTION FOR THE DEPUTY MANAGER OF CCC CHAIN STORE
Appendix 11 – JOB DESCRIPTION FOR THE SENIOR SELLER- A CASHIER OF CCC CHAIN
STORE
Appendix 12 – JOB DESCRIPTION FOR THE SELLER- A CASHIER OF CCC CHAIN STORE
People working in CCC stores because of a direct contact with customers as well as possibility
of having the influence on CCC image by customers, should constitute a company’s showcase.
Profiles of positions are the help and a point of reference in the course of the selection of employees
as well as the evaluation of their classification and are a base to the development.
CAREER LADDERS
The internal recruitment is a basic method of recruiting employees for higher positions in the CCC
stores.
A Seller - A Cashier
A Deputy manager
A Manager
In process of the internal recruitment having competence and the personal features included in the
PROFILE OF THE MANAGER/DEPUTY MANAGER/SENIOR SELLER-CASHIER is the most
important criterion deciding about the employee promotion. The detailed criteria concerning internal
promotions are in the Employee Guidebook.
RECRUITMENT
In the moment of starting the process of the recruitment the announcement should be published on
the CCC website in the bookmark CAREER as well as on outside recruitment and nationwide portals.
Recruitment advertisements placed on Internet recruitment portals must be cohesive graphically and
substantially in all CCC stores.
Every CCC store should have universal job announcements on the store display.
Set of announcements in CCC stores includes:
- a full-time job,
- a half-time job,
- a part-time job.
Through every contact with persons from outside of the company we create its image. A telephone
conversation with the candidate is as equally important as the first meeting. During the conversation,
the candidate creates the first impression about you and the company.
full name of the person who is calling, (introducing yourself by the full name, giving the name
of company and brand),
making sure that we are talking to the right person (in the case of surnames difficult to
pronounce it is possible to confine by checking the name),
making sure that we don't disturb and if we can take a minute,
pass the information about the purpose of the phone call (the candidate submitted his
application to the position being vacant for the seller-cashier and you want to invite him to the
recruitment meeting),
making sure that candidate is still interested in the recruitment,
CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 54
making sure that the candidate has something to write down information which we will give to
him,
date, day of the meeting, hour,
meeting-place,
name, the surname and the position of the person with which the candidate is supposed to
meet,
how much time the meeting will take,
repeating information – summary,
thanks for conversation,
if the candidate during the conversation could not write anything down you should send him
the mail with all details concerning the meeting.
Good morning, … Company (full name) the manager of the CCC store. I am talking to the …?
Can I take a minute now?
1. -…
I am calling to speak to you about your application for a Seller-cashier job in CCC store. Is the offer
still available?
2. -…
Therefore, I would like to invite you for a job interview. Proposed date of meeting - 13th of December,
that is the closest Monday at 10.00. I am inviting you to the CCC store in the … gallery at the … street.
Is this term suitable for you?
3. -…
In that case we have arranged the meeting - 13th of December, 12.00 . I have one request to you,
please bring for the meeting your copies of job references and certificates.
Thank you very much for the conversation and see you on Monday.
4.
A JOB INTERVIEW
- Equal time of the conversation for all candidates, 15-30 minutes (for a managerial position
appropriately longer),
dates and the continuity of the employment - to write down possible points and during the
conversation make some explanations witj the candidate
the size, industry and the specificity of the company in which the candidate was employed
Growth Decrease
Stagnation Direction
Rate of changes
- plan where you will have the meeting, if it is a facility room, take care of the comfortable seating and
order,
- inform employees about meetings and ask them not to disturb at that time,
- turn off or mute the mobile phone, DON’T answer the phones during the conversation, it shows the
disrespect for the candidate,
- prepare possibly detailed list of questions concerning professional predispositions (during the
conversation you can look at the sheet and follow the questions which you prepared).
So that the impression during the first seconds of the meeting did not disturb our perception, one
should know that the following things have the influence on the first impression:
- In 13% it is hearing.
- In 6% it is handshakes.
- In 3 % it is smell.
Submitting to stereotypes.
Halo effect - somebody seems similar to us and that’s way he is more attractive candidate for
us.
Aureole effect - somebody who we like according to one attribute, e.g. is pretty, also seems
better to us under other attributes.
Satan effect - opposite of the halo effect, e.g. if somebody recommended the candidate which
we don't like very much, the candidate seems to us to be weaker.
Priority effect - we remember the first candidate better than the next one - especially if we
have to make a decision after longer time.
Freshness effect - the last candidate is also remembered better, has bigger
chances if we are making decisions in the short time.
Additionally it is worthwhile to pay attention to the most frequent bad habits of the person
conducting a conversation:
Counterfeiter of the attention - phone calls, conversations with other persons, dealing with
issues directly not connected with the interview things.
Fault-finder - "niggling" of candidate.
Listener being bored - demonstrating the boredom, yawning.
A distracted listener - instead of listening, thinking about something e.g. about the next
questions.
Facts collector - the listener doesn't pay attention to the cohesion of the statement with body
language and with emotional meaning of the statement.
Artist of one actor theatre - concentration on yourself to prove the best during the
assessment of the candidate.
Making notes.
Proper preparation: knowledge about information included in CV of the candidate, questions
prepared earlier, preparing the outline of the conversation, that is asking similar questions to
all candidates (simpler comparing a few persons).
Active listening.
Additional summing up of impressions on the candidate after the conversations in writing.
+ OPEN QUESTIONS (starting from "how", "in what way", "why", "when", "how many", "for what")
- CLOSED QUESTIONS (starting from "do you"; are giving the possibility of answering only YES or
NOT)
Questions about the nationality, religious beliefs and political, the medical record, sexual
preferences, or the candidate was under arrest, or the candidate is pregnant, or planning
pregnancy, and this kind of questions.
Appendix no 13
Important!
* Obligatorily the candidates must be asked to give numbers of phones and surnames of
persons who could prove those references and immediately check them.
* It is necessary to inform in what way and what time the candidates will receive the feedback
and if a contact is with all candidates or only in case of the positive assessment.
FEEDBACK
REMEMBER!
Feedback
template of the negative feedback
Referring to our conversation about the Seller-cashier position I want to thank for the devoted time and
the participation in the recruitment process.
But after analyzing all candidates, I cannot offer you the position of the Seller-cashier.
Your application will be kept in the database and it will be taken into consideration in future recruitment
processes.
Best regards
In CCC stores free internships and practices are organized for students and graduates of schools as
well as persons provided with special projects of vocational activation.
In order to organize the internship or the practice it is necessary to make a cooperation with
local schools, non-government organizations and labour offices.
A proper introduction of the person into the team of employees is very significant, since it lets in the
shortest time to get the full effectiveness of the recruit and considerably reduce a stress degree of the
new person.
Important! A store Manager is responsible for the organization and the correct course of the
training process. All necessary substantial materials referring to implementing a new employee
are included in the additional materials to a CCC Book Manager.
Important! Management of the store is obliged to provide the Card of implementing the recruit
with the Superior to approve and verify the knowledge of the recruit.
Apart from clear facts that employee is identified with a place of employment and the product which he
sells the employee creates a real advertisement of the brand, encouraging the customer for the
purchase.
Employees of CCC stores are representing the brand through the own image, therefore is essential to
pay attention to following guidelines:
APPEARANCE
Employees should care about the personal hygiene and the aesthetic external appearance.
- good appearance (neat and aesthetic appearance - clean skin, hair, hands, nails, smell),
The scruffy employee gives the negative impression on the customer what can discourage the
customer from another visit in the store.
CLOTHING
Employees are obliged to wear clothes with the logo of the company which they receive from
the company:
- Manager obtains the shirt with the logo of the company,
- Staff receives the T-shirt/ blouse/ sweatshirt with the logo of the company,
- these clothes are should be worn during the working hours,
- leaving work e.g.: for a break, the employee should take official clothes off,
- clothes must be neat, clean, ironed.
The entire clothing of the employee should be adapted to the conducted work so that it
wouldn’t restrict movement.
FOOTWEAR
ID BADGE
The manager is obliged to have an ID badge in a visible place with a description a Manager
(suggested: on the right side of shirt).
Employees are obliged to wear ID name badges with the description of a Seller.
Ladies can apply make-up, however provided that it will be appropriate and inconspicuous
(natural make up).
The jewelry should be limited to 3 pieces.
! In the store the customer should focus on the product not on the employee.
Additional areas - HR Standards of the CCC company implemented in the agreement with HR
Manager:
• JOB MANAGEMENT
• DISMISSING PROCESS
• QUESTIONNAIRE OF REASON OF QUITING
• PERIODIC EVALUATION
• BONUS SYSTEM
• INTERNAL COMMUNICATION
• QUESTIONNAIRE OF A WORK SATISFACTION
• APPLICATIONS MANAGEMENT - RECRUITMENT
• TRAININGS
• EMPLOYING DISABLED PERSONS
Below there are areas which should be drawn up according to the Labour Code applicable in a
given country.
CONTRACT OF EMPLOYEMENT
SALARY CERTIFICATES
THE SAFETY AND WORK HYGIENE (HSW) AND THE FIRE PROTECTION
TRAINING OF THE HSW
EVALUATION OF THE OCCUPATIONAL HAZARD
FIRE PROTECTION
TECHNICAL MEANS
ACCIDENTS
STEPS:
The Shipping department receives information by an e-mail or a phone call about the demand to
organize the transport of goods.
The order must contain the following information:
- the type of goods to be transported (assortment)
- the quantity of goods to be transported (in pieces)
- the weight (in kg) of the goods to be transported
- address and date of loading
- unloading address point
- contact persons at loading and unloading points
- telephone numbers of the contact persons
After accepting the order, the Carrier communicates with the contact persons at loading and unloading
points. The Carrier organizes the appropriate means of transport for the transport of goods and he is
obliged to pass to the driver all information about this delivery.
The driver is obliged to deliver the goods to the given address in a timely manner. Should any
problems with the timely delivery of goods occur, the driver informs the carrier about it and the carrier
is obliged to inform the transport caretaker.
- to take the CMR document (international bill of lading) which the driver has with the delivery
- to verify the seal number from CMR document with the seal number on the car
- to check whether the seal is breached (whether it wasn't damaged, mounted again, etc.)
- to start the unloading of the car, remembering to count the packages to which WZ (Issuing
documents) are attached (the document of issuing)
- to take the document of the invoice from the driver
- after the delivery sign the CMR for the driver (international bill of lading) in the designated place
- to provide information after the unloading about the course of the delivery
Important! During assortment delivery the recipient controls the number of the established seal
and the compliance of goods with the number in the WZ (Issuing document)
59 – 101 Polkowice
CCC S.A.
Exact address, date and time of receiving the Date and time of a car
parcel: ul. Strefowa 6, departure
59 – 101 Polkowice
Package characteristic:
Polkowice seal:
Seal number
Seal number –check whether it isn't broken
DRIVER’S NOTES
Important! In case of problems with the transport it is necessary to call the transport caretaker
in Polkowice, a phone number.: 123 456 789.
CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 65
A valid CMR document template:
STEPS:
In case of the deliveries from CCC S.A. with own means of transport the Manager should:
- receive e-mail information about a planned delivery
- check the number of the packets and compare it with the number in CMR document.
The parcel number can be seen in the label's header (picture below).
Own transport label:
- when receiving packets it is necessary to give a receipt of the number of received packets on the
CMR document
- print WZ ( Issuing ) documents of supplies which are available on the website (picture below)
On the following list we can see the information concerning the date of dispatch, number of the
positions, as well as the number of the bill of lading, the GLS carrier or DPD and the number of the
invoice.
GOODS TRUCKING-IN
Goods trucking-in is a process based on sending off-season goods from CCC stores to central
warehouses or other places indicated by the company. The transfer is conducted in CCC stores in
order to make the room in the store for the footwear for the coming sale season.
The transfer is conducted twice a year (the transfer of the summer season footwear and winter season
footwear).
The store receives information about the transfer and the date of its realization from the person who
works in the Shipment Department together with the list of the footwear intended for the transfer.
After obtaining information from the goods caretaker, the store Manager should prepare the goods
wrapping packets up with foil stretch and with CCC company tape.
STEPS:
- parcels should contain an even number of shoe pairs of one brand.
- the last items of the assortment of a given brand may be mixed with other brands in order to keep the
packing standards (approximate overall dimensions of the parcels) according to the principle 1 packet
= 1 WZ (Issuing )document.
- one should print copies of WZ (Issuing) documents and after ending the process of preparing
packets sum them up and then write down the number of summed up packets and the number of pairs
write in the CMR document.
- shoe pairs in the parcels should be put with labels facing one direction (see the picture above).
- the parcel should be carefully stretch wrapped and the company tape should be stuck along the
edges.
- parcels should be marked with the big letter "Z".
- each parcel should be provided with its document WZ (only original) that should be stapled
and placed under the sheet marked with the letter "Z".
- should be absolutely packed into a collective box which size should be appropriate to the
number of shoe pairs to be placed inside and an issuing document must be put into the box
- the box selected to be packed “loose” should be selected in such a way that it is full after
loading.
Important! Sealing a parcel that is only partially full, as in the picture below, is unacceptable. A
parcel packed in such a way WILL BECOME DESTROYED during the transport!
- if it isn’t possible to select a suitable packaging, the edges of a bigger size box should be
appropriately adjusted by being cut (a picture below)
Pre-sale complaints include goods which haven’t been sold yet and have evident defects and also
unpaired footwear.
st th
Receiving pre-sales complaint is arranged by CCC own transport, once between 1 and 10 day of
each month.
Important! Do not send pre-sale complaints in case when off-season replacement collection
happens at the same time.
Each reporting of a pre-sale complaint shall be filled out paying special attention to the correct
introduction of such data as:
- a complaint number (it’s a number given by the store according to example):
an ordinal number/a year/ a store number,
- a date of issue,
- a store stamp and signature of the person accepting the complaint,
- a bar code,
- a product name,
- a color,
- a size.
In order to mark the location of a damage of goods on the complaints form, demonstrative
photographs have been prepared. Localization of this defect should be marked in the obvious way
(e.g. with a small circle) in these photographs. In the illustration below there is an example of marking
the damage.
In the case of unpaired footwear it is necessary to mark “unpaired footwear” and specify the sizes of
half pair shoes in précised data field ( picture below).
Each pair of footwear should be packed into the original unit cardboard box and one complaint
reporting should be enclosed to this. Unit cartons should be arranged with labels on the same side
and wrapped up carefully with transparent stretch foil. Package corners should be secured with the
brand tape. On each side of the packet (excluding the side on which the bar codes with unit cartons
are seen) there should markings according to the example. One package cannot include more than 12
pairs of footwear.
The way of packing the packages and the example of the marking are presented in the pictures below.
Goods sent in bulk must be packed into the collective carton, and its size must be conformed to the
number of goods put in it. Each pair of the footwear should be connected with each other (with
shoelaces, a Velcro fastener or fastened with rubber) and it should contain the enclosed complaints
form. In case of bags, the complaints form should be put inside the goods. Every carton must be filled
up entirely, because otherwise it can become destroyed during the transport (do not send partially
filled cartons). If it is not possible to get more suitable packaging it is necessary to cut the bigger
carton to the right size. The carton prepared in such way must be wrapped up with transparent stretch
foil and corners of the carton must be secured with the brand tape. On every side of the package
markings with accordance to the example must be put. The way of packaging the package and the
example of marking are presented below.
WRONG
CORRECT
WRONG CORRECT
Unit cartons are not set with labels In Unit cartons are set with labels in the
the same direction. Corners are not same direction. Corners are secured
secured with a brand tape. with a brand tape.
WRONG CORRECT
Corners of the package are not secured Corners of the package secured correctly
When accepting the packages with the goods by the carrier he must be given a properly completed
WZ Issuing Document which should include:
- a store number,
- a store name,
- a number of given packages,
- a number of given pairs,
- a signature of a person who is responsible for confirming the accordance in terms of pairs and
packages given.
Orders for other goods than commercial ones such as stretch foil and CCC brand tape, trolleys,
should be made by stores and sent by e-mail to addresses:
waldemar.hildebrant@ccc.eu
marcelina.zacierka@ccc.eu