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CCC MANAGER’S BOOK

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 1


CONTENTS

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

MANAGER’S CO-OPERATION WITH THE STORE PERSONNEL 15

STAFF WORKING SCHEDULE 16

STORE EXTERNAL DESIGN 16

STORE INTERIOR DESIGN 16

CLEANING TASKS 16
STORE FACILITIES 17
INFORMATION BOARD 17
FILE BINDERS 18
WORKBOOKS 18
COMPUTER 19
E- MAIL 19
OTHER 19

OPENING AND CLOSING OF THE STORE 19


STORE OPENING 19

STORE CLOSING 20

CASH FLOW IN THE STORE · 21


A PROCEDURE OF A CASH FLOW IN THE STORE 21

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 2


2. CUSTOMER SERVICE
CCC BRAND 27

ORGANIZATION OF THE SALES AND THE STORE SPACE 27

STANDARDS OF A CUSTOMER SERVICE 29

CUSTOMER SERVICE 32

SALES ABILITIES TRAINING (TUS) 39

A SECRET CLIENT 41

AFTER SALE SERVICE 41


RETURN OF GOODS 41
COMPLAINTS – CUSTOMER SERVICE 42
A PHONE CALL 43

3. PERSONNEL
A STRUCTURE OF POSITIONS IN A CCC STORE 47

DESCRIPTIONS OF POSITIONS 47

A PROFILE OF THE SALES EMPLOYEE 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

INTERNSHIPS AND PRACTICES 56

IMPLEMENTATION OF THE NEW EMPLOYEE 56

ADDITIONAL AREAS – HR STANDARDS OF THE CCC COMPANY 56


CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 3
4. GOODS MANAGEMENT
A PROCESS OF ACCEPTING GOODS IN THE CCC STORE – FIRST STORE REPLENISHMENT 60

A PROCESS OF ACCEPTING THE GOODS IN THE CCC STORE – A COMPLETION BY OWN


TRANSPORT 63

GOODS TRUCKING-IN 64

PRE – SALES COMPLAINTS 68

A METHOD OF PACKING GOODS FOR DISPATCHING - PRE – SALES COMPLAINTS 71

ORDERING OTHER GOODS 76

5. APPENDIXES

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 4


Dear Manager,

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 5


STORE MANAGEMENT

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 6


WORK PRIORITIES

Sales plan realization is a priority of managing the store including complying CCC standards
and procedures.

Following elements have a fundamental influence on the realization of the priority:

 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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 7


VM CHECK LIST

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).

Before filling the "Day planning" it is necessary to:

1. Complete the VM Check List.


2. Know the current VM instruction and orders from the Company.

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

RES – REPORT OF THE SALE EFFECTIVENESS


RES is used to monitor the sale indicators everyday by every store.
It is very important to make entries and supplements in RES every time after finishing a working day
and after completing the data this file has to be sent to the direct Superior. In case of not being able to
send the report (a problem with an email) the storeis obliged to pass over the report with all available
methods till 9 a.m. on the next day. The direct Superior should be informed about all problems and the
difficulties associated with sending immediately after finding the problem.
CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 8
DESCRIPTION OF IMPLEMENTING DETAILS TO THE RES REPORT:
Important! Complete only the columns in grey.

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

SALES NET NET sales value

TRANS Number of transactions – number of issued receipts

PCS SOLD SHOSE Number of sold shoes

PCS SOLD BAGS Number of sold bags

PCS SOLD OTHER Number of other sold assortment

STAFF Number of employees

TRAFFIC Number of customers who entered the store on the given day, summed up
by the electronic measurement system

TEMPERATURE Temperature at 12 o’clock.

Other sales indicators

DEFINITIONS DESCRIPTION

%SOLD Indicator of purchasing customers per the entering customers calculated as


(transaction/number of entered customers). Per 100 customers how many
made the purchase.

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 9


TR/STH Rate of the effectiveness of the sales transactions (customer services) per 1
employee, calculated as the number of transactions/number of employees.

CU/STH An Indicator of the number of customers (entering) per 1 employee


calculated as the number of customers/number of employees.

Table of the plan realization

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.

EVALUATION OF THE SALES INDICATORS

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.

DESCRIPTION OF BASIC SALES INDICATORS

1. SALES VALUE

It is a net value of the sales achieved in the set period of time.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 10


2. TRAFFIC

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

4. NUMBER OF PIECES PER THE RECEIPT

Number of sold goods (number of pieces) divided by the number of transaction/receipts


(of customers who made the purchase).
This indicator is calculated by the following formula:

AMOUNT OF SOLD PIECES


 Number of pieces/ a receipt
RECEIPTS

5. VALUE OF THE RECEIPT (an average)

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

6. POT (Potential of Traffic)

This indicator determines the sales value per 100 customers.


This indicator is calculated by the following formula:

SALE VALUE
 100 customers = POT
TRAFFIC
Or

EFFECTIVENESS x RECEIPT VALUE x 100 (customers) = POT

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 11


THE ASSESSMENT METHOD OF FUNDAMENTAL SALES INDICATORS

The indicators assessment is based on:

A. comparing achieved indicators with indicators from the previous week


B. comparing the indicators for sales targets
C. indicating falls and growths of individual indicators, discussing reasons for their formation
with the personnel
D. simulations, prognosis

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

7017 – 5544 = 1473 customers less

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 12


Next, the effectiveness from the current week is deducted from the effectiveness from the
last week - we receive the actual fall / growth.

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

5.32% – 6.11% = -0.79%  fall of effectiveness

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

7% - 5.32% = 1.68% to realize the target

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%.

MIXED ANALYSES - CROSSED

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.

Effectiven es from last week  Traffic from analyzed week


The method:
100
We will get the number of receipts which the store should do to achieve the effectiveness from
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:

Effectiveness this week = 4%, number of receipts = 60; traffic = 1450


Effectiveness last week = 5,33%; number of receipts = 80; traffic = 1500;
So

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)

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 13


77 receipts – 60 receipts = 17 receipts, so if this week the store makes 17 receipts more it would keep
the effectiveness on the level of the previous week. The value of the receipt this week was 90 PLN
multiplying by 17 receipts it equals 1530 PLN – the value of the lost turnover this week.

by analogy:

this week’s effectiveness = 4%, number of receipts = 60; traffic = 1450

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%)

6,5% x 1450 customers / 100 = 94,25

94 receipt – 60 receipt = 34 receipts more

34 x 22 EUR (an average value of a receipt) = 3060 PLN net

 ANALYSIS 2

LOST EFFECTIVENESS

We obtain the information how many receipts were missed for achieving the effectiveness from the
last week.

We use the indicator effectiveness analysis:

5.32
x 100  87 [%]  fall 13%
6.11

5.32% – 6.11% = -0.79%  fall of effectiveness

Fall of the effectiveness about 0.79 % means that within the assessed week 43 receipts missed

(calculation)

Traffic – 5544 x fall of effectiveness 0.79% = 43 receipts

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

TRAFFIC TO THE SALES VALUE - basic relation – a comparative tool.

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 14


LAST WEEK THIS WEEK DYNAMIC
TRAFFIC 7 017 5 544 - 21% fall*
SALE VALUE 34 619 31 887 - 8% fall**
* Way of calculation (see: method of the sales indicators assessment - Ad 2. - A)
* * Way of calculation (see: method of the sales indicators assessment - Ad 1. - A)

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

TRAFFIC TO THE EFFECTIVENESS - effectiveness analysis of sellers at the change of number of


customers’ entries.

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.

LAST WEEK THIS WEEK DYNAMIC


TRAFFIC 7 017 5 544 - 21% fall*
EFFECTIVENESS 6.11 5.32 - 13% fall**
* Way of calculation (see: method of the sales indicators assessment - Ad 2. - A)
* * Way of calculation (see: method of the sales indicators assessment - Ad 3. - A)

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.

MANAGER’S CO-OPERATION WITH THE STORE PERSONNEL

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

 current realization and the prognosis of store sales plan,


 results from previous day with a summary,
 ways of executing the sales plans, current promotion campaigns, sales etc,
 list of persons assigned to specific areas in the store, additional tasks, duties and times of
carrying them out.

3. During the working day the Manager is obliged to:

 control the sales results and sales plan realization,


 control the reliability and punctuality of tasks and duties realization,
 define new tasks.

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4. At the end of a working day of an every employee (especially at the end of the day)
the shift Manager has a duty to:
 discuss the store results and summarize the sales results,
 summarize the tasks realization of an every employee that was given to him/her for a
given day,
 discuss problems which could have appeared during the day,
 thank for the work for a given day.

STAFF WORKING SCHEDULE

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.

STORE EXTERNAL DESIGN

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 16


STORE INTERIOR DESIGN

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:

 wiping mirrors at racks and on pillars,


 keeping windows and store windows clean,
 wiping benches, stools, rubbish bins, sides of racks and islands, gates at the front door,
Perspex boxes at the by crew stands of islands as well as Perspex boxes being on the
cabinets and in store windows,
 cleaning places where there is dust most often: behind blendes, on fire extinguishers, on
landings by store windows, at expositions between cardboard boxes, in corners of
bookcases, between stools,
 cleaning the entire cash desk: shelves, where cosmetics for the footwear are exposed,
desks behind the cash desks, tops and sides of a cash desk, a computer and a printer,
 cleaning the toilet and room where mops and buckets are stored,
 cleaning cupboards with food products as well as cupboards with chemical products and
household detergents,
 organizing the facilities room: arranging and ordering boxes on shelves, caring about
cleanness of the door, tops of the table, cleanness on the shelve with the complaints
footwear,
 emptying rubbish bins, keeping cleanness in the area as well as supervising the cleanness
in the store by cleaning papers, all kind of stickers and chewing gums, sweeping and
cleaning the floor (depending on weather conditions during the day),
 at the end of a day preparing your own working area and the facilities room till closing the
day,
 parting and organizing the space between baskets,
 washing all seating places in a store,
 sweeping rubbish out of the doormat at the front door and cleaning doormats.

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.

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STOCK FACILITIES

 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.

Board No. 1 (main notice board)

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)).

* All documents should be put chronologically.

File binders (periods of keeping the documents in them):

1. Day planning + checklists from the given day (1 month)

2. VM instructions (for the period of 12 months)

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".

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 WORKBOOKS

The following workbooks should be available in a facility room:

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

 EMAIL (subfolders in an in-box):

 A SUPERIOR (messages from the Superior)


 ALLOCATION (documents of accepting goods, other issues associated with allocation)
 DISPATCHING ( correspondence with dispatching )
 MARKETING (marketing materials, messages)
 VM (instructions)
 ACCOUNTING (accounting matters)
 PERSONNEL DEPARTMENT (signed holiday applications)
 HR
 CUSTOMER COMPLAINTS
 OTHER

 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.

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OPENING AND CLOSING THE STORE

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.

ACTIVITIES OF THE STORE OPENING:

1. Switching on lighting of the store and store windows.


2. Switching on the computer and the sound system.
3. Switching on the air-conditioning on (aromamarketing).
4. Signing the attendance list.
5. Receiving the mail and checking current instructions on the website.
6. Counting the cash and preparing the documentation according to the procedure of the cash
transactions.

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 20


CLOSING THE STORE

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.

Activities of the store closing

1. Switching off the computer and the sound system.


2. Making sure that:
- all devices in stock room are switched off
- taps are turned off
- additional exits are protected
- windows are closed
3. Making sure that all customers left the sales room.
4. Staff control – checking the bags.
5. Switching off all the lighting in store and facility room, switching night lights on.
6. Stores on streets have to have the logotype and store windows lighting switched on
7. Switching the alarm on.

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 21


CASH FLOW IN A STORE

PROCEDURES OF CASH FLOW IN THE STORES

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

3. Compulsory documents for recording a cash accounting are:

 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.

4. Settlement and cash transferring at the cash desk point:

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).

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 22


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

taking into account:


- checking the correctness of goods' returns
- checking the value of the payment by a card and the voucher
- checking non-fiscal receipts
- a table is used for a cash settlement (Appendix no 4)

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 23


Appendix no 4

 the cashier is obliged to keep the records of vouchers.


 the cashier is financially responsible for every deficit in a cashbox according to whose
fault it was (protocol of the deficiency/surplus of the cash in the cashbox - Appendix no 5).

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 24


Appendix no 5

 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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 25


5. Securing the cash in the safe

 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.

Important! Every store must always have a key to 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).

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 26


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 MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 27


CUSTOMER SERVICE

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 28


CCC BRAND

CCC Brand – a well-known and strong brand

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.

ORGANIZATION OF THE SALES AND THE STORE SPACE

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.

MANAGING THE STORE SPACE


In order to increase the quality of the customer service and optimizing the work in the store, the space
of stores is divided into areas:

 an entrance,

 a centre of the Sales room,

 a cash desk.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 29


AREA CHARACTERISTICS DUTIES
AN ENTRANCE Front of the store = > greeting customers

= > arranging islands according to the instructions

= > regular control of store windows

= > adding and arranging goods

= > encouraging to visit the store again

= > work with the customer

= > saying goodbye to customers

= > the knowledge about the collection and its


arrangement

A CENTRE OF The biggest part of the = > supplementing and arranging goods
THE SALES store
= > active work with customers
ROOM
= > presentation of goods

= > help to choose the interesting product

= > proposing alternative products

=> encouraging to try on the product

= > knowledge about the collection and its


arrangement = > paying attention to "dishonest"
customers

= > information about marketing actions

= > help in taking the final decision by the customer

= > proposing additional products

A CASH DESK Situated in the front Active work with the customer
part of the store
= > informing about marketing actions

= > proposing additional products being located at a


cash desk

= > checking the pairing of the footwear

= > taking the payment

= > thorough observation of banknotes

= > giving change

= > packing the purchase

= > issuing the receipt

= > thanking and saying goodbye to customers = >


inviting again

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 30


Important!

We care about the Company’s image.

We pay attention to the form of communicating and behaving of the staff in the store.

It is necessary to pay an attention in the following situations in particular:

 talking about private matters is strictly forbidden,

 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

 the cart intended for this action,

 it is forbidden to move and shuffle boxes directly on the floor in store,

 it is not allowed to have and use mobile phones in the sales room,

 it is forbidden to try the footwear on during working hours,

 it is forbidden to chew, eat and drink in the sales room.

STANDARDS OF A CUSTOMER SERVICE

A salesperson’s professionalism is defined by the knowledge of defined principles of behavior during


the work in a store that is Standards of a customer service. Standards of a customer service in CCC
stores are the description of human kindness. Those uniform standards in the whole chain of CCC
stores serve to distinguish us from the competition, to organize a staff behavior and provide the
customers with the maximum satisfaction while shopping.

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:

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 31


1. WE GREET EVERY CUSTOMER.

 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.

2. THE CUSTOMER ALWAYS MEETS THE SMILING, POLITE AND HELPFUL


SALESPERSON.

 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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 32


3. IN THE STORE A LAW AND ORDER IS PREVAILING WHAT ENABLES
CUSTOMERS VALUING ADVANTAGES OF THE SELF-SERVICE TO MAKE
INDEPENDENT CHOICES.

 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.

 each of sellers provides the service in the appointed area,

 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,

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 33


 sellers as far as it is possible should give their opinion about the product to enable a customer
to make a decision about the purchase,

 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.

5. EVERY CUSTOMER WHO SHOWS US BY THE BEHAVIOUR THAT HE NEEDS OUR


HELP MUST BE SERVED.

 the following evidence proves that the customer needs help:

 observing some models longer without making a choice,


 checking contents of other boxes with the footwear,
 trying on few models or sizes,
 seeking the seller deliberately with the eyesight or expressing with the behaviour his
irritation or the resignation.

Important! Such customers have to be served at first.

 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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 34


6. THE CUSTOMER ALWAYS AFTER PURCHASING MUST LEAVE OUR STORE WITH
THE POSITIVE IMPRESSION.

 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:

 talking with the customer without welcoming

 greeting the customer without an eye contact

 leaving the customer without any help or information why/what is happening

 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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 35


CUSTOMER SERVICE

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:

GREETING AND MAKING THE CONTACT

EXAMINING THE NEEDS

PRESENTATION OF THE OFFER

WORKING WITH THE CLIENT’S OBJECTIONS, DOUBLE SALE, CLOSING THE SALE

SERVICE BY THE CASH DESK

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 36


I. GREETING AND MAKING THE CONTACT – MAKE A RELATION

REMEMBER! WHEN YOU ARE DEALING WITH GOODS:

and the customer asks you for the help, stop your work and be at the customer's disposal:

 make the eye contact with a customer


 smile friendly
 kindly nod your head, say hello
 start free conversation:

“I will help you willingly, what are you looking for?”

“I will help you willingly to find your size.”

“I see that you are interested in…?”

“I can see that you want to buy something for the whole family…”

REMEMBER! DURING THE CUSTOMER SERVICE:

 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:

“If you will need my help I’ll be close to you.”

“I’ll come back to you right away if only I help the customer beside you.”

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 37


II. EXAMINING THE NEEDS- DEFINE WHAT THE CUSTOMER NEEDS

 Competently establish customer’s needs – taste, style, expectations,

 Ask opened questions, starting with:

WHAT, WHICH, WHY, IN WHICH, FOR WHAT, TO WHICH, WHEN, ON WHEN, WHERE?

For example:

“What size are you looking for?”

“What’s the purpose?”

“What are you interested in?”

“Who are you looking it for?”

 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.:

“I understand that you are looking for shoes…,yes?”

“From what I’ve heard, they have to be…?”

“Uh-huh, they have to be…?”

III. OFFER PRESENTATION – PRESENT THE OFFER

- Propose the product according to the customer expectations:

 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.

- Be familiar with the store offer, efficiently find the product,

- If you don't have a colour or a size, you should:

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 38


 inform the customer that you are going to check the availability of the product in the system
and in the facility room,
 if the product isn't available in our store you should give addresses and phone numbers of the
closest stores in which he can buy this product.

- Present maximum 2-3 products,

- 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",

 Always encourage the customer to try shoes on,

 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:

“I understand and I wish you good shopping.”

 Remember that customer should try minimum 2-3 products,

 Demonstrate the full commitment,

 Inform the customer about current promotions and marketing actions.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 39


IV. WORKING WITH OBJECTIONS, DOUBLE SALE, ENDING THE SALE.

 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.

THE MOST FREQUENT


WAYS OF DEALING WITH THEM
OBJECTIONS

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

ensure the customer of the choice, use arguments, it is always


QUALITY (TOO LOW) possible to complain goods

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.

 Always remember about “double sale”,


 When you have one customer:

 recommend additional products and demonstrate them necessarily


 indicate the needs (e.g. care cosmetics for shoes)
 fit to the main purchase

Examples:

- A SHOE + A COSMETIC/ACCESSORIES

- A SHOE + A BAG

- A BAG + A COSMETIC

- A SHOE in a regular price + A SHOE in a special price

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 40


- an elegant SHOE+ a sport SHOE

REMEMBER!

ALWAYS WHEN THE CUSTOMER IS IN THE COMPANY OF THE OTHER PERSON, OFFER HER
OR HIM THE PURCHASE.

- When you have two customers:

 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,

 adults - serve the customers in a parallel way

Phrases helpful during double sale:

“We recommend for those shoes…”

“A producer recommends for those shoes…”

“Your new shoes require applying special cosmetics for care, because …”

“A … application is necessary for this kind of leather, because …”

“To keep your shoes in an impeccable condition one should use shoes...”

“Taking into account the weather I propose to apply already today …”

“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:

“What decision?” + silence

“So, are we packing?”

“Excellent decision, I'm inviting you to the cash desk...”

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.”

“I think that these shoes look very good.”

“It is really a very good decision.”

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 41


“From what you telling, I think that this model is the best for you.”

„You’ve made a good decision.”

“If you already decided, I propose also to select an appropriate cosmetic for care.”

REMEMBER!

IF THE CUSTOMER IS UNDECIDED INFORM HIM OF THE POSSIBILITY TO RETURN GOODS UP


TO 30 DAYS - IT WILL HELP TO CONVINCE THE CUSTOMER TO MAKE THE DECISION ABOUT
THE PURCHASE.

 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.”

Simultaneously ask e.g.: “What else can I do for you/and?”

 When the customer doesn't purchase anything, invite him again to visit our store.

V. SERVICE BY THE CASH DESK - FINALIZE THE TRANSACTION SMOOTHLY.

 Say hello to the client, establish an eye contact and smile

Important! We don't welcome the same customer again, if earlier the same person served him
in the sale room.

 Create a pleasant atmosphere,

 Often use words “Please”, “Can I”, “Thank you”,

 Every time inform customers of current promotion campaigns,

 Propose customers additional products which are located in a area of the cash desk:

 take the product from the display desk


 demonstrate and present the product
 show the right way of using and taking care of this product
 notice the other customers coming up to the cash desk (eye contact, the smile)
CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 42
 Check the correctness of parrying the footwear (right-left, size),

 Quote the price clearly,

 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.

 Inform the client about:

our responsibility for the product which is 2 years long

the possibility of returning the goods up to 30 days ( if the clients asks )

 Thank, say goodbye, escort the customer with your eyes, invite again.

SALES ABILITIES TRAINING (TUS)

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)

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 43


Appendix no 8

PROCEDURE OF CONDUCTING THE ASSESMENT OF THE SALE PROCESS (TUS)

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.

The employee’s assessment is conducted by store Managers (during the visit).

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 44


For the correctly performed activity 1 point is granted, for the activity performed improperly 1 point is
granted if the activity didn't appear 0 points are granted.

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 45


AFTER – SALE SERVICE

RETURN OF GOODS

 If the customer wants to return the product, demonstrate the positive reaction and
understanding in such situation,

 Smile, establish an eye contact, greet,

 Listen to the customer without stopping,

 Announce that the matter will be settled according to procedures of the Company and it will
take couple of minutes,

 Ask to submit the receipt of purchase,

 Ask about the reason of return,

 After the customer’s answer always offer:


 purchasing of other goods,
 or inform that we have alternative models in this price.

 Always offer the purchase of other goods to the customer,


 During the moment of returning or the replacement of goods:
 if the customer decides on the change of goods (size, model, cut), provide the
comprehensive help to find the product,
 and if he decided only to return - give the cash to the customer.
 Thank, say goodbye and invite the customer again.

COMPLAINTS - CUSTOMER SERVICE

Steps when accepting the customer’s complaint:

 Say hello,

 Show interest for the customer in his problem,

 Don't show your irritation, even if the customer is dissatisfied,

 Apologize to the customer for the occurrence of the problem,

 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,

 Don't hesitate to admit that the customer is right, if it is at his side,

 Ask supplementary questions to understand the problem and be able to solve it

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 46


 If the defect is evident, deal with the customer’s complaint right away – deal with the
customer’s complaint according to procedures,

 Register reported defects according to the description presented by the customer,

 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,

Steps when returning the customer’s complaint:

 Greet the customer,

 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,

 Be convincing, talk slowly, calmly,

 Keep an eye contact with only short intervals both while listening as well as arguing.

REMEMBER!

IF THE DEADLINE OF ANSWERING THE COMPLAINT IS OVERDUE DUE TO CMPANY’S FAULT,


TREAT THE UNCONFORMITY APPLICATION OF THE GOODS WITH THE AGREEMENT AS A
RELEAVANT COMPLAINT AND SUGGEST REPLACING THE GOOD AT FIRST. IF THE CLIENT IS
NOT SATISFIED GIVE THE MONEY BACK.

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:

 Receive the phone call within three first signals.

 Greet the caller with a phrase “Good morning”.

 Say your “full name, CCC store, Can I help you?”

 Ask the customer “How can I help you?”

- 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.

 During the conversation apply active listening.

 Model your voice to make pleasant conversation.

 Thank customer for the phone call.

 After completing the conversation, always hang up as the last one .

 Immediately after the conversation write down all essential information, especially if you have
to deliver it to somebody.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 48


PERSONNEL

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 49


A STRUCTURE OF POSITIONS IN THE CCC STORE

The CCC stores has the following structure of positions:


A. Manager

B. Deputy manager

C. Senior seller – a cashier

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 9 – JOB DESCRIPTION FOR THE MANAGER OF CCC CHAIN STORE

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

PROFILE OF THE SALES EMPLOYEE

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.

A PROFILE OF THE SENIOR SELLER – A CASHIER

Qualifications of the person:

Qualifying Level Indispensable


criteria Desirable

Education:  Secondary profiled education X

Computer  MS Office, Internet, e - mail X


service

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 50


Knowledge of  Native language (caring for the language X
foreign purity and correct expressing, caring for the
languages style of a commercial language)
 Other - English, German the communicative X
level)

Features Characteristic (description for this position):

Is likeable (cheerful,  kindness and goodwill


energetic, committed, and
 activity in action, full of joy and optimism, positively predisposed
enthusiastically predisposed
to tasks and duties
to the life)
 enthusiasm, admiration, enthusiasm for life and people, full of
energy for action
Available  ready to fulfill the duties in any time and place, depending on
the needs of the company
Honest  reliability in acting at work, in accordance with adopted
procedures and standards
Inwardly motivated to the  ability for the great commitment to tasks realization, satisfaction
work from achieving your own purposes; overcoming the problems
associated with the execution of tasks
Opened for people and new  communicativeness, openness to new contact with people,
experiences readiness to adopt new solutions, proposal, views; treating new
experiences as the chance for developing own competence
and getting new experiences
Opened for the knowledge  openness to development, knowledge, new abilities which
and the learning practically will allow independent performance of the tasks on
the highest level
Tactful and intuitive  the ability of sensing the customer and his needs, building the
good relation with the customer, displaying the initiative in
solutions improving the comfort of the customer
 kindness towards other, remaining calm in different situations,
showing commitment in contacts with customers, the
knowledge of solving problems
 identifying needs of the customer, demonstrating pro-customer
activities, the kindliness and the willingness to work with the
customer

Abilities and competence Characteristic (description for this position):

Commercial orientation  knowledge of the business issues: allocation, exhibition, direct


sales in the aim of achieving the implementation of a plan
 active listening and communicating
 the knowledge and observing procedures of the standards of
the company
 ability to organize work for other people ( planning the task
making work easier, lack of wasting the time )

Merchandising  knowledge of the collection (features, materials and


characteristics of products), the knowledge of own products,
the knowledge about novelties and changes associated with
them: following and updating the knowledge about products
CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 51
 knowledge about the competition’s offer and their stock
(following products of the competition and marketing actions)
Customer orientation  ability of the tactful behaviour in difficult situations with the
customer and in interpersonal situations, rule over emotions
and the temperament
 ability of sensing the product (selecting the product to needs of
the customer by knowing the collection: style, trend, quality).

PROFILE OF THE SELLER – A STORE CASHIER

Qualifications of the person:

Features Characteristic (description for this position):

Is likeable (cheerful,  kindness and goodwill


energetic, committed,
 activity in action, full of joy and optimism, positively
and enthusiastically
predisposed to tasks and duties
predisposed to the life)
 enthusiasm, admiration, enthusiasm for life and people,
full of energy for action
Available  ready to fulfill the duties in any time and place,
depending on the needs of the company

Honest  reliability in acting at work, in accordance with adopted


procedures and standards

Inwardly motivated to the work  ability for the great commitment to


tasks realization, satisfaction from
achieving your own purposes;
overcoming the problems associated
with the execution of tasks
Opened for people and new experiences  communicativeness, openness to new contact
with people, readiness to adopt new solutions,
proposal, views; treating new experiences as the
chance for developing own competence and
getting new experiences
Opened for the knowledge and the  openness to development, knowledge, new
learning abilities which practically will allow independent
performance of the tasks on the highest level
Tactful and intuitive  the ability of sensing the customer and his needs,
building the good relation with the customer,
displaying the initiative in solutions improving the
comfort of the customer

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 52


 kindness towards other, remaining calm in
different situations, showing commitment in
contacts with customers, the knowledge of solving
problems
 identifying needs of the customer, demonstrating
pro-customer activities, the kindliness and the
willingness to work with the customer

Abilities and competence Characteristic (description for this position):

Commercial orientation  ability to ‘sell fashion’


 active listening and communicating
 the knowledge and observing procedures of the
standards of the company
 ability to organize work for other people ( planning
the task making work easier, lack of wasting the
time )

Merchandising  knowledge of the collection (features, materials


and characteristics of products), the knowledge of
own products, the knowledge about novelties and
changes associated with them: following and
updating the knowledge about products
 knowledge about the competition’s offer and their
stock (following products of the competition and
marketing actions)
Customer orientation  ability of the tactful behaviour in difficult situations
with the customer and in interpersonal situations,
rule over emotions and the temperament
 ability of sensing the product (selecting the
product to needs of the customer by knowing the
collection: style, trend, quality).

CAREER LADDERS

The internal recruitment is a basic method of recruiting employees for higher positions in the CCC
stores.

Possible career ladder of the best Sellers-Cashiers.

A Seller - A Cashier

A Senior Seller - A Cashier

A Deputy manager

A Manager

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 53


A Regional Sales 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

RECRUITMENT OF CANDIDATES - RECRUITMENT ANNOUNCEMENTS

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.

Recruitment announcements on the store display

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.

Important! Set of announcements should be protected from destruction and this


announcement should be used when the recruitment process is opened.

INVITATION FOR THE JOB INTERVIEW – A PHONE CALL

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.

Information which must be handed over the phone to the candidate:

 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.

MODEL OF PHONE CALL:

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

The recruitment conversation should fulfill the following conditions:

- Equal time of the conversation for all candidates, 15-30 minutes (for a managerial position
appropriately longer),

- Identical questions for all candidates.

Analysing the CV one should take into account:

 Professional course of a career,


 tendency to change the position,
 similarity of a professional career of the candidate with specificity of the offered job position,

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 55


 consistent realization of the chosen professional way,
 consequences of the change of job (promotion, decline, horizontal changes),
 course of the education,
 performed practice,
 readiness to learn.

Detailed analysis of the employment history:

name of company/time work/position

We pay attention especially to:

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

The following tendencies in the professional career are important:

 Growth  Decrease

 Stagnation  Direction

 Rate of changes

Important! It is necessary to pay a particular attention to a possible short periods of


employment or very frequent changes and that must be cleared up!

PREPARATION FOR THE JOB INTERVIEW

- 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 75% it is the eyesight.

- In 13% it is hearing.

- In 6% it is handshakes.

- In 3 % it is smell.

- Only in 3 % what the candidate said in the first moments!

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 56


The most frequent mistakes during the interview, i.e. elements which can disturb the correct
inference:

 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.

What can be helpful?

 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.

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The proper selection of questions can also help with the effective recruitment conversation:

+ 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)

It isn't allowed to ask the questions that have discrimination meaning:

 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.

In the conversation it is possible to use the following sheet.


Support sheet to an interview in CCC stores:

Appendix no 13

The Manager of CCC store makes job interview with candidates.

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

How to give a negative reply?

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* It is necessary to be done as soon as possible: thanks to that the candidate is getting explaining to
his situation and can do something else if he is looking for work.

REMEMBER!

CANDIDATES WHO WE CONTACTED PERSONALLY OR BY THE PHONE UNCONDITIONALLY


SHOULD BE INFORMED ABOUT THE RESULTS OF THE RECRUITMENT!

Feedback
template of the negative feedback

Dear Sir, Madame ………………..,

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.

Wishing you professional success

Best regards

Name and surname

Manager of CCC store

INTERNSHIPS AND PRACTICES

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.

Professional internships in stores are organized for:

a) Reducing personal costs in stores.


b) Additional support for the staff of the store.
c) Improving the recruitment process – initial verification of candidates ( before a final
employment)
d) Creating the chance to return for unemployed for a long time person in the scope of the
corporate social responsibility.

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.

IMPLEMENTATION OF THE NEW EMPLOYEE

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 59


The way of the person being introduced is very often a factor how long the person stays in the
team.

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.

FOR THE MANAGER/MENTOR

 Card of implementation of the recruit – schedule of the implementation.


 Test of the Knowledge of standards of the customer service - verification of the
knowledge of customer service standards.

FOR THE NEW EMPLOYEE

 Employee handbook part I – guide about the Company.


 Employee handbook part II – operating tool for an employee of the store.

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.

APPEARANCE OF THE EMPLOYEE IN CCC STORE

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

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 60


 Footwear appropriately selected to clothes:
- adapted for the current season (suggested: full footwear during the winter period and during
the summer period at least covering fingers),
- the footwear should be clean, neat, and comfortable.

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.

MAKE-UP AND JEWELRY

 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

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

EXAMINATIONS OF THE OCCUPATIONAL MEDICINE


PRELIMINARY EXAMINATIONS FOR THE WORK, PERIODIC, TEST
EMPLOYEE DOCUMENTS
DOCUMENTS TO PERSONAL FILES OF THE EMPLOYEE
CHANGE OF EMPLOYMENT CONDITIONS
DISSOLVING CONTRACTS OF EMPLOYMENT
CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 61
GIVING NOTICES
INSURANCE CARDS
 WORKING HOURS
SYSTEM OF WORKING HOURS
NOTIONS ASSOCIATED WITH MAKING PLANS FOR WORKING HOURS
SCHEDULE / FUNDAMENTALS RULES
CONFIRMING THE PRESENCE AT THE WORK / ABSENCES
THE ROLL
HOLIDAY APPLICATIONS
UNEXCUSED ABSENCES
SICK LEAVES
BREAKS INCLUDED IN WORKING HOURS
FUNDAMENTALS AND NORMS CONCERNING WORKING HOURS
EMPLOYEES WITH THE STATEMENT ABOUT THE DEGREE OF DISABILITY
THE TIME AND NORMS OF WORKING HOURS
WORK ON SUNDAY
RIGHT TO THE REST (TWENTY-FOUR HOUR AND WEEKLY)
EMPLOYEE’S DAY
OVERTIME WORK
HOLIDAYS AND LEAVES FROM WORK
HOLIDAYS SCHEDULE
HOLIDAY LEAVE
OCCASIONAL LEAVE
ONLY FOR PARENTS

 SALARY CERTIFICATES

REPRIMANDS AND REPREHENSIONS


ADMONITION
REPREHENSION
CONTROL BODIES

THE SAFETY AND WORK HYGIENE (HSW) AND THE FIRE PROTECTION
TRAINING OF THE HSW
EVALUATION OF THE OCCUPATIONAL HAZARD
FIRE PROTECTION
TECHNICAL MEANS
ACCIDENTS

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 62


GOODS MANAGEMENT

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 63


PROCESS OF ACCPETING GOODS IN THE CCC STORE – FIRST REPLENISHMENT

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.

For the first replenishment the store receives Logistics starter:

- stretch foil – 10 rolls


- seals – 20 pieces
- labels - templates to the collective or individual carton, useful in the moment when the label on
the individual carton is illegible
- trolley (inside the store and for transport), ordered depending on the space of the store, 1 item
or max. 3 items

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.

STORE MANAGER IS OBLIGED TO:

- 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)

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 64


ISSUING AND DELIVERY OF GOODS DOCUMENT
CCC S.A.

CCC S.A. ul. Strefowa 6,

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

CCC 2012-09-07 time:


Exact address, date and time of delivering the at this hour a driver is
parcel: Store name and specific
supposed to be in the
address delivery point

Contact person: The mileage number:


before:…………………..
Surname (name), phone number and address of
the recipient: Full name The mileage number

Phone number after: .......................

Package characteristic:

(number of cartons, packages or parcels)

Name of the transporter


Full name
Full name, phone number and number of ID card of and its Tax Identification
Phone number
the driver:
Number of ID card Number (NIP)

Registration number Registration number

CAR LOAD CAPACITY CUP TO


Type of the goods: Footwear
Load weight:

Polkowice seal:
Seal number
Seal number –check whether it isn't broken

DRIVER’S NOTES

Legible signature of the issuing person


Legible signature of the carrier
Legible signature of the recipient
……………………………… ………………………….. …………………………

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:

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 66


A PROCESS OF ACCEPTING THE GOODS IN THE CCC STORE – A COMPLETION BY
OWN TRANSPORT

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 67


- check whether each of WZ (Issuing) documents matches with the number of the delivered packet as
well as with its content.
- sum up WZ (Issuing) documents and check with the FV document.
- accept the delivery to the state of the store.

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).

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 68


Important! The shoes that are the subject of complaints cannot be packed into the parcels!

- 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".

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 69


WZ put under the
sheet with the
letter „Z”

Shoes “loose” dispatched without individual boxes:

- 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)

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 70


- this box is correctly prepared for transport.

WZ document must be placed inside the box with shoes

A package prepared correctly

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 71


PRE – SALE COMPLAINTS

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 72


CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 73
It is also necessary to indicate a damage specified in the reporting on goods in the evident way not to
damage it (e.g. with slips of paper of the Stick type - pictures below).

Exemplary way 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).

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 74


CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 75
A METHOD OF PACKING GOODS FOR DISPATCHING

FOOTWEAR IN UNIT CARTONS

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.

AN EXAMPLE OF PACKAGING THE PACKET AN EXEMPLARY MARKING OF THE PACKAGE

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 76


FOOTWEAR AND BAGS SENT IN BULK

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

Too big carton, package wrongly filled in.

CORRECT

A package cut correctly, well packed.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 77


The way of packaging a carton (goods in bulk)

AN EXAMPLE OF MARKING THE PACKET AN EXEMPLARY MARKING OF THE CARTON

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 78


EXAMPLES OF MISTAKES MADE MOST OFTEN

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.

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 79


An example of the WZ issuing document is presented below.
Information to be filled out by a store personnel is marked in red font.

Example of WZ Issuing Document

ORDERING OTHER GOODS

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

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 80


APPENDIXES

CCC MANAGER’S BOOK -CCC S.A. Polkowice 59-101 ul. Strefowa 6 81