A brand promise can directly affect an organization’s bottom line positively or negatively. It can translate into lower cost of sales, because selling more products and services to loyal, emotionally connected customers is less expensive than acquiring new ones.

Diversity in the work place can help broaden the greater visions of the company. It also helps encourage team growth - which directly influences the brand promise. Greater strength and growth within a workplace helps combine different perspectives, energies and personalities to create a more sound and all rounded service. In this light - the service becomes desirable for the business and this helps to influence consumers coming into the store. Satisfaction is an important thing for customers - so the type of people and level of diversity in the given workplace can help to create a positive image that upon arrival to a store or during an online process - can help employees to maximise the positivity in their experience. 

Reaching out to more target markets also helps to satisfy the brand promise. The world is becoming increasingly smaller and due to this the need to expand to more than a single target market and client base demographic becomes very important to the brand promise.

~ padfoot

Casual 18 year old cashier: $17.58 per hour, no annual/sick leave 

Part-time visual merchandiser: $23.62 per hour, min. 10 day paid annual/sick leave 

Full-time store manager: $24.57 per hour, min. 10 day paid annual/sick leave 

 

Employer contributes 9.5% of wage to super 

- Staff Meetings to reward top performers and review sales – (General Manager > Department Managers > Retail Floor Staff) 

- Rewards Systems:

Bonuses, Promotions, Awards, Public recognition
- Rotating job duties
- Ask employees for input into smaller decisions
- Encourage new ideas within store from employees - motivating them intrinsically seeing their ideas come to life with implementation.

B) Busy Convenience Store:
- Communicate with employees to see how they are doing
- Reward hard work with leniency in break times
C) Shoe Store:
- Explore training avenues to empower staff with their product knowledge
- Provide employees with sufficient resources to become more knowleagable
- One on one evaluation - rewarding high achievement and displaying on a reward board for public recognition
- Extensive training with one member to pass on knowledge to the rest of the team to be monitored over time

-Customer feedback on store experience segregated by self-scanning/normal checkout.

-Proportion of usage of self-scanning compared to normal checkout.
-Number of customer complaints/enquiries for help of self-scanning compared to normal scanning
-Customer feedback on waiting times of self-scanning compared to normal checkout
-Number of items stolen in self-checkout, types of item stolen

Financial Criteria
-Revenue of self-scanning compared to normal checkout
-Value of items stolen in self-scanning
-Frequency of items stolen in self-scanning
-Capital saved from reduced labour costs
-Sq Ft of store saved from using self-scanning and subsequent value derived from extra space
-$ per hour of self-scanning compared to normal checkout

A seasonal retailer could even out cash flow by having special promotions on during ‘off seasons’, altering the manner of their advertising or expanding their product lines. 

-  Special promotions during off seasons: an ice cream store may decide to do a 2-for-1 offer during winter, or another interesting promotion. Such a tactic was used by the Pancake Parlour, where in winter customers could get select menu items for the temperature that it was at that time (e.g. $8 meal in 8 degree weather). This could make it more interesting or appealing to visit the retailer at a time of year the customers usually wouldn’t
 

- Altering advertising: a seasonal retailer could even out cash flow by changing the way that they advertise. For example, a swimwear store may even out cash flow by having vacations and holidays as the focus of their advertisements in off seasons, as many people travel to warmer destinations in the cool weather. 

-  Expanding product lines: an off season retailer may increase their product breath to even out cash flow in off seasons. An example of this is how Cold Rock ice-creams make customisable cakes for birthdays/corporate events, which occur all year around. Another example is Wendy’s, who primarily sell ice-creams, but also sell hot dogs. 

Organisations need to have clear policy statements from top management as to the value of employee diversity (no discrimination while hiring etc.)

·      Provide advancement opportunities.

·      Provide meaningful training programs

Look favourably for the brand and its brand promise.

From the consumer perspective; some consumers want companies to have diversity and include employees from different backgrounds, nationality, etc. Consumers will look favourably at the brand who promotes diversity which would affect positively on the brand reputation, increasing brand loyalty, sales etc. 

E.g. Coles TV advertisements promotes diverse employees in order to project a meaningful message that 'all people are welcome to work or shop at Coles'. 

How do organisational structures differ between a large, medium & small retailer? Draw one for each

** see attached for examples of all organisational structures.

Small Organisation: often privately owned corporations and partnerships with fewer employees.
Medium Organisation: employs fewer than 250 employees and not exceeding turnover of between 20-50 million.
Large Organisation: Often over 500 employees and high annual sales revenues (above 250 million).

Summary of Main Differences:
Layers of Management:
Smaller businesses have fewer layers of management and fewer managers in general compared to medium/larger organisations. Small organisation business charts are usually flat and therefore employees on the front line are usually more responsible for a wider range of tasks.

Decision Making:
Strategic decision making is usually made more centralised in smaller organisations due to the small number of managers. Authority begins to spread as organisations grow.

Level of Responsibility:
Larger organisations have more specific and detailed roles for each employee/manager - in smaller organisations managers would take on a wider verse of roles.

Communication Structure:
Formal lines of operation and communication vary. Smaller businesses often deal with more 'in-time/personable', with front line staff having more ability to communicate with executives rather than a larger organisationcommunication takes place over large distances via phone or email, with co-workers in far-flung locations rarely or never meeting each other in person.