Why foreign companies are shutting shop in China #business, #china #business, #why #foreign #companies #are


#

Why foreign companies are shutting shop in China

US-based Seagate, the world s biggest maker of hard disk drives, closed its factory in Suzhou near Shanghai last month with the loss of 2,000 jobs, in a move that has rekindled fears that China is becoming increasingly hostile towards foreign firms operating in the country.

A passionate speech presented by Chinese president Xi Jinping at the World Economic Forum meeting in Davos in early January had been hoped to address the issue, and reassure investors that China s remained open to foreign investment.

Xi defended globalisation and promised improved market access for foreign companies, a positive sign seen by many that China is still sticking firmly to its opening up policies, first rolled out by late leader Deng Xiaoping in the 1980s.

Yet, Seagate joined a spate of foreign companies to shutter operations in China in recent years, for various reasons, but most have attributed the country s high tax regime, rising labour costs and fierce competition from domestic companies.

Panasonic, for instance, stopped all its manufacturing of televisions in the country in 2015 after 37 years of operating in China.

China doesn t need foreign companies so badly now in terms of acquiring advanced technology and capital as in previous years, so of course, the government is likely to gradually phase out more of these preferential policies for foreign firms

Professor Chong Tai-Leung, Chinese University of Hong Kong

When it first opened in 1979, the Japanese home electronics corporation was the country s first foreign firm, tempted by generous benefits not offered to its Chinese competitors, including lower taxes and land prices and easier access to local governments.

But almost four decades down the road, this certainly isn t the case anymore.

In November last year, Japanese electronics conglomerate Sony sold all its shares in Sony Electronics Huanan, a Guangzhou factory that makes consumer electronics, and British high-street retailer Marks Spencer announced it was closing all its China stores amid continuing China losses.

Add to that list Metro AG, Home Depot, Best Buy, Revlon and L Oreal ; and we start to see more than a trend developing.

Once considered Beijing s most-welcomed guests, bringing with them the money, management skills, and technical knowledge that the country so badly needed, foreign companies now appear to have fallen out of favour.

China doesn t need foreign companies so badly now in terms of acquiring advanced technology and capital as in previous years, said Professor Chong Tai-Leung from the Chinese University of Hong Kong, so of course, the government is likely to gradually phase out more of these preferential policies for foreign firms.

Echoing Chong s comments, Shen Danyang, a spokesperson for China s Ministry of Commerce accused some foreign corporates last September of only wanting to make quick money , had become too dependent on preferential government policies in China, and were starting to feel the pain of what he called a deteriorating environment for business in the country.

But for those who had insight and courage , Shen insisted China is still a good place to invest.

We are seeing more Chinese companies becoming champions in other countries, and of course that adds a lot of pressure on foreign corporates

While it s still open to discussion whether those who have now retreated from China lacked insight and courage , there are certainly some common factors emerging on why.

Keith Pogson, a senior partner at Ernst Young who oversees financial services in Asia, said the major one is quite simply fierce competition from Chinese rivals.

We are seeing more Chinese companies becoming champions in other countries, and of course that adds a lot of pressure on foreign corporates. he said, agreeing that the gradual phasing out of preferential policies for foreign firms was certainly in China s self-interest.

Chinese TV brands, for example, for the first time overtook their South Korean rivals last year, ranking first in global sales, with the market share of TCL a household name in the domestic home electronics market increasing more than 50 per cent in Northern American market in the past year.

With the rise of such home-grown firms, the Chinese authorities have been leaning towards their own children , said Pogson, and this gradual phasing out of preferential policies for foreign companies is likely to continue.

Preferential treatment towards foreign firms goes back to 1994 when they were included under the country s general tax regulations.

Until 2007, firms that received foreign investment were subject to 15 per cent income tax while domestic companies paid 33 per cent tax.

But in recent years Beijing has stepped up its efforts to tighten such policies, with the new Enterprise Income Tax Law and Implementation Rules, effective since 2008 unifying the rate for domestic and foreign companies at 25 per cent.

Unclear laws and inconsistent interpretation of them have also been blamed for the flight of some foreign firms.

A survey last year by consulting firm Bain Company and the American Chamber of Commerce in China (AmCham-China) highlighted those were the two top factors hindering foreign firms ability to invest and grow in China.

High labour costs and a lack of qualified employees were also among the top five challenges, the study showed.

An example of the type of regulation that is now hindering foreign progress is the new cyber security law, approved by parliament last November.

It sparked fears that foreign technology firms would be shut out and subjected to contentious requirements for security reviews, and for data to be stored on Chinese servers.

Despite more than 40 international business groups signing a petition to amend some sections of the law, the final draft approved by the parliament remained unchanged a clear indication of Beijing s determination to toughen its stance against foreign firms.

A quarter of the AmCham-China s 532 member firms taking part in the survey said they had either moved or were planning to move operations out of China by the end of last year, with almost half moving to parts of developing Asia .

If more overseas companies want to develop in China at this stage, Chong said, I would suggest they consider second- and third-tier cities.

(The article has been amended to remove Sharp from the list of companies closing their China operations)


What Are the Best Schools for Nonprofit Management? #non #profit #schools #online, #what #are #the


#

What Are the Best Schools for Nonprofit Management?

Learn about nonprofit management degree programs and tips for selecting the program that best fits your needs. Find out details of three top schools offering degrees in this field and their rankings, areas of specialization offered and the kind of coursework you should expect to take. Review a list a of ten additional nationally ranked schools in nonprofit management. Schools offering Nonprofit Management & Leadership degrees can also be found in these popular choices.

What Are Some Characteristics of the Best Schools for Nonprofit Management?

Nonprofit management programs can be found at a variety of program levels, ranging from the undergraduate to the doctoral. You may find that the best schools offer opportunities to work with nonprofit agencies on real-world projects. Look for schools that have relationships with professional associations, like the Nonprofit Leadership Alliance, or that sponsor relevant philanthropic or management centers.

What Are Three of the Best Schools for Nonprofit Management?

Arizona State University in Tempe

ASU was ranked 9th in the U.S. News World Report 2016 rankings list of graduate nonprofit management programs, which are the most recent rankings available for this field. The Lodestar Center for Philanthropy and Nonprofit Innovation at ASU administers the school’s nonprofit management programs and offers conference and forum events. ASU offers the following degrees:

  • Social Entrepreneurship Community Development Certificate
  • Nonprofit Leadership and Management Graduate Certificate
  • Bachelor of Science in Nonprofit Leadership and Management
  • Master of Nonprofit Leadership Management
  • Ph.D. in Community Resources and Development

Indiana University in Bloomington

IU Bloomington’s graduate nonprofit management program was ranked #1 in 2016 by U.S. News World Report. and the university tied for 86th in the same publication’s 2016 ranking of national universities.

Nonprofit management programs are administered through the School of Public and Environmental Affairs. As an undergraduate, you can complete one of two nonprofit management certificates or take public and nonprofit management as a major within the public affairs degree program. At the graduate level, you can complete a 15-credit certificate program in nonprofit management or a Master of Public Affairs (MPA) with a nonprofit management concentration. You also could pursue a dual MPA degree program in information science, law, journalism, library science or area studies.

As an Indiana University system graduate student, you have access to resources of the Center on Philanthropy and the Fund Raising School in Indianapolis. The following degree programs are available:

  • Certificate in Nonprofit Management (undergraduate)
  • Bachelor of Science in Public Affairs – Public and Nonprofit Management
  • Master of Public Affairs (M.P.A.)
  • Ph.D. in Public Affairs
  • Ph.D. in Public Policy

New York University in New York, NY

In 2016, NYU’s nonprofit management graduate programs were ranked fifth in the nation by U.S. News World Report. NYU was ranked 36th in U.S. News World Report’s 2016 National Universities list.

NYU’s Robert F. Wagner Graduate School of Public Service administers an MPA program in public and nonprofit management and policy in which you may specialize in management, policy, finance or international policy and management. You’ll complete a research or consulting project that will last a full year. You can also enroll in an executive MPA program or combine the MPA with a variety of graduate degrees. You’ll have access to the resources of the Center for Global Public Service and Social Impact, the Research Center for Leadership in Action (RCLA) and the Catherine B. Reynolds Foundation Program in Social Entrepreneurship.

You can also access the Wagner School as an undergrad by minoring in social entrepreneurship, public policy and management or social and public policy minor. If you major in urban design, metropolitan studies, economics, international relations or sociology, you may enter a combined degree program that would allow you to earn your B.A. and your MPA in five years. Applicable degree programs include but are not limited to:

  • B.A. in Public Policy
  • MPA in Public Health
  • MPA in Public and Nonprofit Management and Policy
  • BA-MPA or BA-MUP in Public Policy, Health Policy, or Urban Planning
  • Ph.D. in Public Administration
  • Advanced Professional Certificate in Management for Public and Nonprofit Organizations

Top Schools for Nonprofit Management Majors


J – S Mobile Home Transport Orlando Florida – Home Movers #mobil #home #movers, #j


#

J S Can Help You Find Your Next Mobile Home

Are you searching for the perfect mobile home in Central Florida? If so, let J S Mobile Home Service help you find your next mobile home. Call Jimmy at 407-281-8339.

Serving folks since 1981, we move thousands of mobile homes for hundreds of Central Florida communities and have extensive knowledge of the various mobile home parks and surrounding areas that few others possess. We know when attractive mobile homes come onto the market and are available at any given time.

J S Mobile Home Closes Out Cape Canaveral

In addition to manufactured homes, J S Mobile Home Service also does professional removal of portable buildings and modular buildings and structures.

J S Mobile Home Service is one of the largest and most experienced movers of portable and modular buildings in Florida. And recently, we were chosen to remove countless modular and portable buildings at Cape Canaveral. Here are a few photos taken of buildings being removed during the close out of Cape Canaveral.

J S Mobile Home Also Installs Decks

In addition to our mobile home transport and relocation services, J S Mobile Home Service offers a wide range of other services. This includes building decks.

We custom install front door entry decks and patio decks, using the finest pressure treated woods and materials. Our decks are affordable.

Call us at 407-281-8339 for a FREE estimate.

Financing Available at J S Mobile Home Service

At J S Mobile Home Service, financing is available to qualified customers – making our mobile home transport and relocation service available to more people.

If you live on a fixed income or simply prefer to spread out the expense for whatever reason, be sure to contact us. We will be happy to assist you in any way we can.

Call us at 407-281-8339 for more details.

More Articles.


Become A Salon & Spa Manager Today! Career Options & Info #salon #manager #job #description,


#

Salon & Spa Manager Job Description

Want to manage a salon or spa?

Many licensed cosmetologists and other beauty professionals decide to take their careers to the next level and either open their own or begin managing a salon or spa. This is a forward-moving career path for those beauty pros with the entrepreneurial spirit. This is a job well-suited to people who love to help a business grow, enjoy managing day-to-day business needs, like helping others develop their skills and are comfortable handling all types of customer service needs. Beauty Schools Directory has created this resource for people just like you, who are considering taking the next step in their careers.

Simply enter your zip code and choose the “Salon Management” program from the box on the right to find classes near you to train for this career.

Jump to Your Question:

What is a salon, spa or barbershop manager?

The salon, spa or barbershop manager plays a very important role in the daily operations of the business. He or she ensures that the business is running efficiently, the customers are tended to and satisfied, and the business is operating at a profit. Salon and spa managers also have to make sure that the business is operating according to the laws of the state and that all staff members have the appropriate licenses and abilities to perform their jobs. The managers are often responsible for hiring, maintaining and firing staff if necessary, and coaching employees to be successful at the salon, spa or barbershop.

The manager is a critical player when it comes to running a successful, profitable beauty or grooming business. This person essentially juggles all the moving parts to ensure satisfied customers, happy employees and a profitable business.

The managers can work in hair and beauty salons, day spas, hotel and hospitality management, beauty and skin care companies, or tanning salons. Top salons seek skilled directors that can oversee all operations of the business, including having knowledge of bookkeeping and financial concepts.

What are the typical duties of the salon or spa manager?

Managers in the hair salon and spa business are in charge of all things staffing. Aside from interviewing, hiring, promoting and firing employees, they also schedule the employees so that staff is always available to provide the right mix of services to meet customer demand.

They often oversee staff training and development and make sure that advanced training opportunities are available to employees, such as conferences, workshops or continuing education units . Your staff should always strive to stay current on the latest hairdressing and other techniques, and be knowledgeable about the latest trends in beauty. This is ideal for a business to have a motivated staff that is always reaching for their maximum technical and professional potential, and it s good for the clients as well.

The managers will also manage and supervise non-creative staff such as receptionists, schedulers and maintenance staff to keep the business running smoothly and on time. Communication is a core component of the manager or owner job, including communicating to the entire team about company policies and procedures, major staff changes, sharing customer feedback, the vision for the future of the company, and employee reviews.

Salon and spa managers must create an atmosphere where customers are comfortable and are satisfied, leading to repeat visits and referral business. This may sometimes mean fielding customer service concerns, or implementing sweeping changes in how the salon is run to better meet the needs of the community.

The managers ensure that all equipment is operating safely and optimally, and that the hair salon or spa appearance is one that creates an inviting, relaxing environment for customers. Clients should always feel they are entering a safe and sanitary environment when getting beauty services from your business, and you may need to regularly review and maintain the utmost client service standards.

Salon, spa and barbershop owners and managers are usually responsible for daily banking, budgeting, expenditures and other financial duties. This can range from managing petty cash for small maintenance tasks around the shop, to managing payroll and overseeing employees to accurately report their tips for tax purposes.

They are responsible for the ordering of supplies for the business, as well as ensuring retail operations remain stocked. Product sales are a critical component of the business s revenue. This can include developing inventory control methods, creating major sales and promotions and other marketing activities to increase sales.

Salon, barbershop or spa owners and directors may be responsible for marketing activities for the salon. This could mean deciding on advertising campaigns and budgets to draw in more business in the community, choosing charities or events to sponsor on behalf of the salon or barbershop, or implementing an e-mail marketing campaign to past salon clients. They may also be expected to attend demonstrations, fundraisers or other events to keep the business involved in the community.

What type of training is required to become a salon or spa manager?

These are managerial positions that a person generally works their way up through the ranks to obtain. Salon or spa managers usually start out as creative technicians before going into management, so they can have a solid grasp on how the business works on the ground floor.

A hair salon manager would need to understand exactly how the salon business works, so they generally have completed beauty school and are licensed in their area of expertise. They often have several years of experience as a hairstylist, barber, esthetician, nail technician or other beauty professional before advancing their career into a management or ownership position.

The stylist interested in becoming a salon manager could take business courses at a local college or even pursue a business degree at a traditional 4-year university. However, many have reported that this is a broad, generic business degree. More and more schools are starting to create a specific training program dedicated specifically to running salon, spa or barbershop businesses. There are many online or in-person spa and management training courses to gain knowledge about business concepts.

What is the average salon or spa manager salary?

The salary a barbershop, salon or spa director or owner can earn varies on a number of different factors, including the size of the salon or spa, the number of employees and overhead costs of the business, the region of the country, years of experience and more. The Bureau of Labor Statistics (2015) reports that first line supervisors earn a mean annual wage of $38,240. Salon, spa and barbershop owner salaries are likely highly dependent on how profitable and successful the business is.

News About Salon Spa Management Careers


EduKart Blog – ROI of Online MBA Programs #are #online #mba #programs #credible


#

ROI of Online MBA Programs

ROI of Online MBA Programs

Is the investment in my MBA degree worth making? What will be the return on this investment? These questions linger in the mind of almost every student. The cost of higher education, especially of management courses, is rising day by day. Higher education degrees require a huge investment on the part of the student. The question which arises in this case is that is such a high investment worth making?

The answer to this question can be given by the student only. Every student has a different set of expectations from the course he takes up which define the return. It may be quantitative or qualitative. While quantitative return can be measured in the form of pay packages qualitative returns are generally in the form of all-round personality development, knowledge acquired and the quality of placement after the course. The question which arises in this case is that is such a high investment worth making?

In the present recessionary trends, students are again moving towards schools to enhance their educational qualification. It is obvious that they are seeking a rise in the pay packages. But is the resulting increment in sync with the investment made. Today, most of the reputed management programs cost you an arm and a leg. Hence, there is a need for devising a method which is affordable and has a greater return. In such a scenario, online education becomes the obvious choice.

Most of the time, online MBA degree holders are seen in the same light as the regular degree holders if the degree comes from a credible institute. They are generally gauged on the same salary scale as their on campus MBA counterparts. This is because in addition to the knowledge an online MBA graduate also has valuable industry experience. This makes him more suitable and preferable in the industry.

Online MBA has a greater “Return on Investment” as it is undoubtedly more affordable as compared to the on campus programs. It not only costs less, but also makes your certification more credible if it is accredited to a recognized and reputed university where you could not have afforded to study otherwise due to restrictions of time and money. Online MBA allows you to earn while you learn. Hence, you not only get financial benefit by paying less fees but also by maintaining your salary.

Generally, full time management students take educational loans to pay the fees. It has been observed that it, usually, takes the student a decade to pay off the loan debt but this is not the case when it comes to online MBA.

Therefore, it can be broadly concluded that an accredited online MBA program has an attractive return on investment required you judge the program effectively and take up a credible MBA program. It is evident that from the very first day of your class not only you will benefit but also your employer. In simple terms the savings of an online MBA is high in terms of the opportunity cost of two years of salary during the program and also in terms of the salary hike that is expected after the completion of the program.

One such UGC- DEC- AICTE MBA program is being offered by us at EduKart.com. There are multiple specializations to choose from. The program is highly affordable and makes a lot of financial sense.

For more information visit Online MBA


Why Retail Strategies are in Desperate Need of Change #wine #retailers


#retail strategy

#

Why Retail Strategies are in Desperate Need of Change

Accurately Responding to Market Change to Create Competitive Advantage

Retail strategy is at a reset moment. Historically, retail CEOs have designed business strategies by creating differentiation among the 8 primary factors of location, store, merchandise/assortment, visual merchandising, staff, service, mass media and communications, and price. A retailer could achieve sustained leadership by standing out in at least 2 of these dimensions.

For example, Walmart’s differentiation is based on broad assortments and low price, or Nordstrom on Service and highly specific assortments.

However, an unprecedented change in consumer technologies, and more so consumer behaviors, has transferred the balance of retail commerce power from retailers to consumers. Consumers are now more connected and informed, and have far more purchase options than ever before. Their personal technologies have changed their behaviors. Consumer expectations have increased, their loyalty has decreased and because barriers to switching brands continue to decline they are in fact switching brands at an accelerated pace.

To respond to consumers’ new behaviors, technologies and purchasing power, retailers must append their business strategy with new forms of differentiation, recognize that customer relationships increasingly influence consumer purchase decisions, understand that mass media communications have given way to consumer preferences for highly personalized messaging, and that business intelligence is a new basis for competitive advantage. My diagram below visually illustrates the adjustments needed for todays successful retail strategy.

While the 8 historical differentiation factors still apply, they are fleeting and insufficient by themselves. They are also being copied and replicated by existing and new competitors in shorter and shorter time spans a trend that will continue to erode differentiation and accelerate commoditization.

The definition of competitive advantage is differentiation that is relevant, measurable and unique. If you recognize that the retail market has changed in a way that none of the original 8 dimensions are unique, you also recognize that they are no longer capable of creating competitive advantage by themselves.

Fortunately, the rise of consumer empowerment also brings new opportunities for retailers. Consumers want to engage with their preferred brands pursuant to their terms and using their personal technologies. Retailers that apply Customer Relationship Management (CRM) strategies to engage consumers and nurture consumer relationships can find that these Customer Relationships trump every other competitive differentiation factor for certain classes of consumers, such as loyalty members, repeat customers and high value customers. Further, customer relationships don’t deteriorate over time. In fact, just the opposite, they normally get stronger over time, making customer relationships one of only two sustainable competitive advantages available to retailers.

The other sustainable competitive advantage is the ability to apply business intelligence for improved decision making throughout the enterprise. Business intelligence is the long heralded but seldom achieved capability to get the right information to the right decision maker at the right time. And for the record, decision makers are not found in just the C-suite. Too often, business intelligence (BI) is narrowly viewed as something for corporate leaders, somehow suggesting the remaining 99% of the business can operate just fine without intelligence.

BI software can use data to create a differentiating customer experience and more accurate merchandise/assortment planning forecasts among other things. However, executive sponsorship is required to create a culture which discourages subjective, gut or intuitive decision making (risk taking) and instead favors data driven, fact based and evidence supported decision making in all areas of the business.

Not Worthless, Just Worth Less

So what about the original 8 competitive advantage factors?

Location and Store. Omni-channel renders any single location and store less potent. More merchandise sold over more channels lessens the volume of business done in any single channel. This doesn’t suggest that the location, store or any single channel is unimportant but that channel diversification renders any single channel less important than the overall omni-channel strategy .

Merchandise and Assortments. These are being copied by high volume imitators and lower cost competitors in shorter durations. For example, shoes, bags, apparel and new fashion trends revealed on Milan runways now have their designs copied and reproduced in hours, and are manufactured in China or Bangladesh in less than four days. However, on the flipside, better data is creating better science to compliment artful assortment planning so that any knowledgeable retailer taking advantage of the science can create improved merchandise and assortment forecasts and plans. Merchandise/assortments is still a critical success factor, but is increasingly replicable by competitors and available to any retailer willing and able to apply data and science to deliver increased accuracy, which thereby renders less differentiation and competitive advantage.

Visual Merchandising. Still important but easily and quickly replicable. Little to no differentiation here.

Staff. While most retailers view staff as expenses and not assets, a few retail leaders are upping their game in terms of staffing – mostly as it relates to their Customer Experience Management goals. Retail staffing as a differentiator varies considerably by sector.

Service. Most retail customer service disappoints but the industry is taking note of the strategies and successes of retailers such as Zappos and Nordstrom. Pre-sale and post-sale service processes are easily and quickly replicable. However, upping the game from simple service scenarios to delivering rewarding and memorable customer experiences (CX) is indeed a strong competitive advantage. For reference, I include CX management within CRM. I know today they are often considered separate, but it’s clear to me they will merge. Understanding this now will help retailers create a single CRM strategy and avoid fragmented processes and systems.

Mass Communications. Mass media branding value and mass communications conversions are dying. I continue to hear retail marketers suggest that mass media creates branding. Unfortunately, they fail to realize that consumers determine the brand value not from paid advertising (which is at an all-time low in terms of believability) but from social media and their own consumer experiences. Retailers must engage consumers via a social media strategy and finely tuned segmentation in order to deliver relevant, personalized and contextual messaging and offers that resonate in order to achieve conversions and campaign effectiveness. This is a big transition that most retailers make at a snails pace.

Price. Unless you are Walmart, competing on price remains a fools errand.

The unprecedented pace of change in the retail industry is producing a growing divide between those that act and those that wait and see. As innovative retailers respond to more demanding consumer behaviors they will in turn attract larger numbers of new customers while those retailers who procrastinate will involuntarily become the source of those customer defections and incur a steady business deterioration.


These are the 7 most important skills retail managers need to have #retail #definition


#retail skills

#

These are the 7 most important skills retail managers need to have

Retail managers have to do it all: work with customers, manage sales associates, hit monthly store quotas and pitch in whenever something needs to get done.

That s why employers in the retail industry often look for a blend of diverse, transferable skills on a resume that are indicative of a versatile, well-rounded candidate who has a good understanding of the industry and is able to adapt as needed , says Michael Lan, resume consultant at Resume Writer Direct in Wilmington, Delaware.

These are the seven skills you most need to be a success as you rise in the ranks.

Customer service is critical for everyone in retail, says career communications specialist Kelly Donovan in Los Angeles. Retail is all about making sure the customer has an excellent experience every time, so this skill should be at the top of your list.

As a retail manager, you ll be supervising a team that may include inexperienced employees earning modest wages for a tough job, Donovan says. You ll need a track record of your leadership capabilities, and you must be able to provide examples of how you motivate people.

Devin Pappas, who works as a store manager and visual merchandiser for Clearwater, Florida-based Patchington, says that being able to assess other people s strengths and identify areas of opportunities is key. Depending on how the store or chain is managed, you may be asked to provide one-on-one management and written action plans for store teams. You ll also have to create a team environment to get everyone working together.

You may also be responsible for employees training and development, and you will need a background in recruiting or networking in the retail market to help fill positions, Pappas says. You ll need to be able to handle delicate situations with fairness and patience, follow corporate guidelines and hold every employee to high standards.

Most retail employees are responsible for sales, Donovan says. So sales skills are essential for the majority of retail applicants, whether you re going for an associate position or a management position.

Have examples ready that show you understand how to turn a browser into a buyer, and how to maximize sales by upselling customers with add-ons to their purchases.

Your own sales experience may not be enough. Not only do you need to motivate people to work, you must motivate people to sell, Donovan says.

A background in sales leadership is vital for retail managers. You may be asked to train sales associates and then improve their sales numbers over time.

Retail is constantly changing, says Lisa Ritchie, vice president of human resources at Match Marketing Group in Mississauga, Ontario. Retail managers need to be flexible and mentally tough to deal with day-to-day variations. While the uncertainty of the industry can be exciting, it can also lead to burnout if you don t have the chops to handle the ups and downs.

Retail is a fast-moving and dynamic industry, and it takes a lot to stay on top of everything that s going on. Successful retail managers are organized, good planners and strong troubleshooters, Pappas says. Being able to multitask helps as well.

You ll need to draw on your communication skills to work with employees, customers and your own manager, Pappas says. You ll be directing store meetings and will need to confront a variety of internal and customer-facing situations, both positive and negative. Being able to communicate effectively will serve you well through it all.

Related Articles


What Skills Are Acquired in Retail Job Experience for a Resume? #retail #space #design


#retail experience

#

What Skills Are Acquired in Retail Job Experience for a Resume?

Working in retail is about much more than just selling products or working a cash register. If you are interested in a permanent retail career or just looking for temporary employment, a job in the retail industry will provide you with many important skills that will last a lifetime. Recognizing these skills and adding them to your resume can help advance your career in many ways, whether you plan to stay in a retail environment or branch into another field.

Rocking Retail on Your Resume

If you’ve worked in the retail industry, be sure to include your customer service skills on your resume. You have likely assisted customers in a variety of ways, including resolving customer complaints and disputes. Retail jobs also teach you how to stay cool under pressure and think on your feet, which is a skill you likely honed during the Christmas shopping season when lines at your register were long and customer patience was short. The accurate handling of cash, credit and debit transactions should also make it to your resume, as this skill is one of the most important gained from your work in a retail establishment. Some jobs may also teach you technical and computer skills, since the retail environment requires you to work with point-of-sale systems and inventory tracking and ordering programs, depending upon your specific retail role. Further, don’t forget your sales skills and that you thrived in a team environment.


Retail Stores That Are Hiring – Job Search Assistance #retail #management #definition


#retail stores hiring

#

Retail stores that are hiring Three bring losseswhich gain land for the soul: the loss of a friend, loss of health and loss of wealth. Midlife career change, though difficult, allows us to continue our dream job.�Or, we can only try to reduce the size of our working life, a position that does not require our current skill level, so we have more time for life.

retail stores that are hiring

A GPS tracker is a small gadget electronic spying which can either be attached to a car or be held by a person who keeps track of your exact location. The Marshal Service United States are not only members who catch the bad guys and watch the people who are in the witness protection program.

retail stores that are hiring

retail stores that are hiring

The increase in the number of BPO firms urged to excel one another.�Each BPO company implement new ways and techniques to improve the quality of their services. This can take a long time, but through nursing school and get a graduate degree, only to find it is not for you, both as cost and time.


Disclaimer