Professional Documents
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JCPENNEY COMPANY, INC., ARIZONA, NEVADA, CALIFORNIA, TEXAS $20B department sto
re, catalog and e-commerce retailer
Store General Manager (1997 - 2004)
Responsible and accountable for all store operations and sales activities. Prov
ided hands on leadership to store management on sales, merchandising, merchandis
e presentation, operations, logistics, receiving, distribution, stockroom planni
ng, styling salon / portrait studio / optical dept. performance, catalog initiat
ives, safety and shrinkage control. Achieved $48 million in revenue and full P&
L accountability. Executed Company marketing plans for promotional and sales ev
ents. Directed store budgeting, auditing, forecasting and planning. Led a staf
f of 10 Direct Reports and 150 employees. Reported to the District/Regional Man
ager.
Surpassed event sales goal 120% over previous year and increased 100th annivers
ary sales month by 22%. Designed sales strategy, goals and incentive plan for d
epartment managers and teams.
Revolutionized customer service and quality initiative by setting new standard
for initiating and resolving customer interests. Developed and delivered custom
er sensitivity and quality assurance programs to all staff members resulting in
an annual sales increase of 15%.
Received recognition and awarded the Companys Chairman Award for exceeding the
store sales and EBIT plans for fiscal 1999, 2001, 2002 and 2003. Stores exceedi
ng plan (up to maximum of 10% of all 1100 stores) were awarded the prestigious J
CPenney Chairmans Award.
Lead Store Team in creating a fun and exciting store environment where direct a
nd indirect customer service initiatives were highly visible through selling con
tests, customer awareness and merchandise presentation. Averaged a 10% sales im
provement during Store Manager assignments.
Managed and ensured execution of training programs which centered on sales, cus
tomer service, product knowledge, department organization, employee motivation,
credit solicitation and catalog referrals. Helped restructure the employee orie
ntation program which increased actual training from two to five days and improv
ed the quality of each new employee prior to reporting.
Achieved a yearly labor cost improvement of 6% by directing each department man
ager to review sales trend forecasts, marketing plans, staffing plans and produc
tivity guidelines on a consistent basis. Helped execute an action plan addressi
ng each business factor and HR process to ensure consistency and efficiency.
EDUCATION
Bachelor of Science, Business Management
Business School
Arizona State University