From: SteveH on
Brimstone <brimstone(a)hotmail.com> wrote:

> SteveH wrote:
> > Brimstone <brimstone(a)hotmail.com> wrote:
> >
> >>> All retail operations have a structure of store managers - area
> >>> managers - regional managers.
> >>
> >> (sigh) Yes, we know they do, but why are they needed?
> >
> > Because the Store Operations Director doesn't have the time or
> > resources to analyse individual store performance and issues.
>
> Is the analysis what you do?

That's one of my functions, yes.
--
SteveH 'You're not a real petrolhead unless you've owned an Alfa Romeo'
www.italiancar.co.uk - Honda VFR800 - Hongdou GY200 - Alfa 75 TSpark
Alfa 156 TSpark - B6 Passat 2.0TDI SE - COSOC KOTL
BOTAFOT #87 - BOTAFOF #18 - MRO # - UKRMSBC #7 - Apostle #2 - YTC #
From: Conor on
In article <1hq6zdv.s1thoreww13nN%steve(a)italiancar.co.uk>, SteveH
says...
> Brimstone <brimstone(a)hotmail.com> wrote:
>
> > > All retail operations have a structure of store managers - area
> > > managers - regional managers.
> >
> > (sigh) Yes, we know they do, but why are they needed?
>
> Because the Store Operations Director doesn't have the time or resources
> to analyse individual store performance and issues.
>
> Do you have any idea how complex it is to analyse the performance of
> even a small retail outlet?

Retrieve sales figures from computerised database, look at what's red
and what's black.

--
Conor

The surprise isn't how often we make bad choices; the surprise is how
seldom they defeat us.
From: Conor on
In article <ENCdnSuGVPDkCuDYRVnyhAA(a)bt.com>, Brimstone says...
> SteveH wrote:
> > Brimstone <brimstone(a)hotmail.com> wrote:
> >
> >>> All retail operations have a structure of store managers - area
> >>> managers - regional managers.
> >>
> >> (sigh) Yes, we know they do, but why are they needed?
> >
> > Because the Store Operations Director doesn't have the time or
> > resources to analyse individual store performance and issues.
>
> Is the analysis what you do?
>
Giving him a bit too much credit there aren't you?

--
Conor

The surprise isn't how often we make bad choices; the surprise is how
seldom they defeat us.
From: SteveH on
Conor <conor.turton(a)gmail.com> wrote:

> In article <1hq6zdv.s1thoreww13nN%steve(a)italiancar.co.uk>, SteveH
> says...
> > Brimstone <brimstone(a)hotmail.com> wrote:
> >
> > > > All retail operations have a structure of store managers - area
> > > > managers - regional managers.
> > >
> > > (sigh) Yes, we know they do, but why are they needed?
> >
> > Because the Store Operations Director doesn't have the time or resources
> > to analyse individual store performance and issues.
> >
> > Do you have any idea how complex it is to analyse the performance of
> > even a small retail outlet?
>
> Retrieve sales figures from computerised database, look at what's red
> and what's black.

Obviously it really is that simple.

And you wonder why people think you're some kind of thick fuckwit
incapable of anything other than driving a truck.

The importance isn't in what's red and what's black. The real skill is
knowing why something is red or black and what further action needs to
be taken.
--
SteveH 'You're not a real petrolhead unless you've owned an Alfa Romeo'
www.italiancar.co.uk - Honda VFR800 - Hongdou GY200 - Alfa 75 TSpark
Alfa 156 TSpark - B6 Passat 2.0TDI SE - COSOC KOTL
BOTAFOT #87 - BOTAFOF #18 - MRO # - UKRMSBC #7 - Apostle #2 - YTC #
From: Brimstone on
SteveH wrote:
> Brimstone <brimstone(a)hotmail.com> wrote:
>
>> SteveH wrote:
>>> Brimstone <brimstone(a)hotmail.com> wrote:
>>>
>>>>> All retail operations have a structure of store managers - area
>>>>> managers - regional managers.
>>>>
>>>> (sigh) Yes, we know they do, but why are they needed?
>>>
>>> Because the Store Operations Director doesn't have the time or
>>> resources to analyse individual store performance and issues.
>>
>> Is the analysis what you do?
>
> That's one of my functions, yes.

As I thought, an office clerk.