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As a merchandiser, I do believe that proactivity can make our work more pleasurable and helps reaching the objective easier.  Taking the initiative, predicting customer demands, and streamlining procedures and results are all components of proactive merchandising. I am sharing some pointers to help our merchandise tasks more proactively: >>We have to make sure the we and our team have specific, attainable goals. We can use this to measure our development and concentrate on the things that are most essential. >> We should ask supervisors, coworkers, and customers for their opinions. This will help us identify our areas of improvement and learn from our mistakes >> We should observe the most recent developments and trends in our sector. By doing this, we may maintain our competitive edge and provide unique and intriguing goods and services to the customers. >> We have to take accountability for our deeds and outcomes. This will encourage us to overcome obstacles and accomplish our goals by helping us establish credibility and trust. #HAPPYMERCHANDISING #PROACTIVITY #ACCOUNTABLITY

When I was in the corporate world, I traveled extensively across the Midwest to help open stores for one of your favorite retailers. Even though I didn't have a degree in merchandising, my over five years of hands-on experience in the field proved invaluable. This experience propelled me into a corporate role where I led teams of over 50 visual merchandisers, ensuring stores were meticulously set up according to the planogram and company standards. Despite my expertise, I encountered challenges from some colleagues, particularly women with formal degrees but lacking practical experience. They often dismissed my leadership, believing their credentials automatically made them superior. However, their theoretical knowledge didn't always translate into practical skills like quick decision-making or understanding consumer behavior, which are crucial in retail. From my perspective, qualifications on paper don't always reflect someone's ability to excel in real-world scenarios. It's important not to underestimate individuals who may not have a traditional four-year degree but possess invaluable skills and experience that bring significant value to the table. #retail #fashion #fashionjobs

The nature of working in retail is changing at pace as the purpose of stores continues to evolve. BoF Careers examines how in-store employees can hone and develop their skill sets for success in retail or its adjacent industries, sharing expertise from retail leaders and fashion executives who began their careers on the shop floor. Read the full story below to learn more.

We are often asked the same question when we are out meeting with potential customers. At 42 Ltd. what exactly are the services you can offer? At 42 Ltd. we have spent the last, almost 30 years assisting world-renowned brands in realizing their store and SIS Rollout plans more or less globally. We have done so both as consultants and also working with brands as staff. This means that we have a solid knowledge of the entirety of the process from the creation of a new concept up until a successful rollout, concept upgrades, and finally development of a new concept etc. We can, therefore, pretty much step into any function of a Store Planning department or fill any gap in the chain of services needed in the process. We are happy to present practical cases we have worked on, the roles we have taken, and the outcome of that work.   We can pretty much divide our work into these three categories; 1.    Store Planning 2.    Supply chain 3.    Store Execution You find more information on our website - https://lnkd.in/did6MMja

I talk a lot about failing department stores. Sadly, it is all too easy to find examples of how things should not be done. So, what are the ingredients for a *good* department store? How should retailers do department stores? I visited the iconic Selfridges in London a couple of weeks ago to see how a master of retailing approaches the challenge. Below are my thoughts on some simple rules department stores need to follow if they are to attract and entice shoppers. As I say in the slides, not every department store can afford to be like Selfridges. But it is possible to apply all these ideas in a diluted way. Department stores should be magical places to shop. Too many are not. They’ve lost the art and science of good department store retailing. And in the process, they've lost customers and market share. (LinkedIn compresses images in the carousel which makes them look grainy; so the best way to view them is to download the PDF or make the slides full size and select accessibility mode - this shows them at proper resolution). #retail #merchandising #departmentstores

Physical retail is adapting to the new consumer demands. Here is a good example of this. #retail #retailinnovation #departmentstore #lessismore #brickandmortar #consumerbehavior

The nature of working in retail is changing at pace as the purpose of stores continues to evolve. BoF Careers examines how in-store employees can hone and develop their skill sets for success in retail or its adjacent industries, sharing expertise from retail leaders and fashion executives who began their careers on the shop floor. Read more below.

#hiring Planner, Kids - Tommy Hilfiger, New York City, United States, fulltime #jobs #jobseekers #careers #NewYorkCityjobs #NewYorkjobs #RetailConsumerProducts Apply: https://lnkd.in/gMjyk-F5 The Planner will be an active partner in managing the OTB aspect of the business preparing forecasts and evaluating performance for company stores and e-commerce in an Omni environment. Protect TH interests while maximizing profitability and minimizing liabilities. Create Pre-Season business plans in accordance with the divisional and corporate goals, including short term/long term planning by style/color to support capacity requirements and business strategies. In addition, the Planner will assure timely and accurate communication of weekly, monthly, and adjusted seasonal forecasts. Responsibilities: Prepare and Present OTB forecasts at monthly business meetings that include information and strategic initiatives to upper management; create business plans on a departmental level; own item plans at the core and key program levelAnalyze and prepare hindsight documents to measure past performance to inform future planning & buysAnalyze & communicate by sales/stock performance by door group/promotional tierManage the pricing and promotion execution in the IP and Salesforce SystemsSecure financial documents and reconcile monthly on order/receipt flowPartner with Merchandising to formulate pre-season sales/GM/Inventory Flow Objectives that tie to the topline benchmark metrics and present strategies to upper managementPartner with Merchandising to build sku plans and buys in worksheets that tie to topline metricsMeet with cross-functional teams to manage the day-to-day business and make recommendations from a pricing/ promotion and inventory/sales/GM perspective as well as inventory strategies to improve the businessReview data outside of scope of immediate duties to understand the bigger pictureWork on divisional/corporate projects as necessaryLearn and adapt to new JDA Demand system to be able to forecast demand and inventory needs for TH and accounts we sell toThe net result should be increased wholesale and retail sales, greater profitability and improved inventory turnsCall out trends relating to sales versus projectionsSupervise/challenge inventory levels and fulfillment by color / style / customerBecome a liaison on systems initiatives as they pertain to Demand Planning Qualifications: Bachelor's degree4+ years of Merchandise Planning experience, preferably in a 100% vertical retail setting

What do you do once you've achieved what you worked so hard for? One thing is certain: what got you "here" won’t get you "there." Every achievement is the result of focused drive, hard work, and yes — some luck. When I reached my goal of becoming a Merchandiser, a position I had been striving for over a long period, it was a dream realized. After celebrating and settling into the role for a couple of years, I found myself in a moment of reflection, asking: What’s next? What does this milestone mean for my future? It became clear that the strategies that brought me here wouldn’t take me to the next level. I knew that if I wanted to move into a Senior Merchandiser role, I needed to sharpen my skill set and broaden my perspective. So, I focused on enhancing my "toolbox" with key areas of growth: 1. Deepening industry knowledge 2. Enhancing analytical skills 3. Improving leadership and team management abilities 4. Focusing on strategic planning 5. Demonstrating initiative and driving innovation The path to growth is ongoing, and each step forward requires new behaviors, skills, and insights. The key is to remain adaptable and always ask: how can I add more value and stay ahead of the curve? The journey doesn’t end when you achieve your initial goal. It’s just the beginning of a new chapter—one that challenges you to continuously evolve. #lifelonglearning #Merchandiser