Sr.NoAreaKEY RESPONSIBILITY AREAS(KRA's)WeightageMilestoneEffortsEEMENIBE
1FinancialSales Target V/s Achievement (Store Sales + Omni sales)25%100% AOP AchievementDaily sales tracking vs target, hourly sales monitoring, focus on conversion and ASP growth, festival/event planning, team target allocation, driving omni orders, manpower deployment during peak hours, category-wise sales review, competitor activity tracking, staff motivation and daily huddles.>=100%95 - 99%94-90%<90%
Shrinkage & Damage10%Stock audit - Shrinkage-Meet <=0.45%Sstock reconciliation, strict GRN and billing controls, CCTV monitoring, random audits, high-value article tracking, damage control process adherence, staff awareness training, pilferage prevention activities, regular cycle counts, proper stock handling practices.<=0.45%0.46-0.55%0.56-0.65%>0.65%
Unit Per Transaction5%=>5% increment from Last yearUpselling and cross-selling training, cashier add-on selling focus, combo/product bundling, daily UPT tracker review, incentive-based motivation, category attachment selling, customer engagement improvement, monitoring billing behavior and basket building activities.=>5%3-4%1-2%<1%
2ProcessStore Operations Dashboard15%90% Overall Store Operatoins DashboardAudit readiness, process compliance monitoring, hygiene and grooming checks, roster planning, timely closure of audit gaps, SOP adherence, customer complaint resolution, operational review meetings, regular dashboard tracking and action planning.> =90%89-85%84-80%<80%
Design to Display10%Option Count (75 % Plus)
Option Qty (90 % Plus)Proper merchandise planning,



rapid replenishment from back store, size availability monitoring, seasonal merchandise execution, stock depth management, coordination with VM and category teams, maintaining display standards and ensuring no stock-out in key categories> =90%89-85%84-80%<80%
Facia Plan compliance5%85%Timely implementation of facia guidelines, coordination with VM team, regular facia audits, corrective action on gaps, maintaining branding visibility, updating promotional communication and ensuring standard display execution across the store.> =90%89-85%84-80%<80%
VM Display -MPM Scorecard5%MPM Scorecard >=90%Execution of VM guidelines, mannequin styling adherence, focal display maintenance, freshness in displays, weekly VM audits, team training on VM standards, maintaining promotional displays, proper signage placement and coordination with VM team for improvement areas> =90%89-85%84-80%<80%
3CustomerCustomer Experience5%4000 Positive Customer Styling Feedback•Drive customer-centric culture in the store.
• Ensure 100% team certification on product knowledge, styling, conversion management, and customer handling.
• Review feedback trends and create improvement plans.




• Conduct weekly customer experience reviews.> = 40003999- 30002999-2000<2000
5%6 Staff Behaviour Escalation•Own overall CX score achievement.
• Conduct service audits and action planning.
• Review complaint trends and drive corrective actions.
• Lead customer delight initiatives.<67-1213-18>18
4PeopleAttrition5%<10% reduction from LY• Conduct monthly skip-level connects.
• Review attrition dashboard and retention risks.
• Drive engagement calendar and recognition programs.
• Conduct stay interviews for key talent.
• Partner with HR on retention initiatives.=>10%8-10%5-7.99%<5%
Capability Development5%40 Training Hours Per Employee-• Create quarterly capability development plans.
• Ensure training completion targets are met.(Aarambh, Wow, Unnati, Pragati compliance)
• Review skill gaps and succession readiness.
• Nominate employees for advanced programs>=40 hours of training per employee35-39 hours of training per employee30-34 hours of training per employee>30 hours of training per employee
Internal Pragati Growth5%> 60% employees placed internally• Identify succession pipeline.
• Develop career progression plans.
• Conduct talent reviews and nomination discussions.
• Mentor high-potential employees>= 15% FM,HC,SVM FMCG- Purchaser & ASMplaced Internally14-10% FM,HC,SVM FMCG- Purchaser & ASMplaced Internally9- 6% FM,HC,SVM FMCG- Purchaser & ASM placed InternallyLess than 6% FM,HC,SVM FMCG- Purchaser & ASM placed Internally

100%

📌 Store Manager - Bench & NSO (Valasaravakkam)
🏢 VMart
📍 Valasaravakkam