Luxury Retail General Manager

Role Objective

The General Manager is responsible for drivingoperational discipline and cultural

consistencyacross all stores. He ensures that all activities underPeople, Product, Process,

and Placealign with brand standards, performance thresholds, and profitability goals.

The GM's role focuses onmonitoring reports, identifying trends, and implementing

corrective actions not on execution, but on ensuring that execution happens effectively.

1. PEOPLE Discipline, Ownership, and Team Efficiency

Objective:

To maintain a disciplined, skilled, and motivated workforce that performs consistently across

all levels.

Key Result Areas (KRA):

Review HRMS reports daily for attendance, grooming, and punctuality; address

deviations promptly.

Ensure teams follow reporting and escalation protocols.

Manageemployee-level escalationsby identifying root causes and aligning concerned

HODs for resolution.

Track manpower utilization, attrition, and training outcomes; recommend corrective

action.

Develop second-line managers capable of handling routine operations independently.

Conduct weekly people performance reviews and share summary reports with

management.

Ensure work efficiency, communication clarity, and smooth handovers between shifts

or departments.

2. PRODUCT Control, Quality, and Profitability

Objective:

To ensure that product movement, display, and performance align with commercial goals and

brand presentation standards.

Key Result Areas (KRA):

Monitor daily and weekly product movement (MBQ, ageing, stock vs. sale) and take

timely actions.

Maintainthresholds for stock ageing, stock-to-sale ratio, and replenishment

timelines.

Coordinate with Product, Operations, and Visual Merchandising teams for timely

display correction and markdowns.

Ensure product rotation supportshigher sell-through and profitability per square

foot.

Review feedback from stores and clients to improve product allocation and client

satisfaction.

Submit monthly Product Health and Profitability Report with actionable insights.

3. PROCESS Structure, Audit, and Escalation Handling

Objective:

To establish efficient systems that improve accuracy, accountability, and profitability across

departments.

Key Result Areas (KRA):

Monitor SOP adherence across HR, Admin, Product, and Store Operations.

Review exception and process deviation reports; take corrective or preventive action.

Oversee daily checklists and ensure timely closure of open issues.

Leadclient-level escalationswith structured RCA (Root Cause Analysis) and CAPA

(Corrective & Preventive Action) reporting.

Streamline workflows to reduce delays, duplication, and unnecessary costs.

Conduct monthlyprocess auditsto measure efficiency and compliance.

Ensure all systems and data entries are validated and consistent across departments.

Drive process improvements aimed atcost optimization and productivity gains.

4. PLACE Maintenance, Compliance, and Client Experience

Objective:

To maintain store readiness, hygiene, and ambience that align with brand standards and

customer comfort.

Key Result Areas (KRA):

Define measurable standards for store hygiene, ambience, and maintenance.

Review daily store-readiness and facility reports; ensure prompt issue resolution.

Conduct fortnightly store audits and ensure all CAPA points are actioned within

timelines.

Ensure front-end team handling client escalations maintains service quality and brand

decorum.

Coordinate with Admin and CRE teams to uphold store efficiency and presentation

standards.