Footlocker Case Study
elliminating wasted time assembling smaller pieces in the customer's home. This process would also elliminate extra packaging and boxes in our delivery truck allowing for more product to be loaded in the mornings and less time wasted returning to the store. This offered an additional opportunity to make more deliveries in the course of a day. An added benefit of the customer tracking system allowed me to provide the sales force with additional tools to stay in contact with their customers. Sales representatives could enter the prospective customer into our data base, set a follow up to communicate with the customer regarding sales or purchases, track purchase history and elliminate confusion around which customers belonged to what sales person. Our sales program could also track sales, trends, help with setting goals for sales and marketing and help when paying out
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commissions.
Observations and Reflections In the late 80's, Footlocker was ahead of the game in understanding what was required to have a successsful retial enviroment.
Stores had a modern, trendy and minimalistic appearance, while selling the hottest and most saught after products on the market. Footlocker also implemented a very strategic and planned management training program for each level of store management. Training phases were laid out and very easy to understand in a three ring binder and all managers went through the exact same training program. This not only allowed for managers in training to study and have a quick reference but would be easier for the training managers to teach because it was the same program they went through. Footlocker believed in taking care of their employees by offering a career path, providing a very competitive wage through base pay and a sales incentive plan (commission), the opportunity to learn the corporate structure and transparency through communication. There were very few details of the business that were not communicated directly down from executive leadership to the store teams. All
of
commissions.
Observations and Reflections In the late 80's, Footlocker was ahead of the game in understanding what was required to have a successsful retial enviroment.
Stores had a modern, trendy and minimalistic appearance, while selling the hottest and most saught after products on the market. Footlocker also implemented a very strategic and planned management training program for each level of store management. Training phases were laid out and very easy to understand in a three ring binder and all managers went through the exact same training program. This not only allowed for managers in training to study and have a quick reference but would be easier for the training managers to teach because it was the same program they went through. Footlocker believed in taking care of their employees by offering a career path, providing a very competitive wage through base pay and a sales incentive plan (commission), the opportunity to learn the corporate structure and transparency through communication. There were very few details of the business that were not communicated directly down from executive leadership to the store teams. All
of