1. GENERAL PROVISIONS

1.1. The head of the retail sales department belongs to the category of line managers, is hired and dismissed by order of the director of the enterprise, in agreement with the deputy director of the enterprise for sales and commerce.

1.2. A person with a higher professional (economic) education and at least two years of experience in the field of sales is appointed to the position of Head of the Retail Sales Department.

1.3. The head of the retail sales department reports to the deputy director for sales and commerce

1.4. In his activities, the Head of the Department is guided by:

Regulatory documents on the work performed;

Charter of the enterprise;

Internal labor regulations;

Orders and instructions of the company’s management;

Regulations on bonuses;

This job description.

1.5. The head of the department must know:

Fundamentals of marketing, management and merchandising;

Legislative and regulatory legal acts, methodological materials

on the creation and promotion of a trading enterprise, store;

The range of goods of the enterprise, its main characteristics, pricing procedure;

Enterprise structure;

The procedure for developing long-term and annual production and sales plans;

Prospects for the development of sales markets;

Methods for calculating finished product inventory standards;

The procedure for determining the total volume of supplies, the need for transport and loading facilities;

Organization of warehousing and product sales

Accounting methods and reporting procedures on the implementation of the implementation plan;

Rules of business communication;

Rules and approaches to working with clients;

Computer technology, communications and communications;

Rules and regulations of labor protection, fire safety, safety precautions;

Fundamentals of labor legislation;

Law of the Russian Federation "On the Protection of Consumer Rights".

1.6. During the absence of the Head of the Department, his duties are performed in the prescribed manner by an appointed specialist who bears full responsibility for the proper performance of assigned duties.

1.7.The head of the department carries out one-time instructions from the company’s management regarding the profile of the department’s activities.

1.8.The head of the department constantly improves his professional level.

1.9.The head of the department must have a neat appearance, be energetic and positive, have good communication skills, and contribute to the creation of a favorable business and moral climate in the workplace.

1. MAIN TASKS AND FUNCTIONS

The Head of the Department is assigned the following functions:

2.1. Manage a network of retail stores for the enterprise.

2.2.Draw up a department sales plan for the month and year;

2.3.Work with suppliers;

2.4. Participate in the development of the company's marketing strategy;

2.5. Organize the trade activities of the enterprise in accordance with merchandising requirements, develop and implement measures to improve the quality of trade services, and take all measures to increase sales.

2.6.Ensure continuous improvement of the level of professional knowledge, skills and abilities of department managers in accordance with the goals and strategy of the enterprise, directions and level of technology development.

2.7.Control document flow in the company’s stores.

3. JOB RESPONSIBILITIES

To perform the functions assigned to him, the Head of the Department is obliged to:

3.1. Manage a network of retail stores for the enterprise.

3.1.1. Plan, organize and supervise the work of retail sales employees on a daily basis. Conduct a planning meeting for department employees at 8.10 to plan the work of managers and sum up the results of the previous day. Motivate employees to implement the plan, monitor its implementation;

3.1.2.Involve specialists from the production department, retail sales department and other company specialists to resolve organizational issues of retail sales planning;

3.1.3. Increase the motivation of retail department employees aimed at constantly increasing sales levels;

3.1.4. Maintain a favorable psychological climate in the team;

3.1.5. Organize the current work of the department with other departments of the company;

3.1.6. Ensure timely execution by all employees of the department of orders, orders, instructions issued by the company;

3.1.7.Annually develop proposals to improve the organizational and personnel structure of the department;

3.1.8. Recruit staff for the enterprise’s retail network;

3.1.9. Ensure the preservation of trade secrets by department employees.

3.1.10. Maintain a time sheet for department specialists.

3.2.Draw up a department sales plan for the month and year

3.2.1. Within 3 working days before the new month, he must prepare a monthly sales plan, coordinate it with the Deputy Director of Sales and Commerce and communicate the monthly sales plan to each department employee.

3.2.2.Before December 10 of the current year, prepare a retail sales plan for the next year indicating

Monthly sales volumes;

Sales volumes in each store

Sales volumes of goods from other suppliers in company stores

coordinate the plan with the Deputy Director for Sales and Commerce.

3.3.Work with suppliers

3.3.1. Conduct quarterly calculations of the profitability of working with suppliers. Select the most profitable suppliers.

3.3.2. Provide monthly information about the enterprise’s debt to suppliers.

3.3.3. Build strong business relationships with suppliers that strengthen the image and reputation of your company.

3.4.Participate in the development of the company’s marketing strategy

3.4.1. Have information about the company’s product offerings and market development trends;

3.4.2. Participate in the development of marketing policy at the enterprise based on analysis of the consumer properties of products sold, forecasting consumer demand and market conditions;

3.4.3. Quarterly order marketing research to study the demand for the product of the enterprise and competing firms;

3.4.4. Quarterly analyze stores and retail spaces of competitors, inform the relevant services and company management about the economic and functional features, advantages and disadvantages of competitors.

3.4. Organize the trade activities of the enterprise in accordance with merchandising requirements, develop and implement measures to improve the quality of trade services, and take all measures to increase sales.

3.4.1. Represent the interests of your company with clients and suppliers, conduct commercial negotiations.

3.4.2. Build strong business relationships with clients that strengthen the image and reputation of your company.

3.4.3. Monitor the activities of opening and existing retail spaces, locations of enterprise stands, and, if necessary, make changes to their activities, after agreement with the management of the enterprise.

3.4.4. Provide a high level of customer service in the company’s stores.

3.4.5.Analyze all operational information on clients and sales and report to the relevant departments of the company:

Changes in the operation or management of the client enterprise;

Customer dissatisfaction with service, prices or product quality;

Information on the work of competitors.

3.4.6. Carry out work to promote the product:

Monitor customer awareness of new products of the enterprise and products recommended by the technology department;

Organize the process of supplying stores with promotional documentation;

3.4.7. If the required product is not available in the company's stores, take all possible measures to satisfy the customer's needs as urgently as possible and to ensure that the customer has no reason to communicate with the company's competitors.

3.4.8. Participate in the consideration of customer claims received by the enterprise and the preparation of responses to the claims brought, as well as claims by consumers and their violation of the terms of contracts. To resolve issues within his competence, involve a lawyer, production department, marketing department, accounting and warehouse.

3.4.9. Monitor the accounting of orders and contracts, shipments, timely execution of documentation, and preparation of required reporting.

3.4.10. Carry out the development and implementation of measures to improve the retail network, forms of delivery of products to consumers, and reduce transportation costs.

3.4.11. Take measures to ensure timely receipt of funds for sold products, measures to repay accounts receivable within the established time frame.

3.5Ensure continuous improvement of the level of professional knowledge, skills and abilities of department managers in accordance with the goals and strategy of the enterprise, directions and level of technology development

3.5.1. Ensure continuous improvement of the level of professional knowledge, skills and abilities of managers and sales consultants in accordance with the goals and strategy of the enterprise, directions and level of technology development. Coordinate the staff training plan with the HR manager.

3.6.Control document flow in stores.

3.6.1. Provide a monthly report on delivery payments;

3.6.2. Monitor the timely preparation of all documents on sold goods;

3.6.3. When issuing documents, clarify all the details of the application, if necessary, contacting a specialist from the company authorized to make decisions on supplies;

3.6.4. Prepare reports on the activities of the retail chain department within the prescribed period (monthly by the 3rd day of each month) and submit them to the company management.

4.RIGHTS

The head of a retail chain department has the right:

4.1. Conditions for performing official duties in accordance with current legislation.

4.2. Request from the relevant company services the information necessary to perform official duties.

4.3. Make proposals for improving work related to the responsibilities provided for in this instruction.

4.4. Get acquainted with the draft decisions of the company's management relating to its activities.

4.5. Inform the company management about all shortcomings identified in the process of activity and make proposals for their elimination.

4.6. Prepare proposals to reduce bonuses or deprive employees of bonuses for not meeting sales plans.

4.7. The requirements of the Head of the Retail Network Development Department related to the activities of organizing the development of the retail network are mandatory for all divisions and services of the organization.

5. RESPONSIBILITY

The head of the retail chain department is responsible for:

5.1. Failure to perform or improper performance of one’s job duties as provided for in this job description, within the limits determined by the current labor legislation of the Russian Federation.

5.2. Offenses committed in the course of their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.

5.3. Causing material damage - within the limits determined by the current labor, criminal and civil legislation of the Russian Federation.

5.4. Disciplinary in accordance with the norms of the current labor legislation (Articles 192, 193 of the Labor Code of the Russian Federation) for violation of the internal labor regulations in the company.

5.5. Material in accordance with the norms of the current labor legislation (Articles 238, 242-244 of the Labor Code of the Russian Federation) for the safety of the property entrusted to him.

5.6. Disclosure of trade secrets.

5.7. Conducting interviews, meetings, negotiations regarding the company's activities without management permission.

5.8. The criteria for assessing the performance of the Head of the Retail Sales Department are:

Fulfillment of the sales plan by the company's retail network;

Increase in trade turnover

Timely ordering of goods to production and suppliers

Development of a retail sales strategy

Absence of justified claims from Buyers regarding service issues from Sellers

As practice shows, correctly laid out goods on store shelves can increase profits by an average of 473%. We'll share six smart retail sales management techniques that can increase revenue by 8 to 808%. Details are in our article.

In this article you will read:

How to ensure effective sales management in retail

How to increase sales through competent retail sales management

Retail sales management directly affects the amount of revenue, so the approach to it must be thorough. So, for example, retail sales management should include control over the display of goods, its design and other tricks, which we will now discuss in detail.

1. Use a special display to increase sales by 800%

Special display of goods at the ends of the rack or in a basket in the middle of the aisle increases the demand for it. And if you give a discount on this product, even a small one, the effect becomes noticeable. This method of managing sales in retail trade is best used to stimulate sales of high-margin positions or illiquid items that need to be sold.

1. Explanation. Buyers often do not see the product, although they look at it. The fact is that the perception of the display occurs according to patterns that store visitors remember from previous visits. These schemes are activated as soon as the consumer enters the sales floor. As a result, he sees only products that he is interested in - those that he needs to buy now, or familiar brands. A special display breaks this pattern and draws attention to the entire product line, so sales increase.

2. Experiment. In a study of retail merchandise management conducted by Dillon's Department Stores, special displays increased sales by an average of 473%. When a discount was made on the product located on a special display, the average sales increase was already 808%. 734 special displays using 360 different products in five stores were analyzed. Subsequent studies showed approximately the same data: the combination of “special display + discount” greatly increases demand.

It is noteworthy that with a special display there is no effect that the discounted product draws the attention of buyers from similar products from another manufacturer or from a different price segment. On the contrary, special placement stimulates demand for the entire product category. Sales growth for all other products in the category averaged 5%, excluding products on special display.

2. Control the color scheme, getting from 130 to 450% increase in sales

This is one of the most important techniques for effectively managing the sale of goods in retail. Use bright, orderly color schemes to draw attention to end special displays through peripheral vision. However, when there is traditional contact (the buyer stands in front of the shelves and chooses) or forced contact (the consumer stumbles upon the display while moving around the sales floor), and there are no more than six color options for the packaging, then it is worth mixing the packaging of different colors. Then the consumer will have a feeling of great choice. If there are more than six colors, use an orderly display.

1. Explanation. Placing several packages of a similar color next to each other helps to attract the attention of a visitor who is actively searching for the desired product. As he slowly scans the shelves, uniform patches of color give the impression of a small selection. However, it occurs on the condition that the buyer sees less than five or six colors. Therefore, a display ordered by color has a positive effect when people see it with peripheral vision, and a negative effect when it is directly in front of their eyes.

2. Experiment. The store laid out the goods on the end shelves, forming wide vertical stripes (“waterfall”) from packages of different colors, and compared this display with the usual one-color one. The traditional display was noticed by 28% of visitors, and the ordered display - by 41%. Thus, 46% more people paid attention to the product, designed using an orderly display, while sales volume increased by 132%.

Then the same display was made in the basket in the middle of the aisle. In this case, the effect was the opposite: fewer people stopped near it, and sales decreased. But when the colors in the basket were mixed, sales increased by 450%.

3. Leave empty spaces in the display: this will make the product twice as popular

Often, merchandisers are forced to fill a shelf with goods to capacity (the so-called fronting). Do the opposite to stimulate sales: remove one or more packages from the shelf.

1. Explanation. This effect is due to the fact that it is psychologically easier for consumers to make a decision to buy a product that other people have previously purchased: if the product is not on the shelf, it means that someone has already taken it.

2. Experiment. The store used double displays of the tested items, and the only difference was the fronting: three packages of goods were missing on one shelf, while the other was completely stocked. The fronted and non-fronted shelves were swapped throughout the experiment to eliminate the influence of spatial placement.

• Head of Sales Department: tasks, responsibilities and functions

During the two weeks of the experiment, 645 units were sold from both shelves, with the non-front display accounting for 76% of sales. The display was placed in three different locations, and the same results were obtained, that is, the effect did not depend on a specific location in the store.

4. Mix up cheap products with even lower priced products and sales will increase by 14%

If your target product is not in demand because buyers consider it too cheap or of low quality, introduce a new item into the assortment with an even lower price tag. In this case, the consumer will change his mind, and the desired product will be in greater demand.

1. Explanation. Due to the effect of asymmetric dominance, the buyer pays attention to a competing characteristic (price, quality, etc.) and changes his opinion about a product that he previously neglected. Therefore, a cheap product begins to be perceived as more valuable and of higher quality, although its cost remains the same. But this effect does not work “in the opposite direction”: you cannot force people to buy a more expensive product by introducing a product with a high price into the assortment - cannibalization will begin.

2. Experiment. American researchers K. Puto and J. Huber conducted an experiment. Potential consumers were asked to choose one of two brands of beer depending on quality and price. Product “A” cost $1.80 with a quality of 50 points (on a scale of 100), product “B” cost $2.60 with a quality of 70 points. As a result, 67% of consumers preferred the more expensive and higher quality drink “B”. They were then offered a third beer option, “B,” with a lower quality (40 points) and a lower price ($1.60). As a result, beer at $1.80 was chosen 14% more often, and no one bought a new product.

• Try the online program for managing retail sales and automating the cashier’s workplace “Retail365”! You can download

When this new product was replaced by a higher quality product at $3, people began to pay attention to the new type of beer, while the share of product “B” remained the same, and the share of the target product “A” decreased significantly. This rule also applies to other categories of goods, such as cars.

5. Give the buyer the right to compare, and sales of expensive goods will increase by 11%

To stimulate sales of a premium product of a particular brand, focus consumer attention on high quality. At the same time, there should be an alternative nearby on the shelf - a cheaper product from another brand. That's the essence of this retail sales management technique.

1. Explanation. When making a decision in a complex situation (different brands, different quality levels, different prices), you can use the psychological phenomenon of loss aversion, which encourages the buyer to choose a product with the best characteristics so as not to miss anything - and the best characteristics are associated with a high price.

2. Experiment. During the observation, I. Simonson, S. Nowlis and K. Lemon compared the degree of popularity of DVD players of two brands (Samsung and Hitachi) with different levels of quality: basic cheap and exclusive expensive models were taken. People were asked to choose one of the players in three situations: when the products of one brand are presented, products from different brands with the same price, and mixed combinations (an exclusive model of one brand + a basic model of another). A noticeable increase in sales was observed when an expensive Hitachi model and a cheap Samsung model were placed side by side - 40% preferred the expensive player.

6. Reduce assortment to increase sales by 8 to 11%

If, having undertaken to optimize the management of retail sales, you reduce the assortment, then most buyers will not notice this, and sales, oddly enough, will increase. But you need to follow a number of rules: you cannot completely remove products from one brand or one category from the product matrix. For example, if you have three sizes of cereal packaging, leave the most popular one.

• Building a sales department: instructions for managers

The same thing with brands: if ten types of cereals are sold under one brand, leave some of them on the shelf. At the same time, it is important to maintain the size of the shelf space under the product category. Finally, the assortment must necessarily include those brands that are most popular with customers.

1. Explanation. Consumers do not notice a reduction in assortment, even a significant one, due to the psychological characteristics of perception. The buyer's attention is focused on those brands that he usually purchases. At the same time, in stores with a reduced assortment, it is easier for customers to make a choice.

2. Experiment. One store eliminated 50% of items that accounted for 80% of demand. This had virtually no effect on the perception of the assortment: only 25% of visitors noticed that it had changed, with 60% of them claiming that it had decreased, and 40% that it had increased. Before the experiment, the store had 4181 SKUs, after - 1852. As a result, sales volume increased by 11%.

• How to come up with a company name: step-by-step algorithm

In another experiment, the assortment of popcorn in a store was reduced by 25, 50 and 75%. According to the results of surveys of visitors to the trading floor, when half of the types of goods were removed from the shelves, buyers did not notice any changes. In the case where the assortment was reduced by a quarter, most consumers believed that it had increased slightly. And with a 75% reduction, perceived variety of assortment decreased by 5%; sales growth was 8%.

The article on sales management in retail trade was prepared by the editors based on materials from the book by Nordfalt Jens. Retail marketing: Practices and research / [Trans. from English] - M.: Alpina Publisher, 2015. - 490 p.

Posted on the website 08/17/2007

The article is devoted to the problems of development of the bank's retail business, issues of operational management of retail sales, interaction between the bank's head office and branches. Of unconditional interest among readers will be the specific methodological recommendations of the author of the article on the formation of a reporting system for branches to the bank's head office, on a system for planning and monitoring the implementation of the sales plan for products and objects of the bank's network.

The growth rate of loans to individuals, according to the Bank of Russia, continues to demonstrate high dynamics - the monthly increase from April to June 2007 is more than 4%, outpacing the growth rate of the corporate loan portfolio. In general, the volume of loans to the population, taking into account overdue debt in the total loan portfolio, reached 22.5% and amounted to 2,434.3 billion rubles at the beginning of June 2007.

When developing retail business, many banks today are faced with the task of building an effective management system for the promotion of retail products. Quite often, banks are faced with a situation where the system of interaction between the bank’s head office and branches for sales of retail products is not built, employees do not have sufficient experience in retail development, branch management takes a passive position on the development of retail business, the functions of retail block employees in branches are not divided into As a result, the use of employees in branches and additional offices for retail business is carried out only at 30–50%.

The system for operational management of retail sales from the head office includes, first of all, an approved reporting system and a system for planning and monitoring the implementation of the sales plan for products and facilities of the bank’s network. It is also necessary to monitor the market locally. Building effective interaction between the central office and bank branches allows you to achieve a competitive advantage, which consists in the ability to quickly respond to market changes and the actions of competitors.

For the bank, the goal of creating an operational management system is, first of all, to increase sales in the main areas of retail lending - non-targeted needs, car loans, credit cards, targeted retail lending programs. An equally important task is to increase the loyalty of personnel responsible for selling retail products, optimizing their numbers due to the synergy effect, reducing costs when working with partners and increasing profitability, increasing business volumes through cross-selling and affiliate sales.

Necessary conditions for achieving the above goals are a balanced organizational structure of the retail sales department and the branch and an accessible (fair) scheme of incentives and penalties for employees.

To achieve these goals, it is necessary to build a system, the main principle of which is the distribution of areas of responsibility in the context of sales channels: corporate channel (partner enterprises, payroll enterprises, partner club) and open market (direct sales, remote sales points, etc. .)

The list of practical activities for the development of retail sales may include:

1) optimization of the retail unit at the head office and creation of retail infrastructure in the bank’s branches (including staff rationing);

2) identifying the driver products for sales and dividing these products into direct sales products and affiliate sales products;

3) changes in decision-making procedures for retail loans;

4) the procedure for establishing self-lending limits for retail loans in branches;

5) effective work with overdue and problem debt on retail loans (affects sales).

When forming a bank’s product offering, it is necessary to determine the structure of the product line. It may include such retail lending products as lending for non-targeted needs, car loans, credit cards, mortgage lending, and targeted consumer lending programs (tourism, education, medicine). It is possible to include products for sale through the corporate channel, for example, “Corporate” and “Corporate+” loan products.

The product offer may include deposits and commission income products: transfers, salary projects, payments from individuals to legal entities.

Depending on the nature and specifics of the product, each bank independently determines the appropriate distribution channels. When retail products are distributed through direct sales channels, the bank needs to focus on quality of service across all locations. Through direct sales it is possible to promote such retail products as deposits, loans for non-targeted needs, car loans as part of special bank promotions, credit cards, mortgage loans, payments from individuals to legal entities.

Affiliate sales products, when sales are carried out through partner offices or at bank offices through a pre-sale program partner, include the following products: standard car loans (sales through car dealerships that are program partners), loans under the program for corporate clients, loans for non-targeted needs (pre-sale through corporate clients who are not bank clients, or through a partner club), express cards and cards with a credit limit, salary projects (pre-sale through the corporate channel), targeted consumer lending programs (pre-sale through partners or sales through the offices of program partners: tourism, education, medicine).

Effective promotion of retail products must be supported by an appropriate organizational and management structure within both the bank's head office and its branches. It is important to note that the bank must independently determine the criteria by which any deviation from the standard structure will depend not on the human factor, but on the achievement of certain retail business indicators, incl. and standardization of staffing levels.

The management and interaction diagram of the branch's subdivisions is shown in Fig. 1.

Let us give as an example the typical structure of a retail block in a branch structure:

• Deputy Manager for Retail Business Development, to whom the following reports:

  Sales manager for salary projects and credit cards, ATM network;

  Manager-consultant;

• Head of Retail Sales Department.

The structure of the retail sales department depends on the structure of the bank’s product offering and generally consists of three people, including a manager for promoting car loan programs, a manager for promoting non-targeted loans and a manager for promoting targeted programs.

Functionality and tasks of retail sales management

The main tasks of the retail sales department are setting up sales in regional branches of the bank and additional offices, participating in the formation of a consolidated business plan for network facilities, monitoring the implementation of business plans in terms of retail business, developing sales plans for network facilities, interaction with divisions of the head office ( GO) on the formation of business requirements for developing products and improving technologies for organizing sales by network objects, monitoring and improving performance indicators. Management functions include organizing sales in regional branches and additional offices, organizing feedback with points of sale, monitoring the implementation of the business plan and sales plan by network objects in the context of retail business, initiating tasks for the head office subdivisions to develop a product range and carrying out automation of procedures for processing retail transactions (Table 1).

Tables 2 and 3 provide an approximate list of reporting indicators for branches on sales of retail products.

Effective sales of retail bank products require the introduction of a standardized approach. The objects of standardization in this case are both banking products and sales technologies. Unified standards for sales of products consist of the creation of internal and external passports and an electronic catalog of unified standards for sales of all products. Sales standardization involves the creation of a unified sales structure throughout the network (replication), as well as the definition of a single format for each type of remote sales points and the creation of clear functionality for sales personnel.

The standardized approach extends to sales management. Centralized sales management should include the development of a unified sales strategy and tactics, replication of a standard organizational structure across a network, planning, reporting, and monitoring.

At the preparatory stage, it is necessary to standardize products, carry out sales diagnostics, and identify problem areas. Serious attention needs to be paid to the optimization of retail product sales processes in terms of interaction with customers and the development of a pilot standard that includes a product passport and a sales scenario.

The next object of standardization is sales. Their standardization involves the development and implementation of sales and customer service standards. These may include the development of communication standards (customer service), workplace standards, point-of-sale standards, and employee appearance and behavior standards.

Interaction between the head office and bank branches to promote retail products

It is also worth paying attention to the possibility of introducing new products in branches, taking into account market conditions. In this case, the basic condition is the creation of a list of mandatory parameters of the loan product (rates, terms, commissions, requirements for borrowers and guarantors, minimum and maximum loan amount under the program, minimum level of effective profitability for the product), approved by the Products and Sales Committee.

Implementation conditions include a list of individual variable parameters of the loan product (rate, commissions), which can be modified by the Deputy Chairman of the Board for Retail Business within the approved effective profitability of the product (by the branch managers independently upward with notification of the retail sales department of the head office .)

One of the main tools for interaction between the head office and bank branches is rightly considered to be the self-lending limit (LSL). The size of self-lending limits for each loan product of each branch is determined depending on the level of the self-lending group to which the corresponding branch is assigned based on the following factors:

• volume, structure and quality of the loan portfolio;
• the level of growth of overdue debt on the loan portfolio;
• experience and quality of the branch's work;
• analysis of the credit work of branches for the three months preceding the consideration of the issue;
• the level of trust in the professional level of training of the personnel of the client, credit, collateral departments, as well as the risk management department of the branch.

The branch is not given the right to independently make decisions on lending to individuals in the following cases:

• overdue by more than 1% for a period of more than 60 days;
• The branch's operating period is less than three months.

For all credit products of all branches, four groups are distinguished by applying a scoring methodology. Points are assigned as follows:

• if the implementation of the plan for the type of credit products under consideration exceeds 75%, the branch is awarded 1 point;
• if the implementation of the plan to attract funds from individuals exceeds 60%, then it is awarded 1 point;
• if the increase in arrears in a branch over a quarter is no more than 10%, then it is awarded 1 point.

The procedure for establishing and distributing LSC for bank branches as follows.

Division into groups according to points:

Group I - high level of quality of credit work - 3 points;

Group II - average level of quality of credit work - 2 points;

Group III - stable level of quality of credit work - 1 point;

Group IV - unstable level of quality of credit work - 0 points.

• “Limit on non-target consumer loans” - x thousand rubles;
• “Limit on targeted consumer loans” - 0.5x thousand rubles;
• “Limit on car loans” - 2x thousand rubles;
• “Overdraft limit for bank cards” - 0.3x thousand rubles;
• “Mortgage loan limit” is determined individually for each branch.

The maximum LSC of the branch credit committee is (as a percentage of the maximum credit limit for decision-making by the branch credit committee for group I):

• 75% - for group II;
• 50% - for group III;
• 0% - for group IV.

The maximum credit limit for decision-making by the branch manager (provided only for groups I and II) is 60% of the maximum credit limit for the branch credit committee.

Thus, building an effective sales system is based on the need to face the mass consumer and organize sales points where it is convenient for the client, and not the bank. It is necessary to fight for the client in a highly competitive environment by placing bank employees (credit consultants) in the consumer's places of purchase. Availability of points of sale must be combined with high quality service, which includes not only attracting customers and providing technical services to individuals, but also creating the image of a retail bank that is a caring consulting partner that satisfies all client needs in the field of finance.

V.V. Kardashov
Rus-Bank, Deputy Chairman of the Board

The development of the retail sector in a bank, as a rule, leads to an increase in the number of staff in departments, which brings its share of problems in the context of a shortage of professional personnel in the labor market. Although the 2008 crisis made its own adjustments to the personnel situation in the market, it has not yet been able to significantly increase the number of professionals. So, no matter what, truly professional personnel, even in such a situation, remain in short supply, and this forces retail divisions to hire employees with little experience in banking and train them on site. In turn, it is understandable that any employer wants to get the most out of each employee from the first days of work, which is only possible if there are clearly defined job responsibilities and operational schedules, as well as a structured retail business unit. Here practical developments on the creation of a Retail Business Department will be presented, as well as brief job responsibilities for each employee and a set of parameters will be defined, based on which it is possible to recruit insufficiently professional personnel. In addition, an example of the operational schedule of the division for servicing payment cards, checks and transfers is given, which allows you to regulate the hours of activity of each employee.

Retail Business Management Structure

To begin with, let us give an example of the structure of the Retail Business Department, the main activity of which is the development of mainly commission products in a network of additional offices and card business entirely in the bank. Naturally, if the bank’s strategy is aimed at other tasks, then this structure changes depending on the tasks being solved.

Main functions, tasks and responsibilities of officials and departments, subordination structure:

1. Head of the URB

• Business administration;
• Personnel selection and administration;
• Participation in the development of a retail business development strategy;
• Development and promotion of retail products/services;
• Interaction with sponsor banks, payment systems, central bank;
• Management of the most important projects;
• Coordination of the most important projects with corporate clients;
• Planning economic indicators of retail business.

2. Deputy Head of the Urb - Risk Manager.

• Organization of a control system over operational processes (movement of plastic and personalized cards, changes in spending limits, lending);
• Prevention of illegal actions of personnel;
• Risk - monitoring of card transactions;
• Working with borrowers on repayment of unauthorized overdrafts and overdue debts;
• Monitoring, prevention and combating fraudulent activities with retail products;
• Verification of customer applications (cards and loans to individuals).

3. Current Operations Department (Head of Department)

• Administration of department activities;
• Training and administration of department personnel;
• Participation in the development of new retail products;
• Interaction with sponsor banks, payment systems, and the central bank on reporting issues;
• Methodology of the department's activities

Operations group

• Accounting for all transactions involving plastic cards (including transactions with credit cards), checks and money transfers;
• Issuing cards, setting and issuing credit limits;
• Maintaining correspondent accounts;
• Increasing and decreasing spending limits on cards;
• Training employees to work with plastic cards, checks and money transfers;
• Organization of installation of ATMs, electronic terminals, conclusion of agreements with trade and service enterprises;
• ATM monitoring, collection organization;
• Claim work based on customer statements;
• Preparation of reports to the Central Bank of the Russian Federation.

Call center

• Blocking/unblocking cards;
• Customer support for bank card holders.
• Consulting existing clients on the full range of retail operations;
• Consultations for potential private clients;
• Telephone sales of retail products;

4. Business Development Department (Deputy Head of Regional Directorate).

• Replacement of the Head of the Regional Directorate for all matters of management activities
• Administration of URB departments in matters of business development

• Direct sales of retail products to private and corporate clients;
• Development of a network of institutions;
• Development, implementation and promotion of new retail products and services;
• Monitoring the market for retail banking products;
• Analysis of the needs of current and potential clients;
• Analysis of the existing client base, identifying their needs and preferences;
• Updating information about retail products and services on the Bank’s website;
• Organization of advertising and marketing events.

Customer Service Group (Head Office)

• Operating room
  • Payment/acceptance of travel and commercial checks for collection;

5. Retail infrastructure department (head of department)

• Current administration of office operations;
  • Administrative control over the work of institutions and sector heads;
  • Interaction with departments of the Head Office;
  • Interaction with third-party organizations regarding the functioning of the Bank’s offices;
  • Ensuring the activities of all offices;
  • Selection and rotation of personnel.
• Organization of the sales process;
• Methodology of the department’s activities;
• Ongoing support for opening new offices
  • Supporting the conclusion of title agreements;
  • Providing offices with furniture, stationery, promotional products;
  • Control over the provision of computer, cash and special equipment;
  • Preparation and control over the execution of internal documents related to opening an office;
  • Organization of security, cleaning of premises, etc.;
  • Monitoring the training of employees to work in the office.

Head of Retail Infrastructure Department

• Daily administrative control over the work of sector employees;
• Subsequent control of documents of the day;
• Solving current problems with the functioning of the office;
• Control over the sufficiency of consumables, advertising and other materials in sector offices;
• Prompt interaction with departments of the head office, rental companies and clients to resolve emerging problems;
• Internship and training of employees;

Operator-cashier

• Consultations for potential private clients (deposits, cards, transfers, payments, checks);
• Acceptance/issuance of transfers and acceptance of payments from individuals;
• Opening/closing/replenishment/partial withdrawal from deposits and accounts, cash withdrawal by cards;
• Accepting applications for new cards, issuing cards to clients;
• Re-issuance of lost/stolen and inoperable cards;
• Consultations and preparation of all necessary documents for issuing credit cards and cards with permitted overdraft;

URB staffing table.

Job title	Regular number
Head of Department	1
Deputy Head of Department – ​​Risk Manager	1
Current Operations Department
Department head	1
Deputy Head of department	1
Operations group
Lead Economist	1
Economist	3
Call center
Economist	2
Business Development Department
Deputy Head of the URB	1
Customer Service Group
Economist	1
Economist	1
Development and Direct Sales Group
Economist	1
Retail Infrastructure Department
Department head	1
Head of Sector	By number of sectors. The sector consists of 8-10 institutions (may vary)
Operator-cashier	Depending on the number of bank offices and the staffing level of each office

It is impossible to select ordinary employees who have no or minimal experience working in a bank based on their professionalism, since this professionalism simply does not exist yet. Therefore, often the only factors in choosing a candidate are based on such rather vague criteria as “sanity” and the desire to build a career in a bank. Moreover, these so-called personal qualities are also important when selecting or appointing employees with professional experience in order to use the employee’s strengths and use them most effectively. But these are not the only categories; below are structured parameters for some of the areas of activity of the Retail Business Administration, the approximate structure of which is indicated above.

Personal qualities.

Retail Business Management is a complex structure. The specificity is that the division must combine current operational activities and development functions. This means that the business unit must have all three types of functionality:

• Execution;
• Coordination;
• Administration.

The challenge of the current moment requires that in relation to these functions, the next step should be taken to divide them and distribute them among an increasing staff. That is, the functions are localized in three types of employees:

• Executor (specialist, economist, operator);
• Coordinator (project manager in the position of specialist, leader, chief, etc.)
• Administrator (head, deputy head of a group, department, department).

In this regard, a more clear, formal definition of personal qualities related to or determining the ability of an employee (candidate) to perform certain functions is required. We also take into account the following circumstances:

1. It is possible that current activities will require permanent or temporary combination of functions by one employee.
2. Persons capable of performing the functions of a coordinator and, especially, an administrator have a higher level of personal self-organization compared to performers. This, in particular, means that the coordinator employee is capable of performing the functions of an executor. The administrator can, under certain conditions, be both a coordinator and an executor.
3. There is a set of requirements that are mandatory for any employee, regardless of functional type, subject of activity and position.

Thus, a 3-level hierarchy of employee types arises with a set of necessary and sufficient qualities in order to consider an employee appropriate for the position held. In other words, the criteria for compliance and selection are formalized.

The qualities listed below are mandatory for all management employees and determine suitability for working in a team, regardless of position.

Basic requirements

Specific non-professional requirements for specific types of employees.

1) Executor (specialist, economist, operator, leading specialist);

2) Coordinator (project manager in the position of specialist, leader, chief, etc.)

3) Administrator (head, deputy head of group, department).

As already mentioned at the beginning of the section, the use of personnel who do not have extensive professional experience is possible only with clear regulation of their activities. Thus, it is necessary to create a clear operational schedule for their actions during the working day. But at the same time, the activities of the unit become clearer if there is a clear time algorithm for the activities of each employee. As an example, the operating schedule of the division for servicing payment cards, as well as money transfers, traveler's and commercial checks (within the above structure, this division is called the “current operations department”) is given.

Operational schedule of the current operations department.

Daily Operations	Periodic Operations	Time

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