Job Training Workbook

FOR
CUSTOMER SERVICE
ASSISTANTS
And
STORE
ADMINISTRATION
CLERKS

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JOB TRAINING WORKBOOK

NAME:
________________________________________________________________________

BRANCH: ______________________________________________________________

SPONSOR: _____________________________________________________________

STORE MANAGER: ___________________________________________________

DATE COMMENCED: _________________________________________________

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CONTENTS
NOTE TO TRAINEE: HOW TO USE THIS WORKBOOK ............................................ 1
1.0 SUPERIOR CUSTOMER SERVICE .......................................................................... 2
1.1 SUPERIOR CUSTOMER SERVICE ......................................................................... 3
1.2 THE APPROACH WE USE TO SELL OUR MERCHANDISE ............................... 5
1.3 THE APPRROACH WE USE TO HANDLE CUSTOMER COMPLAINTS ........... 9
1.4 CREATING A PLEASANT SHOPPING ENVIRONMENT .................................. 12
1.5 PRODUCT KNOWLEDGE ...................................................................................... 15
1.6 PERSONAL PRESENTATION - YOUR IMAGE ................................................... 24
1.7 COMMUNICATING SUCCESSFULLY ................................................................. 26
1.8 SUPERIOR CUSTOMER SERVICE - Review Questions....................................... 29
2.0 SERVICE CENTRE PROCEDURE (Point Of Sale) ................................................ 34
2.1 SERVICE CENTRE PROCEDURES (Point Of Sale) ............................................. 34
2.2 COMPONENTS OF THE ORION POS HARDWARE ........................................... 35
2.3 USING THE ORION SYSTEM ............................................................................... 36
2.4 START OF DAY PROCEDURE .............................................................................. 36
2.5 CASH AND CARRY ................................................................................................ 36
2.6 LAYBYE SALES ORDER ....................................................................................... 37
2.7 TRANSACTIONS .................................................................................................... 38
2.8 CREDIT PAYMENTS .............................................................................................. 38
2.9 REPORTS ................................................................................................................. 39
2.10 QUERY ..................................................................................................................... 39
2.11 ELECTRONIC FUND TRANSFER POINT OF SALE (EFTPOS)......................... 39
2.12 GIFT VOUCHERS ................................................................................................... 40
2.13 MANUAL DOCUMENTS ....................................................................................... 40
2.14 POS SECURITY ....................................................................................................... 41
2.15 END OF DAY PROCEDURE .................................................................................. 41
2.16 RETAIL LISTING ORION REPORTS .................................................................... 42
2.17 REVIEW QUESTIONS ............................................................................................ 43
3.0 STOCKROOM PROCEDURES ............................................................................... 45
3.1 STOCKROOM .......................................................................................................... 46
3.2 RECEIVING MERCHANDISE ............................................................................... 47
3.3 UNPACKING AND CHECKING MERCHANDISE .............................................. 48
3.4 MAKING MERCHANDISE FLOOR READY ........................................................ 51

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3.5 STORING MERCHANDISE .................................................................................... 51
3.6 CONTROLLING MERCHANDISE ........................................................................ 52
3.7 INVENTORY REPORTS ......................................... Error! Bookmark not defined.
3.8 PRICE ADJUSTMENTS .......................................................................................... 52
3.9 STOCK ADJUSTMENTS ........................................................................................ 53
3.10 STOCKROOM SECURITY AND SAFETY ........................................................... 53
3.11 PHYSICAL STOCK TAKE PROCEDURE IN ORION .......................................... 54
3.12 STOCKROOM PROCEDURES – Review Questions .............................................. 55
4.0 CASH PROCEDURE ............................................................................................... 59
4.1 CASH PROCEDURE ............................................................................................... 59
4.2 THE STORE SAFE ................................................................................................... 60
4.3 CASH COUNTS / INTERIM CLEARANCES ........................................................ 61
4.4 DAY END PROCEDURES ...................................................................................... 62
4.5 BANKING ................................................................................................................ 62
4.6 JOURNAL VOUCHER ............................................................................................ 63
4.7 CASH SECURITY .................................................................................................... 63
4.8 CASH PROCEDURE – Review Questions .............................................................. 64
5.0 CREDIT PROCEDURES ......................................................................................... 66
5.1 NEW ACCOUNTS ................................................................................................... 66
5.2 ACCOUNT OPENING PROCESSES ...................................................................... 68
5.3 ORION BACK OFFICE PROCESSES .................................................................... 68
5.4 ORION CREDIT 11J TRANSACTIONS ................................................................. 69
5.5 EDGARS CUSTOMISATION REPORTS ............................................................... 71
5.6 MONTH END PROCESSING.................................................................................. 71
5.7 CREDIT PROCEDURES – Review Questions ........................................................ 73
6.0 SECURITY PROCEDURES .................................................................................... 75
6.1 SECURITY ............................................................................................................... 76
6.2 PREVENTING THEFT ............................................................................................ 76
6.3 TYPES OF SHOPLITERS ........................................................................................ 76
6.4 HOW TO IDENTIFY POTENTIAL SHOPLIFTERS.............................................. 76
6.5 WAYS IN WHICH SHOPLIFTERS STEAL FROM A STORE .. Error! Bookmark
not defined.
6.6 WAYS OF PREVENTING SHOPLIFTERS ............................................................ 77
6.7 WHAT TO DO IF ONE OBSERVES A CUSTOMER ACTING
SUSPICIOUSLY? ................................................................................................................ 77
6.8 O.H.A.S (OCCUPATIONAL HEALTH AND SAFETY) ....................................... 78
6.9 EVACUATIONS PROCEDURES ........................................................................... 78
6.10 SECURITY PROCEDURES – Review Questions ................................................... 83

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NOTE TO TRAINEE: HOW TO USE THIS WORKBOOK
Who will help me with my training programme?

Before you begin on-the-job training programme, your Store Manager will choose an experienced staff
member to act as your Sponsor. The Sponsor’s role is to:

 Guide, help, support and advise you throughout your entire training programme.
 Ensure that you know where, how or from whom to get the information you need to gain the
necessary knowledge or skill.
 Give you feedback on how you are performing on a regular basis.
 Be a positive mentor.

How does the training programme work?

Job Training Workbook

You will work through all the modules in your Job Training Workbook to learn all the important aspects
of your job. You will be required to practically carry out all the various tasks in each department to
gain hands-on experience in every aspect of Store Operations. When you have gone through all the
modules, it is expected that you will have gained adequate skills to be an effective all round team player.

Duration

Each module should be completed within three (3) months. Testing of each module should be conducted
in the fourth (4th) month.

How will I be assessed?

Sponsor

Upon completion of each module, answer all the questions at the end. Your Sponsor will review your
written answers, test you orally and then assess your performance on the job.

Store Manager

Your Store Manager will monitor your progress throughout the programme. When you have completed
all the modules, your Store Manager will advise Training Department in writing that you are ready for
your final test.

Training Department

Personnel from Training Department will check and monitor your progress during routine store visits.
The training personnel will conduct your final test upon receiving written notification from your
manager. A training certificate will be issued if you are successful. The pass mark is 75%. Should you
fail the test, a re-sit for a second test will be done after two weeks of receiving result.

GOOD LUCK!

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1 SUPERIOR CUSTOMER SERVICE
In this module you will learn and master the following aspects of your job after which you will
be expected to correctly answer all the review questions.

1.1 Superior Customer Service

1.1.1 Our Vision

1.1.2 Edgars Group Mission

1.1.3 Promises to our key stakeholders

1.1.4 Customer Centricity

1.1.5 Defining superior customer service

1.1.6 Who are our customers?

1.1.7 How do we achieve Superior Customer Service?

1.2 The approach we use to sell our merchandise.

1.3 The approach we use to handle customer complaints

1.4 Creating a Pleasant Shopping Environment

1.5 Product knowledge

1.6 Personal presentation – Your image

1.7 Communicating successfully

1.8 Review Questions

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1.1 SUPERIOR CUSTOMER SERVICE
The customer is the most important stakeholder in our business. Our company’s aim is to
ensure that our customer is served in a superior manner, in a world class shopping environment
thus leading to customer loyalty and retention. This can only be achieved through customer
centricity across all levels of the service chain.

1.1.1 CUSTOMER CENTRICITY

Definition

“A business philosophy that embraces the fact that the customer is at the centre of
everything that we do.”

It is a way of doing business with our customer, in a way that provides a positive customer
experience before, during and after the sale in order to drive repeat business, customer
loyalty and profits.

All business decisions and processes will begin and end with the sole purpose of serving the
customer better, faster, effectively and more efficiently.

This section of your training will help you to appreciate the broader context of Customer
Centricity. You will also be able to understand your role in the delivery of Superior Customer
Service.

1.1.2 WHAT IS OUR VISION

Group Vision

We aim to be Zimbabwe’s undisputed market leader in the clothing and footwear retail
business offering quality, value and superior customer service in world class shopping
environments.

We believe that our Group Vision can only be achieved by each and every one of us playing
our part and living our values on a daily basis. Therefore, our behavior will be guided by our
core values.

Superior Customer Service - each one of us will aim to exceed the needs/expectations of our
internal and external customer at all times.

Integrity - we will at all times be ethical, fair and transparent at work.

People - recognize that people are the most valuable assets deserving respect, trust and
recognition for their contribution (we will all be good team players).

Performance - goals will be set for everyone and performance measured to ensure we achieve
organizational goals - we will aim to achieve/exceed targets.

Professionalism - strive to do the right thing the first time and embody a culture of excellence
and continuous improvement in every sphere of our work.

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1.1.3 EDGARS GROUP MISSION STATEMENT

The Edgars groups’ mission statement is to create and enhance stakeholder value.

WHO ARE OUR KEY STAKEHOLDERS

 Customers
 Employees
 Investors
 Suppliers
 Community

ACRONYM (CEISC)

1.1.4 PROMISES TO OUR KEY STAKEHOLDERS

CUSTOMERS - we will be the retailer of choice providing memorable shopping

experiences that exceed individual needs and expectations.

EMPLOYEES - we want to be regarded as the preferred equal opportunity employer

offering highly competitive working conditions that help us attract, develop, motivate
and retain creative skilled people.

INVESTORS - we will deliver economic value through sustained real earnings growth
achieved through deliberate market dominance of Zimbabwe’s clothing and footwear
retail sector.

SUPPLIERS - we aim to achieve synergies through win-win partnerships based on

honesty and integrity.

COMMUNITY - we will be a socially responsible and caring corporate citizen

committed to the highest standards of professionalism and ethical behavior.

1.1.5 DEFINING SUPERIOR CUSTOMER SERVICE

“Superior Customer Service is an exceptional culture deeply embedded within our organization
whereby we provide for the needs of our customers through processes that are customer centric
so as to serve our customers better, faster and exceeding their expectations.”

WHY SUPERIOR CUSTOMER SERVICE?

 It costs significantly more to attract new customers than to retain existing customers.
 To create good lasting relationships with our customers.
 To promote customer loyalty thus resulting in repeat business.
 To gain a competitive advantage.
 To create goodwill.
 To improve our company’s image.

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  Increases sales and profits.
 It enables us to measure our service performance.

1.1.6 WHO ARE OUR CUSTOMERS

Our customers can be split into two categories namely:

External Customers- these are people outside of our organization who buy or use the products
and services we offer.

Internal Customers- everyone (all employees) within the service chain working to deliver the product
or service to the external customers.

1.1.7 HOW DO WE ACHIEVE SUPERIOR CUSTOMER SERVICE?

We can only achieve Superior Customer Service if we all contribute individually and work
together as a team to deliver the promises we have made to our key stakeholders and observe
the 10 Commandments of Good Business as follows:-

10 Commandments of Good Business

1. A customer is the most important person in any business.

2. A customer is not dependent on us – we are dependent on her.
3. A customer is not an interruption of our work – she is the purpose of it.
4. A customer does us a favour when she calls – we are not doing her a favour by serving her.
5. A customer is part of our business – not an outsider.
6. A customer is not someone to argue or match wits with
7. A customer is a person who brings us her wants – it is our duty to fulfil those wants.
8. A customer is deserving of the most courteous and attentive treatment we can give her.
9. A customer is the life blood of this and every other business.
10. A customer is not a cold static – she is a flesh and blood human being with feelings and
emotions like our own.

1.2 THE APPROACH WE USE TO SELL OUR MERCHANDISE

The method we use to sell our products in the Edgars group is called A.C.T.I.ON, which can
be used concurrently with the ‘SEVEN BASIC SELLING SKILLS’ (REF. Resource Notes) to
meet customer needs.

The acronym ACTION comprises six “Steps” which are as follows;

A - Acknowledge the customer

C - Collect information
T - Tell the customer about our product
I - Increase sales
O- Offer payment options
N- Never fail to thank the customer for shopping

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Step 1 - Acknowledge the Customer

 Smile and greet every customer promptly and politely.

 Make eye contact with the customer.
 Treat every customer with the same respect you would afford a guest or friend.
 Develop a style of greeting that is comfortable to you.
 There are two approaches that are used when acknowledging the customer.

Friendly Approach

 This is used when a customer has just entered the store or department.
 Use the customer’s name if you know it, if unknown kindly refer to the customer as Sir
or Ma’am.
 Ask open-ended questions which cannot be answered with a no e.g. “How may I help
you?” or “What may I show you?”
 Be professional, always use English at initial engagement so as to deduce the language
of preference from the customer.

The Merchandise Approach

 This is used when a customer is looking at the merchandise.

 Approach the customer promptly and greet them making a statement about the
merchandise they are looking at for example, “Good Afternoon, those jeans only
arrived yesterday and are already proving very popular. They are made of stretch denim
which makes them extremely comfortable to wear.”

Remember

We often deal with more than one customer at a time. If you are busy with a customer and
cannot assist another customer at the moment, ensure that you acknowledge or greet the
customer that is waiting, and assure them that you will assist as soon as possible.

Step 2 - Collect Information

 Observe the customer

 Ask questions on the product they are looking for such as colour or size.
 Suggest merchandise to suit the customer’s needs.
 Return to the customer who was initially ‘just looking’ because in most cases they are
undecided about what they want to buy.
 When the customer raises an objection, suggest alternatives or attempt to locate
merchandise from a sister store.
 If you have promised a customer that you will contact them about merchandise make
sure that you keep that promise. Broken promises result in dissatisfied customers.
 Customers often require directions to another department make sure that you know the
layout of your store so that you can direct your customers.

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Step 3 - Tell the customer about the product

Use this step to persuade the customer to buy. This relates to product knowledge (refer to the
“Resource Note Book”) ‘Product Knowledge’. You need to know about your merchandise in
order to:

 Tell your customers about the features of the merchandise e.g. fabric, colour, price,
stitching.
 Tell your customer how/she will benefit from the features of the merchandise e.g. quick
drying, crease resistant, cool/warm etc.
 Persuade the customer to try the garment/s as this will complement the effort in
concluding the sale. Besides it becomes quite difficult for the customer to object
especially if they had been undecided about which product to buy.

There are five types of objections

 Request for information such as “Why do you say this fabric is better than that one?”
 Objection to price for example “That’s very expensive for a shirt!”
 Objections to merchandise for example “These collars are so narrow.”
 Excuses to delay for example. “I want to look around before I decide.”
 Cheaper competition for example “I can get this cheaper from a shop down the road.”

Very few sales ever take place without some objections from the customer. Customer
objections usually mean that customers are interested in what you are showing them. It is your
opportunity to use your selling skills.

Step 4 - Increase Sales By Selling Add-on Merchandise

 Selling add-on merchandise to complement customer purchases is one way of

increasing sales in your store.
 Add-on merchandise is usually sold to a customer who has already decided on what
they want to buy.
NB: In some cases customers come into the store to buy small items.
 It is important to note though that add-on selling is much easier when you can make
suggestions to complement what the customer is intending to purchase.
 Do not pressurize the customer. Trying to sell add-ons to customers in a hurry as well
as undecided customers may resultantly lead to loss of any possible sales.

Types of add-on merchandise

Small items

These are items such as socks, neckties, belts; bras, which are generally, lower in price than
the main item.

Related items

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This refers to add-on merchandise related to the main item bought such as a matching shirt or
necktie to a suit.

Specially priced items

Specially priced items are very useful for add on selling. Most people like a bargain and it
should not be difficult to make an add-on sale e.g. “We have got a 20% Price Break, on these
matching shirts to go with your suit.”

New Arrivals

This is merchandise that has just come into the store.

Step 5 - Offer Payment Options

 As soon as you have observed that your customer is ready to pay, do not delay in
directing them to a Service Centre. At this point the service needs to be quick and
efficient.
 Carry the customer’s merchandise for them if not busy with another customer
 Process the sale using the available payment options in store e.g. Cash, Account, Mobile
Money, Credit Card etc.

Step 6 - Never Let Your Customer Leave without Thanking Them

Making a decision to buy is not an easy one for most customers. They are often unsure (and
even anxious) whether they have made the right decision or not in buying a garment.

They will ask questions such as:-

 “Will my husband/wife like it?”

 “Does the colour really suit me?”
 “Have I paid too much?”

As soon as you have offered payment options and having shown add-on items, it is important
that you:

 Reassure the customer that he/she has made the right and wise decision in buying
the garment. For example “Well you have certainly made a good choice, that
cardigan is really value for your money.”
 Thank the customer for shopping in your store. Always use her name if you know
it.
 Never forget to invite the customer to call again.

THE SEVEN BASIC SELLING SKILLS

1. Get the customers attention
2. Establish the customers’ needs
3. Explain the benefits of the merchandise
4. Overcome objections

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 5. Close the sale
6. Sell add on merchandise
7. Round off the sale

1.3 THE APPRROACH WE USE TO HANDLE CUSTOMER COMPLAINTS

In a large retail organisation such as ours, mistakes can happen in as much as we would prefer
them not to occur. We also depend on customers to inform us of our shortcomings. At Edgars
we consider every complaint as a golden opportunity to improve on our service.

a. Why Is It Important To Handle Customer Complaints Effectively?

Because;

 It improves our business as we learn from customers’ feedback

 A complaint that is not dealt with effectively usually means the customer takes his
business elsewhere.
 A dissatisfied customer can damage the image of our business.
 Very few customers actually like to complain about poor service, faulty merchandise,
or incorrect administration. Most customers regard complaining as an unpleasant
business, particularly if they expect to be faced with an argument as well.

b. What Is A Complaining Customer Saying?

 A complaining customer has faith in our store, believing that with feedback our store
can improve.
 A complaining customer’s belief is that if we can sort the problem or at least give them
fair attention, we can continue doing business together.
 All complaints are golden opportunities to improve on our service delivery.

The approach we use to handle customer complaints is R.E.SO.L.V.E:

R - Remember to always acknowledge the customer

E - Establish the facts
S - Show empathy
O - Offer solutions & agree on specific action
L - Let the customer know action has been taken
V - Value the customer complaint & report the incident
E - Exceed customer expectations

To handle customer complaints effectively you need to cover the following 6 basic steps:

Step 1 - Remember to always acknowledge the customer

 Approach promptly and greet the customer politely. By approaching promptly, you
show that you are keen to be of assistance.
 Smile warmly, making eye contact with the customer. This will help to establish contact
with the customer.

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  If you are pleasant, the angry customer will probably be less aggressive

Use the customer’s name

If you remember the customer’s name use it, it will be music to their ears. They will feel so
important that you have remembered them. This in itself will help calm them down.

Ask - How you may help

Now you must find out what you can do for the customer. So ask how you can be of assistance.

Step 2 - Establish the facts

Allow the customer to talk without interruption, do not argue or become defensive. This allows
the customer to blow off steam and reduce tension. Any time you start arguing, or making
excuses it only makes the customer lose her temper, and makes the customer angry. Stay calm
and contain the situation.

a) Ask Questions

This keeps the customer talking, therefore reducing tension while you get the facts. Moreover
you are given the chance to clarify unclear areas and getting the customer to note details they
might have deemed as unnecessary.

b) Take Notes

Take notes throughout the whole conversation and write legibly for others who might use your
notes. Do not rely on your memory except in the simplest cases.

c) Listen Carefully

Your main role should be that of an interested listener. Regardless of how many similar
complaints you have listened to, the particular customer’s complaint is unique and should be
treated that way. No matter how small the complaint, each complaint brought to you should
receive your courteous attention. If possible hear the complaint in private.

d) Taking Action

If you are not sure of what action to take, or you do not have the authority to do what the
customer has suggested, refer the matter to your line manager. Explain the problem to your
line manager in your customer’s presence and do not ask the customer to repeat the details.

Step 3 - Show Empathy

Empathy is understanding and feeling the needs, frustrations, anxieties, sorrows and feelings
of others as if they were your own. Empathy is seeing the world through other people’s eyes.
When a customer complains, put yourself in her shoes.

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  Show that you understand how the customer feels, even if you do not agree. Make an
effort to help out the customer in the best way you can.
 Stay cool, calm and collected.
 Do not take the complaint personally. The calmer you stay the more quickly the
situation will be resolved.
 Do not talk about your personal problems - It is far better to get customers to know that
you sympathize with their problems than to talk about your internal problems.
 Do not hide behind the company policy - From the customer’s point of view, any policy
you quote is your policy and hence she is not interested.

Restate the facts

This shows the customer that you understand her problem and it helps you to have the correct
details.

If you feel that you are unable to assist the customer call your line manager immediately.

Step 4 - Offer Solutions & Agree On Specific Action

 Suggest a possible solution to the problem

 Get assurance from your customer that she is satisfied with the solution
 If the customer does not agree with your suggested action, ask what you can do to
rectify the situation. Again do not hesitate to involve your line manager should you
face problems.
 Be specific about the action you intend taking to avoid further problems. E.g. you might
say to the customer. “I will make sure that the shoes are repaired by Monday.” The
customer might arrange to pick them up first thing on Monday morning, when you have
arranged to have them in store by Monday afternoon.

Step 5 - Let the Customer Know Action Has Been Taken

 Some complaints can be dealt with immediately, take responsibility and take action.
Speak to the relevant people and resolve the issue urgently.
 Often a complaint may need time to be resolved, do not keep customers waiting, take
their details, assure them that you will take action and as soon as you have resolved the
issue contact the customer.
 When a complaint has taken long to resolve, keep your customer up to date on progress
being made. It is not up to the customer to call you to get an update on their query,
complaint or issue.

Step 6 - Value the Customer Complaint & Report the Incident

Alert co-workers or the relevant persons about shortfall in our products and service delivery so
that we can learn from the incident and improve. Every complaint and compliment should be
recorded in the golden opportunity report book. The record should include the root cause of

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the problem and what can be done to ensure that we never receive another complaint of that
nature again.

Step 7 - Exceed Customer Expectations

The future of our company is in the hands of the customer and our customers are in your hands.
Under these circumstances, it will be very dangerous to drive complaining customers away
simply because they are difficult and demanding. Customers are our business and it is our duty
to meet and exceed their needs and wants.

1.4 CREATING A PLEASANT SHOPPING ENVIRONMENT

A neat and tidy store-shopping environment creates a good impression to the customers. This
improves the level of customer loyalty and sales volumes. A poor shopping environment often
leads customers to become irritable and frustrated.

How Do We Create a Pleasant Shopping Environment?

 Good Housekeeping
 Good POS Service
 Good Merchandising

1.4.1 GOOD HOUSEKEEPING

As a member of the Edgars group you have a role to help keep the store and merchandise clean
and tidy.

1.4.1.1 Floors

Floors are the most important part of the store and should therefore be kept clean and tidy.
Customers will notice immediately how clean or dirty your floors are. Clean floors contribute
to a pleasant shopping environment and also protect merchandise from dirt and dust. Dirty and
dusty floors expose merchandise to soiling.

Therefore it is essential to clean floors daily. If you see any dust or dirt on the floor during the
day, always make an effort to clean it up. Even if there is a General worker in your store you
will still be expected to help keep the floor clean.

1.4.1.2 Fixtures and Fittings

Clean and dust all fixtures and fittings daily to create the right image in your store to prevent
merchandise from soiling.

1.4.1.3 Window Displays

Keep them spotlessly clean and ensure window displays are kept neat and tidy. When you
sell merchandise from the display window, immediately replace the sold out garments or re-do
to maintain impact.

1.4.1.4 Fitting Rooms

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Customers are more comfortable using Fitting rooms that are clean and tidy. It is therefore
imperative that you:

 Clean the fitting room floors and dust all surfaces daily
 Check if curtains are clean and hanging correctly.
 Maintain adequate lighting in the fitting rooms.
 Spray air-fresheners daily or when necessary.
NB: Avoid spraying immediately after the customer leaves the fitting room as this may
offend the customer.

1.4.1.5 Stockrooms

 Although customers do not go into the Stockroom, it should be kept clean and tidy at
all times.
 Dirty and untidy Stockrooms have a negative impact on customer service.
 A clean and tidy Stockroom prevents loss of sales because merchandise can be found
easily for sales floor replenishment and is not soiled unnecessarily.

General Guidelines

1.4.1.6 Stockroom Housekeeping

 Sweep the stockroom floors regularly.

 Clean and dust shelves, bays, hangers and all surfaces that can come into contact with
merchandise daily.
 Properly file stock records.
 Dispose all garbage and empty boxes.
 Cover light colored garments.
 Arrange all merchandise according to departments, colors, and sizes.
 Follow the stockroom layout plan.

1.4.1.7 Credit and Administration Office

 Keep the floors and furniture clean and free from dust.
 Make sure that brochures and the forms are neatly placed on counters and table surfaces.
 Documents, reports and computer input forms should be filed in a sequence and should
be easily accessible.

1.4.2 GOOD POS SERVICE

Effective management of the Service Centre activities is very important. Good service at the
Service Centre creates a pleasant shopping environment.

1.4.2.1 Guideline

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  Warmly greet customers, thank them after transactions and invite them to call again.
 Keep your counter and computer equipment clean and free of dust.
 Report any faults on computer equipment as soon as you discover the faults.
 Avail adequate stationery to avoid delaying customers. Hunting around for stationery
causes delays and frustration for customers and creates a bad shopping environment.
 Work efficiently and minimize the time spent on one customer to avoid queues.
 Apply the (T.L.C) Tender Love and Care concept when packing merchandise for
customers.
 Quickly refer difficult customers to your manager before they go out of hand.

1.4.3 GOOD MERCHANDISING

Good merchandising ensures that your department and store achieves a pleasant and
comfortable shopping environment with uniformity across the chain. It is your role as a team
member to ensure good merchandising in your department and your store. Merchandising
Principles are based on a very simple objective that is to make it easier for the customer to find
what they want and at the same time present your merchandise in such a way that they want to
buy more of it.

1.4.3.1 Guideline for Basic Merchandise Presentation in the Store

 Left to right
 Size from Small to Large
 Front to Back - Top to Bottom
 Colors are presented – Light to Dark, Left to Right
 Co-ordinates and New Arrivals in Prime Zones
 Item Statements in Secondary Zones
 Visual displays must marry with merchandise at the bottom
 Follow through from Front to Back
 Replenishment daily

Conclusion

Merchandise selection has today become one of the most vital factors, which contributes to the
success of any retailing business. The trend towards self-selection has focused attention on
effective merchandising presentation as a means of easy identification for customer selection.

For a detailed understanding of merchandising, refer to the Merchandising Principles.

Remember

To complement the contributions of good housekeeping, good merchandising, and good point
of sale service, you are also expected to:

 Look smart.
 Be pleasant to talk to.
 Be easily identified by your staff badge and uniforms.

14
  Be helpful and have knowledge of your products and group policies concerning your
job.
 Be able to deal with awkward customers.
 Be able to keep promises made to customers.

Good luck as you play your important role towards the creation of a pleasant shopping
environment for our customers. Remember your effort makes a difference.

1.5 PRODUCT KNOWLEDGE

Our customers want to know about the products that we offer so they can make sure the product
matches their needs and is worth spending their money on. In an effort to help them gain that
understanding, we need to be well informed about the products we offer. This is what is
covered in this section namely:

 The fashion business

 Garment features and benefits
 Garment care instructions
 Size conversions

1.5.1 THE FASHION BUSINESS

The retail business of clothing and footwear is an industry influenced by fashion. We need to
understand certain basics about fashion. We also need to keep up with new ideas, trends and
ever changing fashion moods constantly transmitted via magazines, social media, television
and radio. It is thus imperative to keep track of fashion changes so as to give knowledgeable
advice on how to dress to world-class standards.

Fashion

Fashion refers to the way people live, dress, work and play at a given time and place. The
terms fashion and style are often thought to mean the same thing but they are different as
outlined.

Style

The style of a product has a distinct feature or concept that makes it different from others within
a particular category. For example double-breasted jacket is a style of a jacket. When a style
is accepted or adopted it then becomes fashion, or fashionable.

Fashion Trends

This refers to the direction in which different styles move in response to customer demand.
Many trends may exist at the same time and are defined as either being incoming or outgoing.

Fashion Cycle

15
This is a theory used to describe the movement of a style from introduction to acceptance. In
the fashion cycle the style is launched then reaches a peak in its popularity and finally declines
until it is discarded altogether.

In the early stages of a cycle, the style attracts individuals who buy because it is something
new. These people are referred to as the pacesetters or early adopters and are usually found in
the higher socio-economic groups. They are risk takers confident enough to risk being
different. At this stage, the style is carried by expensive and exclusive stores and is meant for
the affluent clientele.

As the style is accepted, other shops and department stores begin to stock the item, although
the style will still be expensive, it will now be less costly than the original models.

With time the style becomes more widely accepted and is copied by mass merchandisers and
budget shops that sell to customers in low social-economic groups. It is at this stage the style
moves to its peak of popularity.

Finally the style begins to decline in popularity and is featured in low-end stores at which point
the original buyers have already discarded the style and started on something new.

NB: It is important to create a fashion image that will appeal and attract an intended market
group. The store’s success is directly linked to its understanding of customers and their fashion
appetites thus the need to create an image appealing to our intended customer. Having
established our store clientele (i.e. our regular customers) we can develop the appropriate
merchandise strategy which will result in more sales.

1.5.2 GARMENT FEATURES AND BENEFITS

It is important to our customers that they know what benefits they get from a particular garment,
so we are called to explain these to them.

Feature

It refers to a particular characteristic of merchandise that you see or feel. It could be the brand
name, fabric, style, colour, stitching, price, length, buttons, patterns or the properties of the
fabric.

Benefit

This is what a feature can do for a customer; for example, a genuine leather belt, where leather
is the feature and the benefit is that it is strong and durable. It is important that benefits be
explained to the customer such that the customer gets to fully utilize the product.

Table 1.1 Features of fabrics usually found in our stores

16
 Table 1.2 Summary of Benefits

Features Benefits

Absorbent You will not feel clammy when it is hot as fabric absorbs perspiration

Non Absorbent Garment is fairly water and stain repellent, won’t have to replace work clothes
often

Breathes You will be comfortable and cool in the long, hot summer days

Colour Fast You will not have to worry about colour fading - garment keeps original colour
for years

Fabric
Good heat conductor

Poor heat conductor

Machine Washable

Luxury Fibre/ Feel

Shrink Resistant

Crease Resistant

Water Resistant

Thermoplastic
Fire Resistant

Quick Drying

Inexpensive
Drapability

Colour fast
Absorbent

Non-iron

Breathes
Resilient

Durable
Elastic

No
Polyester

Polyviscose

Polycotton

Polywool

Nylon

Wool

Rayon

Silk

Cotton

Linen

17
 Crease Resistant Does not wrinkle easily, designed to remain un creased when subjected to wear
or use. Garment will look smart for years to come, no need for continual
replacement

Durable Garment will look smart for years to come, no need for continual replacement

Drapes Well Garment compliments your figure

Elastic Garment is comfortable to wear as it retains shape and fits your figure well

Fire Resistant Garment will not easily catch fire, making it safe to wear

Inexpensive Garment is good value for money, you can afford to buy more than one

Luxurious Feel You look smart in a garment that feels expensive

Machine washable Time wasted hand washing saved and expense of dry cleaning avoided

Non-iron Time and electricity saved from not ironing the garment

Poor Heat Conductor Garment keeps you warm in winter cool in summer

Good Heat Conductor Will be comfortable in the hot, summer days ahead

Quick Drying Garment washed in the evening will be ready to wear by morning

Reasonably Priced Get benefits of garment at a price you would want to pay

Resilient (elastic) Creases on garment easily removed upon hanging up and giving a good shake

Shrink Resistant Garment will continue to fit well as when you bought it

Thermoplastic Permanent pleats can be made on the fabric so one needs only to press garment
with a cool iron to get pleats crisp

1.5.3 GARMENT CARE AND INSTRUCTIONS

Various symbols shown in inserts 1.0-1.2 represent specific care instructions found attached to
the garments. These should be explained to customers.

The instructions used are determined by:

 The fibre composition of the fabric

 Fabric finish
 Type of print
 The type of product
 Any embellishments such as beads and sequins

18
  Customer needs

Table 2.0 Wash Care Instructions

Suggested Wash Care Instruction

Fibre Wash Method Bleaching Ironing Drying Tumble

Cleaning Drying

Cotton All washing methods No (usually will Warm to hot Depends on end No (can cause
acceptable damage fabric and use(usually not a excessive
colour) problem) shrinkage)

Viscose Cold to warm wash No Cool iron only Yes depending on No

only end use of fabric

Silk Cold hand wash No Cool iron only Yes No

Wool Do not wash No Cool to warm Yes No

iron

Linen Cold to warm wash No Warm to hot iron Yes depending on No

only end use of fabric

Acrylic Cold to warm wash No Cool to warm Yes depending on No

only iron only end use of fabric

Polyester Cold to warm wash No Cool to warm Yes depending on Yes depending
only iron end use of fabric on construction
of fabric

Nylon Cold to warm wash No Cool to warm Yes depending on Yes depending
only iron only end use of fabric on construction
of fabric.

1.5.4 SIZE CONVERSIONS

Most customers are aware of only one kind of size scale used per particular garment. However,
garments may have more than one size range. We should assist a customer looking for their
size in a language they understand. Therefore we need to be aware of all the possible sizes
used for the garment and be able to convert it to the customer’s satisfaction be it standard,
inches or centimeters.

19
Table 2.1 Garment Size Conversions

Trousers For Men Suits For Shirts For Men Ladies Wear
Men

3 30 76 3 87 S 15 38 S 8 32

4 32 81 4 92 S 15 ½ 39 S 10 34

5 34 87 5 97 M 16 41 M 12 36

6 36 92 6 102 M 16 ½ 42 M 14 38

7 38 97 7 107 L 17 43 L 16 40

8 40 102 8 112 XL 17 ½ 44 L 18 42

9 42 107 9 117 XL 18 46 XL 20 44

10 44 112 10 122 XXL 20 48 XL 22 46

11 46 117 11 127 XXXL 22 50 XXL 24 48

12 48 122 12 132

20
Table 2.2 SHOE SIZE CONVERSIONS

SHOE SIZE CONVERSION

SIZE GENTS LADIES KIDS

DESCRIPTION AGE US SIZE EU SIZE

3 36 0-4mts 0 16

4 37 6mts 1 17

5 38 8mts 2 18

6 40 39 Infants 10-12mts 3 19

7 41 40 1yr 3.5 20

8 42 41 1.5yrs 4 21

9 43 2yrs 4.5 22

10 44 2yrs 5 23

11 45 2.5yrs 6 24

12 46 Toddlers 3yrs 7 25

13 47 3.5yrs 8 26

4yrs 9 27

5yrs 10 28

5yrs 11 29

5.5yrs 12 30

6yrs 13 31

6.5yrs 1 32

Older Kids 7yrs 2 33

7.5yrs 3 34

8yrs 4 35

9-10yrs 5 36

11-12yrs 6 37

Merchandise available by department (Store Merchandise Segmentation)

21
We have a reasonably large assortment of merchandise across our stores. Our merchandise is
laid out according to departments in order to make it easy for the customer to select by size,
color or style. It is necessary to know the complete range of merchandise available in our store
so that we best help undecided customers and helping shoppers looking for specific
merchandise. There are basically 7 groups and within each group there are different
departments.

These Groups are listed and described below:

Group 1 Ladies Outerwear
Group 2 Ladies Intimate Wear
Group 3 Gents Wear
Group 4 Children’s Wear
Group 5 Household Textiles (Manchester/ Home living)
Group 6 Shoes and Active Wear
Group 7 Accessories and Cosmetics

Ladies Wear

Casual Contemporary Maternity and Outerwear Ladies Intimate Wear

Dresses Classics Half Slips and Panties

T-Shirts Skirt Pantyhose
Jackets Tops Sleepwear
Skirts/Bottoms Contemporary Skirts Fashion, Basic and feeding
Denim Jeans Blouses Bras
Shorts Maternity Wear
Trousers Ladies Career wear
Blouses and Tops Separates
Knitwear Ladies Classic Separates
Track Pants

Men’s Wear

Formal Wear Suits Furnishings

Lounge shirts Single and Double Breast Underwear

Short sleeved Shirts Suit Ties
Plain, Pleated, Slim Fit Slim Fit Suits Belts
Trousers Fancy Suits Headgear
Blazers and Jackets Sleepwear
Casual wear Smart/Casual

22
Woven Shirts Shorts
Denims, Chinos Fashion and basic Active
Jackets wear
Knitwear T-Shirts

Children’s Wear

Boys smalls Boys Outer Wear Pre-School Boys

Belts Shirts Short Sleeved Shirts

Underwear Tracksuits Trousers
Sleepwear T-Shirt Jackets
Headgear Shorts Shorts
Socks Jackets Tracksuits
Boy’s Jeans T-Shirt
Trousers Pre-Boys Jeans
Girls Smalls Girls Outerwear Pre-School Girls

Headgear Occasion Dress Leggings

Sleepwear Girl’s Suits Dresses
Socks Occasion Tops T-Shirts/Knitwear
Underwear Occasion Bottom Girls Trousers and Denim
Casual Dresses Active Wear
Skirts
Tops/ blouses
Denim
Active wear
School Wear Infants Wear Toddlers

Shirts Dresses Dresses

Trousers Socks Sets
Shorts Napkins, Diapers Toddlers Tops
T-Shirt Pilchers Separates
Active Wear Bedding Jackets
Shoes Growers Toddlers Bottoms
socks Accessories

23
Accessories

Household Textiles Shoes And Active Wear Accessories

(Manchester)

Accessories Children’s Footwear Luggage

Blankets Infant shoes Jewellery
Sheets Boys Shoes Handbags
Towels Girls Shoes Scaffs
Duvet Gents Contemporary
Pillows Gents Formal
Cushions Gents Classic Cosmetics and Allied
Curtains Gents casual shoes Products
Throws Men’s Active Shoes
Ladies Contemporary Toiletries
Footwear Body Care Products
Ladies Sales Based Hair Products
Replenishment Shoe Cosmetics
Ladies Casual and formal shoes

1.6 PERSONAL PRESENTATION - YOUR IMAGE

In order for us to deliver an exceptional customer service level, we must ensure our behavior
meets and supports the standards that we set as an organization. These standards are our
personal measures of quality. If we meet our personal standards, we will provide excellent
customer service.

Why work on Personal Presentation?

Our Image

A picture presented on the outside says a lot about what is on the inside. It is a promise that
our external image will deliver the skills, competencies and values we advertise.

Professional Impact

On first encounter, there should not be any doubt on who you are and what you stand for. A
neat groomed appearance relevant to the situation will always make the required impression.

Competence

Customers will trust our service before we get the opportunity to show it.

The Power of Grooming

Surveys have proved that more companies are likely to hire a well-groomed person, as it is
important for the company’s image. Good grooming is an important part of that vital first
impression.

24
Grooming Tips

It is important that one showers or baths at least once a day without fail. It is equally important
to take note of the following areas.

Deodorants and anti-perspirants

Everyone perspires and when the perspiration settles on clothes, it combines with the air and
this gives off an unpleasant smell. Effective underarm deodorants are essential. Make sure the
deodorants or anti-perspirant used is not too spicy as it may irritate others or stain clothes.
Rubbing a bit of bicarbonate of soda on one’s underarms is a cheap and effective way of
combating body odor.

Hair

Invest some time and money to make sure your hair is always looking good.

Men

Always maintain a clean-shaven look. If you have a beard, it must be kept neat and tidy at all
times.

Women

Simple hairstyles are easy to maintain and save time. Ensure that hair is not greasy or flaky
with dandruff, as this is an outright turn off.

Facial Grooming

Make up is meant to enhance your beauty and not mess it up. Therefore, it should be applied
in moderation. Certain make up techniques are meant to bring out certain facial features such
as cheekbones, eyes, and lips.

Start with the cleanse tone moisturize routine even if you wear little or no make-up. Skillfully
applied make up with a light touch gives a polished finish to your professional image. If you
use foundation, check hairline and jaw line for smoothness and that the colour blends with your
natural skin.

Check collar for marks. Your make up should be in tune with your personal style. Ask yourself
how appropriate it is for the outfit, the time of day and the occasion.

If you are not sure how to use cosmetics effectively or feel you need an update, visit a
professional makeup artist, in most of our stores we do have trained Beauty Advisors.

Ensure that your teeth are in good condition with no traces of food or lipstick. Always carry
some chewing gum to ensure your breath is fresh at all times (do not chew gum in front of
customers).

25
Shoulders

Check for dandruff, dust and loose hairs. Brush well before leaving base. Keep a clothes brush
(lint remover) at work in your staff locker.

Clothes

Wear the appropriate clothes in line with the business dictates as directed by management from
time to time.

Accessories

Wear the right accessories for the occasion and do not over accessorize.

1.7 COMMUNICATING SUCCESSFULLY

Types of Communication

Verbal - Telephone conversation

Non-verbal -. Body language
Written - Report
Visual - Television
Aromatic - Perfume
Tactile - Bodily contact

Body Language

Body language is instinctive and subconscious and we all use it at some particular time. In
some situations, it can carry more weight than words. If we are to communicate effectively
with others, we must become aware of the effect that body language has on others.

It is also necessary for individuals to be sensitive to the body language that others around us
are using be it formal situations or informal contacts.

Our body language can help us to communicate in the following ways:

 Inform others of our attitude and emotional state

 Reinforce, support or replace our verbal message
 Mislead others as to how we feel
 Contradict what we are saying
 Be so confusing that no message gets through at all

Body Contact

The extent to which we touch or allow ourselves to be touched by others varies from individual
to individual. We need to respect personal space by maintaining a professional distance.

26
Orientation

How we sit or stand relative to those we are attempting to talk to or work with has a
considerable impact on communicating effectively. Research suggests that when people sit
side by side they tend to work more corroboratively as equal partners in the task. Face to face
meetings especially on a desk or at least some distance between you and the other person can
be more competitive or confrontational, therefore sitting 90 degrees to each other is a useful
orientation to maintain.

Posture

Postures reflect emotional state such as:

 Leaning forward especially when sitting down usually indicates a positive attitude
towards the person involved.
 Standing upright with the chin held up often indicates an intention to control an
interaction.

Gesture
Movement that you make with a part of your body especially your hands, to express emotion
or transmit information. Useful in case where words are not enough.

Head Movements
Nodding when used skillfully can indicate paying attention and encourages a person to keep
talking.

Facial Expressions
Mostly misinterpreted, because we are able to control our facial muscle more effectively than
other parts of the body e.g. “I’ll keep smiling even if it kills me,”

Non-linguistic aspects of speech

Variations in tones, speed of speaking, the voice level can give clues as to how a person is
feeling. Use of ‘errs ‘you know’ is a prevalent fault in most of today’s communicators.

Selecting colors for business dressing

Selecting appropriate colors will depend on

 The need to send symbolic messages

E.g. A red tie symbolizes power.

 Personal Style
Defines who you are.
Color and type of dressing may help convey strong messages about personal style.

27
 Expectations
Dress appropriately as dictated by the occasion.

 Mood

We start the day guided by our intuition. Wear clothes that make you feel comfortable and
boost your confidence.

28
1.8 SUPERIOR CUSTOMER SERVICE - REVIEW QUESTIONS
1. How would you define superior customer service?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

2. Explain what you understand by Customer Centricity?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

3. Why is Customer Centricity key in delivering Superior Customer Service?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

4. Fully explain the procedure, (step by step) you would take to handle a customer

Complaint?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

5. Fully explain the acronym A.C.T.I.O.N. in the selling process.

___________________________________________________________________________
___________________________________________________________________________
6. What is departmental segmentation?

___________________________________________________________________________
___________________________________________________________________________
7. What effects does departmental segmentation have on our business?

___________________________________________________________________________
8. What information is used to segment departments?

___________________________________________________________________________
___________________________________________________________________________
__________________________________________________________________________

9. List the advantages of departmental segmentation.

___________________________________________________________________________
___________________________________________________________________________

29
___________________________________________________________________________
___________________________________________________________________________

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

10. Describe the customer you cater for in your branch.

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
11. What do you understand by creating a pleasant shopping environment?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
12. What steps would you take to ensure that you create a pleasant environment in

terms of:

Good Housekeeping

Good Merchandising

Good POS service

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
13. How do you practice good customer service at the Service Centre?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
14. List the basic Merchandising Principles used in Edgars/Jet?

30
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

15. Explain what you understand by:

Fashion

Style

Fashion Trends

Fashion Cycle

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
16. Explain the difference between features and benefits?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
17. Give four examples of features and four examples of benefits?

___________________________________________________________________________
___________________________________________________________________________

18. Explain how you would use features and benefits in the selling process. Give four
examples.

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

19. Fill in the equivalent size conversions for the following:

Gents

Trousers Suit Shirt

3 4 15½

34 107 42

97 44R 18

8 7 XXL

31
Ladies

16

38

20. Name the different brand(s), department(s) and categories you would find in the store?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
21. What items would you find in Department 111?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
22. What is a subclass and its importance?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
23. In which department would you find boys caps?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
24. List any five items that you would find in the Manchester department?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
25. List and explain the Ten Commandments of Good Business?

___________________________________________________________________________
___________________________________________________________________________

32
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
26. What is the impact of high personal standards in our business?

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

27. List and explain the types of communications and describe the impact they have on
customers.

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

28. Why is dress code important in relation to service?

33
2 SERVICE CENTRE PROCEDURE (Point Of Sale)
In this Module you will learn and master the following aspects of your job after which you will be
expected to correctly answer all the review questions. In addition read this section in conjunction with
the Orbit Retail Training Manual for Point of Sale.

2.1 Service Centre Procedures (Point of Sale)

2.2 Components of the Orion POS Hardware
2.3 Using the Orion System
2.4 Start of Day Procedures
2.5 Cash and Carry
2.6 Lay bye sales order
2.7 Transactions
2.8 Credit payments
2.9 Reports
2.10 Query
2.11 Electronic Funds Transfer on Point of Sale (EFTPOS)
2.12 Vouchers
2.13 Manual Documents
2.14 POS Security
2.15 End of Day Procedures
2.16 RETAIL LISTING Orion REPORTS
2.17 Review Questions

2.1 SERVICE CENTRE PROCEDURES (POINT OF SALE)

A Service Centre is a crucial point of contact between the customer and our business. It is regarded as
crucial because it involves three critical factors, Customer Service, Merchandise and Money.

A mistake can easily cost us a sale, stock, money and loyal customers. Adhering to the rules in this
workbook will eliminate these risks.

Customers will come to your Service Centre for any of the following transactions:-

 Cash and Carry

 Lay bye
 Credit Payments/Purchases
 Gift Voucher Sales
 Gift Voucher Redemption
 Query
 Quotations

To provide a service that exceeds our customer expectations:

34
  Each Service Centre is equipped with an Orion Point of Sale (Orion POS) computer to facilitate
the processing of transactions.
 A Customer Service Assistant/Administration Clerk should be able to efficiently operate the
Orion POS equipment.
 The CSA/Clerk will need to become familiar with the Orion POS Menu to be able to process
all the above stated transactions.

2.2 COMPONENTS OF THE ORION POS HARDWARE

The Screen/Monitor

 Displays information that has been scanned/typed on the keyboard or information that has been
processed.

The Keyboard

 Allows you to communicate with the computer (PC) by typing/keying in instructions.

 A keyboard contains keys for individual letters, numbers and characters for specific functions.

The CPU (Central Processing Unit)

 Is the brain of the computer, it handles all the instructions you give your computer.

The Printer

 Prints any slips according to command given or transaction being processed.

The Scanner

35
  The input device that communicates with the computer through the use of a barcode

The Electronic Cash Drawer

 The Cash Drawer is used for secure storage of cash, EFTPOS slips and vouchers

The UPS (Uninterrupted Power Supply) – add to list of hardware components

 It is a device that allows a computer to keep running for at least a short time when the primary
source of power is lost. It also provides protection from power surges.

2.3 USING THE ORION SYSTEM

Before you can be able to operate the Orion system your manager will facilitate for you to have access
according to your functions. The manager will request you to create your own secret password in the
system. NB: This password should not be shared with anyone including the Manager

2.4 START OF DAY PROCEDURES

To prepare for the first customers the following must be done;

Banking Clerk

 Issues out cash opening float in Orion Retail to cashiers before any transaction is done on the
Point of Sale.

Cashier/CSA

 The cashier verifies the issued out cash opening float in Orion Retail by the banking clerk
before any transaction is done on POS
 If the amount is correct, cashier approves and proceeds to go and operate the POS.
 If it is not correct she/he rejects the transaction for the Banking Clerk to make amendments

At the Service Centre ensure that you have the following;

 A Pen
 Sufficient Thermal Rolls
 Staplers and Staple Pins
 An ample supply of bags in all sizes
 A Shopping Bag Sealer/Cello tape
 Well Charged EFTPOS Machines

Lock Up your float in the Counter Cash Drawer and ensure the keys are always on your person.

2.5 CASH AND CARRY

 This consists of the following transactions; direct invoice, sales return invoice, corporate cash
payment and corporate cash payment reversal.

2.5.1 Direct Invoice

 This refers to the selling of goods to customers on Cash or Credit.

NB: Refer to Orbit Retail Training Manual For Point of Sale Page 24 – 32.

2.5.2 Sales Return Invoice

36
  This refers to when a customer is not satisfied with a product and expects an exchange or to
receive a full refund of the amount paid for the product.
 This transaction facilitates return of all items pertaining to the invoice code(s) or partial return
of the items.

The reasons for a refund can be:

 Wrong size
 Faulty garment
 Change of Preference

Before making a refund the cashier should request for the initial receipt (which should have been
checked and stamped by the security personnel on entry). Customer details which comprise national
identification, address, cell phone number, signature, the reason and customer’s name should be stated
on the return invoice. The line manager should endorse the invoice by signing and the cashier should
also sign to acknowledge the return.

NB: This transaction has to be authorized by a line manager or other superior person from your store.
Any transaction done without the approval of the superior could be fraud or theft.

Refer to page 64 of the ORBIT RETAIL TRAINING MANUAL POS.

2.5.3 Corporate Cash Payment

These are payments made in advance by companies or corporates who wish to purchase merchandise
from our stores. The merchandise can only be released upon confirmation of payment by Finance
Department and processing the sale either manually or in the system.

2.5.4 Corporate Cash Payment Reversal

 This is a payment reversal on a corporate cash account in Orion Retail.

2.6 LAYBYE SALES ORDER

2.6.1 Lay bye-Sales Order

Refers to a transaction where a deposit is paid for goods but the buyer will only collect the merchandise
upon full payment of the total purchase price. It allows for multiple payments towards the full purchase
value with varying conditions per chain. E.g. Edgars currently 30 days to pay and Jet 60 days to pay.

2.6.2 Lay bye-Payment

These are payments made towards clearing the initial lay bye balance before the expiry date.

2.6.3 Lay bye-Payment Reversal

This is mainly used to reverse a payment done on a lay bye sales order E.g. payment made on a wrong
lay bye or overpayment by a cashier.

2.6.4 Lay bye Invoice Reference Sales Order (SO)

This is a finalization of the lay bye sales order upon full payment of the lay bye balance. Ensure this
process is done as it is when the sale is realized and stock is reconciled in the system.

37
2.6.5 Lay bye-Order Cancellation

This refers to the reversal of a lay bye sales order transaction, based on various circumstances resulting
in the customer not collecting the merchandise. The process is also referred to as short close.

Cancellation may occur due to;

 Expired lay bye

 Change of preference (after expiry)
 Financial challenges

2.7 TRANSACTIONS
2.7.1 Putting Transaction on Hold (Direct Invoice/SO)

This is necessitated by various circumstances such as:

 Customers wishing to add more items.

 Delayed EFTPOS payments (queue management).
 Insufficient funds
 Indecisive customers
 Ensure that you take note of the transaction number on a sticky note.

2.7.2 Activating transaction on hold (Direct Invoice/SO)

This is used when one intends to reactivate and complete transactions on hold. Pull the transaction using
the reference number previously saved on your sticky notes or manually recorded transaction

2.7.3 Deleting Transaction on Hold (Direct Invoice/SO)

This is used when one intends to delete or cancel transactions on hold. Pull the transaction using the
reference number previously saved on your sticky notes or manually recorded transaction.

2.7.4 Denomination Detail

This entails the following processes which are mainly for Start of Day, Interim Checks and End of Day
Procedures;

 Cash Count
 Cash Opening and Interim Cash Float,
 Cash Opening and Interim Cash Float approval
 Cash Closing and Interim Cash Clearance
 Cash Closing and Interim Cash Clearance Approval

Refer to Orbit Retail Training Manual for Point of Sale

2.8 CREDIT PAYMENTS

2.8.1 Credit Payment

Any payment made towards reducing the balance owed by the customer.

Installment
38
This is a calculated monthly payment expected from the customer until the full settlement of their debt.
Customers have an obligation to make a correct installment each and every month as long as there is a
balance on their accounts. Payments done on an account are for the following reasons;

 Installment
 Clear Amount Past Due(APD)
 To Create buying power
 Advance payment

NB: Endeavour to collect the Total Amount Due.

2.8.2 Bad debt Receipts

This is a payment done on written off accounts to Consumer Credit Security (C.C.S) to reduce the
balance.

2.8.3 Bad debt Reversal

This is a transaction done to correct a wrongfully captured payment on a written off account. This
requires management authorization.

2.8.4 Credit Payment Reversals

This menu is used to correct an erroneously captured payment on an account.

The reasons include;

 Payment done on wrong account

 Payment taken as installment instead of advance
 Wrong amount posted
 Over payment

2.9 REPORTS

The following reports are found in the Orion Retail POS System which are useful for analysis;

2.10 QUERY
This is used to enquire information about the following;

 Stock Query – used to enquire on stock related issues

 Sales Order search – used to enquire lay bye related issues
 Invoice search – used to search for transaction references e.g. when customers lose invoices
 Sales Return search – used to view sales returns done
 Account Query - Used to enquire on account related information

2.11 ELECTRONIC FUNDS TRANSFER ON POINT OF SALE (EFTPOS)

Is an electronic payment system involving electronic funds transfers based on the use of payment cards
such as debit/credit cards, at payment terminals located at Point of Sale.

Cashiers should ensure that upon swiping/inserting the bank card the transaction has been authorized.
In addition, ensure that the customer endorses his/her ID, cell phone number and signature.

39
2.12 VOUCHERS
2.12.1. GIFT VOUCHERS
Edgars Group Gift Vouchers are regarded as legal tender in our business. They can be bought
from Edgars or Jet and given to someone who can redeem them for goods worth the same
amount provided they have not expired.

 Their maximum life span is 6 months from date of Issue.

 You cannot use it to pay for an account, or to pay for a lay bye.
 There is no issuance of change for a gift voucher purchase.
 These are declared at day end as legal tender.
 Features of a Gift Voucher
 Date of issue
 Validity
 Amount of the Gift Voucher
 Terms and conditions of the voucher
 Serial number/Barcode
 Branch stamp of the issuing branch
 Signature of the issuer

2.12.2 DISCOUNT VOUCHERS

This is an instrument used to authorize a discount on a particular purchase. The commonly used
discount Vouchers are Club Discount Voucher and Managing Director Voucher

2.12.2.1 Club Discount Voucher

 This is a discount only applicable to Club Members. It comes in Value terms, e.g.
$5.00 off, $10.00 off, etc.
 It is only valid for a specified period and mostly on regular merchandise.

2.12.1.2 Managing Director Discount Voucher (MD)

 This Discount Voucher is issued from the MD’s office.

 The MD on his/her discretion decides to issue the voucher to a customer as an
appeasement.

N.B: These will come in as an expense to the business

2.13 MANUAL DOCUMENTS

In the event that machines are offline for whatever reason, cashiers may be required to use a manual
system for sales, returns and payments. For control purposes, all numbered stationery is kept in the
Credit Office. This includes the Payments, Sales, and Sales Returns/Credit Note books.

Please note that cashiers are totally accountable for capturing all manual documents as soon as
POS system comes back on-line. When posted, have the dockets cross-referenced to the
computerized dockets, and give your immediate line manager to double check for accuracy. If
one is unable to capture any of these dockets promptly notify your line manager who must
immediately investigate and resolve the matter.

Reasons for raising Manual Dockets;

40
  System/Power Outages
 Items Not in Location
 Corporate Purchases (Where they require a Cash Sale)
 Police Exhibits

2.13.1 Manual Direct Invoice/Sales Return (MIS 073)

Before you can complete a manual sale, ensure you get all the details you require for you to ensure that
you sell to the right customer up to correct credit available. Do your normal security checks before
selling.

Complete the manual Direct Invoice/Sales Return docket in triplicate. Capture all the necessary details
that is, customer particulars, item codes, description, colour (Grade 1), size (grade 2), quantities and
R.S.P.

After parceling the purchased items and giving the customer his copy of the manual docket; retain the
second copy in the manual docket book until posting has been done. Retain the fast copy in the book.

NB: Please use a calculator to ensure correct totals and change calculation.

2.13.2 Manual Receipts Account Payment

Complete the MIS 035 (Manual Receipt Book) for account payments when necessary and immediately
post as soon as the system is up.

N.B A clean carbon paper should always be used to ensure all copies are legible.

2.13.3 Manual Cash Clearance Receipt (MIS 307)

This document is used as a fall back for cash clearances when the system is down.

2.14 POS SECURITY

 Only authorized personnel are allowed behind the Service Centre. You are responsible for
keeping all unauthorized personnel from behind the Service Centre.
 Ensure that all cash drawers are in good state of repair. If not promptly report to your Line
Manager.
 Any customer cards that are left at the Service Centre must be handed over to Management.
 Keep all stationery and EFTPOS machines away from customers reach

2.15 END OF DAY PROCEDURES

 Each Cashier to count, clip and capture all cash and vouchers collected. These should be entered
per denominations on Cash closing-interim clearance menu.
 Banking Clerk to count and check the cash and vouchers against the cash closing Interim
clearance declaration by the Cashier.
 If the cash and cash closing interim clearance declaration denominations agree, accept the cash
for storage in the safe.
 Keep the safe and the Banking Hall locked at all times.
 Keep all unauthorized personnel out of the Banking Hall.

41
2.16 RETAIL LISTING ORION REPORTS

This being a management function, obtain access from an authorised person and learn
under their guidance.

42
2.17 REVIEW QUESTIONS
SERVICE CENTRE PROCEDURES (POS) - Review Questions

1. Explain why a Service Centre is regarded as crucial.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

2. What steps need to be taken before you can start transacting on the ORION

System?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
3. State all the things you are required to do in your start of day procedures?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

4. What is a Sales Return Invoice and what must you do before you process it?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

5. What do you understand by the term Bad Debts?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

6. State the key security steps you must take before processing an Account Return (Sales Return
invoice) in ORION?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
7. Under what circumstances would you process a payment reversal?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

8. Under what circumstances would you process a Payment reversal?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

43
__________________________________________________________________________________
9. State and explain the key components of Orion Hardware?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
10. How do you treat a gift voucher when a customer presents them for redemption?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
11. State the different scenarios that will necessitate the use of manual invoices?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

12. Explain how you would reconcile manual transactions on Orion Retail POS.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

13. Explain why and how often you would do cash clearances.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
14. How do you ensure security at a Service Centre?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
15. Fully explain the end of day procedure.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

16. Under what circumstances would you initiate a lay bye order cancellation?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

44
3 STOCKROOM PROCEDURES
In this Module you will learn and master the following aspects of your job after which you will be
expected to correctly answer all the review questions.

3.1 Stockroom Procedures

3.2 Receiving Merchandise
3.3 Unpacking and Checking Merchandise
3.4 Making Merchandise floor ready
3.5 Storing Merchandise
3.6 Controlling Merchandise
3.7 Inventory reports
3.8 Price adjustments
3.9 Stock adjustment
3.10 Stockroom Security and Safety
3.11 Physical Stock Take Procedure in Orion
3.12 Stockroom Procedures – Review Questions

45
3.1 STOCKROOM
The stockroom is an essential part of our business, without a professionally run stockroom we cannot
provide our customers with the right stock at the right time. Although storage is only temporary, it is
important to practice orderliness, neatness and tidiness in the stockroom.

NB: Locations within a store are as follows:

 L01 – Showroom (Sales Floor)

 L02 – Back Store (Stock Room)
 L03 – Lay Bye – Where Merchandise is reserved and stored after Sales Order Generation.
 L04 – Where Faulty merchandise/Rejects are kept

STOCKROOM PROCEDURES

The stockroom is where merchandise is:

 Received;

Merchandise is received from suppliers through our Distribution Centers;

DCs JET EDGARS

BULAWAYO J8101E01 E7101E01

HARARE J8201E01 E7201E01

SBR J8201E02 E7201E02

Stock Transfer Internal (External)

This menu is used to receipt merchandise which would have been transferred by other branches and
DCs into location L02 of the receiving branch e.g. E3501L02 to E3502L02, J4601L02 to J4655L02
and Store to Distribution Centre. The receiving store can also use the same menu to transfer out
merchandise to other stores or DCs

Upon receipting merchandise from the DC, the stocks will be temporarily stored in L02 whilst waiting
to be transferred into showroom (L01) location e.g. J4652L02 to J4652L01, E3551L02 to E3551L01.
This menu allows merchandise to be moved within the three locations of the store thus L01, L02 and
L04.

 Unpacked and checked:

On opening the cartons or containers check if the LTOs are for your branch

Then physically count the merchandise and ensure you verify item code, color (Grade 1) Size
(Grade 2) Retail Selling Price (RSP) and Quantity.

 Made Floor Ready:

46
 Use a steam iron to remove creases and put on correct hangers so that it looks fresh, new and
appealing to the customers when it is taken to the sales floor.

 Stored:

Temporarily housed before it is taken for replenishment.

 Control

A control or merchandise replenishment book should be used when taking out merchandise from
the stockroom. This is for security reasons.

3.2 RECEIVING MERCHANDISE

For all the procedures that you will be required to carry out in the Stockroom, it is your responsibility
to promptly bring to your Store Manager’s attention all out of line situations. This must be done in the
first instance before contacting any third parties.

Receiving will be done at the receiving bay. For security reasons, this is done by two people, one of
who shall be a senior member of staff or store management, shall open the receiving bay door.

To enhance security, the receiving bay keys shall be kept in a secure place where internal store keys are
kept and can only be accessed by authorized persons.

Two people, one of who shall be the Stock/Administration Clerk (or permanent staff member) will be
present to receive stock. In big stores, the Stockroom Section Manager Administration supervises this
process.

3.2.1 Deliveries by Edgars DC Truck

The Driver will hand over his truck log sheet, which lists containers/cartons for your store, plus LTOs
if he is delivering merchandise that is already on hangers.

3.2.2 Containers

Check that each container/carton is addressed to your store.

If it is not for your store do not accept it.

Check that the carton or container is not damaged in any way and the special container seals are still
intact.

3.2.3 Merchandise on hangers

Physically count and check the hanging merchandise against what was charged to your branch as per
the LTOs

If there are any discrepancies immediately inform store management before asking the DC manager to
send a senior person from the DC to verify the quantities. In any case you acknowledge what was

47
physically received. You must endorse the actual quantity received on the LTO. Ask the Driver and the
DC personnel to sign the LTOs.

After carrying out the above, retain the LTO, complete, endorse and sign the truck Driver’s log sheet
and hand it back to him.

3.2.4 Deliveries by a Public Carrier e.g. Swift

The Driver will hand over a Consignment Note or a Delivery Note in the case of Swift.

Check that it is for your branch:

 If it is not for your store do not accept it. The total number of containers and container numbers
physically delivered should tally with what is on the Consignment/Delivery Note.
 If there is a difference store management will endorse on the consignment note ‘Container
number…..missing’.
 Obtain the Driver’s signature on the Consignment Note and promptly phone and commence
enquiry with the carrier’s office.
 Advise the sending DC Manager.
 The carton/container must not be damaged in any way and the special seals must not have been
tampered with.
 If it is damaged or the seals are broken accept it but endorse on Consignment Note ‘Container
number…..damaged’. Advise the carrier’s office.
 In the presence of the Driver, promptly open the carton/container check and verify the contents
against the quantities on the LTOs.
 If the physical count of the merchandise and the LTO totals agree, date and obtain the driver’s
signature. Both you and a senior staff member must sign the Consignment Note before giving
the Driver his copy and retaining a copy for your records.
 If the physical count does not tally with the totals on the LTO take note and compile a record
of the full details of the variances as per the LTO.
 Promptly notify the sending Store/DC Manager and carrier’s office.
 Raise a Notifiable Occurrence Report (NOR) and attach relevant documentation.
 These documents will be used to lodge a compensation claim against the carrier.

3.3 UNPACKING AND CHECKING MERCHANDISE

Deliveries are unpacked and checked in the Stockroom by two people to ensure accuracy and security.
The deliveries are checked to ensure that the quantities received correspond with quantities invoiced.

3.3.1. Deliveries from the DCs

When unpacking merchandise check the following:

 Merchandise has been invoiced to your store.

 If it is not for your store, contact the DC manager for further instructions.
 Physical quantities per color and size correspond with invoice and purchase orders (LTOs from
DCs)
 If there are any discrepancies take note of these so that you will communicate with your one up
for further instructions.
 Price on garment ticket corresponds with price on invoice, if there are differences contact the
DC manager/merchandise department for further instructions.

48
  Garment defects such as faulty zips, poor finishing etc if prevalent contact the DC Manager
otherwise your Store Manager can deal with isolated cases.

3.3.3 Marking Stock

To monitor how fast each new line of merchandise sells, the following information is written on garment
tickets for regular (white tickets) merchandise.

 The week number in which that garment was received.

 Quantity per colour.
 Total Quantity.

Example: 40 / 10 / 36

40 10 36

Week Number Quantity Per Colour Total Quantity

GARMENT TICKET

Is a tag with merchandise information and is affixed to the garment. All merchandise should carry a
garment ticket. Missing tickets should be replaced without delay.

TICKET SAMPLE

49
50
The garment ticket shows the following:

 Retail Selling Price (RSP) ( inclusive of 15% VAT)

 Barcode for scanning
 Barcode number which appears after scanning
 Item code (which shows department, category, sub-category (Sub-Class))
 Item description
 Purchase Order (which shows whether it’s an import or local product, year or month of input)
 Style
 Color of garment
 Size
 Matching coordinates (TGW)

3.4 MAKING MERCHANDISE FLOOR READY

 Before taking merchandise to the Sales floor you must put each garment on the correct hanger.
A garment that is not on a correct hanger will look cheap and unattractive to our customers.
 Do up buttons and zips to enhance the beauty and outlook of each item.
 Use a steamer to iron creased garments.
 Apart from removing creases this ensures that garments are displayed on the Sales Floor
looking fresh and crisp.

3.5 STORING MERCHANDISE

Although storage is only temporary it is important to practice orderliness, neatness and tidiness in the
stockroom. This promotes safety and security. Merchandise must be found easily in the stockroom
therefore:

 House stock by departments in the stockroom to cut down on customer waiting time should we
need to get something from the stockroom.
 If the stock is easily located in the stockroom, time spent away from customers is minimized.
 New stock will be identified without difficulty.

3.5.1 Stockroom Merchandising

In the stockroom, merchandise is therefore housed in a way that mirrors the Sales Floor Layout. (Floor
Layout: a way that makes it easy for customers to find what they are looking for). This is achieved by
placing related items adjacent to each other e.g. blankets next to sheets)

EXAMPLE

GROUP DEPT CAT STYLE COLOUR SIZE

LADIES CASUAL TOPS KNITS BLUE SMALL

A Stockroom Layout Plan shows where all the departments are located. Signage is used to show where
groups and departments can be found.

 Merchandise on hangers will be housed on rails.

51
  Make sure that all such merchandise is ready to be displayed on the Sales Floor.
 Ensure that the merchandise is hung, folded or flat packed neatly.

Note - Observe an experienced staff member storing merchandise. Practice under their guidance.

3.6 CONTROLLING MERCHANDISE

Large amounts of stock are temporarily housed in the Stockroom before being systematically moved
onto the Sales Floor. To reduce the risk of stock loss through theft, damage or any other form, physical
and clerical controls must be put into place.

3.6.1 Physical Controls

 The Stockroom door must be kept locked at all times.

 Use access register to control movement of unauthorized personnel in and out of the Stockroom.
 Keep unauthorized personnel out of the Stockroom.
 All persons entering, working in and leaving the Stockroom must be supervised. This ensures
that there is no opportunity to conceal merchandise.
 Stores must always use the specified replenishment procedure (using the authorised
Replenishment Book to record movement of stock in and out of the Stockroom).
 Use a Set-aside form for customer set – asides. No staff set – asides are allowed.
 Do not pack shelves up to the ceiling because it is a fire hazard to do so.
 No merchandise must be left on the floor.

3.7 PRICE ADJUSTMENTS

This can either be a markup, or markdown necessitated by a need to bring it to the correct price.

3.7.1 MARK UP

A Markup is a permanent upward price adjustment.

NB: No prices are changed in the system for both Markdowns and Markup at store level. They are done
centrally by Merchandise Department. Reasons include;

 To curb inflation on our merchandise

 To correct underpriced garments
 In response to market trends/competition

3.7.2 MARKDOWN

A Markdown is a permanent reduction in price (RSP).

Reasons include:

 Poor sales due to price, style, colour, fabric.

 Broken ranges.
 Faulty merchandise.
 Slow Sellers

3.7.3 PRICE BREAK

52
Is a temporary reduction in price for a specified period

This can be done;

 To promote a certain line of product

 To bring feet into the store
 To promote Slow Sellers
 To promote end of season merchandise

3.8 STOCK ADJUSTMENTS

This transaction is done to correct stock which is not found in ALL locations but, is physically in the
store. This can only be carried out after thorough investigations and authorized by Operations
Administration Managers and Regional Managers. Adjustments are initiated by store management.

Reasons for stock adjustments

 Item code previously sold on wrong color or size code

 Item not counted during a Stock Count and adjusted out
 Error in administering Sales Returns i.e. wrong color or size code selected when doing a return
 Wrongly ticketed merchandise

3.9 STOCKROOM SECURITY AND SAFETY

Huge quantities of stock are housed in the stockroom. It is important that the Stockroom be kept safe
and secure. If no sound safety and security procedures are practiced, there may be damage to
merchandise and injury to people.

3.10.1 Security

 Keep the Stockroom door locked at all times.

 Keep the Stockroom keys secure, out of reach of unauthorized persons.
 Use Stockroom Access Register to control movement in and out of the Stockroom.
 Use Replenishment Book/Merchandise Movement Register for all stock movement to the Sales
Floor and from the Sales Floor to the Stockroom.
 Open delivery door under supervision by security officer (flagship stores) or managerial/senior
staff.
 Keep delivery personnel and all unauthorized persons out of the Stockroom.
 Refuse removal should be under Security Officer (Flagship Stores) or senior person
supervision.
 Keep all stock documentation secure.
 All files must be kept up to date, neat and tidy

3.10.2 Safety

 Ensure excellent housekeeping at all times.

 Position adequate fire-fighting equipment and appropriate signage strategically.
 Ensure the NO SMOKING signs are visibly displayed.
 Ensure there is no use of heaters or naked flames in the Stockroom.
 Ensure that all faulty electrical equipment is repaired or replaced.

53
  Keep walkways free of obstacles.
 Keep ladders in a good state of repair.
 Do not stack flat pack merchandise up to the ceiling (at least 1meter away from the ceiling)
 Keep merchandise at least a foot from the floor.
 Keep Delivery Bays and Backyard clear of garbage, and obstacles.

3.10 PHYSICAL STOCK TAKE PROCEDURE IN ORION

What is stock taking?

Stock taking is an accounting requirement which involves the physical counting of merchandise in
comparison with the system stockholding figures. In the Edgars group, it is often conducted twice a
year (half yearly and at the end of the financial year)

The reasons for conducting a Stock Take are as follows:

 To measure the effectiveness of stock control and administration

 Whenever there is a change of store management
 Whenever there is a break in
 As part of the company's annual results.

The procedural steps required for a stock taking are as follows:

Before each count, a circular from head office with detailed instructions will be dispatched to stores for
the Retail Count. Under management direction use this circular to guide you in planning and executing
the Retail Count.

54
3.11 STOCKROOM PROCEDURES – REVIEW QUESTIONS
1. What is the Stockroom and define the activities that take place.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

2. Outline the procedures for receiving merchandise in the Receiving Bay.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

3. How do you ensure the Receiving Bay is secure?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

4. State the procedure for receiving DC deliveries.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

5. What do you check for when receiving Merchandise from the DC?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

6. What action would you take when receiving an under delivery from the DC?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

7. What information do you check for when receiving merchandise being delivered by a
public carrier?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

55
 8. What action would you take if there is a difference on the consignment note and the
actual number of containers delivered?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

9. What is the procedure when you receive damaged cartons or if the seals are broken?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

10. Give reasons why you endorse on the Driver’s Delivery Note if container is damaged or
has broken seals.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

11. Where do you unpack and check merchandise?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

12. Give reasons why merchandise is checked?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

13. When unpacking merchandise deliveries from the DC what do you check for?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

14. Why is it important to replace missing garment tickets?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

15. What are price and stock adjustments?

56
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
_____________________________________________________________________

16. Fully explain the following terms ;

 Stock valuation
 LTIs
 LTOs
 SKU
 AMCO
 SUBCLASS

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
____________

17. What information is handwritten on garment tickets?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

18. How do we ensure merchandise is ready to be taken to the Sales Floor?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

19. How do you store merchandise in the Stockroom?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

20. What is stock control?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

21. Clearly state how Set – asides are managed?

__________________________________________________________________________________
__________________________________________________________________________________

57
__________________________________________________________________________________
__________________________________________________________________________________

22. What information can be found on an LTO?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

23. Explain why it is important for merchandise to be received in the system before being
taken to the Sales Floor.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

24. What is the importance of a Stock Count, how often is it conducted.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
_________________________________________________________________________________

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

25. What is stockroom security and how do you ensure that the stockroom is secure at all
times?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
26. What is stockroom safety and how do you ensure that the stockroom is safe all times?

58
4 CASH PROCEDURE
In this module you will learn and master the following aspects of your job after which you will be
expected to correctly answer all the review questions.

4.1 Petty Cash Management

4.2 The Store Safe
4.3 Cash Counts /Interim Clearances
4.4 Day end Procedures.
4.5 Banking
4.6 Journal Voucher
4.7 Cash Security
4.8 Review Questions.

4.1 CASH PROCEDURE

All cash collected must be administered efficiently to minimize cash loses. The simple rules in this
workbook will help you to master this aspect of your job.

 Cash Administration
 Petty Cash
 The Store Safe
 Change Requisitions
 Interim Cash Clearances
 Cashing Up
 Day – end Procedures
 Banking
 Cash Security
 Float control

PETTY CASH MANAGEMENT

IMPORTANCE

To meet the day to day expenses of the store, below the prescribed limit of USD50.00. These expenses
could be any of the following;

 Store Teas and Cleaning Expenses

 Store Sundry Expenses and Repairs etc.

CONDITIONS

 Where expenses exceed the prescribed limit, a Purchase Requisition must be made on the Non
Merchandise menu in Orion Back Office rather than using the store Petty Cash.
 Obtain 3 Quotations that will be approved by your line manager and select the most reasonable
of the 3 Quotes – Store Management action
 Major repairs to buildings must not be paid for from the store Petty Cash since these may be
the responsibility of the Landlord as covered in the lease agreement.

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PROCESS

Authority

The Store Manager or mapped senior personnel must authorise all Petty Cash transactions before
payment is made and the recipient/messenger must acknowledge receipt by signing.

4.1.1 Petty Cash Request

 The Petty Cash request is made in Orion Back Office under Petty Cash Management –
Edgars/Jet menu by the box holder. It generates a request for disbursement.

4.1.2 Petty Cash Disbursement

 This menu enables the Box Holder to make disbursements for various types of expenses in the
store/department/division.
 It is essential to maintain a record of cash disbursements from a specific Petty Cash account on
a Petty Cash Control Disbursement Register.

4.1.3 Petty Cash Receipt

 This menu is for I Owe You type of disbursements and requires returning the equivalent of
disbursements either in cash or expense vouchers.
 If cash is returned, the amount is added to cash balance of Petty Cash. In case expense vouchers
are returned, disbursements are created for expense vouchers.

4.1.4 Petty Cash Reimbursement

 Petty Cash Reimbursement is essential to maintain a record of the cash reimbursement of a

specific Petty Cash Account.
 It also helps to replenish the Petty Cash when it declines beyond a certain level.
 When Petty Cash is reimbursed, the reimbursing bank is credited and the Petty Cash Account
is debited. The reimbursed amount is added to the current available balance.

NB: PROHIBITIONS
 We do not give donations to Local Charities and schools from Petty Cash or from Stock,
these are handled by the Corporate Social Responsibility Department domiciled at ZHO.
 We do not make placements in business telephone directories and newspaper articles using
Petty Cash.
 Only the mapped Petty Cash box holder has the right to disburse cash from the box

4.2 THE STORE SAFE

You will be given full responsibility for safe storage of all cash collected by the store. This money will
be stored in the Store Safe before being deposited in the company’s bank account.

Before you take responsibility for the Store Safe you need to check and verify the contents of the safe.

Once you have verified this, you will be given the Safe Keys and asked to sign a Safe handover/takeover
form.

The Safe will usually contain the following items:

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  Store Float
 Gift Vouchers
 Post Dated Cheques
 Petty Cash
 Sister Branch Spare Access Keys
 Fuel Coupons

4.2.1 Store Float

Money reserved specifically for change, to aid in the smooth running of the business. The
allocated amounts vary per size of store.

PROCESSES

 Always check that the amounts of money in all float bags are equal to the stipulated float
amount for your store.
 Check the float daily when you cash up for all cashiers.

4.2.2 Float Control

 You are the custodian of the store’s float. It is your daily responsibility to ensure that the total
float cash balances to the float figure allocated to your store.
 Daily hand out a float bag to each Cashier and give the Cashiers float via the Orion.
 Ensure that he/she counts the float in your presence.
 Ensure that he/she agrees with the total you approve on Cash Float approval.
 Count the float again and check against the system before approving on Orion

NB: A manual float control system should be employed in the event of a system downtime

4.2.3 Change Requisitions

 You are responsible for requesting all the change required by the cashiers.
 Have adequate change all the time to facilitate good customer service.
 Fill in the change requisition forms and forward these to the bank.
 Double check change supplied by the bank.
 All change should be disbursed from the store float
 In the event that the store float is fully disbursed, change may be requested from Cash
Clearances.

4.2.4 Sister Branch Spare Keys Access

 These are kept in the safe under your custody.

 You only release these to any of that branch’s signatories provided they have fully followed the
key withdrawal procedures per policy – withdrawal of Sister Store Spare Keys is facilitated and
authorized by store management.

4.3 CASH COUNTS/INTERIM CLEARANCES

 You will be required to constantly clear excess cash from cashiers during the course of the day.
 This money is kept in the safe to reduce cash loss in the event of a robbery.

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  Management should ensure that interim clearances are done more regularly to reduce any risks
as per Cash Procedural Guideline.

4.4 DAY END PROCEDURES

 The Cashier must declare all cash and any other payment types in drawer on Orion retail at day
end.
 The Banking Clerk verifies handed over cash and any other payment types cleared in Orion
retail by the Cashier.
 If the amount is correct the Banking Clerk approves and locks away cash and any other
payments in the safe.
 If incorrect he/ she rejects the transaction for the Cashier to make amendments.
 The Store Administration Manager will print a report detailing physical cash and any other
payment types declared in Orion retail and total system transaction balances per Cashier
showing cash variances if any. (Day End Report)
 All variances must be investigated and resolved as per the Employment Code of Conduct.
 Keep the safe and the banking hall locked all the time.
 Keep all unauthorized people out of the banking hall

4.5 BANKING
The following morning (working day), the money must be banked, taking note of the following:

 Compile your banking using the Final Clearance receipts.

 Accurately complete the Bank Deposit Slips and double check your additions.
 EFTPOS payments to balance as per individual reconciliations per each EFTPOS machine
 Your banking must tally with the Day end banking analysis that is the RETAIL SNAPSHOT.
 This must also tally with your final BANKING CLERK summary
 Ask your immediate manager to check your banking against the bank deposit slips.
 This must be done in your presence.
 He/she will also balance the banking against the Banking Clerk Summary as well as RETAIL
SNAPSHOT, when the figures tally, both of you must sign the deposit slips.
 Branch stamp the deposit slips and place them in the cash in transit trunk.
 Lock/seal the trunk and secure it in the Banking Hall/Safe (some stores are supplied with a
numbered tamper proof seal which will be inspected and opened by the bank)
 Keep the keys on your person.
 After banking has been done, submit the deposit slips for verification by the Store Manager
who in turn will sign the reverse side of the deposit slips to authenticate the banking. In the
absence of the Store Manager, submit to the relevant line manager or senior member of staff
 Raise the journal voucher transaction as soon as Banking Clerk comes from bank.

NB: In the event that there is no CIT involved ensure that the Banking Clerk is accompanied to
the bank by a senior member of staff

4.5.1 Cash in Transit (CIT) Process

When the CIT team arrives take note of the following

 Ask for and obtain positive identity and their company supplied ID card and instruction note.
 Scrutinize the documents
 If satisfied hand over the cash trunk and obtain a bona – fide receipt for it.

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  If you use the special seal, ensure that the seal number is recorded on the receipt.
 The bank will accept your banking and credit the Edgars account.
 The bank will return the date and teller stamped copy of the deposit slips.
 Accept the steel trunk from CIT team.
 Open the trunk and validate that cash was acknowledged by the bank.
 Obtain the Store Manager’s signature at the back of the deposit slips.
 File the deposit slips for further office administration.

4.6 JOURNAL VOUCHER

 This transaction is in ORION back office under Finance Edgars.
 It is mandatory that the journals are raised as soon as you come back from the bank so as to
allow Finance Department to do their reconciliations for the day without delay.
 When capturing your banking ensure you capture only cash deposited to the bank
(This does not include EFTPOS transactions)
 Use the correct currency as per actual deposit slip from bank.
 Always select the relevant bank and account where you have deposited your monies.
 Cheques should be treated the same way as USD deposit

4.7 CASH SECURITY

If cash is not handled properly, your shop can incur huge cash loses. This will in turn affect the viability
of the company. Sound practices are therefore necessary so that risk is minimized. Always do the
following:

 Never leave cash unattended.

 Double check money (at least count cash twice )
 Have your money checked in your presence.
 Keep cash under lock and key.
 Keep cash related documents under lock and key.
 Practice good housekeeping in the Banking Hall.
 Be alert when handling all cash transactions.
 Be alert to suspicious looking ‘customers’ around cash points.

OBSERVE AN EXPERIENCED STAFF MEMBER CARRYING OUT THE TASK ABOVE.

PRACTICE UNDER THEIR SUPERVISION.

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4.8 CASH PROCEDURE – REVIEW QUESTIONS

1. Fully explain what you understand by efficient cash administration.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

2. What items should be kept in the safe and why?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

3. Explain the safe handover/takeover procedures.

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
4. What is the correct administrative procedure when a sister branch requests for its spare keys?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

5. What is I OWE YOU and how is it administered?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

6. Define and explain the following terms

 Petty Cash
 Petty Cash Disbursement
 Petty Cash Reimbursement
 Store Float

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

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 7. Describe in detail the full float control process and its importance in cash administration.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

8. Explain the reasons and procedures for effective Interim Cash Clearances.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

9. What do you understand by Day End Procedures?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

10. List all the steps that you take to accurately prepare your stores total cash collections up to
verifying that it has been deposited at the Bank.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

11. State and explain six sound practices you would adhere to so as to minimize cash loss.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
12.0 Explain what you would do to resolve cash variances.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
14. What are journal entries, their importance and how are they administered?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

15. What must you do upon receipt of Bank Deposit slips from the Bank? Explain the purpose
served by these documents.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
______________________________________________________________________

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5 CREDIT PROCEDURES
In this module you will learn and master the following aspects of your job after which you will be
expected to correctly answer all the review questions.

5.1 New Accounts

5.2 Account Opening Processes

5.3 Orion Back Office Processes

5.4 Orion Credit 11j Transactions

5.5 Orion Edgars Customization Reports

5.6 Month end Processing

5.7 Review Questions

CREDIT PROCEDURES

Credit is the attaining of goods and services before payment based on the trust that payment will be
done in the future.

Credit is an integral part of our business.

This aspect of your training will cover the following areas.

5.1 NEW ACCOUNTS

Opening a new account is essential for the growth and survival of our company therefore more emphasis
should be placed in soliciting for new business.

An account customer guarantees repeat business as they are likely to visit our stores daily, weekly and
monthly basis to pay his/her account and will often make purchases at the same time.

This makes the EDGARS/JET account holder a far more loyal customer over a longer period of time.

5.1.1 What We Offer

We offer the following accounts options

i) E06MTP01 – Edgars 6 Months To Pay No Interest

ii) E09MTP01 – Edgars No Slip 9 Months To Pay With Interest
iii) E12MTP01 – Edgars 12 Months To Pay With Interest
iv) E06MTP02 – Edgars Staff 6 Months To Pay No Interest
v) E06MTP03 – Edgars 6 Months To Pay Staff Pensioners
vi) E12MTP03 – Edgars 12 Months To Pay Staff Pensioners With Interest

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 vii) E06MTP04 – Edgars 6 Months To Pay Executive and Non-Executive Directors
viii) E06MTP02 - Contractors

I) J06MTP01 – Jet 6 Months To Pay With Interest

II) J09MTP01 – Jet No Slip 9 Months To Pay With Interest
III) J06MTP02 – Jet 6 Months To Pay Staff Accounts No Interest
IV) J06MTP03 – Jet 6 Months To Pay Ex Staff Accounts No Interest
V) J06MTP02 - Contractors

Corporates can open –

i) Corporate Cash Account The Company pay into a Corporate Cash Account

ii) Corporate Account – This is currently a 30 day Account

5.1.2 Advantages of having an account

 Our customers can buy on credit at any time of the month with or without a deposit. No more
waiting for pay day.
 They receive updates on exciting new merchandise and promotion previews.
 Repayments spread accordingly to options available above.
 Competitive interest rates
 Maintenance of good accounts earns them a good credit rating and references.
 Nationwide shopping.
 Affordable Club membership exclusive to Club members only (see Club benefits)
 Access to Overlay products

5.1.3 New Accounts Opening Requirements

 Any prospective New Account Customer will be required to produce the following valid
documents.
 National ID, Driver’s License or valid Passport and photocopies thereof.
 Current pay slip or three months bank statement and their photocopies
 Valid operating business documents in the case of self Employed customers and copies
thereof. (where applicable)
 Proof of Residence/Confirmation letter from the employer

5.1.4 Who may apply for an account?

 Employed adults earning a monthly salary ( subject to policy requirements)

 Self Employed customers (subject to policy requirements)
 Pensioners below age of 65 years (subject to policy requirements)

5.1.5 Who may not apply for any account?

 Anyone below 18 years of age.

 Anyone on short term (casual ) employment
 Anyone with contract less than 3 months
 Anyone without an ID or proof of employment

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  Anyone with bad credit reference or judgments

5.2 ACCOUNT OPENING PROCESSES

 Each morning ensure that you have got your new account package ready.
 Any other related facilities must also be readily available (e.g. pens, application forms etc.)

When a customer walks in wanting to open a new account you need to do the following;

 Smile warmly and greet the customer

 Politely request to see the customers’ ID document , Pay Slip and photocopies thereof
 Match the copies to the originals
 Physically identify the customer against the photo on the ID document.
 Establish if the gross and net salary meets the minimum requirement as per Credit Policy.
 From the ORION RETAIL check customers’ DI (Delinquency Index) for those with existing
EDGARS or JET accounts and DI should be below 4 points
 If satisfied give the customer a new account application form (to be fully completed)

5.2.1 Verifying the accuracy of information supplied by the customer

 Check that the customer has fully filled in all the required information
 Applicants below the age of 21 must fill in the parents’ details
 Married applicants must supply their spouse’s information
 Listed friends or relatives must be contactable by phone preferably mobile numbers
 They must list a proper physical street address and not box number or company address
 They must not be residing at the same address as the applicant

5.2.2 Processing the Account Application form

 Advise the customer that you will now get the account processed
 Inform the customer that his/her relatives/friends and employer will be contacted
 Inform the customer when he/she can expect to be contacted about the account

5.3 ORION BACKOFFICE PROCESSES

5.3.1 NEW ACCOUNTS CAPTURE

Log into Orion Back Office

 Select Credit vetting entry

 Capture all the information as supplied by the customer on the application form. Refer to
TRAINING MANUAL FOR CREDIT.
 Write CVT number on the application form for easy follow up with RCO.
 Submit the entry to RCO and RCO will receive it and action accordingly, vetting verification
and credit vetting score.
 If there are any amendments, RCO will submit it back through the system.
 When corrections are made and RCO satisfied the account will then be approved.
 The store checks status of the account through the CVT entry number.

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5.3.2 Approved Accounts

 If approved the store will contact the customer immediately that the account has been
successful.
 Promptly invite the customer to come and activate the new account
 When the customer comes, log into ORION BACKOFFICE
REFER TO TRAINING MANUAL FOR CREDIT
 Select credit vetting confirmation, the system will automatically generate the customer’s
account number (e.g. 0625000588)
 Thoroughly educate the customer on how to properly conduct the account
 Fully explain the terms and conditions of the account and all Overlay products.
 Explain payment methods that are available
 Tell the customer about his/her initial Credit limit then explain subsequent rating upgrades (re-
rates)
 Explain the conditions that govern account use by spouse
 If spouse is to use the account enter details in Query Screen on POS.
(REFER TO POINT OF SALE MANUAL)
 Make sure the customer understands all the terms and conditions
 Give the customer his/her new account number from the system
 Ask the customer to sign the temporary card or the pre-numbered account card for Edgars or
Jet
 Give the customer credit card bearing the new account number
 Thank the customer and handover the customer to the CSA for the initial purchase.

5.3.3 Declined accounts

 Deal with declined applications tactfully so that the customer does not feel embarrassed
 Do not debate the reason for the decline with the customer
 Professionally inform them that the application did not meet with EDGARS/JET established
approval criteria
 Advise them to apply should their circumstances improve

5.4 ORION CREDIT 11J TRANSACTIONS

5.4.1 General Credit Vetting Entry

These transactions involve the capturing of the customer’s details from the application form into the
system.

POINTS TO NOTE BEFORE CAPTURING

The Administration Clerk must check that all the details are fully filled on the application form by the
customer

 Verify the customer particulars against the application form i.e. ID number, name and date of
birth(customers tend to write different spellings)
 Verify any credit history of the customer (DI) across chains.
 Make sure the applicant has signed on both the front and back of the application form.
 Verify all attachments.

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WHY CREDIT VETTING ENTRY

 This transaction is very important because it gives the full information of the applicant in the
system
 This entry is used when capturing customer information from the application form and must be
captured accurately for us to have the correct information
 When capturing do not use hyphens or spaces especially on ID.

5.4.2 GENERAL CREDIT VETTING VERIFICATION

 This is a process of confirming the information given by the applicant before granting credit.
 This process is used by RCO to phone the customer and confirm every detail supplied by the
customer

WHY CREDIT VETTING VERIFICATION

 This process is of paramount importance and must be done with due diligence to avoid
fraudulent accounts or to avoid allocating more or less than the required credit limit
 If in doubt, stamped confirmation letter of employment must be produced by the applicant

5.4.3 GENERAL CREDIT VETTING SCORE

 This is the process of allocating credit points based on the information supplied by the
applicant
 This process is done by RCO
 The points in conjunction with the salary are used to determine the credit limit
 The customer rating is auto generated by the system
 Employees’ credit rating is derived from the grade and HR does this process for the employees.

WHY CREDIT VETTING SCORE

 This process is vital as it gives the correct credit limit of the applicant without over or under
riding.
 This transaction is used when the details are captured in the system to allocate credit points.

5.4.4 CREDIT VETTING CONFIRMATION

 This is the final stage (customer acceptance) where the customer is advised on the success of
the application
 This is when the account number is generated only if the customer is ready to buy.
 This process is done at store level by the Administration Manager.

5.4.5 CREDIT RERATE ENTRY

 This process is used for reviewing customer credit limits as defined in the credit policy
guidelines
 Special increase 1 applies to store based rerates. This process is used when the customer is in
current status or if the DI is 3 or less.
 Special increase 2 applies to salary based rerates. This process is used when the customer’s
salary has changed due to change of employment or change in grade (pay slip must be produced
by the customer)

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5.4.6 CREDIT VETTING RERATE VERIFICATION

 This process involves verification of the rerate document; it is done by store management.
REFER TO CREDIT MANUAL

5.5 EDGARS/JET CUSTOMISATION REPORTS

IMPORTANCE

These reports are primarily important because they give details of customer account operation and
management of debtors. The following reports can be in the menu;

5.5.1 Customer Screen Query

 This report is a summary on the account history of a customer.

 Its importance is to aid in the quick resolve of customer queries.

5.5.2 Customer Account Detail

 The report is the same as the customer screen query but gives more detail about customers’
transactions or account operations.

5.5.3 Statement Report (Internal)

This report shows the current month activity on a customers’ account, detailing purchases, payments,
branch of activity and time, late payment charges and interest charges.

5.5.4 Transaction Statement Report (Internal)

 This report shows a detailed history of an account customers purchases, payments, late payment
charges and interest charges. In addition, it also highlights place of transaction and transaction
number.
 This report aids in the resolving of customer queries pertaining to all the above and in tracing
receipt numbers in case customers’ request a reprint.

5.6 MONTH END PROCESSING

Month end processes is a scheduled process that runs in the background at the end of
every month. The month end processing effects Credit Policy rules on customer accounts
based on:

 Payments
 Purchases
 Instalments
 APD
 Advance Payments
 DI
 Aging status
 LPC
 Interest

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 Admin charges if any
 Club and overlay premiums
 Credit Schemes

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5.7 CREDIT PROCEDURES – REVIEW QUESTIONS
1. Give reasons why Credit is regarded as important to our business and state the advantage of
an Edgars/Jet account.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

2. State the basic requirements from a prospective New Account Customer before you can open
an account for them.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

3. Fully describe the account opening processes from the point an applicant enters the store up
to verification stage.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

4. How do you deal with rejected accounts?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
________________________________________________________________________________

5. What are the necessary checks that should be carried out before capturing the application form
on Credit Vetting Entry Menu Screen?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
______________________________________________________________________

6. Define the following terms.

 DI
 Account Rerate
 Installment
 APD
 BDR

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  Credit Available
 Credit Limit
 Overlays
 Aging status

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

7. Fully explain the procedures for:

 Selling Gift Vouchers.
 Redeeming Gift Vouchers.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

8. What do you educate an approved New Account Applicant on?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
9. List and explain the four stages involved in the General Credit Vetting process?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

10. What is a corporate account and how is it administered in the system?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

11. Briefly explain the following terms, stating their importance.

 RCO
 CCS
 HCP
 LOV
 DMS

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6 SECURITY PROCEDURES

In this module you will learn and master the following aspects of your job after which you will be
expected to correctly answer all the review questions.

6.1 Security Procedures

6.2 Preventing Theft
6.3 Types of Shoplifting
6.4 Identifying Potential Shoplifters
6.5 Methods of Shoplifting
6.6 Prevention of Shoplifting
6.7 What to do when you observe a customer acting suspiciously
6.8 Occupational Health and Safety – O.H.A.S
6.9 Evacuation Procedures
6.10 Review Questions

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6.1 SECURITY
Security refers to all the measures that are taken to protect a place or items. This is also the state of
being free from danger, threat or risk.

6.2 PREVENTING THEFT

Theft is the action or crime of stealing

6.2.1 How does theft affect your store?

 Stock taken without payment reduces store profit. A non – profitable business faces closure.
 Loss of employment

6.3 TYPES OF SHOPLITERS

There are 6 types of shoplifters.

 Professional Shoplifters
 Amateur Adult Shoplifters
 Juvenile Shoplifters
 Drug Addicts
 Tramps and Alcoholics
 Kleptomaniacs

6.4 HOW CAN I IDENTIFY POTENTIAL SHOPLIFTERS?

Anyone who enters a store could be a potential shoplifter and can be identified by certain behaviors and
characteristics such as;

 Fast and suspicious hand or arm movements.

 Fast and constant head or eye movements to check if anyone is watching.
 Loitering – a person wandering around the store but not buying anything may be waiting for an
opportunity to steal.
 Avoiding CSA’s so that they can operate unobserved.
 Unnatural movement or walking, due to the concealment of merchandise.
 The use of objects such as parcel cases, umbrellas and prams in which to conceal merchandise.

Shoplifters prefer to operate at certain times of the day:

 When staff levels are reduced because of lunch, teas or replenishment.

 During peak shopping periods when staff is busy.
 During quiet periods, when staff are off guard.

6.5 METHODS OF SHOPLIFTING

 Paying less for an item by switching tickets (e.g. face towel ticket for a hand towel ticket).
 By taking items and openly walking or running out of the store.
 By concealing merchandise under their clothes or in their possessions (e.g. in Handbags or
plastic bags).

SHOPLIFTERS USE FITTING ROOMS TO CONCEAL MERCHANDISE, TO PREVENT

THIS PLEASE DO THE FOLLOWING:-

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  Greet all the customers entering the Fitting Room.
 Count the garments properly, counting one item at a time.
 Use of Fitting Room discs. Hand out a disc that indicates the equivalent number of garments
being taken into the Fitting Room.
 Count the garments again and compare with the number on the disc when your customer comes
out of the Fitting Room, politely ask the customer to fetch the missing items should there be a
difference.
 If a customer leaves a disc or merchandise in the Fitting Room, politely ask the customer to
fetch the missing disc or merchandise. If there is a dispute call your line manager for assistance.
 Identify and remember in-going merchandise and ensure that it is returned.
 Keep Fitting Room discs safe at all times – never leave them unattended.

6.6 PREVENTION OF SHOPLIFTING

There are four ways of preventing shoplifting. This is applying the 4As.

Acknowledge

 Always acknowledge or greet a customer as soon as he or she enters your department.

Attention

 Give customers your full attention at all times.

Awareness

 Be aware of quiet areas, the behavior of customers and what customers are wearing and
carrying.

Appearance

 If departments and Fitting Rooms are neat and tidy it gives shoplifters a less opportunity to
steal.

6.7 WHAT SHOULD I DO IF I OBSERVE A CUSTOMER ACTING

SUSPICIOUSLY?

 Observe the customer closely to see whether any merchandise is taken and concealed. At this
point, acknowledge the suspect and pay attention to him or her. This will make it difficult for
would be Shoplifter to steal.
 Be aware of what is happening elsewhere. Shoplifters often work in groups. They will try to
divert your attention so that unobserved group members can steal. It is company policy that we
do not search customers or their possessions unless you have established beyond doubt that;
 The customer has been under continuous observation from the time of taking the article
until he or she is confronted.
 The customer can only be apprehended once they step outside the store.
 You must know exactly what was stolen and where it was concealed.
 The person has been positively identified as a suspect.

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  Once this has been established the decision to search should be made by the Store
Manager.
 A manager must always be present and the Shoplifter should never be left alone.
 A person of the same gender must provide constant supervision of the shoplifter.
 An accusation of theft must not be lodged against the accused; only police officers may
do so.
 If a customer tells you that another customer has stolen merchandise, it is important to do the
following;
 Thank the customer for this information.
 Offer assistance to the suspected Shoplifter.
 Watch both customers.
 Report the incident to a Security Officer or a manager.

6.8 O.H.A.S (OCCUPATIONAL HEALTH AND SAFETY)

O.H.A.S. is designed to promote, regulate and control health and safety in the workplace. The Store
Manager is responsible for adherence to O.H.A.S in your store. However O.H.A.S. also requires all
employees to become involved in maintaining a safe workplace.

Therefore be aware of health and safety hazards and report out of line situations to your Store Manager.
For instance if you see that something is unsafe e.g. a ladder that is wobbly and unstable report this to
the Store Manager.

In addition Store Management should review health and safety issues in the workplace by conducting
monthly inspections in the store and discussing all findings with all staff. Every store should have a
team of emergency officers and a first aider depending on store size. They are there to help staff in the
event of an emergency; their names will be posted on the store’s bulletin boards.

6.9 EVACUATIONS PROCEDURES

 Evacuation takes place when all staff and customers are asked to leave the store. The store is
only evacuated if people’s lives are in danger as a result of fire or bomb threats.
 It is the Store Manager’s responsibility to make a final decision to evacuate the store; the
announcement will be made over the P.A system to notify staff and customers.
 In each store there is an Emergency Duty Roster, this roster simply tells you who is in charge
of what during an evacuation.
 It is important that you familiarize yourself with your store’s duty roster.
 It is usually posted on the notice board and or at the switchboard. If you do not know where
this roster is please ask your line manager.
 Whenever there is an emergency or disaster, confusion results which causes panic. Panic can
be life threatening, since in the chaos that ensues people can be injured or even killed.
 To avoid this, evacuation procedures have been drawn up to ensure that evacuation takes place
in a safe and orderly manner.
 Ask your manager about your store’s evacuation procedures and memorize all emergency exits.

6.9.1 ON HEARING AN ANNOUNCEMENT TO EVACUATE THE STORE

 Remember! Stay calm, walk do not run.

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  Help evacuate customers by pointing out the nearest safe exit.
 Ensure that customers take their parcels with them when they leave (only if it is safe to do so).
 Be on the lookout for customers who are lost or confused and especially the elderly, infirm or
children.
 Do not use lifts or escalators.
 Do not try to go to your locker or the canteen.
 Go straight to the assembly point and stay there.
 In heavy smoke crawl on your hands and knees.

6.9.2 AT THE ASSEMBLY POINT

 All staff must be accounted for through a roll call (staff register).
 Do not wander off elsewhere.
 You may only re-enter the building once it is safe to do so and only when instructed to do so
by the Police or Store Manager.
 It is important to have a list of emergency phone numbers at the reception area. This list should
include the following phone numbers;
 Police Station
 Fire Department
 Emergency Medical Service

6.9.3 FIRE

There are five ways in which fires are started;

ELECTRICAL SHORT CIRCUITS

 Usually as a result of faulty equipment or frayed electrical cords. Look out for wall sockets with
burn marks, flickering or buzzing fluorescent lights, kettles and urns left on without water.
 Ensure that spotlights are not placed too close to merchandise.
 Never overload wall sockets.

CIGARETTES

 Smoking is prohibited in all stores by law. Disciplinary action will be taken against anyone who
breaks the law and the company could be liable for a fine.

OPEN FLAMES

 Usually by outside persons or companies contracted to carry out repair work using such
equipment as blowtorches, welding equipment or gas fires.

AEROSOL CANS

 Spot removers, deodorants and air fresheners can explode if exposed to heat.

UNNECESSARY RUBBLE

 Piles of polystyrene, paper, packaging and cardboard boxes are easily flammable.
 Make sure that your work area is free of rubble and clutter
 Be prepared and look out for the signage indicating the position of fire – fighting equipment
and escape routes.

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  *** There are four ways to extinguish fires; this depends on the type of fire **

TYPE OF FIRE EXTINGUISHER DO NOT USE FOR

Wood, Paper, Textiles, Cardboard, Water hose or Water extinguisher Electrical fires, Petrol, Paraffin,
Packaging Paint or Benzene

Electrical Fires Carbon Dioxide (CO2) – Black

Dispenser

All Fires (Widely used in our Dry chemical Powder (DCP) – Red
stores) Dispenser

Paint, Petrol, Benzene, Cooking Light Water Foam Extinguisher –

Oil and fats, Wood, Paper, Methyl Hose – Red Hose.
Spirit, Textiles, Cardboard and
Packaging

***If you discover a fire in the store, follow these guidelines;

 Stay Calm – Do not panic!

 Raise the alarm by telling the Switchboard Operator, Fire Warden and your manager the
location and size of the fire.
 Never shout, FIRE! This causes panic.
 Clear the area.
 Identify the type of fire and choose the correct extinguisher.
 Quick actions are essential but only fight the fire if it is safe to do so.
 If the fire gets out of control the store will be evacuated.
 Use exits furthest from the fire.

If it is necessary to evacuate the store an announcement will be made on the PA System. A code word
is used to prevent panic. The code word for fire is FENIX the announcement may be as follows:
ATTENTION PLEASE STORE MANAGEMENT. COULD MR. FENIX PLEASE COME TO ………
(Place of fire).

PREVENT FIRES BY:

 Taking good care of all electrical equipment.

 Report flickering fluorescent tubes.
 Do not overload sockets.
 Do not place spotlights near merchandise.

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  Extinguish smoldering cigarettes particularly near entrances where staff smoke.

6.9.4 BOMBS

Bomb threats are most often made by telephone and should be taken seriously. If you take a bomb threat
call;

 Get as much information as possible.

 Make detailed notes for the Police and your Store Manager.
 Remain calm and do not transfer the call.
 Try to establish where the bomb is, when it will go off and what kind of bomb it is.
 Listen carefully and try to identify details of the caller such as: gender, race, age, accent and
background noises.

 The code word ROMAN is used over the PA system to alert staff of a bomb threat.

6.9.5 EVACUATION

 If it is necessary to evacuate the store an announcement will be made on the PA system.

 A code word is used to prevent panic.
 The code word for a bomb is ROMAN. The announcement may be as follows: ATTENTION
PLEASE STORE MANAGEMENT. COULD MR ROMAN PLEASE COME TO ……..
(Place of the bomb).
 On hearing a bomb threat announcement search your work area for foreign objects as follows:

STEP 1

Scan the area from floor to knee height (Left to Right).

STEP 2

Scan the area from knee height to shoulder height.

STEP 3

Scan the area from shoulder height to the ceiling.

Bombs can be hidden in shopping bags, a briefcase, a parcel or even under a blanket. To avoid confusion
in the event of a bomb threat do not allow anyone – staff, customer or suppliers to leave parcels, bags
or packages lying around.

If you should find a bomb, suspicious looking package or an object in the wrong place do not
touch it.

6.9.6 PHYSICAL THREATS

 If you are threatened and forced to hand over goods and cash, you should take the following
action:-
 Stay calm!
 Do not put yourself in danger.
 Co-operate and do not panic (give them whatever they want).

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  Get as much information about them without asking questions or putting yourself in danger
 Report the incident to your line manager as soon as it is safe to do so.

6.9.7 IF CRIMINALS HOLD YOU CAPTIVE – REMEMBER

 Do not panic!
 Do not try to escape.
 Do not be a hero.
 Do not try to be funny.
 Do not argue or offer resistance.
 Do not try to back chat your captors.

6.9.8 IF HELD HOSTAGE:

Try to remember distinguishing features about your captors for example:

 What they look like

 Their names
 Their accents
 Voices (loud or soft)
 Nationality
 Clothes worn (shoes etc.)
 Habits (smoking)
 Birthmarks and tattoos
 Jewellery (watch, rings)

6.9.9 IF THERE IS RIOTING OR VIOLENCE IN THE STREETS OR NEAR YOUR

STORE:

The following action must be taken:

 An announcement will be made over the PA system alerting staff to CODE 99 i.e. rioting or
violence near the store.
 Upon hearing the announcement – do not panic, stay calm.
 Do not leave your department or store unless instructed to do so by your manager.
 Close and lock outside doors.
 Stay away from the front of the store and from the windows.
 If the windows are broken, lock the tills and go somewhere you will be safe.
 If tear gas is used, switch off your air conditioners, to avoid gas being drawn into the store.
 If teargas is used in the store – then evacuate.

OBSERVE AN EXPERIENCED STAFF MEMBER CARRYING OUT THE ABOVE TASKS. PRACTICE UNDER
THEIR SUPERVISION

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6.10 SECURITY PROCEDURES – REVIEW QUESTIONS

In this module you will learn and master the following aspects of your job after which you will be expected to
correctly answer all the review questions.

1. List the six types of Shoplifters and describe at least four of those.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

2. How can you identify possible Shoplifters?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

3. At what times do Shoplifters steal and why do they steal at those times?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

4. Describe at least five methods that Shoplifters use for stealing.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

5. Explain the four A’s and how you would use them to prevent shoplifting.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

6. What is the procedure for handling a Customer who has concealed a garment but has not
yet left the shop?

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

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 7. Describe the procedures when there is:

A Fire

A Bomb

Physical threat

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

8. Explain at least four ways in which fires are started.

___________________________________________________________________________
___________________________________________________________________________
____________________________________________________
9. List down the types of fires and the appropriate type of fire extinguisher for each one of them.

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

10. List all the security steps you would take before going home to protect the store against the
following possibilities:

Fire

Flooding

Burglary

__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

For this workbook to be more effective and informative use it in conjunction with the following

Procedural Guidelines

Workbooks

Resource Notes

Manuals

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85
JOB TRAINING PROGRAMME
CONTROL SHEET

Name: _________________________________

Store: _________________________________

Learning Champion: ______________________

Date: _________________________________

MODULE # MODULE TITLE START DATE END DATE

1 Superior Customer Service

2 Point of Sale Procedures

3 Stockroom Procedures

4 Cash Procedures

5 Credit Procedures

6 Security Procedures

TRAINEE’S SIGNATURE___________________________
DATE____________________________

LEARNING CHAMPION’S
SIGNATURE_______________________________________________________

I the Store Manager ___________________________ (Print Name) hereby certify that I have examined
the trainee’s workbook and that the trainee has successfully completed this training programme.

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MANAGER’S SIGNATURE _____________________________ DATE
___________________________

Please return this form to:

Edgars Training Department

1st Floor, Edgars Head Offices

Cnr 9th Ave & H Chitepo

BULAWAYO

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