大庆招聘

1. Sales planning: the role should be more strategic and follow the process as below:
LRP-Yearly Budget-Quarterly-Weekly at brand level
Monitor the daily and hourly at store level
The full process will be: Sales target setting-allocation to doors-weekly tracking-review and reporting
1) LRP planning:
a. Prepare sales projection for the next 3 years based on current latest estimation
and individual door performance
b. Review with NSM and BGM
c. Submit the final version to finance team
2) Budget planning:
a. Distribution plan
i. Help BGM and NSM to complete distribution plan before yearly budget
ii.
b. Sales planning
i. Prepare realistic sales projection for next year based on LRP
ii. Review with NSM and BGM
iii. Submit the final version to finance team (all expenditure will based on
sales projection)
c. Expenditure planning
i. Review brand and sales calendar of next year with NSM
ii. Plan sales related events including:
？ New door opening
？ Retail education
？ Counter retail events
？ Sales management team meeting
？ Field meeting (RM meeting, key cities town hall meeting)
？ Etc.
iii. Plan expenditure based on sales calendar
3) Fiscal year target allocation and monthly latest estimation update
a. Target allocation and trackingi. Allocate monthly store target at the beginning of the year
ii. Tracking national target achievement weekly, monthly, quarterly
 b. Review actual sales performance and adjust following sales forecast by door to complete monthly latest estimation
2. Order management
 a. Maintain and implement online PO system which will help check regular orders from store, will help improve fulfillment and avoid mistakes
i. Align with product team and FIM to get updated sku forecast
ii. Set Min-max rule for each SKU by door according to forecast
 iii. Cooperate with AS team to get updated product information and suggested allocation
iv. Upload all information into online PO system and active the order cycle
 v. Track store order status and alert MRO if any store hasn’t issued order
 vi. Analyze and calculate ordering information for next cycle order
b. New launch allocation
i. Align with product team to get product information and sales target for new launches of next month
 ii. Allocate new launch to each store based on specific product/category performance
 iii. Send the suggested allocation to sales management team to see if any adjustment is needed
iv. Create purchase order template and send to all department stores to get retailer confirmation
v. Send confirmed allocation form to AS for order release
c. Monthly inventory review with MRO and NSM
d. ABC analysis by door and action plan to improve slow moving and obsolete
3. HR management
a. Recruiting, fulfillment and turnover analysis
b. MUA productivity analysis and suggestions
c. Help NSM to do periodically performance review

   雅诗兰黛集团由雅诗兰黛和约瑟夫兰黛创始于1946年。如今，雅诗兰黛集团傲居世界化妆品行业领先地位，生产和营销高品质的护肤、彩妆、香水和护发产品。集团旗下拥有超过25个知名品牌，产品行销全球150多个国家和地区。
    2002年，正式成立在中国的全资子公司，一直致力于为中国消费者提供***品质的产品和服务。集团经营着Estée Lauder雅诗兰黛、Clinique倩碧、Origins 悦木之源、La Mer 海蓝之谜、M.A.C魅可、Bobbi Brown芭比波朗、Tom Ford Beauty汤姆福特美妆等高端护肤彩妆品牌，以及Jo Malone London祖玛珑、Ermenegildo Zegna杰尼亚、DKNY等香水品牌。
    在关注销售业绩的同时，雅诗兰黛集团始终致力于集团内人才的发展及培养，同时关注于多项公益事业。集团以家庭文化为本，关心关注每位员工。
    欢迎加入“雅诗兰黛公司”大家庭！