PUSH REPORTING CONSUMER DIRECT 2013

NEXT GEN™This presentation is part NEXT-GEN, an initiative focused on improving the existing operational processes at Kenneth Cole Productions, Inc.

&Ted Givan - Great Chicago District Manager

Produced by: Jason TelmosSTORE MANAGER - HILTON HEAD #163

REPORTINGAs we continue to grow our business, the need to deliver useful data and information to our Store Managers becomes increasingly more necessary. To deliver effective information, we will catego-rize reports into one of four categories.

REPORT FREQUENCYIn order to get the correct information to our managers at the right time, we will categorize re-ports into one of four frequency categories.

MID-DAY MONTHLYWEEKLYDAILY

HUMAN RESOURCES

INVENTORY MANAGEMENT

PAYROLL REPORTS

SALES REPORTS

-Head Count -Non Active Report

-Training Completion -PTO Used/Remaining

-Current Inventory -Units In Transit

-Sell Through (By SKU) -Fashion Sell Through

-Sales to Plan/LY -Traffic & KPI’s -Payroll Results -PT Over 25hrs,

-Individual SPH -Individual CSM Shifts

-Sales to Plan/LY -Traffic & KPI’s -Large Sales

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REPORTS OVERVIEWA list of all reports going out, and their individual frequency.

CURRENT INVENTORY

DAILY

WEEKLY

WEEKLY

WEEKLY

WEEKLY

WEEKLY

WEEKLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

SELL THROUGH (SKU)

NON ACTIVE REPORT

HEAD COUNT

UNITS IN TRANSIT

TRAINING COMPLETION

FASHION SELL THROUGH

PTO USED/REMAINING

DAILY WEEKLY

WEEKLY

MONTHLY

MONTHLY

PAYROLL RESULTS

EXCESSIVE PT HOURS

STORE SALES VS LY/PLANMID-DAY DAILY

DAILY

DAILY

DAILY

WEEKLY

WEEKLY

WEEKLY

WEEKLY

WEEKLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

SALES PER HOUR

CSM SHIFTS

TRAFFIC & KPI’S

LARGE SALE REPORT

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SALES REPORTS

SALES PER HOUR ACTUAL SALES PLAN SALES HOURS WORKED PLAN SPH ACTUAL SPH (+/-)

Jason Telmos 7,895 5,514 40 137.87 190.87 +38%

Ginger Glover 7,134 5,514 40 137.87 178.35 +29%

Hilton Head 25,678 24,816 180 137.87 142.65 +21%

STORE SALES ACTUAL SALES LY SALES % LY SALES PLAN SALES % PLAN SALES STORE RANK

Hilton Head 14,678 11,367 +29% 13,456 +9% 7

Myrtle Beach II 18,768 14,623 +27% 16,768 +12% 8

Greater Chicago 1,879,234 1,456,298 +12% 1,678,123 +4% n/a

CSM SHIFTS CSM HOURS CSM SALES CSM GOAL CSM UPT CSM ADT CSM CONV

Jason Telmos 27 14,789 12,567 2.09 64.11 24%

Ginger Glover 19 11,789 9,876 2.02 66.11 23%

Hilton Head Mgrs 46 26,578 22,443 2.01 65.43 24%

TRAFFIC/KPI’S TRAFFIC % LY TRAFFIC % LY SALES UPT ADT CONVERSION

Hilton Head 27 14,789 12,567 2.09 64.11 24%

Myrtle Beach II 19 11,789 9,876 2.02 66.11 23%

Greater Chicago 46 26,578 22,443 2.01 65.43 24%

STORE EMPLOYEE SALE UNITS AUR

Hilton Head Jason Telmos 847 12 70.55

Myrtle Beach II Heather Florez 901 11 81.09

Managers currently receive a number of sales related reports, all of which are useful and need to continue. The ad-dition of a CSM report, SPH report, and Large Sale report would allow managers to better track their teams perfor-mance, as well as their own.

STORE SALES VS LY/PLANMID-DAY DAILY

DAILY

DAILY

DAILY

WEEKLY

WEEKLY

WEEKLY

WEEKLY

WEEKLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

SALES PER HOUR

CSM SHIFTS

TRAFFIC & KPI’S

LARGE SALESRecognizing sales over $250/$500

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STORE SALES ALLOTTED HOURS

10,000 180

13,000 180

16,000 185

19,000 190

22,000 193

25,000 195

28,000 200

31,000 205

33,000 210

36,000 213

39,000 220

DAILY WTD MTD

LY TRAFFIC 123 1,238 3,923

TRAFFIC TREND -8% -8% -8%

CONV TREND 24% 24% 24%

ADT TREND 64.99 64.99 64.99

FORECASTED SALES 1,746 17,768 56,301

PLAN SALES 1,654 16,345 54,123

LY SALES 1,421 15,457 53,892

HOURS ALLOTTED 27 185 740

HOURS SCHEDULED 27 190 747

HOURS TO ADD/CUT 0 -5 -7

PAYROLL REPORT PLAN SALES ACTUAL SALES PLAN HOURS ACTUAL HOURS VARIANCE SPH

Hilton Head 10,145 12,456 185 180 (5) 70.01

Myrtle Beach II 16,361 16,004 188 186 (2) 85.58

Greater Chicago 293,263 238,478 2540 2506 (34) 115.52

Hilton Head HOURS WORKED

John Smith 27

Sally Johnson 28

Greater Chicago

Myrtle Beach II HOURS WORKED

Tyler Rodgers 27

Ashley Smith 28

Greater Chicago

Gurnee Mills HOURS WORKED

John Smith 27

Sally Johnson 28

Greater Chicago

PAYROLL REPORTSIn an effort to better control payroll, several payroll reports can be utilized to provide the correct information so managers are always knowledgeable about their daily, weekly, and monthly payroll expectations. To make this easier, and in turn improve our payroll performance, the introduction of a standardized payroll ladder could introduced. This ladder would base weekly hours solely on the volume of sales made, and coupled with a new Payroll Forecaster™ will give managers a clear picture of their payroll performance, and what needs to be done to ensure they meet their goals.

DAILY WEEKLY

WEEKLY

MONTHLY

MONTHLY

PAYROLL MATRIX PAYROLL FORECASTER™NEW! NEW!

PAYROLL RESULTS

EXCESSIVE PT HOURS

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INVENTORY REPORTS

STORE SALES INV UNITS LY INV UNITS % LY UNITS INV $ LY INV$ % LY INV$

Hilton Head 9,729 8,559 +13.7% 592,106 491,286 +20%

Myrtle Beach II 8,047 8,515 -5.5% 513,389 501,959 +3%

Greater Chicago 1,879,234 1,456,298 +12% 1,678,123 +4% n/a

A list of Inventory Management Reports.

CURRENT INVENTORY

DAILY

WEEKLY

WEEKLY

WEEKLY

WEEKLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

SELL THROUGH (SKU)

UNITS IN TRANSIT

FASHION SELL THROUGH

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HUMAN RESOURCES REPORTSA list of Human Resource Department Reports.

WEEKLY

WEEKLY

WEEKLY

WEEKLY

MONTHLY

MONTHLY

MONTHLY

MONTHLY

NON ACTIVE REPORT

HEAD COUNT

TRAINING COMPLETION

PTO USED/REMAINING

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Developing A Better Way

Collating all of these reports into one central location, and displaying them in

meaning full, understandable ways, will give our managers a look at their business

they’ve never seen before.

Increasing the number of reports

that go out to our managers will al-

low them to stay more informed, and

give them access to data in a way they

haven’t had. But an increase in reports

means an increase in complexity, time,

spent, and analysis. Ideally, our manag-

ers need a way to review all of their

data simply, easily, and clearly.

Much of the data our managers will

use comes in the form of lengthy Excel

spreadsheets. While the data they con-

tain is very useful, when displayed inef-

ficiently, this data can become difficult

to comprehend, and can lose its utility.

LOOKING FORWARD

I

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INTRODUCING DASHBOARD™

A NE W PER SPEC TIVE ON REPOR TING

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MESSAGES

KNOW YOUR GOALS

WHAT’S NEXT?

The main screen of the Kenneth Cole Dashboard shows you all com-munication coming from corporate, your DM, or other stores. It’s easily accessible from any screen in the Dashboard™ App.

On the right hand side is a quick overview of your daily goals such as Plan Sales and Last Year Sales. It even shows a graph plotting last years hourly performance to this years, so you always know how you’re trending

At any given time, there are hun-dreds of things that Store Man-agers need to worry about. With Dashboard™, all of your To-Do’s are kept straight for you on the overview page. They let you know what’s

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EASY TO NAVIGATE

TOTAL ACCESS

MANAGING PEOPLE

The left hand side of your Dashboard™ gives you access to

everything you need. You can edit your profile, view sales reports, or even complete Cycle Counts on In

The Black.

With access to Sales Reports and Payroll Reports, you’ll never have

to go searching for an Excel Sheet again. All your stores information is

stored on the Dashboard™ and is presented to you in easy to under-

stand graphs and tables.

The Human Resources tab of the Dashboard™ will allow you to re-

view your head count, add new employees, terminate old ones, and complete training guides like Code

of Conduct and KCREHAB.

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NXT GEN™

Thank you for reading.

mgrstore163@kennethcole.com843.706.2299

THANK YOU

JASON TELMOS