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The Mens Warehouse

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1st Store: Houston, TX. 1st Day Sales: $3,000. Interesting Facts. Opened the store just to sell a truck load of yellow polyester sports coats ... – PowerPoint PPT presentation

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Title: The Mens Warehouse


1
The Mens Warehouse
  • Rachel Baldridge
  • Steve Diamond
  • Erica Kelly
  • Kevin McNatt
  • Monique Redmon
  • Adria Toliver

2
Needs Assessment
3
Needs Assessment
  • First step in the instructional design process
  • Used to determine whether training is necessary
  • Provides pertinent information about
  • Who needs to be trained
  • In what tasks and behaviors they need to be
    trained
  • In what context training should occur
  • How to evaluate the effectiveness of the training

4
Types of Need Analyses
  • Should we allocate our money and time to training
    initiatives?
  • Organizational Analysis
  • Person Analysis
  • Task Analysis

5
Organizational Analysis
  • What is the context in which training will occur?
  • Business strategy and goals
  • Organizational climate
  • Will management be on-board?
  • Are our employees willing and eager?
  • Training Resources Analysis
  • How much will this cost, and do we have it?
  • Is our workforce capable, available, and
    sufficient?
  • Do we have the physical resources?
  • In-house or consultant/vendor?

6
Person Analysis
  • Who needs training?
  • What is the cause of performance deficiencies?
  • Which employees need to be trained?

7
Person Analysis Contd
  • Readiness for training
  • Person characteristics cognitive ability, basic
    skills
  • Input situational constraints, social support
  • Output job performance standards
  • Consequences incentives for performing well
  • Feedback information employees
  • receive while performing
  • Motivation to learn

8
Task Analysis
  • Which knowledge, skills, and abilities must be
    stressed during training?
  • Steps in Task Analysis
  • Select which job to analyze
  • Develop list of tasks performed on job
  • Validate this list of tasks
  • Determine the KSAs necessary to perform each task

9
Participants Involved in Needs Assessment
  • Trainers, managers and employees should be
    included
  • Upper and mid-level managers, as well as
    trainers, each offer a different perspective on
    needs assessment
  • The role of subject-matter experts and job
    incumbents

10
Methods
  • Observation
  • Questionnaires
  • Interviews
  • Focus Groups
  • Documentation
  • Online Technology
  • Benchmarking

11
Time Involved in Needs Assessment
  • Strategies to ensuring efficiency and quality
  • Understand the impact the need has on the
    business
  • Use past-collected data
  • Understand the business so you can anticipate
    training needs

12
Mens Wearhouse Background
  • Founded August 31, 1973 by George Zimmer
  • 1st Store Houston, TX
  • 1st Day Sales 3,000
  • Interesting Facts
  • Opened the store just to sell a truck load of
    yellow polyester sports coats
  • No cash register, used a cigar box

13
Men do not like to shop!
  • Everyday low prices
  • Avoid the mall
  • Small, comfortable environment
  • Personal wardrobe consultant

14
Were in the people business, not the suit
business.
  • External customer service
  • Internal customer service
  • The people on your team and the people you work
    with are your customers too.
  • Loyalty/Brand Recognition
  • I Guarantee It

15
Stakeholder Philosophy
  • Zimmers unique approach to shareholder value
    after going public in 1992…
  • By order of importance
  • 1. Employees
  • 2. Customers
  • 3. Vendors
  • 4. Communities
  • 5. Shareholders

16
Servant-Leadership
17
What is Servant-leadership?
  • The servant-leader is servant first.
  • Begins with the natural feeling that one wants to
    serve.
  • Then conscious choice brings one to aspire to
    lead.
  • The best test
  • Effect on the least privileged in society
  • Robert K. Greenleaf (former ATT Chief Executive
    and coiner of the term Servant-Leadership)

18
What qualities are necessary for effective
Servant-Leadership
  • Listening
  • Empathy
  • Healing
  • Awareness
  • Persuasion
  • Conceptualization
  • Foresight
  • Stewardship
  • Commitment to Growth of People
  • Building community

19
Listening
  • Identify the will of a group ? clarify that will
  • Receptive listening
  • Inner voice
  • Listening reflection growth

20
Empathy
  • Understanding
  • Recognition and acceptance
  • Assume good intentions of co-workers and
    colleagues
  • Success as a servant-leader

21
Healing
  • Powerful force for transformation integration
  • Healing one's self one's relationship
  • In The Servant as Leader, Greenleaf wrote, "There
    is something subtle communicated to one who is
    being served and led if, implicit in the compact
    between servant-leader and led, is the
    understanding that the search for wholeness is
    something they share."

22
Awareness
  • General awareness self-awareness ? strength
  • Helps with ethics, power, and values
  • Ability to see integrated, holistic position.
  • As Greenleaf observed, "Awareness is not a giver
    of solace - it is just the opposite. It is a
    disturber and an awakener. Able leaders are
    usually sharply awake and reasonably disturbed.
    They are not seekers after solace. They have
    their own inner serenity."

23
Persuasion
  • Reliance on persuasion, not one's positional
    authority
  • Convince vs. coerce compliance
  • Distinction between the traditional authoritarian
    model of servant-leadership
  • Effective at building consensus within groups

24
Conceptualization
  • Seek to nurture their ability to dream great
    dreams
  • Thinking beyond day-to-day realities
  • Encompasses broader-based conceptual thinking
  • The proper role of boards of trustees or
    directors
  • Unfortunately, boards can sometimes become
    involved in the day-to-day operations and, thus,
    fail to provide the visionary concept for an
    institution.
  • Balance between conceptual thinking and a
    day-to-day operational approach.

25
Foresight
  • Closely related to conceptualization
  • Hard to define, but easier to identify.
  • Enables the servant-leader to understand lessons,
    realities, and consequences

26
Stewardship
  • Peter Block author of Stewardship and The
    Empowered Manager "holding something in trust
    for another"
  • Robert Greenleaf everyone plays a significant
    role
  • Commitment to serving the needs of others.
  • Emphasizes the use of openness and persuasion,
    rather than control

27
Commitment to the Growth of People
  • Intrinsic value
  • Commitment to growth of all
  • The great responsibility
  • Making funds available for personal and
    professional development
  • Taking a personal interest in ideas and
    suggestions from everyone
  • Encouraging worker involvement in decision making
  • Actively assisting laid-off employees to find
    other positions

28
Building Community
  • True community
  • Greenleaf said, "All that is needed to rebuild
    community as a viable life form for large numbers
    of people is for enough servant-leaders to show
    the way, not by mass movements, but by each
    servant-leader demonstrating his or her unlimited
    liability for a quite specific community-related
    group."

29
Servant-Leadership
  • We lead by serving the people we supervise

30
Managers Role
  • Managers are taught to respond whenever possible
    with the question What can I do to help?

31
Managers Role Contd
  • Managers take part in the dirty work (cleaning
    restrooms, vacuuming and dusting, putting away
    new stock, etc.) rather than just supervising.
  • In the past it wasnt unusual to see George or
    senior management helping to clean up the back
    area of a store

32
Manager Involvement
  • During semi-annual inventory, the entire
    multi-management team goes to every store to help.

33
Manager Success
  • Managers success depends not only on their own
    performance, but also on how well they served
    their team members interests
  • Are their teammates succeeding and growing?
  • How many become worthy candidates for promotion
    to the next step?

34
Managers Salary
  • When appropriate, managers are converted to a
    non-commission based compensation package so that
    they may focus on serving their team

35
Mens Wearhouse Practices
36
Compensation Staffing - 1997
  • Wardrobe Consultants
  • Salary Comparison

37
Compensation Staffing Contd
  • Sales Associates
  • Multi-functional
  • Schedules
  • Turnover

38
Compensation Staffing Contd
  • Store Managers
  • Opportunities for advancement
  • Compensation

39
Promotion Career Development
  • Promote from within
  • Training
  • Outside courses
  • Management development

40
Hiring Firing
  • Centralized hiring
  • Regional manager as recruiter
  • Fitting in with corporate culture
  • What theyre looking for
  • Advertised vs. reality
  • Senior management

41
Performance Appraisal
  • Behavior specific feedback

42
Communication
  • Monthly Newsletter, Clotheslines
  • In-house videos
  • Socialization encouraged

43
Other Practices
  • Stock Plan
  • Salary
  • Average employees
  • Senior executives

44
Training Challenges
  • More than 700 stores
  • Expectation for Regional Managers to visit each
    store in their region at least once a month
  • Double Jeopardy
  • Wages paid during training
  • Lost sales revenue training away from sales floor

45
Training Strategy Skit
  • Preparation for
  • Suits University

46
Rod Road Warrior Rodgers Regional-Manager
Tom Top-Gun Thompson Team Trainer
47
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48
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49
Discussion
  • What was the purpose of the email to Tom the
    Trainer?
  • How did Rod know what training topics to target?
  • What did dividing the group enable?

50
TMW Video Productions Presents A Day in the Life
51
(No Transcript)
52
(No Transcript)
53
Discussion
  • What did having the Performance Review
    assessment allow Rod to do?
  • Given what we have seen to this point, why is
    having this information so critical to The Mens
    Wearhouse training strategy?

54
Mens Wearhouse Today
55
February, 2009
  • 784 retail apparel stores
  • 668 stores in the United States, 116 stores in
    Canada 489 tuxedo rental stores.
  • Brand Names
  • 46 States D.C The Mens Wearhouse and KG
  • Canada Moores Clothing for Men.
  • Mens Wearhouse Moores Clothing for Men Store
    Offerings
  • KG Store Offerings
  • MW Tux
  • Men's Wearhouse

56
Training Development in 2009
  • Suits High
  • New wardrobe consultants
  • Regional
  • Two-day course on the company's selling
    philosophy.
  • Prerequisite for Suits University
  • Suits University
  • Five days of intense seminars and socializing
  • Company's training headquarters in Fremont,
    California.
  • Philosophy
  • Overall Purpose

57
100 Best Companies to Work For
  • Ranked 71
  • Ranking was based on two criteria
  • Evaluation of the policies and culture of each
    company
  • Opinions of the company's employees.
  • Highly acclaimed benchmark recognizes employers
    who create superior work environments for their
    employees.
  • George Zimmer "I am once again extremely proud
    of the thousands of employees at Men's Wearhouse
    who provide our customers with outstanding
    customer service and reinforce our mission of
    maximizing sales by providing great value and
    service to our customers while having fun."

58
Mens Wearhouse Today
  • Cornerstones
  • Foundation fun family-like atmosphere Great
    company to work for

59
Mens Wearhouse Today
  • Huge accomplishments since 1973 and 1st day sales
    of 3,000
  • MW made 147 million dollars in net income in 2008

60
Current Management Team
  • Chairman of the Board, Chief Executive Officer
  • George Zimmer
  • Vice Chairman of the Board
  • David H. Edwab
  • President and Chief Operating Officer
  • Douglas S. Ewert
  • Executive Vice President, Chief Financial
    Officer, Treasurer and Principal Financial
    Officer
  • Neill P. Davis
  • Executive Vice President of Marketing and Human
    Resources
  • Charles Bresler, Ph.D.

61
Mens Wearhouse Key Years
  • 1994-1998
  • Men's Wearhouse expands throughout the country at
    an average rate of one store per week.
  • 2000
  • Men's Wearhouse named one of the "100 Best
    Companies to Work for" in America by FORTUNE
    Magazine. Men's Wearhouse will be named to this
    prestigious list six times in seven years.
  • www.menswearhouse.com launches.
  • 2005
  • Men's Wearhouse opens a chain of dry cleaning
    stores, MW Cleaners, in the Houston area.

62
Mens Wearhouse Financials
  • Current stock price
  • 11.13
  • Men's Wearhouse shares fall on downgrade Tuesday
    January 27 as analyst says men's suit market
    remains weak
  • Facing the "worst possible time" to be the
    dominant men's suit retailer in North America

63
Mens Wearhouse Financials Today
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