Dealing with the demands of corporate and our district manager.
When I left the store, these were our sales goals.
Preorders - 18%
(# Preorders / # Transactions )
GI Subscriptions - 15%
(# Subscriptions sold / # Qualifying Transactions [where PowerUp card was not already used])
Scratch Protection - 10%
(# GPGs sold / # Transactions)
Suffice it to say, very few people met these goals. I do not know if these are corporate numbers or if these were numbers set by our DM. These numbers are pretty much double what they were when I first started.
There was also the fact that at our store, we were never done with anything. I worked at a high volume store. We had tons of sales, tons of trades, tons of shipment. And yet we were never given enough hours to get everything done. Managers were routinely given only 80-100 hours to work with on scheduling. That's 40 for ASMs, 20-40 for SGAs, and whatever table scraps were left for GAs. And apart from usual duties like ringing up customers and processing trades, you've got stuff like shipment, system counts, price changes, perpetual counts (inventory checks on common items), RSB's (outbound shipment to other stores), Title-On-Hand counts (scan every box on the shelf for a certain section), sending off sales numbers at 12, 3, 6, and closing, etc etc etc.
Our store was in a perpetual state of undone.