We are looking for a highly capable, commercially driven, hands-on, and results-oriented Branch Manager with strong experience in the retail sector, preferably within food retail, FMCG, fresh food, or perishable products.
This position requires much more than supervising employees and giving instructions.
We are looking for a true leader who leads by example, takes initiative, works alongside the team, understands the numbers behind retail performance, develops employees, solves problems, creates solutions, and takes full responsibility for the overall performance of the branch.
The successful candidate must be able to work effectively under intense pressure, manage multiple priorities, think quickly, make responsible decisions, and find or create practical solutions to operational, sales, inventory, customer-service, and staff-related challenges.
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KEY RESPONSIBILITIES
1. Branch Operations Management
The Branch Manager is responsible for the overall daily operation and performance of the branch.
Responsibilities include:
* Manage the day-to-day operations of the branch and ensure smooth and efficient workflow.
* Supervise branch opening and closing procedures.
* Ensure the branch is fully prepared before receiving customers.
* Assign daily tasks and responsibilities to employees and follow up on their execution.
* Maintain high standards of cleanliness, organization, hygiene, and overall branch appearance.
* Ensure shelves and displays are properly organized, stocked, and presented.
* Ensure product prices are clearly displayed, accurate, and consistent with the POS/system.
* Ensure equipment, refrigerators, freezers, facilities, and other operational assets are functioning properly.
* Follow up on maintenance requirements and operational issues.
* Maintain discipline, organization, and operational standards throughout the branch.
* Identify operational weaknesses and take corrective action before they develop into larger problems.
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2. Sales & Commercial Performance
The Branch Manager is responsible not only for monitoring sales but for actively driving and developing sales performance.
The manager must:
* Monitor daily, weekly, and monthly sales.
* Compare actual performance against targets and previous periods.
* Understand the reasons behind increases or decreases in sales.
* Identify Fast-Moving Products and ensure their availability.
* Identify Slow-Moving Products and understand why they are not performing.
* Develop and propose solutions to improve the movement of slow-selling products.
* Recommend promotions, bundles, product combinations, merchandising changes, and sales initiatives.
* Identify high-demand products and ensure they do not unnecessarily go out of stock.
* Understand customer purchasing patterns and behavior.
* Identify opportunities to increase the customer’s basket size.
* Observe customer demand and communicate new product opportunities to management.
* Provide management with recommendations regarding products, pricing, promotions, merchandising, customer demand, and sales opportunities.
* Continuously look for new opportunities to improve branch sales and profitability.
The Branch Manager is expected to make suggestions and contribute ideas, not simply wait for instructions from management.
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3. Retail KPIs & Performance Analysis
The Branch Manager must have a practical understanding of important retail KPIs and know how to use them to improve branch performance.
These include:
Conversion Rate
The percentage of branch visitors who become paying customers.
The manager should understand why customers may enter without purchasing and work with the team to improve the conversion rate.
ATV – Average Transaction Value
The average monetary value of each transaction.
The manager must understand how to improve ATV through better selling, product recommendations, upselling, bundles, and stronger product knowledge.
UPT – Units Per Transaction
The average number of units/items sold in each transaction.
IPC – Items Per Customer
The average number of items purchased by each customer, depending on the measurement method used by the company.
The Branch Manager must understand that increasing sales is not only about bringing more customers into the branch.
Sales can also be improved by increasing:
Conversion Rate + ATV + UPT/IPC
The manager must be able to translate these KPIs into practical actions for the sales team.
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4. Add-on Selling, Cross-Selling & Upselling
The Branch Manager is responsible for developing the team’s ability to increase the customer’s basket naturally and professionally.
The manager must train employees on:
* Add-on Selling – recommending relevant additional products to the customer’s purchase.
* Cross-Selling – recommending complementary products.
* Upselling – recommending a higher-value or higher-quality option when appropriate.
* Identifying customer needs before recommending products.
* Asking the right questions.
* Making relevant product recommendations.
* Explaining the value and differences between products.
* Closing the sale professionally.
* Increasing UPT/IPC.
* Increasing ATV.
The objective is not to pressure customers into buying unnecessary products.
The objective is to train employees to understand customer needs and recommend products that genuinely add value to the customer’s purchase.
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5. Sales Coaching & Employee Development
The Branch Manager must be capable of developing employees into stronger salespeople.
Responsibilities include:
* Observe employees while they interact with customers.
* Evaluate each employee’s selling ability.
* Identify individual strengths and weaknesses.
* Provide continuous practical coaching and feedback.
* Demonstrate selling techniques directly on the sales floor.
* Train employees on product knowledge.
* Train employees on customer engagement.
* Train employees on objection handling.
* Train employees on closing techniques.
* Develop employees’ confidence in recommending products.
* Improve the team’s ability to increase ATV and UPT/IPC.
* Follow up after training to ensure improvement.
* Set individual and team sales objectives.
* Recognize employees who demonstrate improvement and strong performance.
Training should not only happen when a new employee joins.
Coaching and development must be continuous.
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6. Leadership & Team Motivation
We are looking for a Leader, not simply a Manager or Boss.
The Branch Manager must:
* Lead by example.
* Be willing to start the work personally before asking employees to do it.
* Be present and active on the sales floor.
* Participate in selling and customer se