United States – Retail/Wholesale · · 2011-03-08United States – Retail/Wholesale. ... AFY Risk Management. AGA General Administration. ... Career Map and the Global Grading
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Prior to the merger, TP and WW had two Retail surveys with combined participation of 175 companies
Going forward, TWDS U.S. will have one Retail/Wholesale offering that will cover all employee levels through an Executive and a Middle Management, Professional and Support (MMPS) survey
In 2011 all TWDS MMPS surveys will have a Career Level design based on CDB General Industry
Towers Watson Data Services Compensation Data Bank (CDB)
Middle Management, Professional and Support Compensation Survey
• Functions and Disciplines reported by Career Level with reference to corresponding Global Grades
• Single data solution for support through middle management levels• Globally adopted methodology• Total direct compensation
Executive Survey• Executives reported by benchmark jobs• Long-term incentive values by benchmark and pay level• Total direct compensation• Results by organization unit by revenue
Towers Watson is a leader in long-term incentive expertise. In the U.S. market, we have been valuing long-term incentives for over 30 years
The CDB surveys collect long-term grants for all employee levels; providing a complete picture of the expected value of long-term incentives from the CEO to the lowest eligible salary level
Expected values are presented by pay level and also:Executive Benchmarks in the Executive SurveyFunction/Discipline/Career Level in the MMPS Survey
Accounting value is our standard methodology; we also have a proprietary valuation methodology
Long-term incentive policies and practices have been enhanced this year based on the extensive coverage in both of our legacy databases
Code FunctionAAA Top ExecutiveAAB Profit Center ManagementAAS Administrative ServicesAAT Administrative Transportation ServicesAAY SecurityACA Corporate Affairs/CommunicationsACD Strategic Planning/Corporate DevelopmentAEO Business Operations AnalysisAFA FinanceAFB AccountingAFC Credit and CollectionsAFT Financial Analysis and TaxAFU Audit and Financial/Business ControlsAFY Risk ManagementAGA General AdministrationAHR Human ResourcesAHS Environmental, Health and SafetyAIC Information TechnologyAID IT DevelopmentAIT IT AdministrationALG LegalALS Legal SupportAMJ Sales and MarketingAMK MarketingAMS Customer Support/OperationsAMT Technical Customer SupportAOL Manufacturing and EngineeringAOM Manufacturing/OperationsAOO Outsourced/Contract ManufacturingAPM Project/Program ManagementAQY Quality Assurance Methods
Code FunctionCAM Account ManagementCSC Channel SalesCSD Direct SalesCSR Retail Store SalesCTS TelesalesCUS Sales Support and Administration
ARE Real Estate and FacilitiesASC Supply Chain ManagementAZE EngineeringAZT Technical Specialty/Skilled TradeAZU Manual/Unskilled Labor
Towers Watson Data Services Job Coding – Functions
First letter of function codeA All functions included in multiple industriesC Customer/Client management and sales Industry specific Functions:— E Energy; N Nuclear; M Media; F Financial Services; P Pharma; T High Tech; R Retail
Last two letters of the function code derived from title to maintain sequence and group related functions together
— AID IT Development— AIT IT Administration— AMK Marketing— AMS Customer Support/Operations— AMT Technical Customer Support
New functions for top executives and executives responsible for multiple functions— AAA Top Executive— AAB Profit Center Management— AFA Finance
— AIC Information Technology— AMJ Sales and Marketing— AOL Manufacturing and Engineering
Towers Watson Data Services Supervisory/Management vs. Executive Career Band
Supervisory/Management(Operational)
Executive(Strategic)
Organization Strategy
Implements organization strategies through the effective direction and management of resources
Sets Discipline or area strategy consistent with established organization strategies
Ensures compliance with organization policies
Focuses mainly on the management and implementation of operational objectives that help achieve long term organization strategy
Accountable for business, functional, operational processes and/or program management
Primarily involved in the development, evolution and approval of the long-term vision across a market function, division, region or country (depending on scope of organization) or a Function
Establishes strategies for area of responsibility (i.e. corporate, regional, subsidiary)
Leads development of country or function strategies
Makes decisions on strategic investments
May be a board or executive committee member or will have a comparable level of influence
Functional Responsibility
Responsible for part of a function for a business segment. Reports to the most senior role within a major function for a business segment
Most senior level within a major function for a business unit
Impact on Organization
Impacts broader organization performance directly
Impact limited to own Discipline or area
Impacts broader organization performance directly
Compensation Program
Not covered by executive compensation programs Covered by executive compensation programs (e.g., executive long-term plans, perquisites, executive bonus plans)
Towers Watson Data ServicesSurvey Methodology – MMPS
Integrated approach based on our two proprietary leveling methodologies, Career Map and the Global Grading System (GGS)
Career Levels within Career Bands are underpinned by (provide the foundation for) Global GradesCDB MMPS survey participants match to Career Levels and results are present by Career Level Global Grades are not reported in North America, however, a reference with the alignment between Career Levels and Global Grade(s) is included
Career Bands and the individual Career Levels describe the responsibilities, scope and breadth of work, and impact on the organization for incumbents in specific jobs
Functions and Disciplines identify the content and purpose of your organization’s job. Functions represent a broad family of jobs, and disciplines within the function correspond to the area of specialization
Towers Watson Data ServicesCDB Changes for 2011 – MMPS
CDB MMPS now covers all levels below executive
Six Career BandsSupervisory/Management (M1−M5)Professional (P1−P6)Customer/Client Management and Sales (S1−S6)Technical Support (T1−T4)Business Support (U1−U4)Production/Operations (W1−W4)
● Performs routine assignments in the entry level of the Professional Career Band
● Typically requires a college or university degree or the equivalent work experience that provides knowledge and exposure to fundamental theories, principles and concepts
● Develops competence by performing structured work assignments
● Uses existing procedures to solve routine or standard problems
● Receives instruction, guidance and direction from others
● Requires knowledge and experience in own discipline; still acquiring higher level knowledge and skills
● Builds knowledge of the organization, processes and customers
● Solves a range of straightforward problems
● Analyzes possible solutions using standard procedures
● Receives a moderate level of guidance and direction
● Requires in-depth knowledge and experience
● Uses best practices and knowledge of internal or external business issues to improve products or services
● Solves complex problems; takes a new perspective using existing solutions
● Works independently; receives minimal guidance
● Acts as a resource for colleagues with less experience; may direct the work of other staff members
● Represents the level at which career may stabilize for many years or even until retirement
● Is recognized as an expert in own area within the organization
● Requires specialized depth and/or breadth of expertise
● Interprets internal or external business issues and recommends solutions / best practices
● Solves complex problems; takes a broad perspective to identify solutions
● Works independently, with guidance in only the most complex situations
● Progression to this level is typically restricted on the basis of business requirement
● Is recognized as an expert within the organization, both within and beyond own function
● Anticipates internal and/or external business challenges and/or regulatory issues; recommends process, product or service improvements
● Solves unique and complex problems that have a broad impact on the business
● Contributes to the development of functional strategy
● Leads project teams to achieve milestones and objectives
● Progression to this level is typically restricted on the basis of business requirements
● Operates with no supervision in a complex environment
● Is recognized as an external thought leader within strategic function or discipline
● Influences the strategy to address internal or external business and regulatory issues
● Proactively identifies, defines, and solves the most complex problems that impact the management and direction of the business
● Significantly influences functional strategy; may participate in the development of the product or division strategy
● Leads multidisciplinary projects or initiatives
● Progression to this level is typically restricted on the basis of individual capabilities and business requirements
● Has general awareness of business, financials, products/services and the market
● Complexity is limited (territory/account, products/services, sales process)
● Has very limited authority/opportunity to set and negotiate product/service terms
● Relies on manager to provide planning and manage resources
● Is developing an understanding of business, financials, products/services, the market, or account needs
● Complexity is moderate (territory/assigned accounts, products/services, sales or account management process)
● Has moderate authority/opportunity to set and negotiate product/service terms
● Is beginning to plan own territory or account approach and monitor resources
● Has a solid understanding of business, financials, products/services, the market, and the needs of assigned accounts; may help develop colleagues' understanding; may be recognized as an expert in one area
● Complexity is high (territory/account, products/services, sales or account management process); may serve as team lead
● Has high level of authority/opportunity to set and negotiate product/service terms
● Plans own territory or account approach and manages own resources
● Has a deep understanding of business, financials, products/services, the market or the needs/challenges of assigned accounts
● Develops colleagues' and customers' understanding
● Recognized as an expert in one or more areas
● Complexity is extremely high (territory/account, products/services, sales or account management process); serves as team lead
● Has extremely high authority/opportunity to set and negotiate product/service terms
● Plans own territory or account approach and has input into colleagues' approaches; manages own and often others' resources
● Has an extremely deep understanding of business, financials, products/services, the market, and the needs/challenges of assigned accounts; develops colleagues' and customers' understanding; is recognized as an expert in many areas
● Works with large/important/global accounts
● Has full authority/opportunity to set and negotiate product/service terms
● Plans own account management approach and has input into colleagues' approaches; manages own and often others' resources
● Is recognized externally as a leading sales strategist and business expert, with highly sophisticated understanding of customer needs and competitors’ offerings
● Is recognized internally as a role model and leader in planning and executing successful sales strategies for the organization’s largest and most complex clients or markets
● Develops and implements new and innovative approaches to the sales process, including negotiation of sales and service terms, and approaches to account management and utilization of resources
● Leads projects or initiatives that extend beyond the sales organization
● Progression to this level is typically restricted on the basis of individual capabilities and business requirements
● Entry level job with little or no prior relevant work experience
● Acquires basic skills to perform routine tasks
● Work is prescribed and completed with little autonomy
● Works with either close supervision or under clearly defined procedures
● Has developed knowledge and skills through formal training or considerable work experience
● Entry level often for those with work experience in the skill area
● Works within established procedures with a moderate degree of supervision
● Identifies the problem and all relevant issues in straightforward situations, assesses each using standard procedures, and makes sound decisions
● Has developed specialized skills or is multi-skilled through job-related training and considerable on-the-job experience
● Completes work with a limited degree of supervision
● Likely to act as an informal resource for colleagues with less experience
● Identifies key issues and patterns from partial/conflicting data
● Takes a broad perspective to problems and spots new, less obvious solutions
● Has developed expertise in a variety of work processes or activities typically developed through a combination of job-related training and considerable on-the-job experience
● Typically acts as a lead, coordinating the work of others, but not a supervisor
● Works autonomously within established procedures and practices
● Anticipates patterns and links; looks beyond the immediate problem to the wider implications
● Generates new and innovative solutions to complex problems
Recession forced companies out of “business as usual” mode and the retail experience is changing
Overall, the theme in retail is cautious optimism – balancing the need to remain conservative with heightened retention and engagement concernsNational Retail Foundation predicts modest growth in FY 2010 versus a fall in FY 2009
Retail industry will remain difficult but some relief in sightSeasonal hiring still not reaching pre-recession levels
However, the downturn changed behaviors for both retailers and consumersStores managing inventories to align with consumer spending – consumers heading to e-commerce for broader choicesConsumers looking for value for their money and low prices – retailers focusing on promotions and discountsSocial networking playing a bigger role in consumer spending habits
The recession forced most companies to take multiple cost cutting actions and this focus on cost control will continue
Pay, bonuses and training budgets are the programs organizations are most likely to change if economic or business conditions change substantially in either direction
Retailers are more likely to reduce pay increases (91%) and less likely to eliminate bonuses (41%) when cost cutting is needed
For rewards and talent management, there is a renewed focus on core elements
Base Pay
Renewed focus on competitiveness of base payRestoring merit budgets:
— Executive base salaries are projected to increase at an annualized rate of 2.9%— Broad-based salaries are projected to increase at an annualized rate of 2.9%
Annual Incentives
Broader use across all organizational levelsMore alignment between executive and broad based employee measuresIncreased focus on profit, revenue and individual goalsGoal-setting moving toward pre-recession practicesOn average, 2010 payouts are expected to be slightly above the “target” payout levels and closely aligned with corporate financial performance
Long-term Incentives
Increases in award value from 2009 – nearing pre-crisis levelsMore emphasis on performance shares and relative TRS goalsStock option use is prevalent but continues to decline
Talent Management
Renewed focus on career development opportunities, succession management and executive competenciesContinued focus on enhancing the performance management processIntegration of talent management and other reward programs
Companies with global operations are moving to increase consistency of their reward and talent management programs
Drivers of the move to more globally consistent design and administration include:
Alignment
Governance
Cost Management
Efficiency
Quality
Talent Mobility
Complexity
Global retailers are balancing the need for local variation with the benefits of global consistency
The pattern of global consistency varies by job level
Multinational organizations are more likely to develop consistent programs for top management
Foundational programs, such as recognition programs and performance management are utilized more frequently across all levels of the organization in global retailers
Economic recovery leads to increased retention concerns
• Upward pressure on executive compensation levels• Additional weight given to individual vs. corporate performance in annual bonus plans, allowing for greater
differentiation, although most companies continue to heavily weight corporate financial performance objectives
Equity use increases to maximize retention and improve performance alignment
• Longer vesting schedules and “hold-until-retirement” are becoming more common, although three- and four-year vesting remains the most prevalent by far
• Prevalence and level of stock ownership requirements increase (3-5 times salary is most common for CEO)• Performance-based equity now used by over 50% of companies
Goal-setting challenges change the way performance is assessed
• Discretionary, qualitative and strategic goals are more commonplace, although corporate financial goals are still the most prevalent
• Increased use of relative performance measurement, particularly for measuring total shareholder return relative to a peer group or index under performance-based equity plans
• Increased use of capital efficiency and balance sheet measures (i.e., ROE, cash flow, working capital, etc.) in annual incentive plans
Companies reduce perquisites and differentiated benefits for executives in response to shareholder and regulatory pressures
• Most companies are eliminating tax protections (gross-ups) associated with perquisites and new change in control plans or employment contracts; some companies are eliminating them from existing agreements as well
• Double-trigger change in control vesting is nearly universal
Incentive programs are linked to enterprise risk
• More critical focus on compensation planning as it related to succession planning• Renewed focus on balancing short-term and long-term incentives • Continued shift towards longer-term incentives to reinforce the importance of sustainable performance
Disclosure and transparency is emphasized over regulation
• “Principles-based” approach to governance replacing “rules-based” approach• Increased focus on pay for performance driven by Say on Pay votes
The executive compensation landscape continues to evolve based on economic pressures and public, media and government scrutiny
Dodd Frank Say-on-Pay and Say-on-When will create a significant impact on executive compensation
Both a Say on Pay vote and a vote on the frequency of future Say on Pay votes are required in the first year
Many retailers, since they typically have a later fiscal year end, are at an advantage to be able to gauge actual market practice prior to determining their approach
In mid-December, Towers Watson conducted an online poll of 135 U.S. companies and 51% of respondents indicated a preference for annual say-on-pay votes
Towers Watson also is monitoring proxy filings for the first companies holding annual meetings on or after January 21, 2011 and, as of February 21, 2011, 53% of Russell 3000 companies and 53% of Fortune 1000 companies recommended votes every three years
Results for 49 say-on-pay proposals are available so far. Most proposals have won support of 80% or more of the votes cast
Results for frequency proposals suggest companies recommending annual votes will receive broad support for those recommendations, while companies recommending triennial votes could face a split vote
Conducted in May through June 2010Captures the current landscape of rewards and talent managementRepresents 1,176 companies across 17 locations52 Global Retailers
Employee Data from Towers Watson’s Global Workforce Study
Conducted online in 22 markets around the world between November 2009 and January 2010 Includes over 22,000 full-time employees in mid-size to large organizations
Merchandising: Identifying merchandise trends and anticipating consumer demand to determine product line selection consistent with the brand target market
Sourcing: Finding, evaluating and engaging suppliers for private label goods including buying raw materials, contract manufacturing and/or finished goods for rebranding
Buying: Using trends established by merchandising and geographic/ demographic purchasing patterns to select and buy finished goods for resale
Purchasing: Buying products used in business operations (not for resale)
RAM000-EX Top Merchandising ExecutiveRAM002-EX General Merchandise Management (GMM) ExecutiveRAM004-EX Division Merchandise Management (DMM) ExecutiveRAM006-EX Top Private Label/Brands ExecutiveRAM010-EX Top Merchandise Planning and Allocation ExecutiveRAM020-EX Top Merchandise Planning ExecutiveRAM030-EX Top Merchandise Allocation ExecutiveRAM000 Merchandising Generalist/MultidisciplineRAM010 Merchandise Planning and AllocationRAM020 Merchandise PlanningRAM030 Merchandise Allocation
Sets company vision for merchandise selection. Identifies trends, colors, features and brands that will attract customer interest and maximize sales. Identifies suppliers and provides direction for designers and buyers.
Towers Watson Data Services RDA Design/Product Development
Develops products for resale under one of the company’s brands. Responsibilities include both creative and technical aspects of design. Typically coordinates with internal and external creative and technical design resources to ensure consistency.
MerchandisingCreative and
Technical Design
Private Label Sourcing Buying Supply
Chain/LogisticsMarketing/ Promotion
Visual Merchandising
Store Management,
Operations and Sales
Inventory Control/Loss Prevention
Clearance/ Liquidation
RDA000-EX Top Design/Product Development and Production ExecutiveRDA001-EX Top Design/Product Development Executive
Towers Watson Data Services RDC Creative Design RDT Technical Design
MerchandisingCreative and
Technical Design
Private Label Sourcing Buying Supply
Chain/LogisticsMarketing/ Promotion
Visual Merchandising
Store Management,
Operations and Sales
Inventory Control/Loss Prevention
Clearance/ Liquidation
Ensures that technical aspects of product designs, including color, pattern, sizing and fabric to produce desired product and conform to company and industry quality standards. RDT000-EX Top Technical Design ExecutiveRDT000 Technical Design
Identifies, evaluates and engages suppliers of raw materials and manufacturing facilities to produce private label goods. May also arrange to have established products produced by third parties under the company’s brands.
Buys finished goods for resale based on trends and forecasts established by merchandising. Assembles merchandise inventory by identifying suppliers, reviewing available products, placing orders and ensuring delivery of appropriate quantities of merchandise for each season.
Towers Watson Data Services ASC Supply Chain Management
ASC000-EX Top Supply Chain ExecutiveASC005-EX Top Materials Procurement and
Logistics ExecutiveASC030-EX Top Logistics ExecutiveASC040-EX Top Warehousing ExecutiveASC050-EX Top Transportation ExecutiveASC051-EX Top Distribution ExecutiveASC060-EX Top Procurement/Purchasing ExecutiveASC300-EX Top Raw Materials
Performs supply chain and logistics functions, which may include, but are not limited to, material procurement, production planning, inventory control, outsourcing, vendor selection, and distribution. Creates integrated processes among internal functions such as operations, purchasing and logistics, and outside suppliers. Focuses resources on continuous improvement of the movement of materials through various production processes, and establishes key performance metrics and benchmarks relating to supply chain planning/forecasting to measure actual performance against goals on a regular basis. Promotes alignment by understanding and communicating customer needs and requirements throughout the organization.
ASC035 Import/ExportASC040 WarehousingASC045 FulfillmentASC046 Merchandise HandlingASC047 Order Selection/PickingASC048 Order PackingASC050 TransportationASC052 Transportation − Delivery Vehicle Operations
AMK000-EX Top Marketing ExecutiveAMK002-EX Marketing Executive (Second Level)AMK010-EX Top Channel Marketing ExecutiveAMK020-EX Top Marketing Communication ExecutiveAMK025-EX Top Advertising and Sales Promotion ExecutiveAMK030-EX Top Market/Segment/Industry Marketing ExecutiveAMK040-EX Top Marketing Research ExecutiveAMK050-EX Top Product Management ExecutiveAMK052-EX Product Management (Second Level)AMK055-EX Top New Product Development Management
ExecutiveAMK070-EX Top Brand Management ExecutiveAMK115-EX Top Marketing Services ExecutiveAMK000 Marketing Generalist/MultidisciplineAMK010 Channel/Partnership/Co-Branded MarketingAMK020 Marketing CommunicationsAMK025 AdvertisingAMK028 Marketing − SponsorshipAMK030 Market/Segment DevelopmentAMK040 Market Research/IntelligenceAMK050 Product ManagementAMK055 New Product Development Management
Markets the organization's products, brands and/or services. Designs, develops and implements communication programs to advertise the organization's products/brands/services using media (TV, radio, print, direct mail, the Internet), events, and sales promotions. Develops and evaluates pricing strategies and structures. Designs and maintains websites to promote and sell the organization's products through the Internet.
AMK060 Direct MarketingAMK070 Brand MarketingAMK080 PricingAMK090 Marketing Program ManagementAMK100 Trade Shows/EventsAMK110 E-Commerce MarketingAMK111 Internet Search OptimizationAMK112 Social Media MarketingAMK114 Website Traffic AnalysisAMK116 E-Commerce Customer Buying Behavior
and RecommendationAMK120 Web Content Management/ProductionAMK130 Web Graphic/Visual DesignAMK140 Web Multimedia ProductionAMK150 Web Creative WritingAMK160 Web Localization/TranslationAMK300 Fashion PhotographyAMK310 Product PhotographyAMK320 Retail Marketing PromotionsAMK330 Retail Marketing − Loyalty and CRM
Towers Watson Data Services RVM Visual Merchandising
RVM000-EX Top Visual Merchandising ExecutiveRVM000 Visual Merchandising Generalist/MultidisciplineRVM010 Visual Merchandising − FashionRVM020 Visual Merchandising − General Merchandise
Arranges presentation of merchandise in store to attract customer attention and facilitate sales. Responsible for merchandise location, signage and display.
Towers Watson Data Services AMS Customer Support/Operations
AMS000-EX Top Customer Service/Operations ExecutiveAMS010-EX Top Customer Service ExecutiveAMS020-EX Top Customer Contact/Call Center ExecutiveAMS000 Customer Support/Operations Generalist/MultidisciplineAMS010 Customer ServiceAMS020 Customer Contact Center Generalist/MultidisciplineAMS022 Customer Contact Center − Complaints EscalationAMS024 Customer Contact Center Planning and MonitoringAMS026 Customer Contact Center Process ImprovementAMS030 High Volume Customer BillingAMS040 Customer Billing ResolutionAMS050 Product WarrantyAMS090 Customer Contact Center Training/CoachingAMS100 Customer Contact Center Vendor Relationship Management
Provides new and existing customers with the best possible service in relation to billing inquiries, service requests, suggestions and complaints. Includes Call Center – Outbound, Call Center/Customer Service and e-Commerce Customer Service.
Towers Watson Data Services RSM Retail Store Management
RSM000-EX Top Retail Store Management ExecutiveRSM001-EX Retail Store Management Executive − Second LevelRSM000 Retail Store Management Generalist/MultidisciplineRSM010 Region Store ManagementRSM020 District Store ManagementRSM030 Store ManagementRSM040 Store Co-ManagementRSM050 Department Management RSM060 Store Management In Training
Manages daily operations of retail stores including responsibility for profit and loss. Responsibilities are typically based on geography and include merchandising, buying, pricing and marketing.
Towers Watson Data Services RSO Retail Store Operations
RSO000-EX Top Retail Operations ExecutiveRSO000-EX Retail Operations Executive − Second LevelRSO000 Retail Operations Generalist/MultidisciplineRSO010 Retail Store Front End OperationsRSO020 Retail Store Staffing Resource ManagementRSO030 Retail Store CashieringRSO040 Retail Store Space ManagementRSO050 Retail Store Stockroom
Supports daily retail store operations in areas such as inventory replenishment, customer service, scheduling, loss prevention, maintenance and back office support. Does not have profit and loss responsibility.
Towers Watson Data Services CSR Retail Store Sales
CSR000 Retail Store Sales Generalist/MultidisciplineCSR010 Retail Store Sales − ApparelCSR012 Retail Store Sales − Women’s ApparelCSR014 Retail Store Sales − Men’s ApparelCSR016 Retail Store Sales − Children’s ApparelCSR020 Retail Store Sales − Luxury GoodsCSR040 Retail Store Sales − FootwearCSR050 Retail Store Sales − Beauty, CosmeticsCSR060 Retail Store Sales − HousewaresCSR070 Retail Store Sales − AppliancesCSR080 Retail Store Sales − Consumer ElectronicsCSR100 Retail Store Sales − FurnitureCSR150 Retail Store Sales − Automotive Parts and Accessories
Sells products and/or services directly to customers on the store’s sales floor. Typically responsible for sales of one or more categories of big-ticket merchandise.
Towers Watson Data Services RST Retail Store Technical Specialty
RST000-EX Top Grocery ExecutiveRST000 Retail Store Technical Specialty Generalist/MultidisciplineRST010 TailoringRST020 Food PreparationRST030 Food ProcessingRST040 ProduceRST050 Nutrition/DietRST060 Pharmacy − PharmDRST065 Pharmacy − Technical Support
Applies technical skills at a store level increase customer satisfaction and improve the customer buying experience. Skills may be acquired through specialized training and apprenticeship programs.
RSF000-EX Top Franchising ExecutiveRSF010-EX Top Franchising Sales ExecutiveRSF020-EX Top Franchising Operations ExecutiveRSF000 Franchising Generalist/MultidisciplineRSF010 Franchising SalesRSF020 Franchising Operations
Expands company operations through operation of company franchises. Provides support to franchise owners for purchase of new franchises and operations of existing franchises including application of company policies and standards.
Towers Watson Data Services RIL Inventory Control/Loss Prevention
RIL000-EX Top Inventory Control/Loss Prevention ExecutiveRIL010-EX Top Inventory Control ExecutiveRIL020-EX Top Inventory Loss Prevention ExecutiveRIL000 Inventory Control/Loss Prevention Generalist/MultidisciplineRIL010 Inventory ControlRIL020 Inventory Loss Prevention
Works in conjunction with security to reduce loss due to shrinkage or record keeping errors. Ensures inventory is correctly recorded and error-free.
Towers Watson Data Services Survey Results Delivery
CompSource – Published Published – online access to pre-compiled dataOnline survey report view, download and printPresentation-ready resultsExport data in a variety of formats, create color graphs, presentation-ready PDFs and spreadsheet output for uploading to other systemsAge data
CompSource – AdvancedAdvanced – online access to self-service custom analysesAll Published option capabilities includedCreate custom peer groups by company name or characteristic (e.g., industry type, company size)Customize report layoutsCombine jobs and levelsCompare your organization’s data to the marketProduce year-to-year comparisonsRun single regression for one, many or all positions using revenue and other size measures for total sample or custom peer groups
Towers Watson Data Services 2011 PricesCDB Retail/Wholesale U.S. (participants only)
Survey Published Advanced
Executive $3,200 $6,200Middle Management, Professional $2,600 $4,800and Support (MMPS)Retail/Wholesale Reports Package $5,300 $9,000(Executive and MMPS) ($500 savings) ($2,000 savings)
Added Value for Advanced SubscribersFree General Industry Executive N/A ($6,200 savings)Free General Industry MMPS N/A ($4,800 savings)
Reports Package Subscriber Savings Free results with participation:Board of Directors, Salary Budget, Workforce ($2,700 savings) ($2,700 savings) Efficiency, Compensation Policies and Practices, Perquisite Policies and PracticesReduced price of $700 for the Employee Benefits ($300 savings) ($300 savings) Practices Report ($1,000 value, no participation required)
Total potential savings ($3,500 total savings) ($14,000 total savings)NOTE: Multi-year, multi-country discounts available when purchased as part of a Global Data Agreement