Dan Zelinski Email & Phone Number

New York, New York, United States

Managed all aspects of Superstores in Manhattan and Northern New Jersey. Provided additional support in talent acquisition and training with District Managers for both NYC and N.J. markets. Develop structures for autistic youth internships and employment. Supervised opening new locations.

Managed the sales of multi level mall site, high volume flagship location and 9 store Long Island district. Developed a new model, independent of home office, for viable music department, which currently reverses company and national sales trends by consistently generating positive comparative sales.Developed innovative merchandising techniques to meet the unique architectural challenges of flagship location, in doing so consistently beat company performance on key titles and established new company-wide standards. Functioned as trainer, mentor and merchandising specialist for top 15 stores in the Northeast zone.Managed operations that consistently outperformed the company in sales year after year.

Managed sales and operations of 11 Superstores in Ohio. Ensured merchandising integrity to facilitate sales in locations of various sizes and architecture. Instituted best practices in managing expenses and insuring operational execution of company initiatives.Reversed a 3-year negative sales trend to exceed sales budget in 2000 by 1.1 % and 2001 by 2.6%.Improved individual store sales in Book, Music and DVD categories on a store-by-store basis by working with Home Office Buyers on improving product mix in underperforming sections.Exceeded planned sales of "Readers Advantage," a fee-based frequency card during its introduction year.

Responsible for sales in a 650+ store division. Analyzed and interpreted sales data. Forecasted revenue and set sales goals. Implemented corporate marketing strategy while developing local marketing from a promotions, pricing, direct mail and public relations standpoint. Set tactical game plans market by market to maximize sales potential. Created revenue analysis tools and merchandising training programs to better enable the field to achieve goals.Achieved company's highest market share gain from 22.1% to 26.2%; Increased sales from 408 million in 1997 to 572 million in 1999, representing the largest 2-year comparable store sales increase in the company.Created a "Virtual Store Visit", enabling Field Sales Managers to create action plans addressing key sales issues, operational standards and marketing execution.Developed merchandising training programs that enabled regional, district and store level associates to maximize sales and profitability.Awarded highest sales in the company for Blockbuster Rewards®, a fee based loyalty card, in 1999.

Managed product allocations for regional and store specific needs. Insured implementation of national marketing programs while developing regional and store specific marketing programs. Introduced new products and merchandising methods that maximized stores ability to generate sales.Developed regional database direct mail program targeting inactive membership not reached by corporate programs.Developed grand opening strategy that encompassed pre and post grand opening activities. As a result, frequency was increased from 1.6 to 1.9 visits per month and membership goals were met 4 weeks earlier then company average.Developed and implemented cross promotional tie-ins with major brands including Coke, Chicago Bulls, and WB-20, contributing to increased store visits and brand enhancement.

Accountable for all store operations in a 16 store district, including P&L responsibility, staffing, training, customer service, store merchandising, maintenance of facilities, marketing execution, and maximizing financial results.Transitioned 20 Super Club acquired stores and employees to Blockbuster systems and mode of operation, while overseeing facilities remodels. Increased top line revenue to exceed budget by 9% in 1995 while bringing controllable expenses in to beat budget by 6% and ranked #3 for customer service in zone.Developed and trained three district managers. Maintained lowest turnover in the zone.Awarded best audit results in region for 1995.

Responsible for all store operations in an 18-store region of music/video and video superstores. Accountable for P&L results, budget planning, marketing, business development, human resources, training, staffing, and the coordination of new store openings. Charged with enhancing the customer and employee experience.Transitioned Vestron employees to Super Club systems and mode of operation.Developed a store level filing system, which reduced paper shrink by 75% and enabled better audit procedures. The system was adapted company wide.Utilized succession planning effectively to develop promotable candidates and maintain the lowest turnover in the company. Developed excellent human resource practices while ensuring compliance with federal and state regulations.Created proactive training with Loss Prevention, which the company adapted.

Responsible for 16 New Jersey stores. These stores spun off the 88-store chain to stand alone as a separate company. Developed the infrastructure to support these stores after the initial sale of 72 of the stores to Super Club Video. Functioned as General Manager for the reorganized company with primary responsibilities to operations, merchandising and marketing.Developed a buying system based on segmentation, cluster analysis and mathematical models to more accurately make purchasing decisions. This resulted in better meeting customer demand and increased return on investment.Retrained and recruited staff to develop 48-person management team with four area supervisors. Developed and implemented policies and procedures to enable stores to achieve sales goals and deliver quality customer service.Trained Area Supervisors and Store Managers on merchandising standards and product placement.Arranged, managed and followed through on all co-op opportunities.