Adrian Pinnock Email & Phone Number

World

http://www.gordonbrotherseurope.com/https://www.linkedin.com/company/1065963?trk=vsrp_companies_res_name&trkInfo=VSRPsearchId%3A342252491475016213511%2CVSRPtargetId%3A1065963%2CVSRPcmpt%3Aprimary

Europe Various

Adrian Pinnock, Managing DirectorAdrian is Managing Director of Retail Footprints, the support network that gives solutions to customer facing businesses.During his 40 years in retail, he has worked for some of the world’s leading retail companies: as Operations Director for Tesco in Eastern Europe and Regional Sales Director for Debenhams and Allders. He.

Retail Footprints is a support network for businesses, individuals and charities. We identify the opportunities to grow and build businesses that others often miss. We give support at every level, from the Managing director to customer staff, in all areas of your business. We work with you to ensure your vision and business wishes are fulfilled and.

• April 07 – August 08 Responsible for the operation of 11 Department Stores in the Czech and Slovak Republics, with sales of £300m. Overseeing major store development programmes and refits; driving sales and profit.
• Drove sales, through introducing new concessions and brands, new and simplified POS, implementing staff scheduling plan and promoting best sellers.
• Created separate format structure of department stores
• Recruited and developed a new team that was able to manage locally, without ex-pat support
• Reviewed, and profitably managed, structure changes that improved productivity, allowing stronger customer service levels and operational standards
• Re-structured product ranges that gave improved sales and profit densities

• Creating blue print designs for the 11 department stores and improving layouts. Implementing the Tesco brand; improving operational standards; increasing linear and sales SQM density; managing the introduction of new.
• Created and implemented blue print design documents for layout, signage, lighting, graphics (with external and internal communication signage, customer circulation grids and focusing on customer service improvements)
• Developed flexible linear efficient fixtures, achieving volume merchandising and improved density of product
• Reduced operational costs and improved staff productivity
• Implemented customer research programme that understood customers’ needs and expectations
• Successful refit and modernisation of 5 stores

• Responsible for 18 stores, with 1500 staff and an annual turnover of £250m. Reporting to the Board of Directors. Driving merchandising product groups; influencing management restructure. Achievements
• Created and implemented strategic changes to presentation, that was rolled out across the group, resulting in double figures sales growth
• Improved liner density and visual standards
• Directed store modernisation programmes, which resulted in double figures sales growth
• Generated a 70% uplift of new customers, through an account card recruitment programme
• Reduced operating costs and improved service

• Responsible for 15 stores, with 2700 staff and annual turnover of £230m. Promoting high standards in all areas of retail – operational, visual and customer service. Heading team, and one to one, coaching of.
• Developed a highly skilled and well-motivated work force, delivering enviable service and product presentation standards
• Initiated retail “back to basics” campaign that was later adopted by the whole business
• Chaired the National Customer Service Group
• Initiated a positive change to the company-wide ‘test shopping’ programme, which resulted in a marked improvement in all levels of customer service
• Launched a successful selling skills programme across the business

• Managing the high profile, flagship store (highest sales and profit density store in the company), with 1000+ staff and annual sales turnover of £80m. Promoting high customer service standards and presentation of.
• No. 1 in the company for customer service programme
• Sales turnover increased by 12%. Profit contribution increased by 15%
• Ensured supplier accountability for quality and reduction of sub-standard products
• Developed a company wide £1m profit opportunity, by identifying and addressing key store issues
• Vice president of the Oxford Street Retailers’ Association