Sentences with phrase «experience as a retail»

Using music to create an awesome experience as a retail or brick and mortar store is a pretty obvious win but when you combine it with your digital marketing efforts, that's gold.

Richelson founded ShopKeep POS based on his own experience as a retailer in Brooklyn, N.Y., after becoming frustrated by his expensive, overly complicated and unreliable POS system.

Previous experience as a retail manager is essential.

I have experience as retail cashier for past three years.

If you are seeking a position as a law clerk, you wouldn't want your experience as a retail sales clerk dominating the resume's landscape.

Throughout my experience as a Retail Sales professional, I have successfully provided strong support and guidance to numerous staff members, while implementing efficient and innovative customer - centric sales solutions and inventory and product merchandising initiatives.

Throughout my experience as a Retail Management professional, I have successfully provided strong support and guidance to numerous store locations and staff members, while implementing efficient and innovative customer - centric sales solutions, and inventory loss prevention to the complex issues facing my employers and staff.

Throughout my experience as a Retail Management professional, I have successfully provided strong support and guidance to numerous staff members, while implementing efficient and innovative customer - centric sales solutions to the complex issues facing my employers and staff.

OBJECTIVE: To obtain a position where I can utilize my experience in Human Resources and four plus years of experience as a retail manager.EXPERIENCE: Sept. 2003 - Company Name, Costa Mesa, CAPresent Human Resource Representative • Actively recruit candidates through internet sources as well as internal and external postings.

The candidate in this resume has an associate management degree with experience as a retail store manager.

If you have previous managerial experience as a retail, sales, operations or general manager, apply for a job with us today.

Proven experience as a retail banker or similar role; sales or customer service experience is a plus

Throughout my experience as a Retail Operations leader, I have successfully provided strong support and guidance to numerous staff members, while implementing efficient and innovative customer - centric sales solutions and inventory and product merchandising initiatives.

My previous work experience as a retail assistant at a departmental store will stand me in good stead and help me overcome initial hurdles with ease.

Do you have recent pharmacy experience as a Retail Pharmacy Technician?

Creating an experience As retailers and owners / managers have made increasing efforts to differentiate themselves in a crowded marketplace, signage has become a much more important element of the mall environment.

Not exact matches

That experience, along with the other headaches of selling through retail channels — such as long payment terms, returned inventory, chargebacks and advertising fees — convinced him and Syzmcak they should focus on B2B sales.

Meanwhile, retailers hesitant to sell their good on Amazon see Google as more of an ally than a competitor since Express ensures them fast delivery while preserving much of their brand experience.

Consumers will take note as well, and online retailers who fail to create enjoyable experiences may even lose some of their customers to their traditional competitors.

Other business owners, such as a restaurateurs or retailers, might not have the same knowledge and experience.

Men's products need to be «unique and differentiated,» Tubin said, and the running shorts have to be like «like no other running shorts out there,» to ensure the Lululemon experience translates just as well to its new standalone men's stores as it has to its regular retail locations.

PwC recommends, «Apart from traditional rewards such as credit vouchers for a certain amount of money spent, retailers could offer unique rewards that customers would experience in person (e.g., invite to an exclusive meet - the - designer or meet - the - chef event).»

Expanding its retail presence could be crucial to Sonos, as the company aims to compete with speakers from companies like Apple, Google, and Amazon with superior sound — something that is best experienced in person.

The crucial next step for retailers is unifying these channels — breaking down silos between mobile, online and in - store experiences so that every channel operates as a single, unified system, with the customer experience at the forefront.

As a result, retailers have sought to innovate the in - store experience with free gifts, food, theater and more.

Industry experts and retailers credit music fans for the focus on vinyl, saying a small backlash against digital downloads has led some customers toward searching out higher sound quality, as well as the more authentic experience of physically putting on a record.

And yet, as Walmart has demonstrated in its announcement, online retailers are still focused on things like personalization and «specialty shopping experiences,» whatever that means.

Robert Kozinets, director of MBA specialization in global retail management at York University's Schulich School of Business, says none of the challenges experienced by Target so far have been out of line with what should reasonably be expected of a brand making its first foray into international territory — certainly not a powerhouse such as Target.

Synn most recently served as Director of Relationship Marketing at Nordstrom Inc. and brings more than fifteen years of experience in the retail, e-commerce and technology space.

But as the retailer's experience suggests, in many ways, energy - efficient lighting still has a long way to go.

Hourican has more than 20 years of experience in the retail industry and most recently served as Executive Vice President, Retail Pharmacy, CVS Pharetail industry and most recently served as Executive Vice President, Retail Pharmacy, CVS PhaRetail Pharmacy, CVS Pharmacy.

This is a huge opportunity for ecommerce retailers, as online chat can significantly enhance the mobile customer's journey and increase satisfaction with their shopping experience.

Atmospherics, or the study of physical retail spaces, is a field increasingly of interest as more and more marketers and small - business owners try to perfect their stores» «retail experiences.»

For the March launch in Tokyo, the retailer introduced a «reimagined» hybrid mobile - retail experience featuring iPads in various store zones that function as digital signage.

In the case of huge industries such as retail, healthcare, and education that maintenance starts to not only slow down the industry and innovation but it also increases costs, makes the customer experience more frustrating, and ultimately distances the seller from the buyer.

Shechtman, who will continue to develop Story's West Chelsea outpost, will join Macy's as brand experience officer — a role tasked with bringing Story - style interactive experiences to Macy's, «a legacy retailer searching for relevance in a rapidly shifting retail climate.»

As our attention and patience levels continue to dwindle, retailers are turning to chatbots to enhance the customer experience.

«So even if you're an established retail store,» he says, «if you can get people away from the traditional checkout counter experience as being the last experience they have with your store, and you can interact with them in a very close and personal way, mobile payments acceptance allows you to do that.»

Certain established retailers have trained their customers to anticipate a different sort of instant gratification as part of the shopping experience.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

Investors bought into CEO Hubert Joly's «Renew Blue» turnaround plan, which involves improving the electronics retailer's e-commerce experience, setting up partnerships with Microsoft and Samsung to create «stores within stores,» and streamlining its overall operations so it can use its retail locations as a distribution network for online sales.

There are also vertically integrated and direct - to - consumer brands such as Frank & Oak and BRIKA, which have introduced customers to specially curated merchandise for new and emerging retail categories — whether it's on a monthly subscription basis, or through an immersive in - store retail experience.

He has extensive experience leading marketing efforts for major e-commerce and retail brands, most recently as Chief Marketing Officer of Dollar Shave Club, which was acquired by Unilever for $ 1 billion in 2016.

He added that consumers sees retail as more than a series of transactions — they want a personalized experience.

Nicholas Mason, co-owner of Castle Toys in Calgary, says his city is «Lego - crazy»; it was chosen last May to host the first - ever edition of the company's «Lego KidsFest» series outside the U.S. Nonetheless, he's had the same experience as the Toronto retailers.

«We look forward to combining our expertise as a socially responsible retailer with Shopify's world - class commerce solutions to deliver the safe, informed and reliable shopping experience that our new customers will expect.»

Increasingly, digital retailers are finding value in weaving story elements around their products as a way of compensating for the lack of the sensory experience one finds in brick - and - mortar stores.

«Retail is very slow to adopt new technology in terms of how product is developed as well as just how to use technology to create a better experience,» she says.

The consumer in - store retail experience is undergoing a critical evolution, and it has clearly upended the retail industry: In the first four months of 2017 alone, there have been 14 retail bankruptcies — almost as many as in all of 2016.

As the teen retailer's director of new business and international, she led its overseas expansion and experienced the challenges of trying to change the behavior of a large, traditional company.