ar11-lr-final

A clearer way
of working
We know that behind every successful Store Manager is an
engaged team. Collectively, these teams combine to make
a strong business model. We’re working hard to ensure that
all Team Members – whether they are buyers, marketers or
those operating our checkouts – can see how they fit into
the business and how their contribution helps the team pull
together to succeed.
Our framework provides a compass for decision-making
giving us confidence our people will do the right thing for
our customers and our business. Alongside this, we are
allowing them the freedom to run the stores so that they
have the flexibility to see problems or opportunities and
respond to them. Getting this right underpins our entire
strategy. Consistency of purpose is key to keeping our team
focused on delivering improved performance for customers
and shareholders.
Our in-store ‘Way of Working’ framework and training has
been rolled out focusing our teams on ‘Working Smarter’
and ‘Selling Smarter’, driving an improved sales and
service culture. This is a significant investment targeting
consistency and smarter ways of working throughout the
business. The first step in this process was to roll out the
store model of ‘Selling Smarter’ that builds sales capability
and embeds our solutions-based sales philosophy. Store
Managers are empowered within the new ‘Way of Working’
framework ensuring both speed and deliberation, and
always that the customer comes first.
Over the next 12 to 18 months, we will embed the ‘Working
Smarter’ model along with a programme targeting areas of
customer service improvement in-store.
Programmes within our clear ‘Way of Working’ are being
rolled out through other functions, such as Merchandising,
in tandem with our Advanced Management, Category
Management and Store Development programmes which
build strength in key areas of the business and excellence
in current roles.
It has long been our way to support our people’s
development to realise their potential through a range of
internal programmes focused on leadership, performance
and commercial acumen, wellness and health and safety.
We have clearly defined career paths and offer learning
and development opportunities to aid progress around
the organisation.
Highly engaged employees are more productive, more
customer focused, safer and less likely to leave. We offer
an extensive range of programmes to assist in workplace
health and safety as well as individual wellness. We
are pleased with the impact of these programmes and
continue to improve across a variety of measures including
a reduction in our Lost Time Injury Frequency Rate. For the
sixth year running, we have been audited by ACC and have
retained our tertiary status.
Our future success
The Warehouse has a special place in the hearts and minds
of New Zealanders. We have an incredible heritage and an
incredible team.
We are a sound business with a sound strategy to take
us forward. We will maintain our clear focus on the basics
of retail execution and the significant reinvestment in our
stores to improve our customers’ experience and we will
continue to create excitement through the right product
and price and the way in which we communicate with our
customers. This will be supported by our clear ‘Way of
Working’ model to ensure we deliver a truly ‘Customer Led,
Store Focused, People Centred’ culture.
We are confident that customers will respond positively
to what we’re doing; we believe this will translate into
sustainable sales and earnings growth over the medium
to long term.
I would like to thank all of our team for your outstanding
commitment to the business and to our customers in these
challenging times. I know we have a team that is highly
talented and passionate about The Warehouse and what
we stand for.
Mark Powell
Group Chief Executive Officer
8.3 69 million
Visits to the online store
this year
million
Webpages were served
to customers
Shop
online
now!
Scan the QR code with your
smartphone to link to our website
Online shopping has never been easier with more than 30 categories and 20,000
products online to view and purchase.
The expansion of ranges and increased traffic resulted in sales more than doubling.
We are committed to growing this channel by maximising our range
and investing in the back-end of the system and supporting the fulfilment model.
Nearly all of our core offering will be online by the middle of next year.
Consumers again voted us one of New Zealand’s best shopping websites in the
People’s Choice NetGuide Web Awards 2011 and we were a winner in the Experian
Hitwise July – December 2010 Top Ten Websites.
Consumers, particularly our younger ones, are turning to Facebook to communicate
with us and to help them with buying decisions. With more than 30,000 Facebook
friends and increasing traffic, we will continue to use this as a marketing channel.
We were pleased to maintain
84%
retention rate
And in our distribution centres
96%
retention rate
We employ approx. 8,000
THE WAREHOUSE 16
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