Big Lots 2014 Annual Report Download - page 4

We are one team with
one goal, and 2014 –
with cross-functional
engagement from all levels
of the organization – is a
great example of how we
win together.
multicultural perspective airing television spots in
multiple languages on culturally diverse television
networks, which we see as an accomplishment for
our Company and for Jennifers everywhere.
Ecommerce: In 2015, we plan to expand our digital
outreach by making investments in the development
of our new
Ecommerce strategy . We have discussed
the need for this channel almost since the day
I walked into the building, and I am so excited to
see the opportunity coming together. Our plans
are to finalize the development of the site and our
infrastructure and to begin testing with Jennifer
in the latter part of fiscal 2015, with a goal of a
marketing launch of the site in early fiscal 2016.
This first phase of developing our Omnichannel
capabilities will focus solely on Ecommerce … or
allowing a customer to purchase product online
and ship directly to her home. We know Jennifer
frequents our Website today as evidenced by the
2 to 3 million visitors to our current Website each
and every week. We have talked to her, and we know
she wants to buy from us online, and we have a very
good sense as to the product she wants to purchase.
She is social, mobile, and shops online from our
competitors. We have one chance to get this right
with Jennifer. Longer term, we will take the “next
steps” in the Omnichannel space, meaning offering
drop shipment, buy online/pick up in store, and
maybe someday buy online/ship from store …but,
I want to emphasize here we are solely focused on
first things first and that is delivering Jennifer the
option to purchase from us online.
Store Execution: The final leg of the Jennifer pillar
is our stores and field operations. In 2014, we made
important changes with the introduction of:
 New in-store execution standards, or the
Jennifer “must haves”
 New customer service program
 New tools to self-assess our progress on store
execution through the “J-walk”
 New ways to gather feedback from Jennifer
about her shopping experience
The field team enthusiastically embraced this
direction, and Jennifer has been pleased with our
progress to date.
In 2015, we’ve embarked upon an ambitious program
to take store execution to the next level through five
major areas of focus in our Store Revolution:
 Defining the roles and responsibilities of our
in-store associates
 Improving the flow of merchandise from
our backrooms to the store floor
 Utilizing online recruiting tools to deepen our
bench strength
 Automating the labor scheduling process
 Training our Furniture associates on the “art of
the sale”
This is – by far – the Company’s most comprehensive
in-store execution program ever, and I’m excited to
see the improvements in our stores in the near future.
Associate Pillar
The second pillar of the SPP - the Associate pillar –
is structured around our team. We have listened to
our associates to understand what we do well and
where we can make improvements to our Company
culture. I am pleased to report our associate
engagement, which we measure both quantitatively
and qualitatively, has dramatically improved over
the last 12 months. While we have offered and will
continue to offer very competitive compensation for
our associates, it’s about more than just what we
pay … it’s a comprehensive benefits program, it’s
treating our associates with respect and dignity, it’s
breaking down the silos and fostering collaboration,
it’s openly communicating our strategy and much,
much more. We are living our Mission, Vision, and
Values, and our entire team has developed the trust
that we truly are
One Team with One Goal .