Hitting the mid-way mark at Sears

This week has been more challenging than most and I am glad for the weekend. I had my first performance review with my manager. It turns out Sears has an extensive performance appraisal system in place, involving the intern’s input, self-appraisal, manager appraisal and subsequent discussion with manager. I have currently completed two steps in the process and am waiting on a second meeting with my manager this coming Tuesday.

I have been given 4 new projects to complete over the next 5 weeks. One involves process improvement follow-up on my first project. The second is a weekly tracking of our vendor contribution targets for the month, involving following up with the buying team on any discrepancies from forecasted contributions. The third is a capital project request for the replacement of jewelry fixtures at a Kmart store in New York. This is a standard project for finance teams in many companies in many industries and I noticed that it is the first thing on my syllabus for ‘Valuation’ in the coming fall quarter. The last project is potentially the most impactful of all my projects. It involves the circulars / inserts in the papers that Sears and Kmart use as standard marketing strategy to incent customers to buy. There has been a company-wide initiative to reduce costs on these circulars by shifting them from Sundays to Thursdays (cadence change) thereby reducing circulation volume. A reduction in sales has been observed over the same timeframe. My task is to identify if the cadence change is the cause of the reduced sales of if there are other contributing factors. It is a strongly analytical exercise based on available data and should help me apply my problem-solving and analytical skills. It allows me the opportunity to display my strengths in this area to my manager.

I also have the opportunity to share my learnings, findings and showcase my skill-set to upper management through the final intern presentation that is due in 3 weeks. I will be doing a power point presentation for the Finance CFO’s as well as other operating business CFO’s within the company. This high level exposure should be very beneficial for me should I choose to return to work full-time at Sears.

Finally on a front closer to home, I am going to hospital twice a week for regular check-ups and fetal monitoring and so far so good!

Finance for Jewelry Retail

Hi all,

Glad to be writing in again! It has been a very exciting and challenging couple of weeks. I am close to the end of the 1st project and am gearing up toward the finishing stretch. Just to remind you, I am interning in Finance at Sears and am working to squeeze in as much as possible over the next six weeks as I have a baby coming at the end of the internship, and not much say in when she decides that will be! I have been putting in an average of two hours overtime everyday as contingency against losing time in the last couple of weeks of the internship. My team, especially the business finance manager that I immediately report to, has been extremely understanding of my need to take time off for doctor’s appointments. All in all it is shaping up to be a productive summer!

Let me tell you a little bit about my project. I work with the Jewelry business unit and one of the most important things the merchants/buyers do every year is to go into negotiations with their supplying vendors to determine fair costs of products, negotiate returns of unsold or defective merchandise and negotiate support for things like marketing, volume discounts, margin support, clearance sales etc. It is critical for them to have all the numbers relating to these items for the previous two years in order to be effective in their negotiations. My task is to figure out what metrics are most relevant to them (through conversations with all of the buying team and their leadership) and develop a comprehensive scorecard that they can refer to during negotiations. Up till now, this sort of elaborately detailed information had never been available to them in one comprehensive data source, due to the existence of multiple data entry and pull systems. While the move to better IT is something the company is working on, much of the collation of data has to currently be done by individuals like myself, in order to be useful on the ground.

I made a presentation of my work to the Senior Vice President (SVP) on Thursday in the presence of the merchant and finance Divisional Vice Presidents (DVP’s) and my Business Finance Manager (BFM). The SVP and merchant DVP were extremely appreciative of the work I have done and are very excited about taking the scorecard to market in a week, where they will finally be armed with as much or more information than their negotiating counterparts on the vendor side.

The role of the finance team in a retail set-up is to support the functioning of the business unit using financial metrics, and I think this project has definitely delivered value to the business unit in a way that they would not have been able to access on their own. I am pleased with the opportunity to create value for my team and for the fact that I have made an impression of thorough groundwork and meticulous attention to detail with my senior leadership.

Looking forward to the next project!