1. What is the average salary of a Retail Merchandising Analyst?
The average annual salary of Retail Merchandising Analyst is $58,279.
In case you are finding an easy salary calculator,
the average hourly pay of Retail Merchandising Analyst is $28;
the average weekly pay of Retail Merchandising Analyst is $1,121;
the average monthly pay of Retail Merchandising Analyst is $4,857.
2. Where can a Retail Merchandising Analyst earn the most?
A Retail Merchandising Analyst's earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, a Retail Merchandising Analyst earns the most in San Jose, CA, where the annual salary of a Retail Merchandising Analyst is $73,510.
3. What is the highest pay for Retail Merchandising Analyst?
The highest pay for Retail Merchandising Analyst is $69,358.
4. What is the lowest pay for Retail Merchandising Analyst?
The lowest pay for Retail Merchandising Analyst is $49,680.
5. What are the responsibilities of Retail Merchandising Analyst?
The Retail Merchandising Analyst works closely with store sales staff to improve the consumer buying experience by providing support for merchandising plans. Merchandise products and implement merchandising plans in a retail environment. Being a Retail Merchandising Analyst troubleshoots delivery or vendor issues and develop solutions to ensure product availability. Monitors inventories and sales and generates reports for product lines. In addition, Retail Merchandising Analyst coordinates maintenance of pricing, markdowns, on-order, and merchandising guidelines and product knowledge information with sellers. May require a bachelor's degree. Typically reports to a manager. Being a Retail Merchandising Analyst occasionally directed in several aspects of the work. Gaining exposure to some of the complex tasks within the job function. Working as a Retail Merchandising Analyst typically requires 2 -4 years of related experience.
6. What are the skills of Retail Merchandising Analyst
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
2.)
Consumer Electronics: Consumer electronics (CE) refers to any electronic devices designed to be purchased and used by end users or consumers for daily and non-commercial/professional purposes. Consumer electronics are among the most commonly used form of electronic, computing and communication devices.
3.)
Category Management: Category management is a retailing and purchasing concept in which the range of products purchased by a business organization or sold by a retailer is broken down into discrete groups of similar or related products; these groups are known as product categories (examples of grocery categories might be: tinned fish, washing detergent, toothpastes). It is a systematic, disciplined approach to managing a product category as a strategic business unit. The phrase "category management" was coined by Brian F. Harris.[n/a 1]