- Geylang Southeast (Singapore) Singapore
786 SPICES BAZAAR PTE. LTD. Hiring! Full Time SALES MANAGER in Southeast (Singapore), Earn up to SGD 8,900 - Ricebowl
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JOB DESCRIPTION
SALES MANAGER – SUPERMARKET / RETAIL
Department:
Sales / Retail Operations
Reports To:
General Manager / Managing Director
Direct Reports:
Sales Supervisors, Section Leaders, Sales Assistants and other assigned retail staff
Industry:
Supermarket / FMCG / Retail
1. JOB PURPOSE
The Sales Manager is responsible for driving
sales growth, customer satisfaction, store productivity, and profitable revenue generation
across the supermarket.
The position is responsible for ensuring that the supermarket achieves its sales targets by effectively managing
sales performance, customer traffic, product availability, merchandising execution, promotional activities, selling standards, and frontline staff productivity
.
The Sales Manager must have a strong understanding of supermarket customers and buying behavior and must continuously identify opportunities to increase:
Customer traffic
Transaction frequency
Average basket size
Sales per customer
Sales per square meter
Category sales
Promotional sales
Customer retention
Gross profit contribution
The role requires close coordination with
Procurement, Commercial, Marketing, Finance, Warehouse, and Store Operations
to ensure that sales opportunities are converted into sustainable business results.
2. KEY RESPONSIBILITIES
A. SALES STRATEGY & TARGET MANAGEMENT
Develop and implement monthly, quarterly, and annual sales plans.
Translate company sales objectives into clear targets for departments, categories, sections, and individual teams.
Monitor daily, weekly, and monthly sales performance against targets.
Identify sales gaps early and implement corrective actions.
Analyze sales trends by: DepartmentCategoryProduct/SKUDay of weekTime of dayPromotionCustomer segment
Identify opportunities for incremental sales and revenue growth.
Ensure sales targets are challenging but achievable and aligned with store capacity and market conditions.
3. SALES PERFORMANCE MANAGEMENT
The Sales Manager must actively manage performance rather than simply report sales figures.
Responsibilities include:
Review daily sales results.
Compare actual sales against budget, target, and previous periods.
Investigate significant sales increases or declines.
Identify underperforming departments and products.
Develop recovery plans for poor-performing areas.
Set clear performance expectations for sales teams.
Conduct regular sales performance meetings.
Track implementation of corrective actions.
Provide management with accurate sales forecasts and performance reports.
The Sales Manager should always be able to answer:
“Why are we above or below target, and what are we doing about it?”
4. CUSTOMER TRAFFIC & SALES GROWTH
Develop initiatives to increase customer visits and purchasing frequency.
Analyze customer traffic trends.
Identify peak and off-peak periods.
Develop strategies to increase sales during low-traffic periods.
Work with Marketing to develop customer acquisition and retention activities.
Monitor customer purchasing patterns.
Develop initiatives to increase repeat visits.
Identify opportunities to increase average transaction value.
Encourage cross-selling and complementary product purchases.
Monitor the effectiveness of loyalty and customer engagement initiatives.
5. AVERAGE BASKET SIZE & CROSS-SELLING
A key responsibility is increasing the value of each customer transaction.
The Sales Manager should:
Monitor average basket value.
Identify opportunities for product bundling.
Encourage cross-selling between departments.
Promote complementary products.
Develop "basket-building" strategies.
Monitor attachment rates for relevant products.
Train frontline staff to identify appropriate upselling opportunities.
For example:
Bread → Butter → Jam
Rice → Cooking Oil → Sauces
Baby Products → Baby Food → Personal Care
The objective is to increase customer value without creating unnecessary or aggressive selling pressure.
6. MERCHANDISING & SALES FLOOR EXECUTION
Ensure the supermarket is presented in a way that maximizes sales.
Ensure products are properly displayed, clearly priced, and easy to locate.
Monitor shelf availability and presentation.
Ensure promotional displays are implemented correctly.
Identify high-potential locations for impulse and high-margin products.
Ensure fast-moving products receive appropriate shelf space.
Monitor planogram and merchandising compliance where applicable.
Ensure promotional products are prominently displayed.
Work with Procurement/Category Management to optimize product assortment and placement.
Identify poor-performing displays and recommend improvements.
7. PRODUCT AVAILABILITY & STOCK-OUT MANAGEMENT
Sales cannot be achieved if products are unavailable.
The Sales Manager must actively monitor:
Stock-outs
Empty shelves
Fast-moving product availability
Promotional stock availability
Replenishment delays
Lost sales due to unavailable products
Work closely with
Procurement, Warehouse, and Store Operations
to ensure high-demand products are continuously available.
Immediately escalate recurring stock-out issues and quantify potential lost sales where possible.
8. PROMOTIONS & CAMPAIGNS
Work closely with Marketing and Procurement to maximize the sales impact of promotions.
Responsibilities include:
Participate in promotional planning.
Recommend products suitable for promotions.
Ensure sufficient stock is available before promotions begin.
Ensure promotional prices are correctly displayed.
Ensure promotional displays are executed according to plan.
Monitor daily promotional sales.
Compare promotional performance against targets.
Identify unsuccessful promotions and recommend corrective actions.
Conduct post-promotion analysis.
Promotions should not be judged solely by sales volume.
The Sales Manager should consider:
Sales uplift + customer acquisition + margin + inventory impact + repeat purchasing.
9. SALES TEAM MANAGEMENT
Lead, motivate, and develop the supermarket sales team.
Responsibilities include:
Set clear sales and service expectations.
Establish departmental and individual KPIs.
Conduct regular team briefings.
Monitor staff productivity and attendance.
Coach employees on customer service and selling techniques.
Identify high performers and develop future supervisors.
Address underperformance promptly.
Ensure adequate staffing during peak periods.
Optimize staff deployment based on customer traffic.
Recognize and reward strong performance.
Maintain discipline and professional standards.
10. CUSTOMER SERVICE & EXPERIENCE
The Sales Manager is responsible for maintaining a consistently high customer experience.
Establish and maintain customer service standards.
Monitor customer feedback and complaints.
Ensure complaints are resolved quickly and professionally.
Identify recurring customer issues and develop corrective actions.
Monitor checkout and service efficiency.
Reduce unnecessary customer waiting time.
Ensure frontline staff demonstrate professional and helpful behavior.
Identify opportunities to improve the overall shopping experience.
The objective is to convert satisfied customers into
repeat customers
.
11. COMPETITOR & MARKET ANALYSIS
Continuously monitor competitors and market conditions.
Monitor competitor pricing on key-value products.
Track competitor promotions.
Monitor new product introductions.
Observe competitor merchandising and store presentation.
Identify changes in customer preferences.
Report significant competitor activities to management.
Recommend appropriate responses to maintain competitiveness.
The Sales Manager should understand
why customers choose competitors instead of the supermarket
and develop practical actions to address those reasons.
12. SALES & PROFITABILITY
Although the primary responsibility is sales growth, the Sales Manager must understand that
sales without profitability do not create sustainable business value
.
Work closely with Procurement/Commercial and Finance to:
Monitor sales contribution by category.
Understand gross margin performance.
Identify low-margin/high-volume products.
Identify high-margin growth opportunities.
Avoid unnecessary discounting.
Ensure promotional activities support profitability.
Recommend sales initiatives that generate profitable incremental revenue.
The Sales Manager must balance:
Sales Volume + Customer Value + Gross Margin + Long-Term Customer Retention.
13. SALES FORECASTING
Prepare accurate sales forecasts based on:
Historical sales
Current sales trends
Seasonality
Promotions
Public holidays
Weather/market conditions where relevant
Customer traffic
New product launches
Competitor activity
Stock availability
Provide early warnings when sales are expected to fall below target.
14. DATA & REPORTING
Maintain accurate and timely sales reporting.
Key reports should include:
Daily sales report
Sales versus target
Sales versus previous period
Department/category performance
Average transaction value
Customer traffic
Sales per customer
Promotional performance
Top-selling products
Slow-moving products
Stock-out-related lost sales
Sales by staff/department where applicable
Gross sales and margin contribution
The Sales Manager must use data to make decisions rather than relying solely on assumptions or personal opinions.
15. CROSS-FUNCTIONAL COLLABORATION
Procurement / Commercial
Work together to ensure appropriate product assortment, pricing, availability, supplier support, and promotions.
Marketing
Coordinate campaigns, advertising, loyalty initiatives, promotions, and customer acquisition activities.
Warehouse
Ensure timely replenishment and sufficient inventory for high-demand products.
Finance
Monitor sales budgets, profitability, discounts, and financial performance.
Store Operations
Coordinate staffing, store execution, merchandising, customer service, and daily operations.
16. SALES PROCESS & CONTROL
Ensure that:
Sales transactions are properly recorded.
Promotional prices are correctly applied.
Unauthorized discounts are prevented.
Pricing discrepancies are identified.
Refunds and returns follow company procedures.
Sales staff follow approved policies.
Cash and sales controls are properly followed.
Sales data is accurate and reliable.
17. KEY PERFORMANCE INDICATORS (KPIs)
The Sales Manager should be evaluated primarily on measurable business outcomes.
Sales Performance
Total sales growth %
Sales achievement vs target %
Department/category sales growth
Sales per square meter
Sales per operating hour
Customer Performance
Customer traffic
Number of transactions
Average transaction value
Average basket size
Customer retention/repeat visits
Customer satisfaction
Commercial Performance
Gross profit contribution
Gross margin %
Promotional sales uplift
Promotional ROI
Discount level
Operational Sales Performance
Stock-out rate
Lost sales due to stock-outs
Promotional execution rate
Shelf availability
Product display compliance
People Performance
Sales per employee
Staff productivity
Attendance
Employee turnover
Sales team target achievement
18. CRITICAL MANAGEMENT EXPECTATIONS
The Sales Manager must be
proactive, analytical, commercially minded, and highly visible on the sales floor
.
The manager is expected to identify problems before they become major sales losses.
For example:
If sales are falling:
Do not simply report that sales are below target. Identify the reason and implement a recovery plan.
If customer traffic is declining:
Identify why customers are visiting less frequently and work with Marketing and Operations on corrective actions.
If average basket size is declining:
Analyze customer purchasing patterns and introduce appropriate basket-building initiatives.
If a promotional product is out of stock:
Escalate immediately because the business is potentially losing both promotional sales and customer trust.
If a department is underperforming:
Investigate pricing, assortment, availability, merchandising, staffing, customer demand, and competitor activity.
If sales are increasing but profit is declining:
Review discounting, product mix, pricing, and margin performance rather than considering the sales increase a complete success.
19. REQUIRED QUALIFICATIONS & EXPERIENCE
Education
Bachelor’s degree in Business Administration, Retail Management, Marketing, Sales, Commerce, or a related discipline.
Experience
Minimum
5–8 years of sales/retail experience
, preferably within supermarket, FMCG, hypermarket, convenience store, wholesale, or retail environments.
Minimum
2–3 years in a supervisory/managerial position
preferred.
Proven experience managing sales teams and achieving sales targets.
Experience with supermarket/FMCG sales, merchandising, promotions, and customer management is highly desirable.
20. REQUIRED SKILLS & COMPETENCIES
The successful candidate should demonstrate:
Strong sales leadership
Commercial awareness
Customer-focused mindset
Strong analytical and numerical ability
Target-driven approach
Excellent communication skills
Team leadership and coaching
Problem-solving ability
Strong negotiation and influencing skills
Retail merchandising knowledge
Promotional planning experience
Competitor analysis
Sales forecasting
Excel and reporting skills
POS/ERP/retail management system experience
Ability to work under pressure
Strong decision-making ability
High integrity and accountability
SALES MANAGER – SUPERMARKET / RETAIL
Department:
Sales / Retail Operations
Reports To:
General Manager / Managing Director
Direct Reports:
Sales Supervisors, Section Leaders, Sales Assistants and other assigned retail staff
Industry:
Supermarket / FMCG / Retail
1. JOB PURPOSE
The Sales Manager is responsible for driving
sales growth, customer satisfaction, store productivity, and profitable revenue generation
across the supermarket.
The position is responsible for ensuring that the supermarket achieves its sales targets by effectively managing
sales performance, customer traffic, product availability, merchandising execution, promotional activities, selling standards, and frontline staff productivity
.
The Sales Manager must have a strong understanding of supermarket customers and buying behavior and must continuously identify opportunities to increase:
Customer traffic
Transaction frequency
Average basket size
Sales per customer
Sales per square meter
Category sales
Promotional sales
Customer retention
Gross profit contribution
The role requires close coordination with
Procurement, Commercial, Marketing, Finance, Warehouse, and Store Operations
to ensure that sales opportunities are converted into sustainable business results.
2. KEY RESPONSIBILITIES
A. SALES STRATEGY & TARGET MANAGEMENT
Develop and implement monthly, quarterly, and annual sales plans.
Translate company sales objectives into clear targets for departments, categories, sections, and individual teams.
Monitor daily, weekly, and monthly sales performance against targets.
Identify sales gaps early and implement corrective actions.
Analyze sales trends by: DepartmentCategoryProduct/SKUDay of weekTime of dayPromotionCustomer segment
Identify opportunities for incremental sales and revenue growth.
Ensure sales targets are challenging but achievable and aligned with store capacity and market conditions.
3. SALES PERFORMANCE MANAGEMENT
The Sales Manager must actively manage performance rather than simply report sales figures.
Responsibilities include:
Review daily sales results.
Compare actual sales against budget, target, and previous periods.
Investigate significant sales increases or declines.
Identify underperforming departments and products.
Develop recovery plans for poor-performing areas.
Set clear performance expectations for sales teams.
Conduct regular sales performance meetings.
Track implementation of corrective actions.
Provide management with accurate sales forecasts and performance reports.
The Sales Manager should always be able to answer:
“Why are we above or below target, and what are we doing about it?”
4. CUSTOMER TRAFFIC & SALES GROWTH
Develop initiatives to increase customer visits and purchasing frequency.
Analyze customer traffic trends.
Identify peak and off-peak periods.
Develop strategies to increase sales during low-traffic periods.
Work with Marketing to develop customer acquisition and retention activities.
Monitor customer purchasing patterns.
Develop initiatives to increase repeat visits.
Identify opportunities to increase average transaction value.
Encourage cross-selling and complementary product purchases.
Monitor the effectiveness of loyalty and customer engagement initiatives.
5. AVERAGE BASKET SIZE & CROSS-SELLING
A key responsibility is increasing the value of each customer transaction.
The Sales Manager should:
Monitor average basket value.
Identify opportunities for product bundling.
Encourage cross-selling between departments.
Promote complementary products.
Develop "basket-building" strategies.
Monitor attachment rates for relevant products.
Train frontline staff to identify appropriate upselling opportunities.
For example:
Bread → Butter → Jam
Rice → Cooking Oil → Sauces
Baby Products → Baby Food → Personal Care
The objective is to increase customer value without creating unnecessary or aggressive selling pressure.
6. MERCHANDISING & SALES FLOOR EXECUTION
Ensure the supermarket is presented in a way that maximizes sales.
Ensure products are properly displayed, clearly priced, and easy to locate.
Monitor shelf availability and presentation.
Ensure promotional displays are implemented correctly.
Identify high-potential locations for impulse and high-margin products.
Ensure fast-moving products receive appropriate shelf space.
Monitor planogram and merchandising compliance where applicable.
Ensure promotional products are prominently displayed.
Work with Procurement/Category Management to optimize product assortment and placement.
Identify poor-performing displays and recommend improvements.
7. PRODUCT AVAILABILITY & STOCK-OUT MANAGEMENT
Sales cannot be achieved if products are unavailable.
The Sales Manager must actively monitor:
Stock-outs
Empty shelves
Fast-moving product availability
Promotional stock availability
Replenishment delays
Lost sales due to unavailable products
Work closely with
Procurement, Warehouse, and Store Operations
to ensure high-demand products are continuously available.
Immediately escalate recurring stock-out issues and quantify potential lost sales where possible.
8. PROMOTIONS & CAMPAIGNS
Work closely with Marketing and Procurement to maximize the sales impact of promotions.
Responsibilities include:
Participate in promotional planning.
Recommend products suitable for promotions.
Ensure sufficient stock is available before promotions begin.
Ensure promotional prices are correctly displayed.
Ensure promotional displays are executed according to plan.
Monitor daily promotional sales.
Compare promotional performance against targets.
Identify unsuccessful promotions and recommend corrective actions.
Conduct post-promotion analysis.
Promotions should not be judged solely by sales volume.
The Sales Manager should consider:
Sales uplift + customer acquisition + margin + inventory impact + repeat purchasing.
9. SALES TEAM MANAGEMENT
Lead, motivate, and develop the supermarket sales team.
Responsibilities include:
Set clear sales and service expectations.
Establish departmental and individual KPIs.
Conduct regular team briefings.
Monitor staff productivity and attendance.
Coach employees on customer service and selling techniques.
Identify high performers and develop future supervisors.
Address underperformance promptly.
Ensure adequate staffing during peak periods.
Optimize staff deployment based on customer traffic.
Recognize and reward strong performance.
Maintain discipline and professional standards.
10. CUSTOMER SERVICE & EXPERIENCE
The Sales Manager is responsible for maintaining a consistently high customer experience.
Establish and maintain customer service standards.
Monitor customer feedback and complaints.
Ensure complaints are resolved quickly and professionally.
Identify recurring customer issues and develop corrective actions.
Monitor checkout and service efficiency.
Reduce unnecessary customer waiting time.
Ensure frontline staff demonstrate professional and helpful behavior.
Identify opportunities to improve the overall shopping experience.
The objective is to convert satisfied customers into
repeat customers
.
11. COMPETITOR & MARKET ANALYSIS
Continuously monitor competitors and market conditions.
Monitor competitor pricing on key-value products.
Track competitor promotions.
Monitor new product introductions.
Observe competitor merchandising and store presentation.
Identify changes in customer preferences.
Report significant competitor activities to management.
Recommend appropriate responses to maintain competitiveness.
The Sales Manager should understand
why customers choose competitors instead of the supermarket
and develop practical actions to address those reasons.
12. SALES & PROFITABILITY
Although the primary responsibility is sales growth, the Sales Manager must understand that
sales without profitability do not create sustainable business value
.
Work closely with Procurement/Commercial and Finance to:
Monitor sales contribution by category.
Understand gross margin performance.
Identify low-margin/high-volume products.
Identify high-margin growth opportunities.
Avoid unnecessary discounting.
Ensure promotional activities support profitability.
Recommend sales initiatives that generate profitable incremental revenue.
The Sales Manager must balance:
Sales Volume + Customer Value + Gross Margin + Long-Term Customer Retention.
13. SALES FORECASTING
Prepare accurate sales forecasts based on:
Historical sales
Current sales trends
Seasonality
Promotions
Public holidays
Weather/market conditions where relevant
Customer traffic
New product launches
Competitor activity
Stock availability
Provide early warnings when sales are expected to fall below target.
14. DATA & REPORTING
Maintain accurate and timely sales reporting.
Key reports should include:
Daily sales report
Sales versus target
Sales versus previous period
Department/category performance
Average transaction value
Customer traffic
Sales per customer
Promotional performance
Top-selling products
Slow-moving products
Stock-out-related lost sales
Sales by staff/department where applicable
Gross sales and margin contribution
The Sales Manager must use data to make decisions rather than relying solely on assumptions or personal opinions.
15. CROSS-FUNCTIONAL COLLABORATION
Procurement / Commercial
Work together to ensure appropriate product assortment, pricing, availability, supplier support, and promotions.
Marketing
Coordinate campaigns, advertising, loyalty initiatives, promotions, and customer acquisition activities.
Warehouse
Ensure timely replenishment and sufficient inventory for high-demand products.
Finance
Monitor sales budgets, profitability, discounts, and financial performance.
Store Operations
Coordinate staffing, store execution, merchandising, customer service, and daily operations.
16. SALES PROCESS & CONTROL
Ensure that:
Sales transactions are properly recorded.
Promotional prices are correctly applied.
Unauthorized discounts are prevented.
Pricing discrepancies are identified.
Refunds and returns follow company procedures.
Sales staff follow approved policies.
Cash and sales controls are properly followed.
Sales data is accurate and reliable.
17. KEY PERFORMANCE INDICATORS (KPIs)
The Sales Manager should be evaluated primarily on measurable business outcomes.
Sales Performance
Total sales growth %
Sales achievement vs target %
Department/category sales growth
Sales per square meter
Sales per operating hour
Customer Performance
Customer traffic
Number of transactions
Average transaction value
Average basket size
Customer retention/repeat visits
Customer satisfaction
Commercial Performance
Gross profit contribution
Gross margin %
Promotional sales uplift
Promotional ROI
Discount level
Operational Sales Performance
Stock-out rate
Lost sales due to stock-outs
Promotional execution rate
Shelf availability
Product display compliance
People Performance
Sales per employee
Staff productivity
Attendance
Employee turnover
Sales team target achievement
18. CRITICAL MANAGEMENT EXPECTATIONS
The Sales Manager must be
proactive, analytical, commercially minded, and highly visible on the sales floor
.
The manager is expected to identify problems before they become major sales losses.
For example:
If sales are falling:
Do not simply report that sales are below target. Identify the reason and implement a recovery plan.
If customer traffic is declining:
Identify why customers are visiting less frequently and work with Marketing and Operations on corrective actions.
If average basket size is declining:
Analyze customer purchasing patterns and introduce appropriate basket-building initiatives.
If a promotional product is out of stock:
Escalate immediately because the business is potentially losing both promotional sales and customer trust.
If a department is underperforming:
Investigate pricing, assortment, availability, merchandising, staffing, customer demand, and competitor activity.
If sales are increasing but profit is declining:
Review discounting, product mix, pricing, and margin performance rather than considering the sales increase a complete success.
19. REQUIRED QUALIFICATIONS & EXPERIENCE
Education
Bachelor’s degree in Business Administration, Retail Management, Marketing, Sales, Commerce, or a related discipline.
Experience
Minimum
5–8 years of sales/retail experience
, preferably within supermarket, FMCG, hypermarket, convenience store, wholesale, or retail environments.
Minimum
2–3 years in a supervisory/managerial position
preferred.
Proven experience managing sales teams and achieving sales targets.
Experience with supermarket/FMCG sales, merchandising, promotions, and customer management is highly desirable.
20. REQUIRED SKILLS & COMPETENCIES
The successful candidate should demonstrate:
Strong sales leadership
Commercial awareness
Customer-focused mindset
Strong analytical and numerical ability
Target-driven approach
Excellent communication skills
Team leadership and coaching
Problem-solving ability
Strong negotiation and influencing skills
Retail merchandising knowledge
Promotional planning experience
Competitor analysis
Sales forecasting
Excel and reporting skills
POS/ERP/retail management system experience
Ability to work under pressure
Strong decision-making ability
High integrity and accountability
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