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Doors:4 door
Body Condition:No accidents, very few faults
Mechanical Condition:Perfect inside and out
Seller Type:Owner
Motors Trim:LXi
Body Type:Sedan
No. Of Cylinders:Unknown
Regional Specs:GCC Specs
Transmission Type:Automatic Transmission
Fuel Type:Gasoline
Warranty:Does not apply
Extras:Power Windows , Power Locks , Air Conditioning , AM/FM
Radio , CD Player , Power Mirrors
Technical Features:Rear Wheel Drive , Cruise Control , Anti-Lock
Brakes/ABS , Power Steering

2010 Honda Civic.
145000 Kms.
White Color.
Agency Maintained.
Full service histroy available with Honda.
GCC Specs.
Cruise Control.
Brand New Bridgestone tyres.

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6 Photos - Click to enlarge

Details:Posted on: 21st March 2016

Doors:4 door
Body Condition:Perfect inside and out
Mechanical Condition:Perfect inside and out
Seller Type:Owner
Motors Trim:Other
Body Type:Sedan
No. Of Cylinders:4
Regional Specs:GCC Specs
Transmission Type:Automatic Transmission
Horsepower:150 - 200 HP
Fuel Type:Gasoline
Warranty:Does not apply
Extras:Power Windows , Power Locks , Keyless Entry , Keyless
Start , Air Conditioning , Climate Control , AM/FM Radio , CD Player ,
Aux Audio In , Premium Sound System , Alarm/Anti-Theft System ,
Power Mirrors , Premium Lights , Premium Paint , Parking Sensors
Technical Features:Front Wheel Drive , Tiptronic Gears , Cruise
Control , N2O System , Anti-Lock Brakes/ABS , Front Airbags , Side
Airbags , Power Steering

Honda Civic 2010, No 2, CD, Alloy Wheels, Airbags, Cruise
Control, Keyless Entry, Low Kms, Excellent Condition, GCC

Key Performance Indicators (KPIs) for Retail

Sales compared to budget/target:
Actual sales $ divided by budget/target sales $
Sales compared to last year (or any other period):

Actual sales $ for a given period divided by actual sales $ for the period you want to
compare to
Sales per Square Foot:
Actual sales $ for a given period (usually a month or a year) divided by the total floor
area (in sq.ft.) of the store. There are variants of this indicator in terms of sales per
square foot of merchandisable area of choice (like walls and display units.)
Wage Cost:
Actual wage $ paid for a given period divided by actual sales $ achieved for the same
Average Sale per Customer/Transaction:
Total sales $ for a given period divided by the number of customers or
transactions for the same period
Units per Customer/Transaction:
Total number of units sold in a given period divided by the number of
customers or transaction for the same period
Conversion rate:
The number of transactions in a given period divided by the total
number of customers who entered the store during the same period
Sales per Hour (for store or associate) selling hours only:
Actual sales $ for the store divided by the number of selling* hours
during the same period
*selling hours are used here rather than total labor hours
Sales per Hour (for store or associate) total labor hours:
Actual sales $ for the store divided by the number of labor hours used
during the same period
Time Spent in the Store:
Average time spent by customers in the store can be measured
through sophisticated techniques utilizing RFID and wireless
technologies or manually. Reason for this measurement: There is a
direct correlation between time customers spend in a store and how
much they buy.

The five most important KPI's for retailers are:

1. Sales per hour - a statistic tells us about the speed at which each individual salesperson
is selling or attending to customers compared to everyone else on the shift.

2. Average Sale - the average selling price of each individual salesperson compared to
everyone else on the shift - higher averages show a greater knowledge of product as the
salesperson is able to sell higher ticket items. Low statistics reveal the salesperson lacks
skill in either product knowledge or effective probing.

3. Items Per Sale - tells us about the ability of the salesperson to add-on to a sale.
4. Conversion Rate - tracks how many visitors to the store are turned into customers.
5. Wage to Sales Ratio - compares a salesperson's hourly wages to hourly sales. This KPI
identifies your clear performers and underperformers - and their value to you.

Retail Customer KPIs

Customer Gross Profit

Customer GROSS Profit = Customer Sales - Customer

Cost of Goods Sold for a period
Customer Lifetime Purchase
Monetary value of each customer's life time purchases
from the retailer
Customer profitability
Customer Profitability = Customer Sales - (Customer
Returns - Customer Cost of Goods Sold + Customer
Promotion Expenses + Activity Based Cost of Servicing
Customer) for a period
Customer Purchase Freq Count Count of customer purchases transactions over a
period of time
Customer Purchase Value
Monetary value of each customer purchase during a
period with an average value for all purchases for the
Customer Reference question
A rating from 0 to 10 that indicates if the customer
would recommend the store.
Customer Sales by Segment
This formula is dependent upon defining customer
segments (based on age, education, lifestyle, income
and other factors) and associating individual customers
to specific segments.
Customer Service Staffing
Face to face customer service staff count / total staff
Visit to Buy Ratio
Sales Transaction Count per period / Visit Count Per

Retail Financial KPIs

Accounts Payable Turnover
Accounts Receivable Turnover

Avg Accts Payable / (Cost of Sales / 365)

Avg Accts Rec / (Credit Sales/365)

Acid Test Ratio

Admin Cost %
Average Inventory
Break-even ($)
Cash Conversion Cycle
Contribution Margin
Cost of Goods
Cost of Goods Sold
Current Ratio
Ending Inventory At Retail

Gross Margin
Gross Margin Return On
Initial Markup
Interest Cost%
Inventory Turnover
Maintained Markup $
Margin %
Markup %
Net Receipts
Net Sales
Retail Price
Return on Capital Invested
Sales per Square Foot
Stock Turnover Days
Total Asset Sales Ratio

Typical retail KPIs are things like:

-Total Sales
-Sales Per Hour
-Average Sale
-Inventory Turn

(Current Assets - Inventory)/Current Liabilities

(Administration Costs / Sales )*100
(Beginning of Period Inventory + End of Period
Fixed Costs / Gross Margin Percentage
Days Inventory Outstanding + Days Sales Outstanding
+ Days Payable Outstanding
Total Sales - Variable Costs
Retail Price - Markup
Beginning Inventory + Purchases - Ending Inventory
Current Assets / Current Liabilities
Beginning Inventory - (Sales + Transfers out + Return
to Vendor + Markdowns + Employee Discounts +
Shrinkage) + (Purchases + returns from Customers +
Transfers In + Markups)
Total Sales - Cost of Goods
Gross Margin $ / Average Inventory Cost
(Expenses + Reductions+Profit)/(Net Sales
(Interest Costs / Sales)*100
Net Sales / Average Inventory
(Original Retail - Reductions) - Cost of Goods Sold
(Retail Price - Cost) / Retail Price
Markup Amount / Retail Price
(Purchases + Transfers in + Returns from Customers +
Overages) - (Transfers Out + Return to Vendors)
Gross Sales - Returns and allowances
Cost of Goods + Markup
(Profit for the Year / Capital Employed)*100
Sales per square foot = Total Net Sales / Squarefoot of
selling Space
Average Inventory / (Cost of Sales /365) number of
Sales / Total Assets
Total $ Sales for season / Average $ Inventory for

-Average Gross Margin

-Customers per day/week
-Items per customer

Some basic of retail calculation-Contribution Margin = Total Sales - Variable Costs

Cost of Goods Sold
COGS = Beginning Inventory + Purchases - Ending Inventory
Gross Margin
Gross Margin = Total Sales - Cost of Goods
Gross Margin Return on Investment
GMROI = Gross Margin $ Average Inventory Cost
Initial Markup
Initial Markup % = (Expenses + Reductions + Profit) (Net Sales + Reductions)
Inventory Turnover (Stock Turn)
Turnover = Net Sales Average Retail Stock
Maintained Markup
MM $ = (Original Retail - Reductions) - Cost of Goods Sold
MM % = Maintained Markup $ Net Sales Amount
Margin %
Margin % = (Retail Price - Cost) Retail Price
Markup $ = Retail Price - Cost
Markup % = Markup Amount Retail Price

Net Sales
Net Sales = Gross Sales - Returns and Allowances
Open to Buy
OTB (retail) = Planned Sales + Planned Markdowns + Planned End of Month Inventory Planned Beginning of Month Inventory
Illustrated Example

For example, a retailer has an inventory level of $150,000 on July 1st and planned $152,000
End of Month inventory for July 31st. The planned sales for the store are $48,000 with $750 in
planned markdowns. Therefore, the retailer has $50,750 Open-To-Buy at retail.
Note: Multiply that number by the initial markup to reach the OTB at cost. If our markup is
40%, then our Open-To-Buy at cost is $20,300.
Before placing your Open-to-Buy plan into operation, ask yourself if each number is realistic.
Does it make sense for the way you do business? Keep in mind that many of the figures on
your inventory plan are only guidelines. A good rule of thumb is if your actual ending inventory
is within five percent of your plan, you are doing very well.
Sample 6 Month Plan
6-Month OTB Plan



August September October November

Beginning Of Month Inventory $ 155,000 150,000 152,000





















End of Month Inventory $

150,000 152,000 157,000







Percentage Increase/Decrease
% Increase/Decrease = Difference Between Two Figures Previous Figure

Quick Ratio
Quick Ratio = Current Assets - Inventory Current Liabilities
Reductions = Markdowns + Employee Discounts + Customer Discounts + Stock Shortages

Sales per Square Foot

Sales per Square Foot = Total Net Sales Square Feet of Selling Space
Sell-Through Rate
Sell-Through % = Units Sold Units Received
Stock to Sales Ratio
Stock-to-Sales = Beginning of Month Stock Sales for the Month