Thrift Shop Annual Report
2013- 2014
Management Team
Amy Stark & Terri Hudoba
3D Advisory Team
Nancy Larson
Amy Stark
Terri Hudoba
Susan Dolan
Alice O’Connor (not pictured)
2013-14 Significant Accomplishments
Business Plan: In October, the 3D Advisory Team began meeting to brainstorm and develop a 5year business plan for the TS. Major initiatives proposed in the plan included the following:
increase backroom size and storage capacity;
work with Education Committee to better introduce and involve new members in AL
and the TS;
restructure shop management and leadership model to reduce burnout and involve
more members;
modify shop retail hours by closing on Tuesdays and extending Wednesday hours to 7
PM.
See Appendix A for the full document. All but the final item listed were acted on in one form or
another.
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1
2013-14 Thrift Shop Goals
1. Volunteer management – create a more consistent volunteer experience for all our members
through improved training, better shop support, and appropriate follow-up.
Offered 2-hour in-shop training sessions to 20 of 24 new members; nearly all of the 20
are now involved to some degree at the shop, working either retail shifts or in the
backroom
Updated all TS policy and procedure manuals; provided printed handouts to new
members during training sessions on TS daily procedures, cash register operation, and
online sign-up instructions
Regularly sent out “Thrift Shop News” eblasts to inform and remind members of shop
events and to answer frequently asked questions
Held focus-group session for new and newer members to discuss barriers to
involvement at the TS
Worked with Education Committee to develop a 3-module orientation scheme to better
introduce and involve new members in AL and the TS; modules to be offered beginning
in October 2014
E* training (Jan 22): 23 AL members came to the shop for additional training on policies
and procedures
Added shadow shifts (Tuesdays, 11 am-2 pm) to online sign-up schedule, to encourage
new members to become comfortable working on the retail floor
Added backroom shifts to online sign-up schedule (Mondays: makeovers and color
change-outs; Wednesdays: learning labs)
Offered backroom learning labs on Wednesdays (small group training on backroom
policies and practices with an experienced shop volunteer)
Revised and reworked leadership structure to better introduce and involve more
members at the TS; implemented new model beginning in May (see Appendix B for
diagram); new structure has us moving away from backroom department specialists to
generalists who have a better understanding of and are comfortable working in both the
backroom and on the retail floor
2. Customer experience – improve the customer experience by offering more uniform pricing of
shop goods and more consistent customer interaction with our volunteer staffers.
Scheduled additional volunteers to work 3-person retail shifts on days when heavy
customer traffic was expected (ex: when holding 50% storewide sales or during Holiday
Boutique months)
Expanded backroom (450 sq ft) to provide additional storage space for holiday and
seasonal items and more space for workers to place incoming and floor-ready
merchandise
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2
New leadership structure adds daily coaches to help direct backroom activities as well as
to answer questions and offer assistance to volunteers in dealing with issues on the
retail floor
3. Shop exposure – increase Shop exposure through marketing opportunities, especially online
via upgraded website and email software.
PennFest (Sept 15): 50% storewide generated sales of $1,413 ($945 is an average
budget amount for daily sales)
Choose to Reuse (Oct 1-Nov 30): Customers redeemed 1,419 coupons (30% off) during
this period compared to 1,761 in 2012; it is possible that a 2-day 50% storewide sale
(Nov 1-2) could account for the smaller number of coupons redeemed in 2013
Ashley Friends and Family Sale (April): handed out postcards to volunteers and
customers
Richfield Sun-Current: awarded Best Thrift Shop; placed print ad thanking customers and
which gives us rights to mention the award in our promotions
MIA Art in Bloom (May): placed ad in program booklet (print and online)
Customer Appreciation (April): gave out thrift-themed pinback buttons, ballpoint pens,
and prepackaged disposable cosmetic wipes; enclosed a printed Thank You note with
each purchase
4. Financial – reach our goal of $220,000
2013-14 Thrift Shop Sales
Comparative Report as of 5/31/14:
Year-to-date
Monthly
2012-13 2013-14
2012-13 2013-14
$15,000 $18,334 Budget (May) $180,000 $220,008
$24,565 $18,298 Actual (May) $223,727 $217,391
Sales fell short of the monthly budget point of $18,334 in 7 of the past 12 months.
Compared to FY ’13, monthly deficits ranged from 0.65% (Jan) to 17.26% (Mar).1
As of 5/31/14, actual sales are under budget by $2,617, and $6,336 under the total
revenue for FY’13.2
.
1
Weather conditions (extreme cold and lots of snow) likely contributed to the lower than expected monthly sales
in early 2014. The TS did not open or closed early on at least 3 days during January and February. Few customers
ventured into the shop during the many March snowstorms and their aftermath. On the other hand, road
construction (closure and rebuilding of Penn Avenue bridge) during the summer months had little impact on those
monthly sales figures
2
In FY’13, the TS received an extraordinary donation from Sandra Jacobson that may have added as much as
$50,000 to total sales.
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2013-14 Budget v. Actual Revenues
35000
30000
25000
20000
15000
Budget
10000
Actual
5000
0
In addition to documenting sales, this chart presents a picture of the busiest months for the
shop, when volunteers are most needed to fill retail shifts.
November 2013 saw our biggest monthly revenue figure ever, reported at $29,053, a
23.4% increase over last year.
Thrift Shop Sales Comparative Report FY’10 – FY’14
35,000
30,000
25,000
Fiscal 2010
20,000
Fiscal 2011
Fiscal 2012
15,000
Fiscal 2013
10,000
Fiscal 2014
5,000
0
1
1= June
2=July
3=August
2
3
4
5
6
4=September
5=October
6=November
7
8
9
10 11 12
7=December
8=January
9=February
10=March
11=April
12=May
This chart presents a picture of sales trends for the years 2010-14. In general, fall and late
spring show highest revenues.
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Volunteer hours
Retail Floor1
Backroom
TS Management2
TS Committee3
TS Counting4
Total
4,025
5,500
1,057
126
336
11,044
Total number of days shop was open: 245
1. 1,150 shifts @ 3.5 hours
2. Time as tracked by Terri Hudoba (659 hrs), Amy Stark (135), Susan Dolan (143), Alice O’Connor (35), Nancy Larson (85)
3. Seven meetings (averaging 1 hour) x 18 people (average attendance)
4. Counting committee = 180 hours (weekly counting committee) + 156 hours (time tracked by Carolyn Azine, 52
weeks x 3 hrs)
A total of 135 members volunteered time at the TS:
72 volunteers worked on backroom-related activities; 19 of them worked exclusively in
the backroom. Of the total, 11 volunteers recorded more than 100 hours each; of those,
2 recorded more than 500 hours each.
115 volunteers worked shifts on the retail floor; 63 of them worked exclusively on the
retail floor. Of the total, 34 volunteers worked 12 or more shifts.
Elf Day (Nov 4) (biggest volunteer event): 70+ volunteers transformed the TS into a
holiday wonderland
Annual Calendar
MONTH
FEATURES
June 2013
June 4-8: jewelry 50%
June 11-15: designer, 50%,
jewelry 75%
June 18-22: jewelry 75%, linens
50%
June 25-29: art, shoes 50%
July 9-13: women’s clothing, art, lamps 50%
July 16-20: women’s clothing, art, lamps 50%
July 23-27: women’s clothing, art, lamps 50%
July 30-Aug 3: all clothing, 50%
Aug 2-3: storewide sale, 50% (2
days)
Aug 6-10: art, 50%
Aug 13-17: all clothing, 50%
Aug 20-24: all clothing, 75%
July
August
TS Annual Report 2013-14_FINAL.docx
MONTHLY
MANAGERS /
DISPLAY ARTIST
/ SCHEDULERS
Darlene Sand (M)
Carol Riley (M)
Peg Russett (D)
OTHER & COMMENTS
Nancy McCabe (M)
Carole Sayer (M)
Closed for July 4 holiday (June 30-July 8);
road construction (Penn Ave bridge on Hwy
62); NordicWare donation; furniture
donation from N. Larson friend; lamps
(50%)
Darlene Sand (M)
2-day storewide sale (50%, Aug 2-3 w/ 3person shifts each day); road construction
spend $15, get free book
5
September
Sept 3-7: shoes, 50%
Sept 10-14: shoes, 75%; designer,
50%
Sept 15 (Penn Fest): storewide,
50%
Sept 17-21: designer, 50%
Sept 24-28: all pants, 50%
Oct 1-5: designer, 50%
Oct 8-12: designer, 50%; linens,
50%
Oct 15-19: designer, 75%; art,
50%
Oct 22-26: purses, 50%; shoes,
50%
Oct 29-31: pants, 50%
Nov 1-2: storewide, 50%
Nov 5-9: Holiday Boutique—no
feature
Nov 12-16: designer, 50%
Nov 19-23: designer, 50%
Nov 26-30: designer, 75%
Linda Tell (M)
Amy Stark (M)
Penn Fest (9/15, 50% storewide sale w/ 3person shifts); road construction
Susan Dolan (M)
Sharon Hicks (M)
Choose to Reuse; road construction
Betty Bullion (M)
Cathy Wehrman
(M)
December
Dec 3-7: purses, 50%
Dec 5: men’s, 50% (4-7pm only)
Dec 10-14: holiday, linens, 50%
Dec 17-21: holiday, linens, 75%
Dec 22-Jan 1: shop closed
Betty Bullion (M)
Linda Tell (M)
January
2014
Jan 2-4: designer, 50%
Jan 7-11: designer, men’s, 50%
Jan 14-18: designer, men’s, art, 50%
Jan 21-25: designer, purses, 50%
Jan 28-Feb 1: designer, 75%
Annette Anderson
(M)
Deb Sholl (M)
February
Feb 4-8: designer, 75%
Feb 11-15: outerwear (W,M,D),
home décor, 50%
Feb 18-22: outerwear (W,M,D),
purses, 50%
Feb 25-Mar 1: outerwear
(W,M,D), 75%
Mar 4-8: outerwear, 75%;
designer, clear glass/crystal
(home décor), 50%
Mar 11-15: designer, shoes, 50%
Mar 18-22: designer, linens, 50%
Mar 24-29: purses, 50%
Apr 1-5: home décor (H), Easter
holiday items (X) 50%
Apr 8-12: designer, 50%,, Easter
holiday items (X) 50%
Apr 15-19: designer, 50%,, Easter
holiday items (X) 75%
Apr 22-26: art/frames, 50%
Apr 28-May 3: purses, 50%
Cindy Stone (M)
Kris Bjorklund (M)
Choose to Reuse; 2-day storewide sale (50%,
Nov 1-2 w/ 3-person sifts each day); Elf Day
(Nov 4); Holiday Boutique (Nov-Dec);
closed Thanksgiving Day (Nov 28); swing
shifts added for Tues & Sat only (Nov &
Dec); 3-person shifts for Tues after Elf Day,
also needed on Fri after Thanksgiving
Shadow shifts added (Wed/Thurs/Fri, 11am2pm) for new members only;; Men’s 50% sale, Thurs EVE only (Dec 5);
closed for the holidays (Dec 22-Jan 1);
online sign-up added (permanently) for
Color change-outs (Mon, 6 people); 3M
(Mon, 2 people); LL (backroom learning
labs, Wed, 3 people); reverse-Elf Day
needed to convert from holiday displays
Shadow shifts (Tues, 11am-2pm) for
new/newer members only (permanently
added to online schedule); paid staff on
medical leave beg. Jan 15, 4 people needed
for 3rd Tues & Sat retail shifts thru March;
E* training (23 attendees); shop closed due
to extreme cold/snow Jan 6, 23, 28
Strategic Planning cmte meeting at shop w/
AL Advisory Council (Feb 3); Home décor
50% sale (Feb 13)
October
November
March
April
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Nancy McCabe (M)
Kathy Shipp (M)
Women’s tops 2-day sale (50%, Mar 28-29);
policy/procedure changes: new door code;
shop closed to all on Sundays
Linda Wood (S)
Jeana Fox (S)
Customer Appreciation Month; Ashley/AL
Friends and Family Sale (Apr 25-27); paid
staff back to working 1 shift per day (Sat &
3rd Tues); formally changed MM position to
Schedulers
6
May
May 6-10: designer, all “bottoms” (“W”, “M”—pants, capris,
skirts, shorts) 50%
May 13-17: linens, 50%;
designer, 75%; denim jeans
(W, M), $2
May 20-24: “E” items (books, records, CDs, DVDs,
puzzles, games), 50%;
designer, 75%; denim jeans,
(W, M) $2
May 27-31: men’s, 50% off;; denim jeans, (W, M) $2
Molly Falk (S)
Cathy Wehrman (S)
New leadership model implemented
(Planning/Communications Manager + Shop
Manager [1 veteran, 2 rookies]); began using
addition 450 sq ft in backroom; new changes
to backroom policies/procedures; color
change-outs switched to monthly rather than
every 3 weeks
Coupons
30%
Web
Totals
30%
40%
Choose
MN Women’s Donors
to Reuse
Press
564
35
155
1419
Our 30% coupon is available to customers via bi-weekly email notice or on our website.
Use averages to just under 50 coupons per month.
Due to the minimal use of the MN Women’s Press coupon, we decided to no longer pay
for a twice-yearly print ad.
Our 40% donor coupon is updated 3 times during the year. The coupon’s backside provides information on philanthropic program costs (eg, “Did you know . . . $24 will
outfit a child with
3 uniform shirts & 2 pairs of pants”).
Hennepin County’s Choose to Reuse program continues to bring good returns to the TS;
coupon usage averaged over 700 per month (Oct-Nov) and likely contributed to our
largest sales figure ever in the month of November.
Gifting Program
Organization
From Me to You
From Me to You
Costume Consortium
KIPP Stand Academy
Simpson House
St. Therese Southwest
The RACK at North Community
High School
Total Program
TS Annual Report 2013-14_FINAL.docx
Donation
490 bags
240 boxes
260 items
20 items
9 bags
12 items
16 bags
Value
$27 per bag
$5 per box
$5.25 each
$5 each
$27 per box
$15
$30 per bag
Subtotal
13,230
$1,200
Total
$14,430
1,365
100
405
180
480
$16,960
7
FROM ME TO YOU CLOTHING MINISTRY is a 501(c)(3) whose mission is to minister,
without charge, to children and low-income families and individuals. They provide an
invaluable service to Assistance League Thrift Shop as they pick up unsold and unsellable
clothing and housewares.
The Costume Consortium reaches out to all non profit theater groups in the Twin Cities.
The shop donated items that are unsellable and would not be helpful to From Me To
You Clothing Ministry.
KIPP Stand Academy is a free, open-enrollment, college-preparatory public charter
school operating in Minneapolis. Students in grades 5 through 8 from underserved
communities commit themselves to a vigorous college-oriented program. They earn the
privilege of wearing university- or college-themed shirts (donated by TS) on certain days.
Simpson Housing Services, a 501(c)(3), directs resources to helping people find and
remain stable in housing. In 2011 Simpson House provided affordable housing and
services to 170 families with 386 children. Over 115 shelter guests were able to move
into their own apartment. Donations help an individual or family make the transition
from shelter to housing as smooth as possible.
St. Therese Southwest (Hopkins) provides assisted senior living housing as well as
support services designed to help residents live independently and enjoy the quality of
life they deserve. TS received a donation of 12 hand-crocheted lap blankets that were
regifted to St. Therese.
The RACK at North Community High School serves students in need by providing free
basic clothing, job interview/ work-worthy apparel, and personal care items free of
charge. TS donated unsold basic and work appropriate clothing as well as toiletries and
personal care items.
Observations
It’s easy for ALMSP members to forget about the importance of the Thrift Shop and that
it is not just a seasonal commitment. The time spent in front of members at chapter
meetings reviewing topics related to the shop seems to improve the response we get
from them.
We need to develop stronger secondary shop leadership—volunteers who can be
counted on for confident retail floor staffing, such as an E member, and volunteers who
can fill the role of daily coach. We have two extremes: committed volunteers who work
well over 300 hours each year and those who work less than 10 hours. Tomorrow’s leaders will come from a secondary leadership group of volunteers who are currently
working 50–100 hours a year and learning the basic backroom operations and retail
floor procedures.
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Recommendations
1. Goals for 2014-15:
(a) Step forward as (b) We Spread the Knowledge and (c) Share the Work
2. Principles:
Abide by the Conflict of Interest policy at all times
We set the shop culture so keep a positive attitude, make everyone feel welcome
We do not haphazardly question each other's pricing judgment
We are all volunteers doing our best
Numbers drive our decisions
3. Leadership:
Continue implementation of new leadership model with special emphasis on welcoming
new volunteers to the shop (backroom and retail floor) and assuring that each volunteer
has the knowledge and confidence to comfortably deal with any challenges she
encounters while at the shop
4. Volunteer sign-ups
Rely on month schedulers (rather than monthly managers) to monitor status of online
signups and ensure that all slots are filled for retail shifts and backroom opportunities
Provide opportunities for new and newer members to work shadow shifts on retail floor
to better acquaint them with retail procedures and cash register use
5. Sale of higher-end goods:
Expand designer category to include shoes, jewelry, and purses; track sales by revising
cash register to reflect new categories; by displaying these items for sale in the Shop,
we’re hopeful that we will continue to attack attract designer donations
explore use of Craigslist and/or eBay for selling unusual items
6. Coupons and discounts:
Change future storewide sales discount from 50% to 40%; monitor sales figures to
determine whether this makes a difference to our customers
Consider creating a special holiday coupon for the months of November and December,
as Choose to Reuse program will run during the months of August through October
7. Gifting programs
simplify what is saved and for whom; allow TS committee to decide on 3 or 4 causes to
support each year; a formalized process will enable better reporting on our financials
8. Continue implementation of major initiatives from Business Plan:
consider carrying out additional proposals in “Other Initiatives,” particularly those dealing with neighborhood outreach and Richfield’s Chamber of Commerce
improve customer outreach through better use of our website and email messages;
expand exposure on Facebook
develop new signage for the retail floor
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9
Appendix A
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
EXECUTIVE SUMMARY
Page 2
Charter Statement
Mission Statement
Member Goals
Major Initiatives Recommended
Financials
OBJECTIVES, INITIATIVES and STRATEGIES
Page 2-5
Major Initiatives (A, B, C, D) with Discussion
5-6
Other Initiatives (E, F, G, H, I, J, K, L, M)
6-7
Processes and Procedures
ADDENDUM with Supporting Details
Page 8
9
9
10
10
11
12
SWOT Analysis
Sales by Category
Monthly Sales
Sales by Day
Square Footage Analysis
Options for Management
Management Jobs and Responsibilities
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
EXECUTIVE SUMMARY
Charter statement: Assistance League of Minneapolis/St. Paul, a chapter of
National Assistance League ®, is a 501 (c) (3) nonprofit organization.
Assistance League has leased the space at 6416 Penn Avenue South,
Richfield, since opening in 2000. All merchandise sold in the shop is donated;
revenue generated helps fund the chapter’s philanthropic programs.
Mission Statement: (a) provide consistent funds for the philanthropic
programs of the chapter; (b) increase the presence of Assistance League in
the community; (c) promote green living by recycling clothing and home
décor; (d) provide shopping experience for quality, gently used merchandise.
Member Goals: (a) maintain an reliable fundraising source to support
philanthropic programs; (b) create a friendly, fun work setting; (c) maintain
a brick-n-mortar Assistance League presence in the community; (d) use
management approach to encourage participation by many members and
ownership by all.
Major Initiatives recommended:
A. Backroom storage: add 450 square feet of space for a cost of
$337.50/month; no build-out cost
B. Retail hours: modify by closing shop on Tuesdays and extending
Wednesday hours to a 7 PM close
C. New members: form new member thrift shop committee and receive
in-depth training and participate in special/fun events
D. Management: introduce new options to reduce burnout and involve
more members in the shop management
Financials: Recommend a 3% growth rate for the next five years; sales by
2018 at $250,000.
OBJECTIVES, INITIATIVES, and STRATEGIES
Major Initiatives
A. Backroom storage: add 450 square feet of space
Discussion:
Rationale: Providing holiday and seasonal items to our customers requires
storing bulky items for several months in advance of their placement on the
floor. Storing these items in our members’ private homes is not acceptable
from a precedent-setting perspective and creates some liability issues as
well. Additional backroom space will allow backroom workers to do more
2
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
advance work and make room to hold items as “floor ready” before placing them on the floor at the appropriate time.
Pros:
o makes irrelevant liability and safety issues related to offsite storage of
holiday merchandise at members’ homes;
o reduces fire code concerns;
o allows more space for workers to place incoming and floor-ready
merchandise;
o landlord willing to create space without passing along any build-out
costs.
Cons:
o rent increase of $4,050;
o cost of fixtures not yet known;
o start-up issues possible;
o creates potential for accumulating clutter and junk.
Specifics: Blueprints and construction timelines will be explored after
preliminary approval is received. It is expected the new space would be
available no later than June 1, 2014.
B. Retail hours: modify by closing shop on Tuesdays and extending Wednesday
hours to a 7 PM close
Currently 33 hours/week (closed Monday; Tue 10–4, Wed 10–4; Thurs 10–7;
Fri 10–4; Sat 10–4)
Proposed new hours: 30 hours/week (closed Monday and Tuesday; Wed 10–
7; Thurs 10–7; Fri 10–4; Sat 10–4)
Discussion:
Rationale: It is important to occasionally evaluate the shop hours and align
them with the shop’s goals. As the TS has grown, it has become more difficult
to get all the needed shop prep work done on Mondays. In addition, we need
to grow our customer base by reaching out to new customer segments,
namely working adults.
Pros:
o customers are loyal to shopping on the first day of the week following
the placement of new merchandise on the floor so we expect to have
most Tuesday shoppers move to Wednesdays;
o new customers can be reached by opening another evening;
o eliminates the need for paid staff on Tuesday chapter meeting day and
allows all members to attend meetings;
o eliminates Monday holiday issues;
o provides more time for merchandising the shop floor;
o eliminates one three-hour shift to fill.
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Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
Cons:
o will lose some Tuesday regular customers who will not come back but
generally lost revenue will be recaptured within 12 months as
customers move to shop on Wednesdays and new customers find our
Wednesday evenings convenient for shopping;
o some cost to signage and brochures listing new hours;
o fewer hours make us less competitive for donations and sales.
Specifics: This proposal, if approved, would likely take effect January 1, 2014.
C. New members: form new member thrift shop committee and receive indepth training and participate in special/fun events.
Discussion:
Rationale: A key ingredient for the shop’s success is the ability to train
members thoroughly and cultivate leadership. As the shop has grown so too
has member apathy and it is increasingly difficult to underscore the
importance of the shop. Currently new members undergo a brief retail floor
training session, which may or may not be effective in establishing them as a
competent volunteer. We know that the shop routine is not attractive to all
our members; yet, it is critical for all members to have an appreciation of the
shop and understand their role as volunteers. This recommendation asks all
new members upon joining ALMSP to be
part of the TS new member committee for
one year and participate in several
training sessions and fun work sessions
designed to teach basic shop processes,
reduce shop anxiety, and cement
meaningful friendships.
Pros:
o allows new member volunteers
appropriate time to be adequately
trained in shop procedure basics
and details;
o reduces new member staffing
anxiety;
o cultivates new leadership;
o allows emphasis on fun elements of
the shop through participation in
pricing parties, Elf day, special
features/events, and planned
lunches.
Cons: may reduce the ability of new members to take active leadership roles
in other aspects of the organization.
4
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
Specifics: If there is support for this initiative, the TS leadership would work
with Membership to develop guidelines for these sessions.
D. Management: introduce new options to reduce burnout and involve more
members in the shop management
Discussion:
Rationale: The TS Management Team concept has worked quite well over the
last five years. Shop sales have mushroomed during this period (going from
$145,000 to over $225,000) while at the same time increasing the work of
our volunteer members, especially as it relates to receiving, sorting, and
pricing donations. As such finding committed members to serve on a
management team for a robust two-year period has become a tough sell.
Given this, one of the goals of a new structure is a workable leadership model
that will allow many members to participate in shop management. To do this,
the model must utilize
o a shorter time commitment;
o clearer definition of responsibilities;
o overlapping time for transitioning management in and out; and,
o strong supporting secondary leadership.
Only by doing this will we have a leadership model that is flexible enough to
make it an option for our members while allowing them to travel, care for a
spouse, or enjoy their grandchildren.
Pros:
o a reduced time commitment should allow many members the time to
serve in a management role;
o the shorter time commitment aligns the TS leadership positions with
the timelines used in our philanthropic programs;
o members who enjoy serving on management could easily sign up for a
future leadership slot;
o as more members step into management, there is a broader shared
sense of responsibility by the members for the shop’s success.
Cons: the learning curve for the shop, especially for the newer members,
could be very steep and might prevent them from stepping into a leadership
role because they don’t feel they can learn enough in such a short time.
Specifics: the merits of several options for thrift shop management are being
explored and discussed. The new management structure could be in place for
the 2014–15 fiscal year.
5
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
Other Initiatives
F. Host customer appreciation themed events during evening hours; target
Richfield neighbors and new customers.
G. Enhance customer communication using social media sites such as Facebook and
Pinterest. Leverage website enhancements and improved customer emails to
attract new customers and provide helpful, relevant, and easy-to-use
information.
H. Encourage better hard good
donations by tapping members,
improved networking with sales reps,
and using new backroom space to
enhance on-the-floor features.
I. Maintain supplemental revenue
through consignment sales of clothing
and grow supplemental revenue of
hard lines through development of an
appropriate and effective eBay process
for selling unusual items.
J. Maintain paid staffing on Saturdays
to ensure competent, consistent service; review procedures associated with paid
staffing including job expectations, performance reviews, communications, and
wages.
K. Leverage partnership arrangements to develop shop loyalty: tap into Chamber
resources, Penn Avenue success, and neighboring businesses; continue
exploratory efforts in Rollout Richfield concept; participate in Ashley “Friends and Family “spring 2014 event.
L. Differentiate our shop from others, as PR opportunities become available, by
focusing on all-volunteer staffing and that funds generated from the shop benefit
the local community.
M. Review in-store signage and recommend upgrades.
Processes and Procedures
A. Requiring some modifications
Pricing chart: prices in line; add training on brand awareness and include an
updates list of designer names
Self-Dealing: review self-dealing section of Conflict of Interest policy for
completeness
Liability: need to develop alternatives for off-site storage of TS inventory.
Donation policy: donors no longer need to sign the spiral donation book
when making a donation to the shop. We reviewed this shop procedure and
6
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
determined there is no legal or financial reason to ask for donors to register
their donation.
Thrift shop knowledge: recommend options to deal with volunteer
anxieties/uncertainties. Include a review of the merits of “E” members. Also consider establishing a cash register rescue team with specifically trained
members who answer register questions.
Review backroom procedures:
o increase efficiency of sorting and pricing process;
o maximize usage of space;
o offer opportunities for new members to become involved in the
backroom
Specifically, consider having one day that allows less-experienced members
to be trained in a welcoming, comfortable, and controlled atmosphere,
without the usual hustle-n-bustle of the backroom. This might be established
by restricting backroom access for several hours one day a week to only
those people who have signed up to learn more about the backroom. For
example, Wednesdays before 2 PM might be designated as no “drop-in” day. This would allow a small number of interested members to work
uninterrupted in the backroom while being trained with an experienced
manager.
B. Refined and effective, no changes anticipated
Three-week inventory rotation: current system is working well; items at full
price for 6 weeks before being discounted
Staffing: 3-hour shifts for retail floor; backroom hours tracked manually
Coupons:
o 30% regular coupon online, Choose to ReUse
o 40% coupon received with donation; can be used only on clothing
o 50% inventory markdowns, department sales
o 75% inventory markdowns, department sales
Customer communication: continue to rely on emails and website
Donation of surplus inventory: relationship with From Me to You beneficial
to both sides and effective
Technology: one cash register is sufficient at this time
Security: a nonissue since members are not asked to confront any problems
Items being offered for sale (departments on the floor) are working well
7
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
ADDENDUM
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
Loyal customers; steady donations; nice shop locale and physical
attributes; steady revenue growth; healthy consignment revenue;
customers understand and appreciate nonprofit status;
volunteers fill variety of roles to make shop run smoothly and
keep down expenses.
Inconsistent customer experience; volunteers can be
overwhelmed when working; difficult to control item selection;
discount color-code system is confusing; manual pricing; high
volunteer hour-to-sales ratio; secondary leadership roles not
encouraged or actively working.
Better customer service by educating volunteer workers;
promote the recycling component of business model; formal
thank-you program for donors; automated pricing through
barcodes; streamline backroom operations.
Inconsistent customer experience deters repeat shopping; donors
take their items to consignment shop rather than our thrift to
receive cash; member apathy; members not willing to work at
Shop due to physical requirements; ARC shares same customer
base with us; landlord sells property and/or our monthly rent is
unaffordable.
8
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
Sales by Category
Women’s
Consignment
Designer
Home décor
Men’s
Furniture
Kitchen
Ent/Bks/Toys
Art/Frames
Linens
Shoes
Jewelry
Purses/Luggage
Seasonal
Outdoor/Other
Collectibles
Totals
2012–13
% of total
$52,257
23.4%
$27,833
12.4%
$25,744
11.5%
$16,221
7.3%
$14,873
6.6%
$13,186
5.9%
$12,576
5.6%
$9,836
4.4%
$9,326
4.2%
$8,414
3.8%
$7,681
3.4%
$7,676
3.4%
$7,521
3.4%
$6,030
2.7%
$3,059
1.4%
$1,462
0.7%
$223,695
100.0%
Monthly Sales
June
July
August
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Totals
2010–11 2011–12 2012–13
$14,959
$16,851
$16,113
$14,606
$14,421
$16,554
$12,758
$15,732
$17,134
$13,412
$17,536
$18,645
$19,411
$18,422
$23,418
$18,161
$22,993
$23,539
$15,309
$17,582
$14,925
$11,161
$17,396
$16,990
$10,369
$12,672
$14,153
$14,384
$15,748
$19,684
$13,693
$17,434
$18,008
$17,596
$20,808
$24,565
$175,819 $207,595 $223,728
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Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
Sales by Day: June and Sept
Tues
Jun
Jun
Jun
Jun
Jun
Sep
Sep
Sep
Sep
Totals
Avg
Wed
Thurs
Fri
Sat
Sun
Total
$645
$847
$383
$817
$812
$440
$681
$1,035
$754
$6,414
$1,469
$645
$3,738
$3,567
$3,758
$3,760
$2,620
$4,452
$4,619
$3,960
$31,119
$852.88 $530.63 $853.75 $667.25 $712.67
n/a
$3,889.88
$746
$1,153
$440
$888
$686
$675
$1,490
$745
$6,823
$515
$633
$648
$679
$473
$364
$362
$571
$4,245
$996
$679
$904
$797
$751
$930
$985
$788
$6,830
$634
$719
$949
$584
$270
$333
$747
$1,102
$5,338
$1,469
Square Footage Analysis
Sales
$250,000
$242,000
$235,000
$228,000
$220,000
$223,691
$207,510
$175,660
$177,987
$144,804
Square Footage
Office
Retail
Back
Total
2018
2017
2016
2015
2014
100
100
100
100
100
2,660
2,660
2,660
2,660
2,660
1,230
1,230
1,230
1,230
1,230
3,990
3,990
3,990
3,990
3,990
2013
2012
2011
2010
2009
100
100
100
0
0
2,660
2,660
2,660
2,660
2,430
780
780
780
640
470
3,540
3,540
3,540
3,300
2,900
Expenses y/e May
$69,326
$63,677
$78,530
$72,073
$42,912
10
Consign
$1,717
$300
$1,694
$100
$3,811
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
Options for Management
6
7
8
9
10
11
12
1
2
3
4
5
6
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
June
Option A: 4 months
Comm & Planning
Back summer
Front summer
Back fall
Front fall
Back winter
Front winter
Back spring
Front spring
Option B: 5 months
Comm & Planning
Back summer
Front summer
Back winter
Front winter
Back spring
Front spring
Option C: 7 months
Comm & Planning
Back summer
Front summer
Back winter
Front winter
11
Assistance League Thrift Shop
Business Plan – Nov 2013
FINAL
MANAGEMENT JOBS and RESPONSIBILITIES
Tasks
People reporting to them
Comm & Planning
1. Member communication .........................................................member who does emails
2. External communication .........................................................website, social media (FB,
Pinterest)
3. Committee and board reports
4. Budgeting ......................................................................................work with Asst. Treasurer
5. New member education training/events .........................work with Membership
6. Maintains shop calendar for events....................................work with PR
7. Maintains policies & procedures
8. Paid shop staff liaison
9. Landlord contact
10. Year-end inventory count
11. Year-end shop report
Backroom Manager
1. In/out flow of backroom merchandise .............................all department heads
2. Work with front manager regarding features
3. Keep supplies on hand for backroom ................................supply coordinator
4. Monitor inventory and seasonal changes ........................color change out lead
5. Execute some new member education training
Front Floor Manager
1. Staffing for whole shop (backroom, retail floor) ...........staffing manager
2. Shop layout and appearance .................................................display artist
3. Work with back manager regarding features
4. Shop signage indoor and outdoor
5. Ensure coupons and shop donation forms are available
6. Conduct some new member education training
7. Monitor supplies for front, notify backroom supply coordinator
12
Appendix B
Planning Managers
Chair, Vice chair
Mgmt Mentors
Advisory Team
Shop Managers
Veteran, Rookies
Staffing
Managers
Communication
Training
Internal
External
Thrift Shop Leadership beginning May 2014
Planning &
Financial
Retail floor
Backroom
Daily Coach
Specialists
Sorting & Pricing