Retail business involves a complex workforce with an employer and employees. Each of these complex workforces has a specific role to play to ensure the success of the whole business in general. The manager of the retail shop/business has the main responsibilities as the other employees in the lower rank wait upon his guidelines and directives to initiate the production of goods and services. It is because of these responsibilities tied to the manager that the process of choosing the right person to fit the position becomes a complex and a very demanding one. However, the main aspect to be considered in such kind of a business is the availability of the necessary skills. These skills range from being a technician to design as well as sales. The skills portrayed by the manager become the main determinant of whether the business will fail or succeed. The aim of this paper is to explore the ideal and suitable characteristics of a retail manager.

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For a retail business to be successful, the manager must possess analytical skills. According to (Dunne & Lusch, 2008), these skills are of significant help in solving business problems. It is ultimately the work of the retail manager to ensure that the arising problems are dealt with effectively and the best solutions achieved. Therefore, it is in line with this consideration that this characteristic is important. Largely, he is also charged with analysis of the results. He examines the past and the present production results and this forms the basis for the future actions to be taken. They are further responsible for the examination of the financial data, which are available in the outside market before taking part in the same market (Brill et. all, 2006).

Among the characteristics of an ideal manager is ability to make the company progress forward. An ideal manager must be able to turn business weakness to strengths while capitalizing on the available resources to achieve the company’s objectives and goals. Laying down strategies to evaluate the performance of the current structures and if they require improvement is part of a managers jobs.

The other characteristic of the manager is that they should be creative. They should have the ability to recognize and generate solutions to problems and relevant ideas for the continuity of the business. The use of theoretical formulas and equations may not be sufficient alone in success of a business. Therefore, they need additional knowledge from creativity to secure a position in the competitive external world (Dunne & Lusch, 2008).

Further, they need to portray the character of decisiveness. Robert defines this as the ability to render valid judgments as well as make quick decisions in times of urgent needs. Retail business in most cases calls for rapid decisions to be made. This is because the business does not provide ample time to the decisions to be formulated an example is in fashion trends which changes very quickly. However, in such a situation the manager is required to confidently, and correctly make quick decisions to meet the consumer desires.

Risk taking, like any other business, the success of retail business is realized through the initiative of taking risks.  The retail manager should therefore be willing to take calculated risks, which must be based on thorough examination, analysis and sound judgment. In return, they should be willing to assume responsibility of the results (Dunne & Lusch, 2008).

They must further have organizational skills. This refers to the ability to establish plans and priorities as well as follow through in the road to achieving them. Organization is a key characteristic as the managers in most cases are faced with many functions, issues and projects at the same time. All this calls for good planning and setting priorities. He is also responsible for organizing the sales environment that includes ensuring that the stocks are replenished in time as well as its allocation (Bhatia, 2008).

The other characteristic is that he/she should be flexible. The manager should be able to adjust to the constantly changing situations in the business. They should have the enthusiasm to do all that is needed to ensure that the organization runs smoothly. An ideal manager must also learn to make critical decision when they are due. These decisions include reshuffling employees who have overstayed in one location to ensure that they remain active in their work. To be successful, a business must maintain the priorities of its customers at frontline. An ideal manager understands these priorities and ensures at all time the interests of the customer are served first (Cammock, 1991).

In conclusion, the retail manager is the backbone of the business and so he /she must portray all the above characteristics for the success of the business in general as well as to allow an opportunity for the business in question to earn a competitive position in the external market. Moreover, the ideal characteristics of a retail manager are inexhaustible. The most looked at indicator is if the company is making any progress under the manager before any in-depth analysis is carried.


Bhatia, S. (2008). Retail management. New Delhi: Atlantic Publishers & Distributors.

Dunne, P., & Lusch, R. (2008). Retailing. Mason, OH: Thomson/South-Western.

Cammock, P. (1991). The characteristics and behavior of effective and ineffective managers.

Brill, J. M., Bishop, M. J., & Walker, A. (2006). An investigation into the competencies required of an effective project manager: A Web-based Delphi study. ITLS Faculty Publications, 10.