Sales Transfer

Playbook Store Operations Revised 07/24/2015 Copyright© Office Depot, Inc.

2

OVERVIEW Our mission, as we navigate both Office Depot and OfficeMax store closures, is to maintain our customer base. In support of this objective, we are implementing the Sales Transfer Program. By designating Brand Ambassadors from within our stores, this program will not only inform our existing customers of a store closing, but will also allow for a more personal approach to help our customers transfer their business from one store to another. The Sales Transfer Program offers us the opportunity to communicate directly with our customers and assure them that we will continue to fulfill their business, office supply and personal needs

Table Of Contents

Topic Page

Sales Transfer Stores……………………………………………….…. ……...……………………3

Program Timeline & Calendar………………………………….…. ……...……………………4

Brand Ambassadors Overview……………………………………….. …..……………………….9

Brand Ambassadors Role in Closing Store…………………………. …..……………………..10

Customer Information Capturing……………………………………… ………………………….14

Brand Ambassadors Role in Primary Transfer Store………………. ………………………….16

Brand Ambassador FAQs……………………………………………... ………………………….19

Data Communications………………………………………….. ………………………….21

Closure Captains………………………………………………... ………………………….22

Store Visit Guide………………………………………………… ………………………….23

Inventory Management…………………………………………. ………………………….27

Scorecard………………………………………………………… ………………………….29

Facilities Refresh………………………………………………... ………………………….33

Labor……………………………………………………………... ………………………….37

Signage…………………………………………………………... ………………………….39

Print Centers………………………..…………………………… ………………………….40

Print Services Best Practices………………………………..… ………………………….43

Brand Ambassador Program Training………………………... ………………………….44

3

One of the most significant challenges Office Depot faces with the store closing process is to ensure we can help our customers transfer their business from one store to another. An additional challenge is communicating to our customers that they can transfer their business from one brand to another within the market area. This playbook outlines tactics and plans for retaining all of our customers during our store closing process.

SALES TRANSFER STORES

Transfer Stores Defined

As we begin, it is important to outline the terms that will be used throughout this communication. Stores designated as receiving the Closing Store’s sales will be assigned to one of two groups, as follows:

• Primary Sales Transfer Stores:

– Store(s) designated to receive the majority of the Closing Store’s customer traffic and sales in the

market. Consequently all the tactics outlined in this play book will focus on the Primary Sales Transfer location.

• Secondary Sales Transfer Store(s):

– One or more stores that can expect additional customer traffic and sales from the closing location.

Specific strategies within this playbook will apply to the secondary store(s).

• Below are the criteria used to differentiate a Primary Sales Transfer Store from a Secondary Sales

Transfer Store.

4

The Sales Transfer Program rolls out in four (4) phases over a 21 week period. Each phase includes a specific focus for the Brand Ambassadors and Closing Captains.

PROGRAM TIMELINE

Phase I Phase II Phase III Phase IV

Timing Pre-Closing Sale

Preparation First six (6) weeks of

Closing Sale Last two (2) weeks

of Closing Sale Post Store Closing

Focus Closing Store 60%

Transfer Stores 40%

Closing Store 5%

Transfer Store 95%

Closing Store 50%

Transfer Stores 50%

Closing Store 40%

Transfer Stores 60%

Execution

Staffing

Closing Store Prep

Clearance Transfers

Brand Ambassador Set-Up

Brand Ambassador execution in Closing store

Brand Ambassador execution in Transfer store

Brand Ambassador execution in Transfer store

5

July/August 2015

Sales Transfer Program Calendar

Sun Mon Tue Wed Thu Fri Sat

19 20 21 22 23 24 25

26 27 28 29 30 31 1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

Brand Ambassador Selection

Transfer Store Managers Begin Planning Incremental Staffing & Scheduling

Brand Ambassador Selection

Brand Ambassador Selection

Brand Ambassadors Selection

Closure Captains Meet with Closing/Transfer Store SMs to Evaluate Staffing Plans

Closure Captains Meet with Closing/Transfer Store SMs to Evaluate Staffing Plans

Brand Ambassadors Selection

Final Talent Selections Communicated to Associates

Regional Contingent Staffing Conf. Calls

Critical Path Walks

Ph

ase I

Store Closings Announced

Transfer Store Webinar

DSM discussions with Transfer Stores for

Talent Retention Store Refresh Process / Transfer Store SMs

Create SOWs

Store Refresh Process / Transfer Store SMs Create SOWs

ROMs Approve SOWs & Submit to Facilities

Approved SOWs with final costs sent to SM

& ROM

6

September 2015

Sales Transfer Program Calendar

Sun Mon Tue Wed Thu Fri Sat

30 31 1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

Final Talent Selections Communicated to Associates

Final Talent Selections Communicated to Associates

Brand Ambassadors Training & Scheduling

Brand Ambassadors Working in Closing Store

Brand Ambassadors Working in Closing Store

Brand Ambassadors Training & Scheduling

Final Talent Selections Communicated to Associates

Brand Ambassadors Training Complete

Closing Sale

Brand Ambassadors Regional Conf. Call

Milestone Walks

“Welcome” Sign Kits Arrive in Stores

Store Refresh Complete (Select

Stores)

Critical Path Walks

Critical Path Walks

Milestone Walks

Closing Sale

Ph

ase I

Ph

ase II

7

October 2015

Sales Transfer Program Calendar

Sun Mon Tue Wed Thu Fri Sat

27 28 29 30 1 2 3

4 5 6 7 8 9 10

11 12 13 14 15 16 17

18 19 20 21 22 23 24

25 26 27 28 29 30 31

Brand Ambassadors Working in Closing Store

Brand Ambassadors Working in Closing Store

Brand Ambassadors Working in Closing Store

Brand Ambassadors Working in Closing Store

Brand Ambassadors Working in Closing Store

Milestone Walks

Milestone Walks

Milestone Walks

Milestone Walks

Milestone Walks

Closing Sale

Closing Sale

Closing Sale

Closing Sale

Closing Sale

Ph

ase II

Incremental Staffing Plan in Place

8

November 2015

Sales Transfer Program Calendar

Sun Mon Tue Wed Thu Fri Sat

1 2 3 4 5 6 7

8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30 1 2 3 4 5

Retained Associates Begin in Transfer Stores

Store Closing Date

Milestone Walks

Milestone Walks

Closing Sale

Closing Sale

Brand Ambassadors Working in Transfer Store

Brand Ambassadors Working in Transfer Store

Brand Ambassadors Working in Transfer Store

Ph

ase III

Brand Ambassadors Working in Transfer Store

Ph

ase IV

9

A comprehensive Sales Transfer Program is implemented to retain our customer base during OfficeMax and Office Depot store closures.

A valued and vital component of this program is the Brand Ambassador role. A video highlighting the importance of our Brand Ambassadors is available for Office Depot and OfficeMax stores.

BRAND AMBASSADOR OVERVIEW

Brand Ambassador Selection

• The District Sales Manager and Transfer Store Manager will jointly select associates from the

Primary Transfer Store to fulfill this vital role

– 1 primary Brand Ambassador (to work up to 40 hours/week)

– 1-2 secondary Brand Ambassadors (to provide fill-in coverage)

• Selected associates should be those who:

– Interact well with customers

– Proudly represent the store and our brand

• While serving as Brand Ambassador, the individual should have no other store responsibilities.

Brand Ambassador Role

• The Brand Ambassador will perform critical roles in both the Closing Store and the Primary

Transfer store

• Throughout the next several pages, details on the Brand Ambassador’s roles, materials needed

and checklists will be labeled as pertaining to the Closing Store or to the Primary Transfer Store, as shown below:

PRIMARY TRANSFER

STORE

CLOSING STORE

10

BRAND AMASSADOR ROLE

Primary Role at Closing Store

• Responsibilities:

– Set up the Brand Ambassador table

– Greet all customers who enter the store

– Explain that the store is closing and provide location(s) of nearby Office Depot/OfficeMax

stores

– Ensure EVERY customer who enters the store is given a Transfer Flyer

– Ask customers if they would like to provide their contact information to receive deals and

future coupons.

– As time permits (no later than at the end of each day), electronically enter the customer’s

contact information using a store computer connected to Wi-Fi. Use this website: http://survey.confirmit.com/wix/p3068746674.aspx

– Proudly represent our newly combined organization, Office Depot, Inc., particularly if we are

transferring customers cross-banner

• Schedule:

– Location: The Brand Ambassador will work for several weeks in the Closing Store

– Duration: Starting on Day 1 of Liquidation Sale through 2 weeks prior to closing

– Days: 7 days a week

– Hours: 10:00am – 4:00pm (can be adjusted based on peak traffic patterns)

AT CLOSING STORE

11

BRAND AMASSADOR ROLE

Required Materials

AT CLOSING STORE

Co-branded Tablecloth

$5 Gift Card Sign Customer Survey Form

6’ table

Transfer Flyer

$5 Co-branded Gift Cards Co-branded Tote Bags

Clipboards (3)

Pens (1 box)

Clear Plexi Sign Holders (2)

Copy & Print Flyer

Access through Local Marketing Playbook (“Store Transfer” tab):

Local Marketing will ship via UPS to Transfer Store Manager:

From Closing Store’s Inventory:

From Transfer Store’s Inventory:

12

Utilize the Checklist below to ensure key action items are completed at the Closing Store.

BRAND AMBASSADOR TASK LIST AT

CLOSING STORE

() Who When Description / Task

Transfer Store Manager

3 business days prior to start of BA Program

Ensure you have collected all Brand Ambassador materials shown on Page 11 (Exception: 6’ table)

Print from Local Marketing Playbook (“Sales Transfer” tab):

– Transfer Flyer (print 250 copies) – Copy & Print Center Flyer (print 250 copies) – Customer Survey Form (print 250 copies) – Free $5 Gift Card Incentive Sign (print 1 copy)

Transfer Store Manager and Brand Ambassador

1st Day of BA Program

Bring all materials shown on Page 11 to the Closing Store (Exception: 6’ table)

Determine the best location at the front of the Closing Store to set up

Ensure Brand Ambassador access to store computer or tablet with Wi-Fi for the duration of the program

Set up Brand Ambassador table (see illustration below) NOTE: Transfer Store Manager should go to the Closing Store

with the Brand Ambassador for the first two days to provide support and help answer questions not addressed in the FAQ section

13

Utilize the Checklist below to ensure key action items are completed at the Closing Store.

TASK LIST, CONTINUED AT

CLOSING STORE

() Who When Description / Task

Closing Store Manager

1st Day of BA Program

Provide 6ft. table for Brand Ambassador (from Store Inventory) Assist with table set up Advise the Brand Ambassador what your Store # is so it can

be entered electronically along with the customer contact information

Closing Store Manager

Daily Print additional copies for Brand Ambassador as needed (PDFs are located in the Local Marketing Playbook under the “Sales Transfer” tab)

– Transfer Flyer – Copy & Print Center Flyer – Customer Survey Form

At the end of each Brand Ambassador shift, store the $5 gift cards in a safe location, and provide the gift cards back to the Brand Ambassador the following morning.

Instruct all store associates that when the Brand Ambassador is not present in the closing store, they should distribute the Transfer Flyer to ALL customers. Keep a stack at each register. The flyer should not just sit on the Brand Ambassador table or be distributed as a bag stuffer.

14

Customer Contact Capture Form

The Brand Ambassador role includes capturing the closing store’s customer contact information. This contact information will be used for email and direct mail to transition customers to the transfer store.

CUSTOMER INFORMATION CAPTURING AT

CLOSING STORE

15

CUSTOMER INFORMATION CAPTURING, CONTINUED

AT CLOSING STORE

Customer Info Capture Process

• Customer greeting: “Good morning [afternoon / evening]! Are you currently receiving Office

Depot [OfficeMax] offers by mail or email?”

– IF NO: “We would like to give you a $5 Gift Card if we could get some information to

send you some great offers.”

– IF YES: “That’s great! Thank you for shopping with us.”

• Ask customers to fill out the form with their information.

• Assure customers that by providing their contact information, they will receive special coupon

deals via direct mail and email, and that we don’t share their personal information.

• In order to receive the $5 Gift Card, customers must check the box at the bottom of the

form indicating, “YES, I would like to receive Office Depot OfficeMax communications, including exclusive discounts and offers”.

• When time permits, the Brand Ambassador should use a store computer or tablet to

electronically enter the customer information. Use this website: http://survey.confirmit.com/wix/p3068746674.aspx

– The Brand Ambassador will first select their state and the Closing Store number.

– After entering each customer’s information, click “Submit.” The customer information is

captured, and the form will reload.

• The $5 Gift Cards and the Tote Bags will not be replenished.

– If you run out of Gift Cards: Continue to request customers’ information, offering the

tote bag as the incentive. Remove the $5 gift card sign from the Brand Ambassador table.

– If you run out of Tote Bags: Continue to request customer information, offering the

coupon deals they will receive via email and direct mail as the incentive.

16

BRAND AMBASSADORS

Primary Role in Primary Transfer Store (Brand Ambassador’s home store)

• Responsibilities:

– Set up Brand Ambassador table

– Greet all customers who enter the store

– Try to identify customers who are coming from the Closing (or Closed) Store by...

Seeing if they have the Transfer Flyer in hand

Or asking, “Is this your first time shopping with us?”

– Ask customers if they would like to enroll in Office Depot OfficeMax Rewards and receive a

$10 coupon that they can use on their in-store purchase of $50 or more

Do not give the customer the $10 coupon unless they enroll in-store

– The Rewards enrollment process should be done using either:

Dedicated POS terminal close to the Brand Ambassador table

Handheld iPhone POS device

• Schedule:

– Location: The Brand Ambassador will work for several weeks in the Primary Transfer Store.

– Duration: 4 weeks (2 weeks prior to store closing date + 2 weeks after close)

– Days: Monday – Sunday (7 days a week)

– Hours: 10:00am – 4:00pm (can be adjusted based on peak traffic patterns)

AT PRIMARY

TRANSFER STORE

17

BRAND AMASSADOR ROLE

Required Materials

AT PRIMARY

TRANSFER STORE

Co-branded Tablecloth

6’ table

Weekly Inserts

Clear Plexi Sign Holder

Access through Local Marketing Playbook:

Bring back from Closing Store:

From Transfer Store’s Inventory:

Pens (1 box)

Loyalty Enrollment Kits

All remaining Co-branded Tote Bags

Loyalty Sign

(see “Store Transfer”

tab in Playbook) (NEW IMAGE

COMING SOON)

Rewards Coupon Flyer

(create a “Rewards” play with $10 off $50 coupon)

18

Utilize the Brand Ambassador’s Checklist to ensure key action items are completed at the Primary Transfer Store.

BRAND AMBASSADOR TASK LIST AT

PRIMARY TRANSFER

STORE

() Description / Task Who When

Transfer Store Manager

3-4 weeks before BA returns to Transfer store

• Check your supply of Office Depot OfficeMax Rewards

enrollment kits. If you are running low, order more from iProcurement.

Transfer Store Manager

3 business days before BA returns to Transfer store

• Ensure you have all materials shown on page 17

• Print from the Local Marketing Playbook (“Sales Transfer tab):

– Loyalty flyer (print 1 copy)

• Create a Rewards coupon flyer through the “Rewards” play in

the Local Marketing Playbook; include a $10 off $50 offer

– Once the play is approved by your DSM, print 100

copies initially (more as needed)

• Set up the Brand Ambassador table at the front of the store

with:

– Loyalty sign in plexi sign holder

– Rewards coupon flyers

– Loyalty enrollment forms

– Pens

– Weekly insert copies

– Tote bags (remaining from the Closing store, if any)

Transfer Store Manager and Brand Ambassador

BA’s 1st Day at Transfer Store

• At the end of each day, store the remaining tote bags in a safe

location until the following morning.

Brand Ambassador

Daily

• Using your store’s UPS Account #, return the co-branded

table cloth to corporate’s fulfillment warehouse. Ship via UPS Ground to:

JKG Fulfillment

Attention: Bob Gittlin 740 South Powerline Road

Building 4 Suite A Deerfield Beach, FL 33442

(561) 241-7734

Transfer Store Manager

At completion of BA Program

19

BRAND AMBASSADORS

Merger FAQs

Q: When did Office Depot and OfficeMax merge?

A: November 2013.

Q: Why did Office Depot and OfficeMax merge?

A: By bringing together the best of both Office Depot and OfficeMax, the new Office Depot, Inc. will be a stronger, more efficient global provider of office products, services and solutions.

Q: Will OfficeMax branded stores now become Office Depot branded stores?

A: While we work to bring the assets of Office Depot and OfficeMax together, we will continue to operate our retail locations under both banners. Regardless of the retail location you choose to visit, you will find the services and supplies you need, including leading national brands and the best of our private label offerings.

Q: I am a member of your retail loyalty program (Office Depot Rewards and/or OfficeMax MaxPerks).

What happens to my rewards?

A: Our combined loyalty program is called Office Depot OfficeMax Rewards. The new program is similar to the previous Office Depot Rewards program. Once this store closes, you will have the opportunity to sign up for loyalty at the Primary Transfer Store with the assistance of a Brand Ambassador.

Q: How do I find out more about the merger or any new updates and developments?

A: We have created a website specifically to provide information about our merger. Visit www.officedepotmaxmerger.com to read more news.

Q: I recently had my local store close 6 months ago and now this store is closing too?

A: I am extremely sorry for any inconvenience. As the two companies merge, we are consistently looking for better opportunities and store locations.

Brand Ambassadors should review all Frequently Asked Questions and be able to answer and speak to all points. If you have received questions that are not addressed in this FAQ section, please contact your Closure Captain.

Staples Acquisition FAQs

Q: Will Office Depot and OfficeMax stores accept customer returns of purchases made at Staples?

A: No. Until the transaction has been approved and the merger completed, Office Depot and Staples will continue to operate independently, as completely separate companies, continuing to compete against one another.

Q: Will Office Depot and OfficeMax accept Staples coupons?

A: Yes. Continue to follow the Price Match Policy. Until the transaction has been approved and the merger completed, Office Depot and Staples will continue to operate independently, as completely separate companies, continuing to compete against one another.

Q: Will Office Depot and OfficeMax accept Staples credit cards?

A: No. Associates can explain to the customer that at this time we cannot accept Staples credit cards. Explain the similar program Office Depot has to offer and ask if they would like to sign up for it today.

20

BRAND AMBASSADORS

Staples Acquisition FAQs, continued

Q: Will Office Depot and OfficeMax accept Staples gift cards?

A: No. Associates can apologize to the customer and explain that at this time we cannot accept these forms of payment and ask Is there another form of payment you would like to choose for your purchase today.

Q: Will Office Depot and OfficeMax redeem Staples loyalty points? Will points be transferable?

A: No. Associates can explain to the customer that at this time we cannot process Staples loyalty program. Explain the similar program Office Depot has to offer and ask if they would like to sign up for it today.

Q: Will there be any changes to our price-matching policy?

A: No. Our price-matching policy will not change.

Q: Can you match Staples contract pricing?

A: No. Apologize for the inconvenience and explain that contract pricing for Staples is currently not available in our stores.

Q: Do our store hours change to match the other company?

A: No. Until the transaction has been approved and the merger completed, Office Depot and Staples will continue to operate independently, as completely separate companies, continuing to compete against one another.

Q: Will Office Depot and OfficeMax stores accept Staples Tax Exempt Card?

A: No. Associates can apologize to customer and explain that at this time Staples Tax Exempt Numbers cannot be accepted. Simply ask the customer if they can provide their 501c letter or exemption certificate so they can be signed up through the Office Depot or OfficeMax system.

21

BRAND AMBASSADORS

Loyalty FAQs

Q: How is the Office Depot OfficeMax Rewards program different from the old programs?

A: For Office Depot Rewards members nothing has changed. MaxPerks members will now earn the same 10% back in rewards on paper, ink, toner, copy, print and shipping services that Office Depot Rewards members have always enjoyed.

Q: How do I join Office Depot OfficeMax Rewards?

A: Join online at www.officedepot.com/rewards, in any Office Depot or OfficeMax store, or by phone at 866-562-3872. If you enroll in store or over the phone, you must create an online account to access your reward certificates.

Q: How do I earn rewards?

A: You can earn rewards in so many ways:

– Rewards for shopping. Purchase the products you use most like paper, ink & toner, and you’ll get 10%

back in rewards every day.

– Rewards for recycling. Think of all your empty ink and toner cartridges as more ways to get rewarded.

– Offers just for members. Giving you the best of the best is what we do best including special coupons,

invitations to exclusive sales events & more.

– Bonus rewards for birthdays. Celebrate your special day with more than just cake and candles – enjoy a

special gift from us to you.

– Membership is FREE. Join in store or online at officedepot.com/rewards today.

Program Data

• As the Sales Transfer Program continues, weekly data will be posted to the Store Portal each

Wednesday, as it is available. This data will provide closing and transfer stores with the following:

– Customer Data Capturing Statistics

– Coupon Redemption Results

• Data will be available on the Store Portal each Wednesday under the following location:

– OD Portal: Ops > Store Ops > Sales Transfer Program > Communication and Memos

SALES TRANSFER PROGRAM DATA COMMUNICATIONS

22

Closure Captains FAQs

• How will the Closure Captain affect my store?

– If your store is closing or is located near a closing store, the Closure Captain will be visiting your

store to ensure all of the Sales Transfer elements are in place and we are successfully transferring customers. The Closure Captain will be your partner throughout the entire process, assisting you by coaching and recommending best practices to enhance the customer experience.

• What tools will be used by the Closure Captain to determine if your store is executing sales

transfer elements flawlessly?

– The Closure Captain will be utilizing milestone tools specifically designed to indicate the level of

readiness and execution in all areas of the store, from store condition to execution of Brand Ambassador program. The milestone tools are not intended to report non-compliance, but rather will be used as a tool to work together with the Store Manager to identify areas that need attention.

• What will be the frequency of the store visits?

– Your Closure Captain will contact you ahead of time to schedule visits. You can expect the initial visit

to take an entire day to complete, as the milestone tools are quite detailed.

Closure Captains are select Store Managers who will help support stores and DSMs to drive the Sales Transfer Program’s success. They will be working directly with DSMs, Closing and Primary Transfer Store Managers and Regional Operations Managers, serving to guide, monitor, train, and implement the required processes of the Sales Transfer Program in the field.

• Closure Captains will provide support, input, recommend solutions, and facilitate change to resolve

issues impacting our customer retention program.

CLOSURE CAPTAINS

Escalation Process

All identified issues, as a result of the various observational store walks, will be escalated to the proper contact by the Closure Captain. This will be the sole form of communication to the Support Center team.

Any issues identified by Store Managers should be passed to the Closure Captains. All issues will be reviewed by Closure Captains and Regional Operations Managers to ensure resolution is within 24-72 working hours.

Closure Captain Contacts

Region

Coverage Regional Ops

Managers ROM Cell Closure Captain Closure Captain

Cell

10 / 14 Andrew Smith (903) 372-0302 Idriss Alaoui (215) 432-7516

14 / 28 Jeff Mengel (847) 401-2334 Myrna 'Lynn' Lawson (616) 481-6286

17 Brad Larson (623) 910-2748 Carlos Lopez-Leon (702) 606-1378

22 / 28 Bobby Grant (972) 365-3914 Randy Boyer (512) 787-7111

10 Steve Gordon (407) 619-1360 Omar Kassim (321) 228-7729

27 Steve Gordon (407) 619-1360 Mark Kiser (954) 683-2288

28 Bob Bowen (360) 239-1917 LeAndra White (720) 998-5714

23

STORE VISIT GUIDE The success of the Sales Transfer Program will be partially measured through a series of store visits made by Closure Captains and District Managers.

Transfer Store Milestone Walk

• Purpose

– To identify opportunities, based on critical milestones, in the Transfer Store that may hinder the

proper service and/or retention of our customers’ business.

– To measure our most critical sales categories as a scorecard to ensure we achieving our goals in

categories such as: sales to plan, profit to plan, CSAT, payroll to plan, conversion, save the sale, and service selling.

– The 5 milestones are Leadership & Development, Authentic Customer Engagement, Print Service,

and Facilities Refresh.

These questions mirror the DSM Visit Guide in an effort to keep Closure Captains and Regional Operation Managers aligned to the important behaviors that help ensure retention of our customers.

– The Closure Captain works with the store’s Management team and associates to improve areas of

opportunity and ensure the proper processes and procedures are in place to effectively retain our customers.

– Any critical concerns are to be communicated to the DSM and Regional Operations Manager (ROM)

to determine if additional resources are needed.

• Where

– Transfer Stores

• Timing

– Weekly.

– Starting the first week of the closing sale and going beyond the store closing.

– Closure Captains will complete a Milestone Walk on every store visit.

• Who

– Closure Captain and Store Manager

• Reporting

– The Closing Captain and SM utilizes standard channels for resolution of issues.

– A specific recap (22 questions) of store issue is complete on every visit, recapped the team, and

sent to the proper Regional Operations Manager.

24

STORE VISIT GUIDE Transfer Store Milestone Walk Example (pg 1)

25

STORE VISIT GUIDE Transfer Store Milestone Walk Example (pg 2)

26

STORE VISIT GUIDE Transfer Store Critical Path Systems Checklist

27

INVENTORY MANAGEMENT

Closing Store Inventory Steps

The main goal during Store Sale Transfers is to successfully provide an outstanding customer experience during the closure process. Inventory Management will assist in transitioning all existing and new customers over to the receiving store, without any loss of customer base by:

Ensuring inventory levels are increased due to anticipated sales increases in all receiving stores.

Liquidating dead inventory from our open stores to Closing Stores within the district.

Transferring out clearance product and tech product back to our crossdocks, or active stores within the district.

STEP ACTION

1 Just over three (3) weeks prior to the beginning of liquidation sale, Inventory Management will turn off all replenishment to the Closing Store. Locked-in product will be unallocated and diverted to receiving stores within the District.

2 Inventory Management will coordinate with District Store Managers (DSMs) and existing stores within the district to assess clearance transfer opportunities. Once the transfer quantities are determined, Inventory Management will work alongside the DSMs, existing stores, and the transportation team to deliver the requested SKU quantities into the Closing Stores for liquidation. The Inventory Management will coordinate with merchants and provide DSMs with the eligible Clearance list.

3 The Inventory Management team will also coordinate the transferring of overstock items from the servicing crossdock or distribution center to the closing stores. Once the transfer quantities are determined, the Inventory Management will work alongside the servicing crossdock or distribution center, closing stores, and the transportation team to deliver the overstock SKU quantities into the Closing Stores for liquidation.

4 Moreover to the transferring clearance product into Closing Stores, the Inventory Management team will coordinate with the Closing Store and DSM to transfer high tech, low margin SKUs back to the servicing crossdock or distribution center, or other active stores within the district.

5 In addition to transferring clearance product into Closing Stores, the Inventory Management team will coordinate with the Closing Store and DSM to transfer consignment merchandise out of the store prior to the Sale or at some point into the sale and select ink/toner SKUs four / five weeks into to the liquidation back to the other active stores within the district.

6 Furthermore, the Inventory Management team will coordinate with the Forecasting team to reduce the targets on the consignment merchandise week by week prior to Sale to avoid the overflow of the consignment inventory.

28

INVENTORY MANAGEMENT Receiving Store Inventory Steps

STEP ACTION

1 Inventory management will make inventory parameter changes to weeks of Forecast and safety stock levels based on sales lift data received from the real estate team and proximity to the Closing Store (ie: stores within close proximity to Closing Store, <1mile, with a high anticipated sales lift, will be given 2 weeks of forecast) to the receiving stores. Five (5) weeks prior to closing, receiving stores will begin to see store inventory levels

rise due to the parameter changes. It is crucial during this period that the store management team monitor store inventory

levels and communicate to Inventory Management if there are significant product shortages.

2 The Inventory Management team will continuously monitor scan outs and sales in the

receiving stores, making any inventory parameter adjustments, as needed.

High Tech Transfers to Crossdock and stores within District

STEP ACTION

1 For OD Closing Stores, high tech SKUs will be sent back to the servicing crossdock. For OM Closing Stores, the District Manager will be responsible for transferring product back to stores within the district with the most need. Once notified of the high tech SKUs to transfer, both banners will have one (1) week to prepare and transfer SKUs from the Closing Store.

2 Displays will not be part of the transfer process.

3 The DSM in coordination with the Regional Transportation Manager (RTM) will be

responsible for communicating the transportation plan for the pick-up of transfers back to

the crossdocks or other stores within the district.

Primary Receiving Store Inventory Responsibilities

STEP ACTION

1 Plan for increased quantity of deliveries.

2 Prepare staff for freight increase.

3 Inform Closure Captain of any issues regarding inventory issues.

Inventory Management Contact

For questions regarding inventory management, contact your Closure Captain. Details regarding specific transfers will be communicated in store specific email communications.

29

SCORECARD The Customer Transfer Scorecard Tracker is designed to analyze the performance of Primary Transfer Stores in the Sales Transfer Program, and identify which closed store groups are on track, outperforming or underperforming. The Scorecard will also provide data to identify the cause of performance issues.

Summary Tab: Tips & Shortcuts

This file is cumulative. Use this drop down to select the past weeks.

Closing store groups are shows. The status indicator is program to date.

File lists the Sales Transfer percentages: Rolling 4 Week Weekly Program to date

Custom Tab: Data Groupings

• Stores can be grouped in a variety of ways :

Pilot Stores: Grouped by Region

Post Pilot: Grouped by interim & Wave 1

30

SCORECARD Tab Descriptions

TAB DESCRIPTION

Tracker overview Descriptions of each tab and more detailed information on data included

Level 1 summary – program level

Provides overall view of the transfer rate program, with graphs for full store; also includes ability to change model week to view historicals and whether graphs show the full expected performance line vs. solely performance to date

Level 1 summary – store level Shows graphs of sales and transfer performance on a weekly and accumulated basis for the closed store selected in the drop down menu

Level 2 detail – closed store Supplements the sales and transfer information with a variety of performance metrics designed to identify drivers of over/underperformance, includes IGM, traffic, transactions, conversion, AOV, inventory outs, STAR and CSI

Level 2 detail – receiving store Provides the same detail as the prior tab, “Level 2 detail – closed store”, but shows each individual receiving store rather than the closed store grouping

Sales & TR by custom tag Provides sales/transfer data for a custom grouping, specified on the “Level 2 detail – closed store” tab

CATEGORY PERFORMANCE RANGE

Outperforming Accumulated revenue is greater than 1 standard deviation above expected store performance (expected performance is based on similar historic store closures)

On Track Accumulated revenue is between +1 and -1 standard deviations of the average

Moderately Underperforming Accumulated revenue is between -1 and -2 standard deviations of the average

Significantly Underperforming Accumulated revenue is more than 2 standard deviations below the average

31

SCORECARD Frequently Asked Questions

Q: How is transfer rate % calculated?

A: Transfer rate is the percentage of a closed stores expected sales that the transfer store is receiving above their current expectations.

Both the closing store and the transfer stores’ expectations are produced by APT (adaptive predictive technology).

• This is a 3rd party technology that takes into account the recent trend for a store and compares closing

& transfer stores with control stores within our chain.

• This is a more accurate representation of the lift that we can attribute to sales transfer activities that

using last year’s sales or our AOP.

• Please refer to transfer rate example below:

Q: Store #1234 is up 2% over last year, but there is a transfer rate listed of 13%. Why aren’t these

numbers the same?

A: Transfer rate is calculated off of the expectations of the CLOSED store. See example below:

Receiving

Store #1

Receiving

Store #2 Total

Sales 60,000$ 45,000$ $105,000

Target Transfer Rate 15% 5% 20%

Transfer $ $7,500 $2,500 $10,000

with Transfer $ $67,500 $47,500 $115,000

Sales 75,000$ 43,000$ $118,000

Transfer $ 15,000$ (2,000)$ 13,000$

Transfer Rate 30% -4% 26%

Expected

Actual

Closing Store Expectations: Weekly Sales: $50,000 Transfer Rate: 20% Transfer $: $10,000

Expected Actuals Vs Last Year

Closing Store

Primary Receiving Store

Closing Store Sales

Transfer Rate

Transfer $

Receiving Store Sales

Receiving Store Sales

Transfer $

Transfer Rate

LY Receiving

Store Sales

Comp Rate %

1234 5678 $33,796 1% $348 $87,676 $92,163 $4,487 13.3% $90,000 2%

Expected Transfer $ = Est Closing Store Sales X Expected Transfer Rate Actual Transfer $ = Actual Receiving Store Sales - Expected Receiving Store Sales Actual Transfer Rate = Actual Transfer $/Expected Closing Store Sales

32

SCORECARD Frequently Asked Questions

Q: Store #1234 has a negative transfer rate. How is this possible?

A: Transfer rate is the percentage of a closed store’s expected sales that the transfer store is receiving above their current expectations. If a store’s actual sales are below their current expectations, there will be a negative transfer rate.

• Please refer to transfer rate example on the previous page. Receiving store #2 has a negative transfer

rate.

Q: Store #1234 is closing. There is a store right across the street that is expected to receive 30% transfer and one that is 5 miles away that is expected to receive 5% transfer. Why would we expect

anyone to transfer 5 miles away?

A: Distance is one of a few factors that go into determining receiving stores and transfer rates. Other factors include competition, barriers, road networks and customer’s shopping propensity and location.

• In this scenario, there is a segment of the closing store’s customer base that shops and/or lives close to

the store that is 5 miles away.

Q: How is status (outperforming, on track, etc) calculated?

A: This is calculated by the accumulated transferred revenue (not weekly) compared to expected store performance, based on similar historic store closures.

Q: Store #1234 is listed as moderately underperforming, but exceeded transfer rate % expectations

last week. Shouldn’t the store be listed as outperforming?

A: Store status designations are calculated by the accumulated transferred revenue (not weekly) compared to expected store performance, based on similar historic store closures.

• If the store keeps up their positive trend, they will eventually track as “on track.”

Q: Store #1234 is listed as moderately underperforming. The store has 3 receiving stores. Two are outperforming and one is severely underperforming. Shouldn’t the closing store be listed as on

track?

A: Closing store status designations are calculated by the accumulated transferred revenue for all receiving stores.

33

STORE REFRESH The Store Refresh is an event that is intended to spruce up designated Transfer stores in the following areas: Vestibule, Flooring, Lighting, Restrooms, and Walls. The result of the Refresh will enhance the customer experience by providing a clean, newer looking store.

• Stores will be charged accordingly for total cost of Refresh. Transfer stores with an expected

Transfer Rate of $75K or more will receive a Store Refresh.

Max (A) Mid (B) Min (C)

Vestibule

•Replace wall boards and paint entire area •Replace glass and clean framing •Patch and paint walls as needed •Replace floor •Upgrade lighting

•Caulk, clean glass and framing •Clean floor and repair as needed •Replace lighting

•Patch and paint walls as needed •Clean glass, framing, and floor •Relamp fixtures

Avg. Costs $2,500.00 $1,800.00 $700.00

Flooring:

•Replace tile sections •Replace sections & transition strips •Replace & crack fill concrete •Strip & wax floor

•Replace tile/carpet spots & transitions strips •Patch & crack fill concrete •Scrub & recoat floor

•Secure tiles & patch hazards •Secure carpet & transition strips •Spot patch concrete •Burnish floor

Avg. Costs $6,000.00 $3,000.00 $1,500.00

Lighting •Relamp entire store •Replace bulbs and ballast as

needed •Includes receiving

•Replace bulbs and ballast as needed •Excludes receiving

Avg. Costs $10,000.00 $1,500.00 $800.00

Restroom

•Replace china •Replace wall tiles •Replace floors •Replace partitions •Upgrade lighting •Verify vent fans working and paint •Replace accessories, faucets, mirrors, paper holders and locks

•Replace china, as needed •Repair and paint walls or replace misc tiles •Misc replace and deep clean floors •Paint or replace partitions as needed •Relamp & clean lighting •Verify vent fans working and paint •Clean, caulk and replace accessories, faucets, mirrors, paper holders and locks as needed

•Clean and caulk china •Spot paint and clean walls •Deep clean floors •Paint or clean partitions •Relamp & clean lighting •Verify vent fans working and clean •Clean and caulk accessories, faucets, mirrors, paperholders and locks

Avg. Costs $4,000.00 $2,600.00 $1,500.00

Sales Floor

•Paint entire front wall, columns, CPD/Impress Center, rear wall, and restroom vestibule / hallway up to 6,000 sq. ft.

•Paint sections of front wall, columns, CPD/Impress Center, rear wall, and restroom vestibule / hallway up to 4,000 sq. ft.

•Spot paint front wall, columns, CPD/Impress Center, rear wall, and restroom vestibule / hallway up to 2,000 sq. ft.

Avg. Costs $5,000.00 $3,000.00 $2,000.00

Total Avg. Costs on A, B, C Scope

$27,500.00 $11,900.00 $6,500.00

34

STORE REFRESH

Refresh Timing

DATE ACTION

By Monday, 7/20 RVPs, DSMs, & ROMs review Refresh Region budget.

Friday, 7/24—Friday, 7/31

SMs create Statement of Work (SOW).

By Friday, 7/31 All SOWs submitted to ROM (CC: DSM) for approval.

Monday, 8/3—Tuesday, 8/4

ROM approve SOWs & submit to Facilities.

By Wednesday, 8/5

All approved SOWs received by Facilities.

By Friday, 8/7 Finalized SOWs (with actual costs) emailed to SM & ROM.

By Friday, 9/18 Refresh complete.

By Friday, 10/2 Any unfinished work (punch list) completed.

Accessing Refresh Forms

• Access and print the following Store Refresh Forms by clicking here .

– Refresh Scope Details

– Statement of Work (SOW) Form

– Refresh Completion / Punch List Form

Refresh Scope Details

• Review the Refresh Scope Details with your Closure Captain to get an understanding of various

services for each Focus Area and estimated costs.

• Within each Focus Area there are descriptions of what is included.

• Under Scope of Work, there are 3 ratings for each Focus Area: Max (A), Mid (B), Min (C).

– Each rating shows what is generally included, in addition to estimated cost (if all work described

is required)

– Additional services are noted on bottom of form, with cost estimates.

Step 1

Step 2

Selected Refresh Stores

• Stores who have received a refresh in the past Sale Transfer waves will be excluded from this refresh.

• Click here for a list of Wave 3 Selected Refresh Stores.

35

STORE REFRESH Completing SOW Form

Using the SOW Quote Form, walk store to determine Refresh requirements.

• As you walk store, notate details for each item in the description box within the respective focus area.

– Take a picture of each requested item. (Required)

• Complete the SOW Quote Form.

– Enter information as requested on top of form.

– Description will automatically populate on the Punch List form, which is referenced in Step 7.

– Transpose all information written in Description section from paper version to computer version.

– Enter Unit info (EA/HR). This will calculate estimated cost for each item.

• All requested work must be included within the 5 scope areas noted on the Refresh Scope Details form.

• All Transfer stores will be scheduled for a Strip & Wax. Facilities will provide schedule.

• NOTE: SM Must review completed SOW with management team to ensure all understand what is to be

completed.

SOW Approval Process

• Email the following to your DSM and ROM for approval:

– Completed SOW Quote Form

– Pictures of each requested item (Required)

• DSM/ROM reviews and either approves or sends back to SM to modify

• If approved, ROM emails SOW form and pictures to TransferStoreRefresh@officedepot.com

– ROM tracks refresh estimated cost to Region budget

• Facilities reviews submitted form:

– If SOW is approved, a master SOW with final costs is sent to SM & ROM and contactors are

scheduled.

– IF SOW is denied, SOW is returned to ROM with instructions for modification.

Step 3

Step 4

Refresh Execution

• Facilities will schedule approved work to be done in store with 3rd party contractors.

• Contractors will either call ahead to schedule visit or show up at store to execute Refresh.

– Contractors will have copy of SOW.

– Contractor will be required to check in upon entering store. Leader on Duty (LOD) must be called

to accompany Contractor around store to familiarize required work.

– All Managers must be familiar with Scope of Work to ensure they can review with Contractor

once on site.

– Contractor will not be able to work on sales floor during Depot Time. Otherwise, allow

Contractors to complete work ASAP.

Efforts must be made to allow Contracts to complete work.

Step 5

36

STORE REFRESH Signing Off on Completed Work

• Each store must have two (2) managers authorized to sign off on final walk with Contractor.

• Print Refresh Completion / Punch List Form.

• Contractor will walk completed work with Leader on Duty prior to leaving.

• Using printed form, indicate either Pass or Fail for each item.

– NOTE: No new refresh items can be added at this time.

• If Refresh completely Passed, email completed form to TransferStoreRefresh@officedepot.com.

– If your refresh passed, you may skip step 7.

• For any items that Failed:

– Request that Contractor complete failed work

– If Contractor cannot complete work:

– Provide description of failure and take pictures.

– Indicate ‘Yes’ in Picture column.

– Email completed form along with pictures to TransferStoreRefresh@officedepot.com.

Step 6

Punch List

• Facilities will schedule Contractors to revisit store to complete ‘Failed’ work

– Facilities will use the submitted Refresh Completion / Punch List Form to create SOW

• Prior to visiting store Contractor will call and ask for Manager on Duty to either schedule work or inform

Manager that they are on the way to store.

• Using submitted Refresh Completion / Punch List Form, verify work was completed

– Indicate ‘Pass’ for each punch list item.

– Email completed form to TransferStoreRefresh@officedepot.com.

Step 7

Refresh Execution

• Facilities will update a Refresh Tracker weekly to provide the following Refresh Information:

– Completion status by store

– Punch list status by store

– Total spend to date by Region

• The Refresh Tracker will be posted on both Store Portals.

– Ops > Store Ops > Sales Transfer Playbook > Facilities Refresh

Step 8

37

LABOR

Brand Ambassador Labor Hours

• For Primary Transfer Stores, 42 hours will be provided each week during the 10 week duration (6 weeks

in Closing Store and 4 weeks in Primary Transfer Store) for Brand Ambassadors.

Ramp of Labor Example

• Transfer store is expected to have a sales transfer lift rate of 15% which resulted in an additional 40

hours per week: (This 15% will be reached over the entire Sale Transfer process.)

– 5 to 6 weeks prior to store closing, the labor forecast will provide 70% of the total incremental

forecasted hours needed. 70% of 40 hrs = 28 hrs.

– 2 to 4 weeks prior to store closing, the labor forecast will provide 100% of the total forecasted hours

needed (adding 16 additional hours for a total of 28 hours). 100% x 40 hours = 40 hrs.

• Note: Store Managers should monitor sales performance closely and adjust the use of labor hours

upward or downward based on how transfer rates compare to current trend.

100% Additional

Hours Added Based on Actual Sale Rates

100% Of Total

Forecasted Hours

70% Of Total

Forecasted Hours

Phase IV Phase III Phase II

Additional labor hours will be provided to stores for this initiative and will be incorporated in the monthly labor forecast. Any associated training will be absorbed in the lift from the Sales Transfer Rate.

Below is a brief overview of how these hours will be allocated and the purpose for the additional hours.

Transfer Store Labor Hours

• Additional labor hours will be provided to all Transfer Stores. Hours will be ramped up based on the time

table below and will support the stores in hiring and training of additional staff and the labor needed to support the increase in Logistics.

• A Transfer Store Labor Allocation memo will be provided at a later date for details regarding payroll lift.

• A Brand Ambassador Labor Allocation spreadsheet will be provided at a later date detailing hour

allocation by store.

• A Payroll Lift spreadsheet will be provided at a later date for timing of additional labor hours based on

expected incremental sales.

38

LABOR

Temporary Associate Task List

The following is a recommended list for maximizing your Temp help. The recommendations are for Closing & Transfer stores. You may add your own tasks, however be sure to match the activity to the skill set level of the Temp.

() Description / Task

Sweeping of all areas (yes even carpeted due to broom sweep preparations).

Help pull out any extra shelves or fixtures from the backroom or pallet racking.

Organize each 4 foot section of gondola and end caps so that each section has 1 base deck and 3 shelves.

– This will allow us to identify if we have an excess of shelves and can sell them to increase

recovery dollars.

Clean bathrooms.

Removal of peg hooks & cross bars to be organized and boxed by size in order to sell.

Store recovery, closing stores require recovery nearly every hour due to heavy volumes of traffic. Temps can be trained to pull product to eye level and condense gondola sections towards the main walk ways.

Tagging all product with a sticker showing the original price. You can easily teach them to use an RF gun and scan an item to receive a price.

Garbage runs.

– During liquidation you could make anywhere between 10 to 15 trips a day to the dumpster.

Don’t wait until the end of the night and just make 1 trip. Use the temps and get as much into your dumpsters as early and often as you can in the liquidation process.

Organization and set up of furniture. All furniture should be grouped in sets and then put into an empty tall aisle using bungees to secure them. Using your temps to do this move will make life a lot easier on everyone’s team.

When processing Consignment transfer, partner them with an associate to assist in pulling items, packaging and palletize product.

39

SIGNAGE Primary Receiving Store Signage

Primary Receiving stores will display a hanging banner welcome sign.

All store associates should sign the red area in black permanent marker before the sign is hung.

Installation instructions will be included in the sign kit.

The welcome banner will replace the store’s current promotional banner.

40

PRINT CENTERS:

Equipment

Stores will receive an analysis from their Field Services Managers (FSMs) that will highlight any capability gaps that exist between the closing store and the transfer store.

– Any gaps determined will be evaluated and a plan will be provided to the store.

– This plan will be ready approximately 10 weeks after the store closing announcement.

Analysis may include the following examples:

– Add new machine to transfer store – Recommend equipment training

– Not adding additional equipment to receiving store – To close the capability gap, recommend

sending orders to RPC for fulfillment

– Stores with space constraints do not have room for additional equipment, therefore they will be

contacted by the FSM with follow up actions to determine their ability to receive equipment.

Transferring Customers and Print Jobs

In order to facilitate Copy and Print Customer Transfers, Print Managers from the Closing stores and Primary Transfer stores are to meet or communicate to:

Identify the Closing store’s Top 10 or most frequent Copy and Print Customers, and define what makes this customer a top customer.

Transfer customer files (digital and hard copies) to the Primary Transfer store 14 days prior to closing.

Once those files are transferred over to the transfer store, each customer is to be contacted by the Print Owner (Senior Sales Consultant or Print Manager) to let the customer know that we have their order or their originals at their new location.

– Provide the address of the Primary Transfer Store so the customer knows where to go.

Customer files are to be stored in bins below the counter by Customer Last Name or Company name so they can be located quickly.

– For small items, ensure they are placed in a branded paper bag and that the name is printed on the

bag for quick identification.

If we are holding customer digital files, and the customer arrives to pick up, we are to offer their files to them on an Office Depot branded thumb drive for safe keeping.

– If your store does not have thumb drives, offer to either burn a CD or email the customer their files

instead. Office Depot branded USB (thumb drives) will be provided (25 USB drives per store).

Associates will be sent a link to access previously placed Taylor orders from the closing stores nearby. Step by step instructions are provided on the store portal.

Office Depot Stores:

– Click here to access OfficeMax Closed Store Taylor Orders

OfficeMax Stores

– Click here to access OfficeMax Closed Store Taylor Orders

– Click here to access Office Depot closed store Taylor Orders

41

PRINT CENTERS:

One Operating Model Print Tools & Processes

Flex Up on 3 Process:

– The tools for One Operating Model were intended to ensure that the customer’s experience was

consistent from store to store across both banners. It is important that all of these tools and processes are in use consistently to ensure all transferred customers receive the same great service they did from the closing store.

– The Flex Up On 3 Process was redefined to ensure that our service levels were at their best and that

we did not leave our customers waiting. It is important that we are acknowledging all customers within 1 minute of entering the department and if we get backed up with customers that we are calling for help using the Flex Up Process. This behavior should be exhibited anytime there is a hot floor in the print department.

ARC-3 Selling Behaviors

ARC-3 selling behaviors are in use by all Print associates.

– It is important to use the ARC-3 process in order to maximize our interaction with each customer.

– ARC-3 behaviors support our Print Service model and enable associates to know our customers,

satisfy their needs, and offer solutions to their problems.

Equipment Training

If it has been identified that a transfer store will need additional equipment to serve customers that are transferred over, then they will receive training recommendations from their FSM.

Custom Design Studio (2AdPro) Transfers

The following process will occur when a store closes with a local store as the transfer location:

1. 2adpro is alerted the store has closed and has a new local store.

2. Office Depot shares the new local store number to transfer orders.

3. 2adpro deactivates the closed store.

4. Once store is deactivated, 2adpro transfers the old store orders to the transfer store.

a. The Transfer Store will be able to tell the difference between old store orders and new store orders by the tracking number.

i. Ex. Office Depot Store #1Tracking Number: OFFICE DEPOT-0048914411021504

ii. Ex. OfficeMax Store #2 Tracking Number: OFFICE DEPOT-08060301114320

iii. You will notice the store number (in bold) is within the tracking number.

42

PRINT CENTERS:

Regional Print Center

The Regional Print Center (RPC) is available to fulfill large or labor intensive customer orders. Sending orders to the RPC allows more time for associates to spend interacting with customers. RPCs have high speed equipment allowing for faster production and optimal quality of customer orders.

The following guidelines should be used to determine when to keep orders in house for production and when it is appropriate to send orders to the Regional Print Center for production.

RPC Order Production

Use this outlined process when sending orders to the Regional Print Center (RPC) for order production:

STEP ACTION

1 IDENTIFY orders that meet the RPC Guidelines to be sent out of the store for production. Orders that should be sent to the RPC are labor intensive.

2 CAPTURE CUSTOMER REQUIREMENTS on the Standard RPC Digital Printing Order Form for most orders. If order is large format, use the Large Format RPC Order Form.

3 RING up the sale in the POS as usual to receive sales credit. NOTE: The RPC is a cost center and stores will only be billed back the cost of the

job.

4 LOCATE your area RPC from the Contact Sheet. Attach the job ticket to an email and send with customer artwork to be produced. Stores are to scan customer originals and email as attachments instead of sending customer originals through the mail. IMPORTANT: Customer originals are NOT replaceable. Stores are not to send

customer originals in the mail to the RPC for production.

5 FOLLOW UP with a phone call to your RPC to ensure they received the order and can meet the turnaround time. IMPORTANT: Orders produced at the RPC for stores are turned around within 3-5

business days.

Use the RPC Alignment Sheet to determine your store’s assigned Regional Print Center. Then refer to the RPC Contact Sheet for contact information.

Use the Standard RPC Digital Printing Order Form when sending digital print orders out to the Regional Print Center for completion. Use the Large Format RPC Order Form when sending large format digital print orders out to the Regional Print Center for completion.

43

PRINT SERVICES TRANSFERS

Training, Staffing and Labor

Primary receiving stores will experience increased traffic in print. It is important that the print department is fully staffed and trained, while being operationally ready for the increase in Print business.

– Getting customer jobs done right and on time will ensure these customers come back again and

again.

Print Supervisors from closing stores should be strongly considered to transfer to the Primary receiving store.

Plan for 2-3 additional & well trained Print associates to work in primary receiving store. Filling the 2-3 positions with transfer Print associates is preferred. If needed, hire to fill positions. (Work with Closure Captain to review Staffing Plan.)

Schedule Flex Up on 3 training in the receiving store to prepare for the increase of business. Must be completed three weeks prior to closing store closure.

Print Supervisor Best Practices

All effort should be made to transfer print supervisor from closing stores to transfer stores.

Print Supervisor is to work with the Transfer store print department, sharing details about transfer customer needs and reoccurring requests.

Review the best practices listed below to improve the print services transfer rates.

44

BRAND AMBASSADOR TRAINING:

BRAND AMBASSADOR

Brand Ambassador—Store Transfer Program

The Store Transfer Program is used to successfully transfer Customers from a closing store to another nearby OfficeMax/Office Depot Store utilizing a Brand Ambassador. The Brand Ambassadors (selected from the transfer store) will work in the closing store to notify Customers that their store is closing, introduce them to the new location and invite them to shop with special incentives. Then, the Brand Ambassador will return to their store (the transfer store) to welcome new Customers and ensure a smooth transition. Brand Ambassador Selection:

Selected by the Transfer Store Manager and District Sales Manager, the Brand Ambassador role is the single most effective tool to transfer Customers and sales. Consider the following selection criteria: Enthusiastic, friendly and outgoing Associate who is comfortable interacting with Customers Extremely knowledgeable about the company’s products, programs, and services Ability to build rapport Good communicator Empathetic and compassionate Ability to overcome objections Note: A secondary Brand Ambassador should be selected to fill in when the primary isn’t scheduled to work.

Closing Store Manager’s Role: Communicate the program to all Associates Work with the Brand Ambassador to greet/interact with Customers and assure a seamless

transition to new store Assign a closing store Associate to distribute the transfer flyer when the Brand Ambassador is

not in the building Transfer Store Manager’s Role:

Communicate the program to all Associates Work alongside the Brand Ambassador in the closing store for the first two days of liquidation

to establish best practices Meet/greet new Customers and hand out his/her business card at the transfer store

45

BRAND AMBASSADOR TRAINING:

BRAND AMBASSADOR

Brand Ambassador’s Role:

Brand Ambassador’s Schedule: The Brand Ambassador will work at the closing store every day (Mon-Sun) from 10am - 4pm (unless otherwise scheduled) for six weeks, then at their home store (the transfer store) for four weeks. They will serve as a Brand Ambassador with no other store-specific tasks. A secondary Brand Ambassador will work the hours they can’t.

Associate’s Role (non-Brand Ambassadors): Greet Customers coming into your store Answer any questions MOST IMPORTANTLY: Ensure that every Customer leaves with

the sales transfer flyer, which contains an offer and map to the transfer store

While at the Closing Store While at the Transfer Store

Greet all Customers as you normally do, introduce the new store/brand, and answer any questions

Greet all Customers and identify transfer Customers (flyer, gift cards or question)

Give ALL Customers a transfer flyer with the special offer and directions to the transfer store

Thank them for visiting and radio a Manager to come meet the new Customer

Collect Customer contact information (If your Customer provides the information, offer them a gift card or tote, while supplies last)

Enroll new Customers in Office Depot OfficeMax Rewards and explain the benefits, use the provided group code to earn the customer $10 in Loyalty rewards.

Invite Customers to visit the transfer store Introduce the new store/brand, answer questions and ensure a smooth transition

46

BRAND AMBASSADOR TRAINING:

BRAND AMBASSADOR

All Associates - White Glove / Red Carpet Service We want our Customers to continue shopping with us, so it’s time to go above and beyond our regular excellent customer service and provide White Glove / Red Carpet service! In closing stores, provide White Glove Service! If a Customer needs something that is out of stock: Call the transfer store and ask an Associate to hold the item

and note the Customer’s name

Give all Customers a Transfer Flyer with directions to the

transfer store, and tell them to ask for the Associate when

they get there.

Always offer to carry out any purchases to your Customer’s

car; have a conversation about how Office Depot will

continue to provide products/services for business/personal

needs.

In transfer stores, roll out the Red Carpet and welcome Customers! Identify Transfer Customers (transfer flyer, email, gift cards, questions)

Use the radio to ask the Leader on Duty to meet new

Customers

Offer to get a cart for your Customers

Give Customers a quick tour of departments in your store

Introduce the Customer to Print Services / Tech Services

and the solutions we offer

If Customers have an existing Gift card that POS will not

accept, have the Leader on Duty over ride it

Click here to check out the Brand Ambassador Training Video.

Red Carpet Service

White Glove