Store Deployment Integration & Optimization Team

1. Store Deployment Integration & Optimization Team Mission

2. Today’s Challenge • Upon creation of the “new” Store Optimization team early Spring ‘08, roles and activities were matched according to resources. Over time resources were shifted out of the team due to promotion/transfer and re-alignment of focus. This resulted in a lack of clearly defined “future” team mission activities to be supported with existing resources. Overtime, this absence of definition lead the team to become a catch-all for core chain level reporting/requests. • Current team has high potential and can add more value to MP&A if allowed to focus on clearly defined & purposeful mission activities.

3. Intent • Ground others on the proposed redefined mission for the Store Deployment Integration and Optimization team and expected role in the MP&A organization • Highlight existing valid work that will continue to directly support the defined mission • Elaborate on the future “new” activities the team will undertake to support the mission • Rationalize work not centric to the mission of the team

4. The Mission BBW’s Store Deployment Integration & Optimization team identifies & captures store-level deployment opportunities through the facilitation of cross-channel accountabilities, “specialized” service-level exception management, and clearance deployment strategy & execution. The team looks to increase partnership with Planning , Forecasting, & Space teams to capitalize on location-level opportunities to drive chain performance, including deployment dial optimization, assortment segmentation, new store inventory accuracy, and international deployment activity. The team seeks to study and, where appropriate, to decrease its current role in ad-hoc reporting support and field-level issue research conducted to support the “core” deployment function. It’s believed that clearer roles, responsibilities, and accountabilities will assist both “core” and “specialized” deployment teams succeed in their respective Missions and achieve self-efficiency.

5. Continuing Efforts • New Store exception management and inventory accuracy (including Relo, Remo, Refresh, Temp Closing Stores) • Exist as cross-functional rally point and working with teams to enhance current process • Analyze and action status reports and system settings for building/pending stores • Review instock performance for new and newly opened stores, root cause, create inventory pushes where needed • Monitor Store Finance data WTD/LTD beats/misses to Sales % - read/react when necessary • Action field level concerns for real estate stores within 12 weeks of opening • Assortment segmentation “testing” support • Coordinate deployment actions related to segmentation test groups with core IDAs • Cross Channel partnership with BBW Direct • Implementation of DC ’08 work • Continue to address inventory sharing challenges as new circumstances arise • Identify collaboration opportunities • Continued coordination of category rollout onto Manugistics • Lead Direct to next phase of utilizing Manu to incorporate SOQ/AOQ (ie: Classics) • Measure progress related to integrated buying and deploying of shared inventory – with focus in seasonal product • Clearance Store deployment • Deploy clearance goods to clearance stores • Optimize methods of gaining access, visibility, and readiness of excess inventory made available for Clearance Stores • Enhance clearance deployment method to consider forward store level forecast where possible

6. Proposed Deliverables Optimize Deployment Capabilities Workstream • Identify actionable system generated sku exceptions in Manu Fulfillment • Team to consult with JDA/SDCC/IDA to develop/define/deliver • Encourage Cross-Functional MP&A ownership of upstream exception management • Team to partner with Space, Demand, LLS partners to identify upstream road blocks to fulfillment capabilities • Research and Testing partnership with SDCC on Manu opportunity/advanced functionality • Team to partner with SDCC/Training Teams • Research & Advocate Reporting Capabilities • Develop Store Deployment Data Diagnostic Tool • Datawarehousemetric availability Optimize Store Inventory Strategy Workstream • “Specialized” Store Instock analysis and opportunity • Top 150 Malls • Assigned Segments: Base/HF/PB/Core • Decile identification & strategy • Overhaul required yearly/seasonally at Sub-Brand/Category level to drive report out capabilities and store level deployment strategy options (constraining) • Store Dispostion Analysis and Recommendations • Potentially utilizing store to store transfer process to move inventory to Clearance Outlets • Reduce Off-Site storage locations • Pro-active prevention opportunities • Allocation frequency for small SSF/Backroom SF– high velocity locations Cross-Functional Project Partnership Workstream • Store of the Future/IVOM implementation ’09 • Advise on optimal deisgn parameters for Red/Yellow/Green indicators • Understand and report out impact to MP&A • Inventory Accuracy / Cycle Counting • Potential to assist with other Cross Channel partnerships (COB)

7. Peripheral • Activities transitioning out of the team focus by Feb 1 • Run and publish ad-hoc and standard reporting with focus on “core” team support • Build, maintain, and upgrade design of access databases to provide capability to run and publish above reporting • Acknowledge, translate, research, action, and respond to field level deployment concerns • Tracking and communicating of Clearance deals and prices changes • Own Clearance assortment maintenance, sku hand-offs • Explanations • Current support of the above activities does not represent or hinders the capability of the teams ability to analyze and recommend opportunities supporting mission activities