1. What is the average salary of a Retail Tire Sales Associate?
The average annual salary of Retail Tire Sales Associate is $35,945.
In case you are finding an easy salary calculator,
the average hourly pay of Retail Tire Sales Associate is $17;
the average weekly pay of Retail Tire Sales Associate is $691;
the average monthly pay of Retail Tire Sales Associate is $2,995.
2. Where can a Retail Tire Sales Associate earn the most?
A Retail Tire Sales Associate's earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, a Retail Tire Sales Associate earns the most in San Jose, CA, where the annual salary of a Retail Tire Sales Associate is $45,111.
3. What is the highest pay for Retail Tire Sales Associate?
The highest pay for Retail Tire Sales Associate is $50,260.
4. What is the lowest pay for Retail Tire Sales Associate?
The lowest pay for Retail Tire Sales Associate is $29,909.
5. What are the responsibilities of Retail Tire Sales Associate?
Retail Tire Sales Associate evaluates retail customer needs and makes tire product/service recommendations accordingly. Schedules appointments with the service department. Being a Retail Tire Sales Associate answers telephone calls in a professional manner and refers callers to the appropriate personnel. Ensures retail area is maintained in a neat, clean, professional manner. Additionally, Retail Tire Sales Associate aids in receiving, stocking and maintaining all displays. Requires a high school diploma. Typically reports to a supervisor. The Retail Tire Sales Associate works under the close direction of senior personnel in the functional area. Possesses a moderate understanding of general aspects of the job. May require 0-1 year of general work experience.
6. What are the skills of Retail Tire Sales Associate
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
2.)
Order Processing: Order processing is the process or work-flow associated with the picking, packing and delivery of the packed items to a shipping carrier. Order processing is a key element of order fulfillment. Order processing operations or facilities are commonly called "distribution centers".
3.)
Customer Satisfaction: Customer satisfaction (often abbreviated as CSAT, more correctly CSat) is a term frequently used in marketing. It is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals." The Marketing Accountability Standards Board (MASB) endorses the definitions, purposes, and constructs of classes of measures that appear in Marketing Metrics as part of its ongoing Common Language in Marketing Project. In a survey of nearly 200 senior marketing managers, 71 percent responded that they found a customer satisfaction metric very useful in managing and monitoring their businesses. It is seen as a key performance indicator within business and is often part of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy.