SummaryAs a Visual Merchandising Manager at Versace in the Miami Design District, you will play a critical role in the visual merchandising evolution of the brand across all business channels in the central region. You will thrive in a fast-paced environment, working independently and as part of a team, contributing to the development of in-store teams with your fashion sensibilities and keen eye for aesthetics.
Responsibilities- Propose a travel schedule for virtual and in-person visits in the Central region on a monthly rotation.
- Create and submit individual monthly store visual merchandising reports for the Central region.
- Collaborate with corporate partners to support company goals during campaigns.
- Distribute seasonal visual merchandising guidelines to retail leadership, managers, and store teams.
- Maintain inventory of visual merchandising tools and materials, and manage store request orders for new tools and props.
- Organize and order store signage, decals, and promotional materials.
- Create floorplans for in-store product rotation aligning with product launch and markdown periods.
- Coordinate installations of seasonal visual marketing campaigns in photographic reports.
- Execute visual merchandising updates following seasonal brand guidelines for windows and interior displays.
- Work with store managers to identify areas of opportunity and provide ideas to achieve sales goals and product sell-through.
- Collect images of inventoried visual merchandising materials and maintain an organized area within each store's BOH.
Requirements- Bachelor's degree in Fashion Merchandising or equivalent work experience.
- 3-5+ years of experience in visual merchandising or a retail fashion environment.
- Ability to work in office and remotely while traveling throughout the market.
- Basic knowledge of PowerPoint, Excel, Word, and Microsoft programs.
- Strong interpersonal, verbal, and written communication skills.
We have summarized this job description for you, click apply to see more details from the employer.
