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Associate Manager - Apparel Merchandise (Sports Management/Finance/Admin)

Company Name:
Sports Equipment
Position Type:
Full-time
Description
As part of Timberland's North America Merchandising team, this position will support the Sr. Merchandise Manager of Apparel and Sporting Goods Footwear and contribute to the development and communication of seasonal product initiatives and assortments to meet financial targets/metrics and deliver on strategic intent. Establish control-related standards and procedures.
Qualifications
Education/Experience:
Years of Related Professional Experience: 5+.
Undergraduate Degree required. 2+ years of experience in branded merchandise/development, retail buying or product design/development preferred.
Skills:
Strong organizational skills and ability to manage multiple projects and overlapping deadlines.
Ability to work with others as part of cross-functional team.
Experience with Excel, Power Point, and Microsoft Word applications.
Special Requirements:
Occasional in-market travel to sales meetings/shows, market research, and account visits required.
Some international travel for seasonal milestone Apparel meetings
Some lifting and sample management
Key Responsibilities
Contribute to preparation of quarterly and seasonal merchandising strategies and product matrices that support the apparel strategy and growth plan.
Work closely with Apparel and Footwear Sales on identifying and engaging key accounts (apparel and integrated) across all channels.
Conduct market trips and research to collect seasonal competitor data to inform decision making.
Work closely with operational partners (apparel IDC team, sales and demand planning, sample team etc.) in managing seasonal product calendar/line development milestones and requirements.
Support sales in product presentations for Sales Meetings, Seasonal Product Meetings and Trade Shows as necessary.
Contribute to developing and maintaining Merchandising tools inclusive of line plans, matrices, CADS, shared drive documentation and apparel samples.

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