How to operate and manage chain stores 1. Strive to achieve the goal:
The sales target of the company must be achieved by the operation department. When accepting the sales target issued by the company, the operation department should first allocate it to its subordinate stores reasonably. Reasonable goal allocation is a matter of racking one's brains. Some stores can't exceed their targets without hard work, and some stores can't reach their targets, otherwise the overall plan of the company will fail. Secondly, the completion of the goal needs the operation department to lead the team to achieve it. The most important thing for the operation department is the implementation of process management and standardization, the rational distribution of inventory and the solution of shortage. Third, the function of the store is to fill the gap and provide sudden emergency needs, so the store operators must understand the changes in the actual environment and the specific situation of each store. For example, pay attention to the weather forecast and arrange enough rain gear for each store in advance during the rainy season. According to our research data, when it doesn't rain, we sell no more than five umbrellas a day, and when it rains, we sell one or two hundred umbrellas (the whole store), which embodies our characteristics while gaining economic benefits? Convenient.
2. Sound rules and regulations:
The ancients said that Fiona Fang can't be Fiona Fang without rules, so how can employees perform their duties and clarify their responsibilities? Better and more effective to improve work efficiency. Moreover, the current market competition pressure is high, the labor cost of housing enterprises is high, and the profitability is limited. It is impossible to set all the positions. Don't expect employees to be conscious? Revolution? Therefore, we must formulate more perfect rules and regulations.
3. This process is simple and clear:
Supermarkets and convenience stores are labor-intensive industries, so employees' wages are not very high and their quality is relatively low. However, the stolen goods, fatigue and long time in supermarkets and convenience stores lead to great mobility of personnel. Therefore, the workflow must be formulated in the form of a simple and clear flow chart, so that employees can get started in short-term training, or they can solve problems with an operation manual.
4. Check carefully:
There is a famous saying in retail management that employees only care about what you check, not what you ask, especially supermarkets and convenience stores. People are lazy. If you just arrange your work without carefully checking the implementation, you will definitely not meet the standards required by the company. We often say to operators: repeat and repeat, check and check. Whether the instructions issued by companies with many stores can be implemented directly affects the realization of enterprise goals. Therefore, an important task of the operation supervisor and the store manager is to check and urge the store to implement the company's instructions.
5. Strict management of losses and expenses:
Cash management, commodity management, asset management, distribution management and expenses of stores are much more difficult than other formats. Whether the cash can be withdrawn in full and on time, whether the accounts and goods are consistent, whether the distribution difference is abnormal and whether the expenses are reasonable has put forward higher requirements for the store manager, and the management in this respect must not be relaxed.
6. Training is tireless:
Supermarket employees are highly mobile and have a low level of education, so the training of stores must be standardized and normalized. Training is divided into headquarters training and on-the-job training, and must be assessed after training. Training can't solve all the problems at once, so employees must be trained to turn the company's rules and procedures into subconscious behaviors in their homework.
Seven. Performance management runs through:
Performance management is a sharp weapon to help enterprises achieve their business goals. Performance management is a double-edged sword. If used well, it can help enterprises to continuously improve their work performance. If you don't make good use of it, it will become? Hot potato? . Many of our enterprises have a biased understanding of performance management, and only completed two tasks of performance management: performance goal setting and performance appraisal. Some business managers say to their subordinates: I only want the result, regardless of the process. The boss can say that managers must not have such views. If managers don't pay attention to the process, there will be no result. So performance management must pay attention to the process.
Eight. Timely guidance and rectification:
It is impossible to establish the system flow of any enterprise once and for all, and it needs to be constantly revised in business activities to adapt to the normal operation of the enterprise. The word "tube" means "dare to tube". Most employees are willing to do things well, but the result may be unsatisfactory because of the deviation of skills or understanding. It is the unshirkable responsibility of managers to become teachers and coaches and help their subordinates succeed.
9. Sufficient reserve force:
Supermarket employees are highly mobile, and with the constant opening of stores, each store needs a store manager, a manager and a number of employees to open. Therefore, the operation department should make its own reserve talent training plan according to the company's development plan and actively implement it.
X. data management priority:
Supermarket stores are numerous and distributed in different regions. They must be poorly managed by experience and must rely on powerful information systems. Management stores must always speak with data: first of all, we must ensure the accuracy of data, and some enterprises often complain that the system data is inaccurate. Computer operation must be faster and more accurate than manual operation, information is input by people, and the data is inaccurate, which must be human factors; The second is to be able to read data. To solve the problem of accurate data, managers must find the problem by looking at the data; The third is to use numbers. When problems are found, managers should formulate improvement measures according to the problems reflected by figures; The fourth is to formulate a plan to prevent the problem from happening again.
How to manage chain stores First of all, the daily management of stores is out of order and the service quality cannot be guaranteed.
As consumers, perhaps most of us have encountered such a situation: when we arrived at a restaurant, the hostess invited you into the restaurant in a beautiful and welcoming manner, but when we arrived at the restaurant, there was a tense situation. The waiters ran around, but no one paid attention to you. After standing for a long time, I finally found a place to sit down and watch a table full of leftovers. You have been waving. Mr. Ober! Mr. Ober! ? Finally, a beautiful little girl came up with a good attitude: excuse me, sir. Thank you for waiting. Do you want to pay the bill? You were dumbfounded at once. Look at the waiter, you really can't argue with her. You haven't eaten. This exposed the confusion in the daily management of the store. It is this disorderly management that makes customers leave us, and it is conceivable that they will continue to make profits.
Second, employees lack skills training, work in a hurry and make mistakes constantly.
I believe many friends have a deep understanding of this problem. Without good training, what others do easily is a constant trouble for novices. In the shopping guide link, untrained shopping guides are constantly driving away your guests.
Third, the cohesion of the store team is not strong, and the cooperation between employees is not smooth.
China people are generally smart and imaginative, and have never received vocational training. One thing, A thinks we should do this and B thinks we should do that. Without standards for measurement, it is natural that no agreement can be reached, and mutual cooperation is prone to problems. For example, many restaurants will encounter such problems; The lobby manager is at odds with the chef. Why not? The lobby manager complained that we finally sold our order to customers, and the chef often said that we didn't prepare ingredients, so let us apologize to the guests and we won't add more ingredients. The chef is also full of complaints: we have some dishes in excess, and you don't sell them in the lobby, which wastes a lot of materials. Why do you want to let more dishes in? In fact, experienced people know that this problem is not difficult to solve. As long as the communication process is standardized, the problem will be solved naturally.
Fourth, the work mood is not high, the sense of burnout increases, and the happiness brought by the work itself is limited.
It is often the employees in the store who are energetic and efficient when they first start working. After a while, I found that my work experience has improved a lot, but my work efficiency has decreased. This is due to the lack of competition and work incentive mechanism design, and the lack of regular theme activities. Job burnout of employees will not only affect work efficiency, but also weaken customers' desire to buy.
Fifth, the store manager is often tired, but it is difficult to improve the store performance.
Many of our store managers are front-line, thinking that management is to set an example and take the lead in everything. It turns out that I am tired to death every day, and the level of employees has not improved as before. The reason is the lack of scientific methods, busy with trivial matters every day, and found that the store's performance declined. Why is this? The reason is very simple: inexperienced standards, lack of standardized management, and irregular management easily involve the store manager to spend too much energy to deal with various emergencies, and have no time to take care of the business analysis and management activities that should have been really invested.
Sixth, the store operation lacks processes, norms and forms, which leads to no rules to follow in store management and makes it more difficult to manage.
Without systematic and standardized management tools, every time something goes wrong, the store always thinks about what to do. Everything looks different every day, but many of them are the same. It's like a person crossing the same river every day and swimming across the river every day, but he didn't expect to build a very simple bamboo raft. Repeat management every day. Management was simple, but it became more difficult without tools.
Seventh, the operating standards of stores are flawed and difficult to implement.
Many chain stores look at the standardization of other people's enterprises, get other people's information, copy it and change it. This leads to non-compliance with the actual situation or stage of the enterprise, and some manuals are not standardized. It is often written but not done, and what is done is not written. As a result, a lot of information is shelved, or employees spend more time filling out forms and writing summaries every day than doing their jobs.
Eighth, the management ability of each store is uneven and the service is seriously inconsistent.
Many chain enterprises lack the training resumes of store managers and key positions, and do not design training courses for store managers and key positions, which leads to the promotion of store managers by seniority and the emergence of in-store services? Differentiation? It is impossible for consumers to enjoy the same quality service in all stores. Over time, these problems become more serious and even affect the brand and reputation of enterprises.
Ninth, the store service lacks coherence, and it is difficult to maintain good quality and long-term customer recognition.
This is because of the lack of supervision mechanism, norms and standards can not be fully, continuously and effectively implemented. With standards, the key is to have someone implement them. Many chain stores have no supervision and inspection mechanism at all, and they don't know how to implement the standards, how to implement them, and of course they don't know how effective they are!
Tenth, enterprises want to expand rapidly, but they find that store replication cannot be accelerated. If it is accelerated, various problems will arise.
This is mainly because the development of enterprises mainly focuses on the accumulation of capital, without forming a set of talent reserve and training mechanism, without suitable people and methods to copy quickly, suffering from the lack of operation management system software and losing development opportunities in vain.