To put it simply, the six points of attention of the new store manager can be summarized as "three verticals and three horizontals" from the perspective of vertical management and horizontal sales:

Three verticals refer to people, things and things.

people: when the store enters the opening stage, all the physical conditions such as site, environment, equipment, display and demonstration have been met, and the most important factor affecting the success of opening is people.

The people here refer to managers, shop assistants, cashier, deliveryman, installer and customer service staff, including the store manager, that is, all shop assistants. Although I have repeatedly stressed that "old people open new stores, new people keep old stores", the situation of "new people open new stores" is widespread. Therefore, to win the opening battle, human factors are very important. The key point lies in "mind, state and technique".

heart is confidence: as a store manager, we should first establish our confidence in achieving the opening goal of the store (even if the task approved by the superior is extremely unreasonable), and show it externally to send a positive signal to all the shop assistants. (Special attention: In the case that the targets set by the superiors are extremely unreasonable, the store manager, as the first-line commander of the opening operation, should weigh the factors such as weather, business circle, time and preparation, and set challenging quantitative targets and qualitative targets. At the same time, in addition to his full confidence, the store manager should also use "care, love and enthusiasm", use mobilization meetings, patrol shop guidance, individual interviews and other ways to stimulate the fighting spirit and passion of the shop assistants to "use me in the first battle and win with me" and firmly establish the confidence of their subordinates.

state is state: it means that the store manager must pay attention to the physical and emotional state of his employees two days before opening, and check whether they are sick, war-weary and tired. In particular, the store decoration, sampling, exhibition, layout and other labor operations that require the participation of shop assistants must be completed two days before the opening of the store, so as to avoid dragging the shop assistants until 22 o'clock or even later the night before the opening of the store, and asking the shop assistants to be on duty before 6 o'clock the next day.

skill is tactics: as the commander of "new store opening for newcomers", he must also organize and direct business process drills 1-2 days before the opening of the new store to consolidate the new skills of the clerk. At the same time, we should give full play to the advantages of the support staff in the headquarters, that is, the old employees should be outside (customer reception) and the new employees should be inside (process operation), and the tactics of "bringing the old with the new, helping and helping" should be used flexibly.

things: the so-called things, that is, the store manager should also do a good job in the division of labor during the opening period, clarify the responsibilities of personnel, and establish a rapid response mechanism for emergencies based on the principle of "123"

(1 things can be handled by two people within 3 minutes). When necessary, the store manager should break the existing post system and re-divide the non-sales personnel according to the opening needs; At the same time, we should also give full play to the role of mature talents who come to support us, so as to achieve "one person with more posts, one expert with many abilities" and "everyone has something to do and someone does everything".

things: the so-called things, that is, the store manager should also prepare all kinds of materials needed for business opening, carefully check whether all kinds of items needed for business opening in the List of Materials for Business Opening are in place or not, and the quantity details, even the toilet paper quantity should be exactly the same as planned.

three dimensions refer to: goods, price and promotion. That is to say, before and during the opening, the store manager should focus on three aspects of store sales and service management.

goods: the so-called goods, the store manager should not only pay attention to the sources of seasonal goods, best-selling goods and special-price goods, but also pay attention to the sources of conventional products, strengthen communication with purchasing personnel and logistics departments, and ensure that the lower limit of inventory equivalent should be at least 3 times of the planned opening sales. In the case of multiple stores in the same city, it is necessary for the procurement department of the headquarters to rationally allocate the inventory of each store and the total warehouse supply according to the overall sales target of opening new stores and celebrating old stores.

price: the so-called price, that is, the price is a double-edged sword, which kills the sales of competitive stores, but also the profit of our store. Therefore, the store manager should pay close attention to the price dynamics of hot-selling goods and use POS sales, market adjustment and other means to quickly, timely and accurately adjust the bidding strategy during the opening period.

promotion: the so-called promotion means that the store manager should not only pay attention to the implementation of the opening promotion plan, the distribution and stock of gifts, the promotion and quantity of members, but also pay attention to the quantity, status and service quality of the factory, headquarters support and stationed personnel closely related to sales promotion.

to some extent, I summarize it as three-source management method, namely: supply, resources and information sources. That is, the supply of goods is the guarantee, the resources are the driving force and the information source is the lever, and the sales and competition strategies during the opening period are adjusted in time to ensure the best store sales service and market competition effect at the minimum cost.

finally, as mentioned above, the success of the opening of the new store does not lie in whether the reasonable or extremely unreasonable indicators issued by the headquarters are achieved, but in whether the pre-opening training goal of "training for a thousand days, using soldiers for a while" and the team combat goal of "using me in the first battle and winning with me" for new employees in the new store are truly achieved. "Goal first, indicator second", as the conclusion, is given to the store managers who are in charge of "new employees in new stores".