When I went out for consultation, I saw such a case. Due to the resignation of the previous store manager, a certain restaurant promoted a store manager from the store management. Usually, this manager is relatively outstanding in all aspects of his original management position and is very trustworthy. Since taking office as the new store manager, he has been working hard in all aspects, and the operators have noticed it. But after getting busy, I didn't see the results. Nowadays, everyone pays attention to performance. No results means no performance. The new store manager is very depressed.

1. First understand the responsibilities of the store manager

(1) Basic responsibilities (1) Responsibility for achieving performance: Regardless of whether the store manager is an operator or a business person, he must be responsible for the Primary responsibility for performance. (2) Management responsibilities: The store manager must fully manage and specifically implement the company's regulations regarding people, materials, money, information, etc. in the store. (3) Responsibilities of the commander: The store manager should give full play to his ability to guide and command his subordinates. Only with correct and appropriate guidance can subordinates perform 100% of their abilities. (4) Responsibility for problem-solving: Store managers must think about and solve problems related to performance or work. (5) Judgment Responsibility: Within the scope of authority, the store manager should make correct judgments on business. This is very different from the attitude of subordinates who obey orders.

(2) Basic work 1. External work: (1) Marketing plan to attract consumers No matter what era it is, the success or failure of a specialty store is determined by The quality and completeness of the goods. Different from the past, we must not only adapt to consumer needs, but also propose new products that can accurately lead consumption trends. This is the store manager’s first priority. (2) Create a business environment and selling points. The store environment that consumers expect must not only be safe, but also have a good atmosphere and distinctive features. Meeting these two requirements is the store manager's second priority. Customers are given a cordial welcome as soon as they come to the door. Every service staff is friendly, smiling, and treats customers as friends. This is the key. Another point is the selling point: whether the design of the recipes is clear at a glance, whether the prices are clearly marked, whether POP advertisements are provided, etc. It seems very simple, but it is often overlooked by store owners. (3) Let customers feel like they are at home. When receiving customers on site, you must have convincing professional knowledge and standards. This professional knowledge and skill training in explaining dishes are the third priority of the store manager. Store managers should have the ability to make suggestions for new lifestyles triggered by new products. However, if it is a half-knowledge and half-baked introduction, it will have the opposite effect, ruining your credibility and greatly reducing your impression. The attitude when receiving customers should not be excessive. The best level is to be frank and sincerely hope that customers can choose the dishes they want to eat. (4) Recipe design should be diverse, interesting, and novel. Whether it is for customers or waiters in the store, recipes should be interesting, novel, and have a good visual experience. This is the fourth priority of the store manager. Today’s consumers are definitely not satisfied with just popping into a restaurant and grabbing a bite to eat. You must find out through various channels before deciding which store to purchase. 2. Internal work of the store manager (1) How to achieve the planned sales target. This is the store manager’s fifth priority. Creating good sales is the store manager’s primary job. The selection of dishes, on-site environment, hospitality, promotion, etc. are all its methods. (2) Dishes must be kept fresh. The quantity of dishes in the store must not only be moderate, but most importantly, the freshness must be maintained. This is the sixth priority of the store manager. Slow-moving goods need to be marketed promptly or a loss report must be filed. (3) Improve the work efficiency of staff. In order to achieve the goal, it is necessary to a. Keep the staff structure to a minimum, b. Work assignments and instructions should be clear, and c. Improve the service level and work efficiency of waiters. (4) 30% of new customers must be developed every year, and performance must increase incrementally.

2. Store manager’s functions 1. Necessary qualifications (1) Enthusiasm: Store managers must have a high degree of enthusiasm and passion when facing work. (2) Positive: Facing everything proactively, this is the store manager that is most needed when a company develops. (3) Cheerful: Only cheerful people can gather people and lead them. We need a store manager who can fill the store with a happy and harmonious atmosphere. (4) Sensibility: The most popular word now is sensibility, not only in terms of products, display of products or conversation, store managers should also be sensual and full of love. (5) Coordination ability: The basis of collaborative work lies in coordination, whether it is with subordinates, superiors, customers or counterparties. (6) Sense of responsibility: The store manager is entrusted with several subordinates and millions of dollars of merchandise. It is absolutely impossible not to have a strong sense of responsibility. (7) Indomitable spirit: A person cannot always be successful. As a manager, you must not be afraid of difficulties and have strong and patient perseverance. (8) Sense of belonging: Love work, community, and treat the store as another home. (9) Execution: Failure is usually due to inaction. Acting immediately is a qualification that a store manager should have. (10) Thinking ability: Think more broadly and deeply. Action without thought leads to futility. (11) Judgment: Make judgments correctly and quickly.

The more the boss is away, the more important judgment becomes (12) Leadership: must be able to mobilize and stimulate the enthusiasm of subordinates, have the leadership and command to guide subordinates, and be able to correctly handle interpersonal relationships (13) Guidance: be able to correctly The ability to guide subordinates to move forward, stop, and do what they should do. This is the starting point for subordinates to achieve performance (14) Setting goals: setting work goals and assigning them accurately. This is the focus of leading the group (15) Persuasion: letting your own ideas , The ability to plan to make the other party understand and accept, and persuasiveness are the biggest weapons to impress a person (16) Adaptability: able to basically deal with emergencies and unexpected disputes, and be able to handle various situations appropriately (17) Intelligence gathering ability : When holding a wide range of information materials, it is necessary to select necessary and useful information.

3. The store manager’s organizational skills

(1), the store manager’s basic work flow 1. During business 2. Purchase, order and receive 3. End of business (2), weekends Business

(3), Month-end business

4. The store manager’s interpersonal relationship 1. Effective communication (1) The so-called business communication: it is the work from the operator to the general practitioners. The awareness of working towards a common corporate goal or the transmission of information to achieve this goal. (2) Various relationships: Superiors? Subordinate orders, instructions, intelligence Subordinates? Superior reports, suggestions, dissatisfaction, intelligence Parallel relationships Exchange of opinions, adjustments, intelligence (3) Basic principles: It is not just conveyed by the sender A to B, After B receives, understands, and accepts the information, he must convey his reaction and actions to A for reconsideration. 2. The key points of interpersonal relationships (1) are not vertical relationships but horizontal relationships. (2) Make it a negotiable relationship. (3) We can still trust and rely on each other in times of danger and difficulty. (4) Instead of caring about the other party’s shortcomings, it is better to find out more about the advantages and strengths. (5) Be frank when necessary. 3. Ten Commandments of Store Managers (1) Always criticize the operator behind his back. Some store managers will often criticize the operator's gains and losses in front of their subordinates. Most of them are to improve themselves or shirk their own responsibilities. This can easily create a gap between employees and operators, causing employees to lose confidence in the future of the store and their own future, causing very bad consequences. If you really have different ideas and want to communicate with the operator, the best way is to choose an appropriate time to interview the operator and put forward your different suggestions face to face. (2) Every word of the manager is treated as an imperial edict, and he obeys orders. He pays special attention to the words or opinions of his superiors, and loses the ability to judge things correctly. Such an approach will only affect the correct development of the enterprise. Because as a front-line manager and the person who best understands on-site sales, he should have sufficient thinking and judgment skills. It is the responsibility of the store manager to give orders. However, if you do not express your personal views and opinions on unreasonable business instructions and operating systems, it will ultimately cause losses not only to the company, but also to the store manager and employees. (3) If you are hesitant in doing things, you must make prompt decisions on all matters big and small that you encounter within your scope of authority and responsibility, and dare to take responsibility. A store manager who dares not make decisions or decisions is an act of avoiding responsibility and is also an incompetent store manager. For this type of store manager, the operator should replace him as soon as possible. (4) The work is muddle along without setting high standards. As the saying goes, where there is a will, there is a way. If you don't set high demands on yourself, you will naturally not have great development of your company and yourself. No matter what stage the company is in, there will always be higher requirements ahead, and operators and store managers should move towards the next goal with passion. Store managers who fail to set goals and requirements for themselves will be eliminated by those with more ideals and passion. (5) Likes to monopolize results. If successful, he will exaggerate his own abilities. If he fails, he will blame his subordinates to evade responsibility. In this way, you are not qualified to be a store manager and your subordinates will never be convinced. Such store managers often feel uncooperative from their subordinates and challenges to their positions. (6) The basic organizational operating mechanism of the enterprise is not understood deeply and thoroughly enough. For example, complying with various organizational regulations within the enterprise or contacting direct superiors are important basic operations of the organization, but organizational communication is also a basic operation. The organizational operation mechanism is the lifeline for the normal operation of an enterprise. If you do not understand it deeply or thoroughly enough, you will not be able to manage the store well. (7) Self-growth of store managers who cannot train subordinates must be based on team growth. Without team success, individual success and achievement are impossible. Making subordinates capable of working is the prerequisite for training them. The purpose of training is to make work behavior more standardized and improve work efficiency. (8) Lack of basic knowledge of labor management education, management knowledge and common sense of life, safety awareness, etc. are all part of the basic knowledge that store managers need to master. (9) A store manager who only provides and reports information that is beneficial to him, thinking he can cover the sky with just one hand, will eventually be exposed one day if he spends all his time trying to deceive others. (10) He only pays attention to the shortcomings of others and never cares about the advantages of others. He will not explore the advantages of his subordinates and will not appreciate his subordinates appropriately. He will only care about the shortcomings of his subordinates and sow discord, which is equivalent to setting up obstacles for his own work. Everyone wants to be recognized and praised for their work. Moderate praise will make subordinates work harder, and it will also be beneficial to management.

5. How to treat subordinates 1. Treat subordinates’ work (4) Make them understand the company’s policies, goals, directions, and how employees are expected to do it. (5) Assign the type and scope of work to each person.

(6) Give each person a work goal, the extent and standard to achieve. (7) Stimulate work motivation (8) Instruct, guide, advise, and advise. (9) Provide work-related information, such as industry competition, product information, etc. (10) Simplify and evaluate work. (11) Guidance on knowledge and skills (12) Pay attention to the interpersonal relationships among subordinates, strengthen team spirit, adopt good opinions and proposals, and strengthen their awareness of participation. (13) Help solve problems encountered by subordinates. (14) Only those who take the lead in working can lead everyone. 2. Praise method that triples the motivation of subordinates (1) The effectiveness of rewards

(1) Caring is five parts of education, three parts of praise and two parts of accountability, making them useful people.