To put it simply, the six points of attention for new store managers can be summarized as "three verticals and three horizontals" from the perspective of vertical management and horizontal sales: the three verticals refer to: people, things, and things.

People: When the store enters the opening stage, all physical conditions such as store location, environment, equipment, display, and demonstration are already in place. The most important factor that affects the success of the opening is: people.

The people here refer to: managers including store managers, store clerks, cashiers, deliverymen, installers, customer service staff, that is, all store employees.

Although I have repeatedly emphasized that "old people open new stores and newcomers keep old stores", the situation of "new people opening new stores" is common. Therefore, to win the first battle of opening, the human factor is crucial.

The key point lies in "mind, attitude, and skills."

Heart is confidence: As a store manager, you must first establish your confidence in achieving the store opening goal (even if the tasks approved by superiors are extremely unreasonable), and show it outside and send a positive signal to all store employees.

(Special note: When the goals issued by superiors are extremely unreasonable, the store manager, as the front-line commander of the opening operation, should weigh factors such as weather, business district, time, preparation, etc., and set challenging quantitative goals and qualitative goals.)

At the same time, in addition to being full of confidence, the store manager must also use "care, love, and enthusiasm" and use mobilization meetings, store tour guidance, individual interviews, etc. to inspire the store employees to "use me in the first battle, and you will win if you use me."

The fighting spirit and passion firmly establish the confidence of subordinates.

Status is status: This means that store managers must pay attention to the physical and emotional status of their employees two days before opening, and check whether they are sick, tired, or tired.

In particular, labor operations that require the participation of store employees, such as store decoration, sample production, exhibition installation, and layout, must be completed two days before the store opens to avoid delaying the store employees until 22:00 or even later on the night before the opening, and requiring the store employees to arrive at 6:00 the next day.

Must arrive at work beforehand.

Techniques are tactics: As the commander of "new employees, new stores, and new openings", you must also organize and direct business process drills 1-2 days before the opening of the new store to consolidate the new skills of store employees.

At the same time, we must give full play to the advantages of the headquarters support staff, with veteran employees working outside (customer reception) and new employees working internally (process operations), making full use of the "old-to-new, mentoring and mentoring tactics".

Things: The so-called things mean that the store manager should also do a good job in the division of labor during the opening period, clarify personnel responsibilities, and establish a rapid response mechanism for emergencies based on the "123" principle (one thing can be handled by two people within 3 minutes).

When necessary, store managers should break the existing position system and re-divide non-sales staff according to business needs; at the same time, they should also give full play to the role of mature talents who come to support, so as to achieve "one person with multiple positions, one specialty with multiple abilities",

"Everyone has something to do, and everything is done by someone."

Things: The so-called things means that the store manager must prepare all kinds of materials needed for opening, and carefully check whether the various items required for opening in the "Opening Materials List" are in place, as well as the quantity details, and even have to make sure that even the bathroom

The quantity of toilet paper should also be exactly as planned.

The three horizontal lines refer to: goods, price, and promotion.

This means that before and during the opening, the store manager should focus on tracking three aspects in store sales and service management.

Goods: The so-called goods, in addition to paying attention to the supply of seasonal products, best-selling products, and special offers, the store manager should also pay attention to the supply of regular products, strengthen communication with purchasing personnel and logistics departments, and ensure that the lower limit of the inventory equivalent should be the opening sales plan.

At least 3 times.

In the case of multiple stores in the same city, the headquarters purchasing department needs to reasonably allocate the inventory of each store and the supply of goods from the general warehouse based on the overall sales target of new store openings and old stores celebrating together.

Price: The so-called price means that price is a double-edged sword. It kills the sales of competing stores and even the profits of our own store. Therefore, store managers should pay close attention to the price dynamics of hot-selling products and use POS sales, market research and other means to

Quickly, timely and accurately adjust bidding strategies 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, gift distribution and inventory status, membership promotion and quantity status, and other information about himself and competitive stores, but also pay attention to the factory, headquarters support and information that are closely related to sales promotion.

The number, status and service quality of stationed personnel.

To a certain extent, I summarize it as the three-source management method, namely: supply of goods, resources, and information sources.

That is: supply of goods is a guarantee, resources are a driving force, and information sources are a lever. Sales and competition strategies during the opening period are adjusted in a timely manner to ensure the best store sales services and market competition results at the minimum cost.

Finally, as mentioned above, the success of a new store opening does not depend on whether it achieves the reasonable or extremely unreasonable indicators issued by the headquarters, but on whether it truly achieves the pre-opening training goal of "training troops for a thousand days and deploying troops for a while", as well as the new store's new

The team's goal of "fighting instead of training" is for employees to "use me in the first battle and I will win".