1. The identity of the store manager

1. The representative of the company’s business store

From the moment you become the store manager, you are no longer a store manager. As an ordinary employee, you represent the overall image of the company and are the representative of the company's business stores. You must stand on the company's side, strengthen management, and achieve the company's operating efficiency goals.

2. Achievers of turnover goals

The store you manage must be profitable to prove your value. In the process of achieving the goal, your management and example , will be extremely important, so 50% of the realization of the turnover target depends on your personal outstanding performance.

3. The commander of the business store

A small business store is also a collective. It must have a commander, that is you. Not only must you use your talents, but also To shoulder the responsibility of directing other employees - to help every employee develop their talents, you must use your own actions and thoughts to influence employees, rather than letting employees affect your judgment and thinking.

2. The abilities that a store manager should have

1. The ability to guide

Refers to the ability to reverse old ideas and enable them to maximize their talents, so as to Increase turnover.

2. Educational ability

Be able to discover the deficiencies of employees and help them improve their abilities and qualities

3. Data calculation ability

Master, learn, and analyze reports and data to know the performance of your store

4. Goal achievement ability

Refers to achieving goals. The required organizational skills and cohesion, as well as the ability to control employees

5. Good judgment

Have the correct judgment when facing problems and be able to solve them quickly

6. Ability of professional knowledge

Understanding the products you sell and the knowledge and skills necessary for business services

7. Ability to operate a business store

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Refers to the management skills necessary for business store operation

8. The ability to manage people and time

9. The ability to improve service quality

Refers to making services more rational and giving customers a sense of intimacy, convenience, trust and comfort

10. The ability to train yourself

To keep up with the times and improve yourself, and the company Grow up happily together

11. Honesty and loyalty

3. Bad qualities that a store manager cannot have

1. Reporting beyond the level and making one's own decisions (referring to emergencies) Sexual issues)

2. Shirking responsibilities and evading responsibilities

3. Criticizing the company in private and complaining about the company’s current situation

4. Not setting goals, Don’t believe that you and your employees can create business miracles

5. When you have merit, enjoy it alone

6. Not good at using the strengths of store employees and only see their shortcomings< /p>

7. He is unwilling to train his subordinates and does not want his employees to surpass themselves

8. To his superiors or the company, he only reports good news but not bad news and only speaks pleasantly

9. Don’t want to strictly manage the store, just want to be a good person

IV. The store manager’s day’s activities

1. Preparation for opening the door in the morning (half an hour before opening the store)

A: Confirmation of employees’ attendance, attendance and vacation status, as well as personnel’s mental status.

B: Inspection of business stores: review of inventory, inventory of new goods, display of items, store cleaning, lighting, prices, equipment, change, etc.

C: Yesterday Analysis of turnover: specific number, whether it is falling or rising (find out the reasons), looking for ways to increase turnover

D: Announce the business target for the day

2. After opening the store to noon

A: Confirmation of today’s work priorities, how much sales will be done today, and which products to promote today

B: Tracking of business issues (equipment repair, lighting, products Arrangement, etc.)

C: Compare the sales volume/amount of recent product categories in operating stores

D: When is the peak business today?

3. Noon shift lunch

4. Afternoon (1:00~3:00)

A: Train, talk and encourage employees Morale

B: Handle and report the problems discovered

C: Survey of nearby peer stores (how does the business compare with ours)

5. In the evening? (3:00~6:00)

A: Confirm the completion of sales

B: Check the overall situation of the store

C: Instruct the successor Notes for agents or agents

D: Carry out ordering and coordinate with the headquarters

6. Evening (6:00~closed)

A: Sales promotion products, try your best to complete the day's goal

B: Inventory of items, cashier

C: Make daily report

D: Completion of closing work

E: Do a good job in leaving the store (to ensure the safety of the store at night)

5. Store manager’s authority

1. Management of employees

A : Attendance management: Strictly prohibit lateness, leaving early, and strictly observe discipline

B; Service management: Attract repeat customers with high-quality services

C: Work efficiency management: Continuously improve each employee The speed of work and the quality of work

D: Management of non-conformities. Generally, there are two situations: *Retraining unqualified employees *Dismissing hopeless employees

2. Out-of-stock management

Out-of-stock is caused by The direct reason why the turnover cannot be increased, therefore, when placing an order, the specific circumstances of the business must be considered. Every once in a while, the order quantity should be consciously increased to avoid turnover remaining unchanged or declining

3. Loss management

Loss is divided into internal loss and external loss.

Store managers must understand that losses have an extremely serious impact on profits. In the operation of unsalable and expired products, for every one yuan lost, 3 to 5 yuan more items must be sold to make up for the loss. , so controlling losses is increasing profits.

A: Internal losses

Business stores mainly collect cash, which is the main income of the store. If losses are caused by human factors in the checkout process, it will directly affect the turnover of the store you manage. The biggest human factor is the theft of cash or the more covert theft of company property.

(1) When the following situations occur to a store clerk, the store manager should be alert and observe whether the clerk has any motive for loss

* Employees leave the store without asking for leave

*The clerk has no evidence but suspects others are dishonest

*There is too much change in the cash register (or the cashier does not enter the bank that day)

*The clerk has an abnormal work attitude

< p>*The clerk complained that it was difficult to reconcile the report with the cash receipts and payments

*The clerk complained that there was a problem with the cash register

When the above problems occur, the store manager should investigate in a timely manner and know where the problem is found Root cause and resolve quickly.

(2) There are several symptoms when a clerk goes astray

* Advanced short overflow, the cash received is always less than the amount in the report, and false statements are even made to match the cash income. .

*When employees give customers change, they deliberately give less

*Store clerks commit theft

*Steal products when opening and closing doors

*When leaving get off work or taking shifts , stealing products or cash

When the above situation occurs, the first thing to do is to seize favorable evidence, and the second thing to do is to resolutely expel him (execute after reporting to the company)

(3) Occurrence of negligence Loss

*Incorrect placement or marking of price tags

*Error in accounting inspection

*The store door is not locked

*Items have expired

How excellent store managers achieve operating profits - on-site management

(1) What a store manager needs to manage: image, display, service, morale, ability, performance;

(2) Store manager = coach; the store manager should not always stand at the cashier, the store manager is not a cashier; the store manager should not just do sales, the store manager is not a shopping guide;

(3 ) The difference between store managers and employees: store workers are coaches, and store workers are responsible for teaching and guiding the growth of employees;

(4) Customers do not enter the store: there is a problem with the window or first stall; adjust the method Show windows and first stalls;

(5) Customers don’t buy after entering the store: there is a problem with the display or goods; the method is to adjust the display and goods;

(6) Customers try but don’t buy : Is there a problem with the shopping guide's service, or is it just a shortcoming?

(7) Store managers in the store: observe employees, observe customers, and follow up in a timely manner.

How excellent store managers achieve operating profits - team communication

(1) In a team, everyone’s personality is related to their growth experience and environment;

< p> Care about others - communicate, it turns out to be family difficulties - understand;

Not confident in life - communicate, parents criticize and educate - understand;

(2) Employees do not listen When you provide guidance, opinions or suggestions, it is because the two parties have not established trust and have not opened each other's hearts. For employees to accept your suggestions, please first let employees accept you;

(3) Communicate more - Understand the reasons behind it - Tolerance - The heart is opened - The heart is closer - Convenient management - Reduce the difficulty of management;

(4) 80% of employees leave their jobs because of their direct supervisors , is the responsibility of the store manager;

(5) Careless management will lose an employee; careful management will retain an employee;

(6) If the store manager Being unqualified means showing to other people in the company that this is our employment standard, so unqualified store managers cannot be tolerated;

(7) Store manager: If there is a mistake, it is my fault. If Performance is everyone's credit. The store manager is the "Heaven" of employees. You represent the company in front of employees. How do excellent store managers achieve operating profits - "How to hold a morning meeting"

(1) Morning meeting principles: review yesterday, assign tasks for the day, and stimulate employee morale; provide methods to adjust the status of employees;

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(2) Morning meeting content: goal setting, business review, today’s work arrangements, learning product knowledge, exchanging sales skills;

(3) Successful morning meeting: lots of praise and Encouragement, the role of the store manager is to help employees how to sell. When employees encounter problems, our task is to help them solve problems. Solving employee problems is to solve store problems;

(4) Morning meeting every day Small training can improve employees' performance and solve the problems they encounter;

(5) Execution: Making results happen is called real execution.

(6) After the morning meeting, hold a "schedule follow-up meeting". Purpose: to pursue business and goals; method: give employees methods after the meeting;

( 7) Divide tasks among employees. Delegate different tasks (team leader) to make each employee feel important.

(8) The morning meeting is to arrange tasks, provide methods, and motivate; the evening meeting is to summarize and review the methods;

How do excellent store managers achieve operating profits-the goal of the store manager Management

No goals, all directions; with goals, consistent from top to bottom;

The store manager is the person in charge and leader of the store, and the head of a store.

So, what is the specific job of a store manager? Today, here, a good store manager is someone who can achieve target operating profits. Operating profit includes: daily operating profit, weekly operating profit, monthly operating profit and a quarter. Half a year, one year's operating profit. Only those store managers who can achieve profits according to the original city plan through one day to one year's operation can be called 'excellent store managers'

How do excellent store managers realize operating profits - to achieve "profit-à expenses-" à gross profit ---- à operating income"

The first method for store managers to achieve operating profits is to operate in the order of "profit - à expenses - à gross profit ---- à operating income". However, a store manager does not become an operator overnight, and there are many series that cannot be ignored. Failure to pay attention to these details will have a negative impact on operations.

Not putting profit first; not deeply understanding the two opposites of "cost and benefit"; in many cases "losing again and again"; being satisfied with "daily operating income".

Becoming an excellent store manager is not an easy task. You must pursue the best balance point of "operating income x gross profit margin". Through the algorithm of "operating income x gross profit margin", you must constantly seek to use A win-win approach for customers and stores, pursuing gross profit first.

How excellent store managers achieve operating profits - understand the break-even point operating income

For any store, after determining the target profit, the next step is to seek the corresponding operating income , some store managers believe that sales targets are elusive and can never be achieved. But this does not mean that no one can achieve gross profit. As a store manager, you must understand a very important point in achieving planned operating income - the operating income at the break-even point, and you must achieve this no matter what.

The operating income of the break-even point refers to the operating income that can just cover all the necessary costs and expenses of the store, that is, the operating income when the income and expenditure are equal, break-even, and the operating profit is zero.

Let’s calculate the break-even operating income.

Assume: The break-even point sales volume is obtained as X=F/(S-V), so the break-even point turnover is SF=(S-V)=F/(1-V/S).

As a store manager, you must first ensure that the business volume exceeds the break-even point.

So, how can it be effective? The job of the store manager is to grasp the planned operating income in detail and use it effectively

1.? Master the annual planned operating income;

2. Master the planned operating income in the first half and second half of the year ;

3. Link to monthly planned operating income;

4. Implement weekly, daily, or even hourly.

How an excellent store manager can achieve operating profits—realize planned profits from flagship products

As long as the operating income slightly exceeds the break-even point, the excess will become profit. According to the calculation method in the previous section, we regard the target profit (P) as a "fixed expense", then "fixed expense" = F + P, and put it in the numerator of the operating income formula at the break-even point, we can get the goal achieved Profit from planned operating income.

Developing separate business income plans based on different products is a necessary condition for completing the plan. Products are generally divided into: main products, which are the core products that achieve operating income and are in most cases the responsibility of the store manager; quasi-main products; other products that are inferior to the main products and will be the main products in the future. It accounts for a small proportion of operating income, but it is indispensable. Among them, "ensuring that the flagship product sells well" is one thing that the store manager must do. If the flagship product fails, it will become very difficult to achieve planned operating income.

As the top leader of the store, the store manager should be fully responsible for the main products, ensure that the main products sell well, and ultimately achieve the planned operating income. He should:

Be personally responsible for the main products; visit the site to concentrate Committed to sales; compare planned operating income and actual operating income data every day, week, and month; when planned operating income cannot be achieved, work with employees to find corresponding countermeasures; if the measures taken do not achieve the expected results, the store manager cannot Don’t be discouraged; make the above process public and set an example for employees.

The store manager must follow the process of "SEE (check data) à PLAN (consider countermeasures) à DO (take the lead in demonstrating)" and open up and set a good example. Only in this way can employees be encouraged and driven. The success of any organization is 99% Depending on the ability of the leader, so does the store. The store manager must ensure that the flagship product sells well to ensure that the sales budget is met. The store manager must wear two hats, that is, an employee and a store manager.

The best-selling products must be consistent with ensuring gross profit margins. Good operating income may lead to problems such as "low gross profit margin" and "high promotion fees". Low operating efficiency is also due to the store manager's negligence. In order to ensure the gross profit margin of the main product, the store manager must implement the following strategies; complete the sales plan for high-profit single products of the main product; attract customers through core products; attract customers as the first flagship product The combination of products and high-profit products creates profits.

How excellent store managers achieve operating profits - labor cost control

Direct labor cost rate = direct labor cost/gross ratio

Qualified if less than 25%;< /p>

Below 30% is not bad;

Below 35% is not ideal;

Above 35% is too bad and will definitely result in losses.

You can judge the quality of your business based solely on direct labor rates. Because only people can create operating income and gross profit, other factors only need to create the conditions for operating income and gross profit.

Employee wages used to create value, especially direct labor costs, are the most important expenses. The store manager has the highest labor costs, and he also creates corresponding gross profits. Store managers must lead by example and participate in operations and sales, and in practice control labor costs within a certain ratio of gross profit.

There is a famous saying of the store manager: "You can train yourself by controlling the labor rate ratio." The store manager shoulders a heavy responsibility. In addition to having a strong comprehensive analysis ability of business indicators, he must also cultivate in practice Produce management talents. For store managers, whether to themselves or to others, "teach others all the work they have done and all the work they can do."

The key to achieving "operating profit" is people. When cultivating talents in practice, we should pay attention to:

Let employees know the labor cost and gross profit;

Let employees know the direct labor cost rate;

Calculate the direct labor cost ratio , to see if it is within 25% to control the productivity.

It is possible that the direct labor expense ratio of most employees is above 25%. Through guidance and help, the ratio can be continuously close to 25%. This is the goal of talent training.

For employees whose direct labor cost ratio is within 25%, they must provide challenging guidance and help, which is also a test of the store manager's own ability.

Accept the requirements of the operator as "your own" business

The above points are actually requirements for the "operator". The store manager's responsibility is to accept the operator's requirements as his "own" business principles, because only the operator will have this company, and the store manager is one of his agents.

It is very important to accept the requirements and wishes of the operator and understand them as the work you should do. As a store manager, you should take every conversation with an operator seriously. The key points include:

1. Concretely grasp the requirements and wishes of operators as business data, and fulfill the requirements and expectations of operators for work in terms of quantity and quality;

2. Fully understand the capabilities of your employees;

3. Understand the gap between the operator's requirements and yourself, and ask for the operator's help.