First, face the challenge: Do you know the difference between the best store manager and the ordinary store manager? Have you ever heard that a store has tripled its performance in three months after it changed its manager? The product is the same, the price is the same, the clerk is the same, and everything is the same, except for a new store manager. Why? Because their thinking is different, their management methods are different, their employee incentive models are different, and everything else is the same. We know that the store manager is the soul of the store, which directly affects the store image, operation management, sales performance, store atmosphere and team morale. Having a competent and excellent manager is the first condition for the store to produce good sales performance! Based on the practical experience of the world's top 500 brand chain stores, this course is a compulsory course for middle and senior managers in retail industry.
"Focus on 27 headaches in the daily management of store managers" and "19 practical management tools, which can be used when you go back, and actions will have an effect" are the biggest selling points of this store manager system growth training camp.
Second, the training goal: 1, keep in mind the purpose of opening a store: "profit is the last word"! 2. Clarify the role orientation, service awareness and system management ability of the store manager. 3. Master the leadership and management methods of efficient stores, and quickly improve the efficiency of employees. 4. Establish the belief that the brand will take root in the store and learn the effective methods of brand promotion and shaping. 5. Master the seven core "weapons" of the daily operation and management of the store to ensure the continuous growth of the store's performance. 6. Learn the skills to effectively motivate and coach administrators and new employees, and quickly improve the leadership ability of store managers. 7. Strengthen VIP customer management and build a brand with quality service; Win loyal customers and ensure the sustainable operation of the store. 8. Learn the management and analysis of sales data; Understand the harm of inventory backlog to business; Master the sales strategy of fast circulation of goods in stores. 9. From "sales manager" to "management manager" and then to "business manager". The system grasps the store profit model and becomes an expert in store management and performance improvement.
Third, the training content: the first stage: gold medal store manager compulsory article-sales store manager unit 1: psychological training of "salesman" I. psychological strategy of "leading the king into the urn" III. defensive strategy II. Psychological quality 1. Analysis of customer psychological map and synchronous coping strategies of shopping guide II. "Boiling Frogs in Warm Water" Patience Hypnosis III. The top five "super sellers" in the store. Unit 2: FABE strategy in the era of 3.0 1. Skills of serial questioning II. From focusing on customer needs to focusing on competitors II. Catch all kinds of customers with 3.0 FABE method.
Unit 3: Strategies for dealing with various complex customers. First, the "Tai Chi five-step method" to quickly resolve customer rejection. Second, the "three-step tightrope walking strategy" negotiated with major customers in the store: S 1: Define your two sets of bottom lines. S2: State his current and future concerns and needs. S3: Put forward the overall product solution by acquiring the focus. Third, deal with "butcher" customers by shopping around.
The second stage: the core of the gold medal store manager-management store manager unit 1: "Monkeys don't pretend to be adults" 1, the distress of the new store manager, my distress: "Monkeys don't pretend to be adults" 2. Six roles as a store manager ① Sandwich cake ② Commander ③ Stimulant ④ Mediator ⑤ Assistant ⑤ Trainer ③ Four roles change from "super shopping guide" to "team coach" ① Be a good wife—be a good example ② Be a good daughter-in-law—be a good boss's agent ③ Be a good sister-in-law—cooperate with the department to create achievements ④ Be a good mother—bring people back with your heart. Clarify four goals of store operation: sales goal, profit goal, employee satisfaction goal, customer satisfaction goal and 5. 6. Happy cows produce more milk: managers' self-emotion and stress management methods ● Which one do you belong to: 18 Portrait of common diseases of managers Unit 2: With people and heart, leadership and heart 1. 123 project establishes the authority of the store manager 1. A public heart. Two-handed specialty 3. Three styles 2. Five sources of motivation for store managers to serve the public from weak to strong 1. Property right 2. Equity. Personnel rights. Professional rights. Model rights ii. Distribution and OJT Teaching Method ① Three Principles of Distribution ② Four Steps of Work Four Steps of Teaching: I say you listen-I do you watch-you do me watch-I check you three. Effective leadership motivation method ① People-oriented four-way communication method ② Art of praising details and critical method before anesthesia 3 Ideas and methods of dealing with personnel problems at the store site ④ "10 engine" to motivate employees; ⑤ Ten "thorny" management arts of employees ● Case study: Management story of post-80s shop assistants with high IQ and low EQ Unit 3: 136 Army builds a wolf-like store team I. Store team cognition. Second, the difficulty analysis of teamwork ① Enlightenment of "three monks" crossing the bridge ② Enlightenment of ten ineffective team members in the store ③ Enlightenment of "leaking barrels" Ⅲ. Team of Wolf Shop and Cohesive Force 136 ① A view ② Three stages ③ Six indicators ④ Six principles of communication and cooperation to build a wolf-like shop "136 Force" ● Team game: the profound enlightenment of "counting off" and "hanging the mirror high" Unit 4: One of the seven weapons for effective store operation: passionate morning meeting management table/KLOC- How to measure customer satisfaction? 2. Meet the two requirements of customers. Three, seven kinds of weapons: employee post standard operation checklist. Four, seven kinds of weapons: pre-shift operation checklist. Fifth, seven weapons: action to-do list. 1. Busy at work. What should I do? 2. The most effective time management tool: to-do list 3. How to effectively use to-do items to improve work efficiency? The sixth of the seven weapons of intransitive verb: the operation of sales target management table 1 Why do you want to do management by objectives? 2. Store target management method ① Target decomposition and implementation ② Learn to use targets to motivate subordinates to reach the standard 3. Several problems that should be paid attention to in store target management. 123 methods to motivate subordinates to achieve performance goals: ① a window: weekly window principle ② two formulas: A, performance = willingness× ability B, performance = potential-interference ③ three keys: A, continuous tracking B, strengthening skills C, and highlighting display. Seven kinds of weapons: "customer information package" operation 1, VIP customer management, and the stamina for continuous operation 2. The contents of the three major customer files of the "customer data package" 3. Create more achievements by using "customer data package" ● Scene actual combat; Application of store sales management tools Unit 5: Establish the thinking concept of service innovation 1. The concept of service 1. Who are our customers? 2. Classification of customers. Customer value 1. The cost of losing a customer ii. What should dissatisfied customers do? 3. Meet the value brought by customers. 3. What are the customers buying? 1. What is the root cause of customer price inquiry? 2. What behaviors are added to the brand? What behaviors are reducing points for the brand? 3. Customer orientation-friends 4. Shopping guide positioning-consultant 4. Store service 5 four kinds of stars and four kinds of villains. Handling customer complaints and "Five Steps to Eliminate Anger" Exercise Unit 6: Quality Customer Relationship Management 1. The strategic significance of high-quality customers to store development II. How to establish a high-quality customer information management system? 3. Group discussion and publication: Ten strategies to prevent VIP customers from job-hopping ● Case study: Customer relationship management method in the third stage of famous coffee chain stores: gold medal store manager-operation store manager high-level article Unit 1: How to systematically improve single-store sales? 1. The group discussed and published eight key KPI indicators for the vertical increase of single-store sales: How many resources do you have to achieve these indicators? 2. "Troika" to increase single store sales: S 1: In-store sales data and product trend analysis method S2: Out-of-store market capacity, sales structure and customer base analysis method S3: Develop targeted promotion, training and promotion methods to increase store sales.
Unit 2: Why do you want to analyze the store data? 1. The number is the thermometer of the store-the key to quickly diagnose the problems in the store. 2. Business cycle-the life cycle of goods. Figure 3. Calculation of commodity life cycle. Figure 4. Basic digital turnover, inventory, order amount, gross profit, commodity turnover times, lawn efficiency, human efficiency, purchase rate, matching rate, market share, and SKU number of stores.
Unit 3: How to effectively adjust goods and reduce inventory according to store data analysis? 1, total sales 2, year-on-year 3, sales of classified goods 4, average efficiency 5, best-selling money 6, slow-selling money 7, joint rate: number of units sold/number of transactions 8, customer unit price: sales/number of transactions 9, average unit price: sales/number of units sold 10, personal performance: per capita sales group discussion: 60% of stores
Unit 4: How to use tools to improve shop problems? Vigorously promote the improvement activities of store problems: tool 1: PDCA circle application tool 2: improvement suggestion application tool 3: correct use of sales day/week/month report system 1. Challenges encountered by stores: In recent years, chain stores in consumer goods industries such as home building materials, furniture and electrical appliances, clothing, shoes and hats, jewelry and leather goods, IT mobile phones and auto parts have blossomed everywhere. The number of stores is increasing and the area is getting bigger and bigger. However, it is difficult to balance the store scale management and benefit management, and the profitability is reduced. Has been using the aging profit model and organizational structure to operate the store, from the boss to the manager. Have you encountered the following similar problems in store operation? 1. The marketing model and profit model of the store are aging, and it is difficult to establish an innovative profit model. What should I do? 2. What if the social cost is too high, the management restricts the operation and the store loses money? 3. Is there great pressure on inventory control in big stores? What if the product structure of the big store is not combined? 4. There are too many things, and the management team has insufficient management ability. What should I do? 5. The turnover rate of store shopping guides is high. How can we make employees dedicated and happy? 6. The scale and benefit of the store are out of proportion, so it is difficult to improve the gross profit. What should I do? 7. Are the benefits of promotional activities decreasing? What if the return on investment is low?
Second, the training goal we can achieve: 1, systematically cultivate the thinking that "gross profit is king". 2. Systematically improve the store scale and balance of interests. 3. The system improves the fine management ability of the store and people's freight yard. 4. The system improves the manager's efficient team management and execution ability. 5. The system improves the managers' ability of business data analysis and comprehensive cost management. 6. Master a set of optimization methods of product portfolio structure and tools to improve inventory capacity. 7. Master the seven magic weapons, realize the goals and tasks assigned by the company, and improve the gross profit of the store. 8. After the training, I will give you an energetic, comprehensive and profitable business manager.
Third, the course outline: 2 days 12 hours Unit 1: How do store managers develop first-class professional habits? Problem background: Many store managers do not systematically accept the professional quality requirements that excellent store managers should have, and they have to explore on their own, and the pattern is relatively small. They look at the present, look at the material, look at a store, set limits on the manager's personal growth and create obstacles. There is also a lack of professional habits and unclear store management ideas. The solution of this module is as follows: 1. Be a professional "store owner" 1, and cultivate the growth quality of a professional store manager; 2. The competency module of store manager has three layers: the first layer is knowledge, the second layer is skills, and the third layer is values; 3. Five professional ideas make your life: gross profit is king, open source and reduce expenditure, product mix, inventory control and resource allocation; 2. self-cultivation. Why look? What do you think? 2. Look at your own store, look at competitors' stores, and look at industry benchmark stores. 3. How to see the scene? How to see what you want from the phenomena and details on the spot? 3. Fall in love with "walking management" 1, the origin of walking management 2. Five steps of walking management. Three details that should be paid attention to in walking management ● Case analysis: Manager Wang of a famous furniture brand store in Sichuan used the "walking management" method to find the signs of on-site problems in the store in advance and take countermeasures as soon as possible, which greatly improved the management efficiency.
Unit 2: How does the store manager establish an efficient executive team? Problem background: Many store managers have unclear self-positioning, misunderstood the company's strategic intention, and their execution has declined. It is difficult to unite the hearts of employees at work, and the execution is discounted. As a store manager, the basic management skills are to manage people, things and teams. Only by giving consideration to people and things at the same time and constantly strengthening the team spirit of store terminals can the brand store business be evergreen. The solution is as follows: 1. How to improve team execution? 1. Promote people management:-Self-management: setting an example, emotional management, continuous learning-others management: training and consultation, authorization and motivation, conflict resolution, and retaining the backbone. 2. Promotion of transaction management:-Management system: the art of policy implementation and rewards and punishments-Management resources: the strategy of rationally utilizing the resources of internal and external departments to achieve goals. 3. Promotion of team building:-Creating an atmosphere: How to create it. -Leadership style: How to form a unique leadership style in different team types: small stores, medium-sized stores and large stores? Second, how to motivate team members and manage their performance? 1. Many incentive indicators have been designed, but they just can't. The task is not completed. Why? 2. Has the shop assistant become an accessory of the process "machine"? 3.65,438+00 Innovative methods to enhance the enthusiasm of store employees ● Case analysis: All employees of Shanghai famous watch stores will have a team video sharing meeting once a month to implement the team spirit in the short film and form a positive atmosphere in three months.
Unit 3: How does the store manager control the product mix and inventory? Background: Many store managers are irresponsible in understanding the goods in stock. Inventory is also a kind of ability. How much goods the store sells is a numerical concept. Different types of inventory quantity should be provided according to the needs of different target customers. Inventory has costs, and inventory can also make money. For the store manager, "inventory management" is the second largest management concept after "sales management". The solution is as follows: 1. How to manage the product portfolio structure? 1. Understand that the core of retail management is commodities. 2. "How much to sell, what to sell and how to sell" This is a question of commodity combination-commodities have life and cycle, and the best should be eliminated-commodities are not isolated, but have "friends". 3. The proposition of how to sell contains two meanings: first, what price to sell; Second, how to promote sales. Second, how to do inventory control and effective order management? 1, placing an order is not a slap in the face, you must speak with data. 2. The lack of products will usually bring sales losses as high as 12% to the store. 3, especially the shortage of best-selling products, it is easy to increase sales. 4. The consumption of store resources by unsalable products will also increase the operating costs of stores. 5. Only by abandoning old products and turning losses into profits quickly can we ensure the competitiveness and profitability of the store. 1. Fully understand the brand. 2. There are solutions to survive and digest commodities. 3. There are ways to reduce capital occupation and interest. 4. Control inventory and reduce losses. ● Case study: A household lighting store in Guangdong uses the golden pyramid principle of product portfolio to tap the role of commodities, make scientific orders, quickly increase sales and surpass competitors in the business circle.
Unit 4: How does the store manager improve the benefit of each promotion? Problem background: For store promotion activities, the dealer boss is tired, the store clerk is tired, and the consumer is tired; What do we do? What is the orientation of our promotion motivation? Does our promotion work every time? Did we lose money on the promotion? Did our promotional products promote sales in this category or other categories? How to innovate store promotion activities? The solutions are as follows: 1. Innovative strategies and efficiency improvement of promotional activities under the new situation 1. Under the new situation, the confusion of the balance between promotion and profit-three realms of promotion: third-rate promotion leaflets, second-rate promotion innovation, first-class promotion accuracy-is decreasing. Is your store promotion method out of date? 2. Five steps of store promotion activities:-How to effectively monitor the promotion? -How to effectively order and display promotional items in the store? How to analyze the promotion results? -What are the criteria and evaluation system for measuring the promotion efficiency? 3. How to promote innovation? -10 Cultivation of Innovative Thinking in Promotion-Analysis of Advantages and Disadvantages of 26 Promotion Methods II. Five focusing methods of "accurate promotion" 1. Understanding of "precise promotion" II. How to operate regional focus, product focus, customer focus, unit focus and personal focus? Three, in the promotion activities, how to maintain the brand price system management? 1. How to scientifically maintain the brand price system when doing promotional activities in a highly competitive business circle? -The price system of the store is the basic guarantee of the store's profit.-Commodities have sensitivity and price elasticity, and also follow the law of diminishing marginal utility. 2. How to allocate roles and prices when analyzing the product portfolio of the Golden Pagoda principle? -Different commodities play different roles and missions in the price system-some are image-building, some are main promoters, some are running, some are attacking opponents, and some are profitable. ● Case analysis: Henan ××× electrical chain stores use customer classification focusing method to carry out accurate promotion, which effectively improves the promotion efficiency by 50%.
Unit 5: How does the store manager understand the financial statements and make business data analysis and decision? Problem background: We don't ask the store manager to design financial statements, but we must understand them. Through the interpretation of financial data, strengthen the overall view of management, strengthen the awareness of expenses, strengthen the awareness of cost control, strengthen the awareness of gross profit, and strengthen the awareness of maximizing store profits. The solution is as follows: 1. Six functions of data analysis, how to find data changes? 1. Classroom field test: How much quantifiable data does the store have? 2. "No data, no openness, no process, no hands-on" 2. How to analyze shop operation with four-step method of data analysis? 1, four-step operation essentials of store data analysis 2, data analysis of sportswear specialty store 2, 3, how does the store manager understand the financial statements? 1. Don't be intimidated by financial statements. Everything in nature revolves around "profit". 2. How to read three financial statements: sales report, expense report and gross profit report? 3. Eight financial knowledge points that non-financial personnel must master. 4. How to use the concept of balanced scorecard to do a good job in comprehensive budget management? 1. Scientifically decompose the operating budget index of the store into 2: month, week and day. Break them down into each category, subcategory or even each item 3. Let everyone have goals, pressure and motivation every day. How? ● Case study: The interpretation of the data in the weekly "Customer's In-Store Sales Index Analysis Table" of a sanitary ware brand store in a building materials market in Guangzhou and the formation of sales countermeasures.
Unit 6: How does the store manager balance the scale and benefit of the store and improve the gross profit quickly? Problem background: Some chain stores don't make money and rely on headquarters to borrow money to maintain their operations, which hurts the company's finances. Under the guidance of the business strategy centered on gross profit, besides increasing the turnover scale to obtain higher gross profit, what other methods can improve gross profit in the daily operation of stores? How to build a gross profit model? The solution is as follows: first, master two basic concepts: 1, gross profit = operating income-expense 2, gross profit = gross profit/turnover ×100%; Second, establish a gross profit model to enhance the seven core "weapons" of store gross profit: 1, from daily refined management 10. 2. How to improve gross profit from the optimization of product mix structure? 3. How to improve gross profit from the three-stage law of store development? 4. How to improve the gross profit from the upstream and downstream of the supply chain? 5. How to improve the gross profit from the optimization of the gross profit contribution of commodities? 6. How to improve the gross profit from the break-even gross profit margin of the store? 7. How to improve gross profit from the optimization of commodity price belt? ● Case study: Based on the optimization analysis of gross profit contribution of various categories, a supermarket store effectively adjusted the product mix structure and improved the experience sharing of gross profit.