Write to the manager: what should be done by a qualified manager?

A good or bad shop, the manager is a key role, and now it is not easy to recruit a good manager in the outdoor circle, a good loss is also fast, not to be cornered or to change jobs. The uneven level of shopkeepers directly affects the business of the shop. There has not been a systematic training course for managers to see how a qualified manager can do it. The manager of a store can learn from reference, absorb its essence, and work diligently! ! !

First, the identity of the manager

1. From the moment you become the manager, the representative of the company's business shop, you are no longer an ordinary employee. You represent the company's overall image. It is the representative of the company's business shop. You must stand on the company's position. , strengthen management, to achieve the company's operating efficiency goals.

2. The realization of the turnover target The store you manage must have profit to prove your value. In the process of achieving the goal, your management and setting an example will be extremely important. Therefore, the realization of the turnover target , 50% is an excellent performance that depends on your individual.

3, the manager of the store is a small business shop is also a collective, there must be a commander, that is you, you not only have to play their talents, but also to bear the responsibility of directing other employees - to help every employee In order to display talents, you must use your own actions and ideas to influence employees rather than let them influence your judgments and thinking.

Second, the manager should have the ability

1. The ability to direct is to reverse old stereotypes and maximize their talents so that turnover can be improved.

2. The ability of education can discover the inadequacy of employees and help employees improve their ability and quality.

3, data computing ability to master, learn, analyze reports, data to know the quality of their own store

4. Goal achievement ability refers to achieving goals. Must have the organizational skills and cohesion, as well as the ability to grasp the staff

5, good judgment in the face of the problem have the correct judgment and can quickly resolve

6. Ability of professional knowledge The knowledge and skills necessary for understanding and selling your products

7. The operating capacity of the operating shop refers to the management skills necessary for operating the shop

8, the ability of managers and time

9. The ability to improve the quality of service means that the service is more rationalized, allowing customers to have a sense of intimacy, convenience, trust and comfort.

10. Self-training ability to keep up with the times to enhance themselves, and the company grows together with happiness 11. Honesty and loyalty

Third, the manager can not have the quality

1. Leapfrog reporting, self-assertion (refers to sudden problems)

2, shirk responsibility, evade responsibility

3, criticize the company in private and complain about the status of the company

4. Do not set goals, do not believe that you and your staff can create business miracles

5. When you have merit, enjoy it alone 6. You are not good at using the clerk's strengths, only see the clerk's weaknesses

7, do not want to train men, do not want their employees to surpass themselves

8, to the superior or the company, good news do not report worry about what is good

9, do not want to strictly manage the store, just want to be good old people

Fourth, the manager of the day's activities

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

A: The confirmation of the staff, the attendance and leave conditions, and the mental state of the staff.

B: Inspection of business storefronts: Review of inventory, inventory of new goods, display of goods, cleanliness of stores, lighting, prices, equipment, change, etc.

C: analysis of yesterday's turnover: the specific number is to reduce the cost (find out the reasons) and find ways to increase turnover

D: Announcement of business goals for the day

2, after the shop to noon

A: Confirmation of today's work priorities How much is the turnover today?

B: Tracking of business problems (equipment repair, lighting, product arrangement, etc.)

C: Sales volume/amount comparison of recent product categories in stores

D: When is the business peak today?

3, noon shift lunch

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

A: Train and talk to employees and boost morale

B: Handle and report problems found

C: Survey of four-weekly peer shop (how does business compare with us)

5. Evening (3:00~6:00)

A: Confirmation of the completion of turnover

B: Check the overall situation of the store

C: Indicate the cautions of the successor or agent

D: Ordering work, coordination with headquarters

6, evening

A: Promote the product and try your best to complete the target of the day

B: inventory items, cash register

C: Making a daily report

D: The completion of the hiccup job

E: Do a good job of leaving the store (to protect the security of the store night)

Fifth, the manager's authority

1, the management of employees

A: Attendance Management: It is forbidden to be late, leave early, strictly observe the discipline

B; service management: attracting repeat customers with quality service

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

D: Management of disqualification.

It is generally divided into two cases: * Retraining unqualified employees * Dismissing employees who are incurable

2, out of stock management

Out of stock is the direct cause of the inability to increase sales. Therefore, when placing orders, you must consider the specific circumstances of the business. From time to time, consciously increase the number of orders in order to avoid the in-place turnover or constant decline

3, loss management

The loss is divided into internal loss and external loss. The manager must understand that the impact of loss on profitability is extremely serious. In the sales of slow-moving and temporary products, if you lose one yuan, you must sell 3~5 yuan more items to make up for it. Loss, so control losses, is to increase profits.

A: Internal Loss The shop is mainly based on cash collection, which is the main income of the store. If the loss is caused by human factors in the cash collection, it will directly affect the turnover of the stores you manage. The biggest human factor is stealing cash or more stealing company property.

(1) When a clerk happens to be in the following situations, the manager should be vigilant to observe whether the clerk has a loss motivation. Employees leave the store without asking for leave. The clerk has no evidence but doubts others to be dishonest. *There is too much change in the cash register. Do not enter the bank) * The clerk's work attitude is abnormal * The clerk complains that the report is difficult to check against the cash receipt and payment * The clerk complains about the cash register problem When the above problems occur, the manager should promptly investigate, know the root cause of the problem, and quickly resolve .

(2) When the clerk goes astray, there are several performances * advanced and short-circuited, the cash received is always less than the amount of the statement, and even false statements are made to match cash income. * Shortage of product, number of sums received or settlement verification number when sum total report number does not match and * employees shop themselves, usually buy high-priced items at low prices * When employees give customers change, deliberately less * clerk to guard against theft * open and close When stealing products* When commuting from work or on holiday, when stealing products or cash, the first step is to grab favorable evidence, and the second is to dismiss the company (executed after reporting to the company).

(3) Occurrence of work negligence loss * Placement or identification error of price tag * Account check error * Store door not locked * Items have expired

How to achieve an operating profit for an outstanding manager

Contents of an on-site management (1) Content to be managed by a manager: image, display, service, morale, ability, performance;
(2) Manager = coach; manager does not always stand at the cashier, the manager is not a cashier; the manager does not only do sales, the manager is not a shopping guide;
(3) The difference between the manager and the employee: The store worker is the coach, and the store worker is responsible for teaching and guiding the growth of the staff.
(4) The guest does not enter the store: there is a problem with the window and head file; the method adjusts the window and head file;
(5) The guest does not buy into the store: it is the display and the goods have problems; the method is to adjust the display and the goods;
(6) The guests did not buy: It was a problem with the Purchasing Service staff, or a bad one.
(7) The manager is in the store: To observe employees, observe customers, and follow up.

Two team communication

(1) In a team, each person's personality is related to their growth experience and environment; for people - communication, the original family difficulties - understanding; life is not confident - communication, parental criticism education - understanding;

(2) When employees do not listen to your instructions, opinions or suggestions, because the two parties do not establish trust, their hearts do not open, so that employees accept your suggestions, please allow employees to accept your people;

(3) More communication - to understand the reasons behind - tolerance - the heart is open - the heart is closer - to facilitate management - to reduce the difficulty of management;

(4) 80% of the employees leave the company because they are direct supervisors and they are the responsibility of the manager.

(5) Inadvertent management, loss of an employee; Careful management, retention of an employee;

(6) If the manager is unqualified, it means to show to other people in the company that this is the standard of our employment, so we cannot tolerate unqualified manager;
(7) Manager: If there is something wrong, it is my fault. If there is performance, it is everyone's credit. The manager is the “day” of the employee. You represent the company in front of the employee.

How to hold a morning meeting

(1) The principle of the morning meeting: Review yesterday, arrange the tasks of the day, motivate staff morale, give methods, adjust staff status;

(2) The content of the morning meeting: goal setting, business review, today's work arrangement, learning product knowledge, and exchange sales skills;

(3) A successful morning meeting: a lot of praise and encouragement, the role of the store manager is to help employees how to sell, and employees have problems. Our task is to help him solve the problem. Solving the problem of the staff is to solve the problem of the store;

(4) The morning meeting will be a day of small training to improve employee performance and solve problems they face;

(5) Execution: The actual execution is the result of the occurrence of the result.

(6) After the morning meeting, the “Frontiers Follow-up Meeting” will be opened. Purpose: To chase business and pursue goals; Method: To give staff methods after the meeting;

(7) Division of labor to employees. Appoint different tasks (group leaders) to make each employee feel that they are important;

(8) The morning meeting is to arrange tasks, methods, and incentives; the evening party is a summary and review of the methods.

No goal, in all directions; there is a goal, consistent from top to bottom; manager is the person in charge and leadership of the shop, is a long shop. So what is the specific job of the manager? The excellent manager refers to the person who can achieve the target operating profit. Operating profit includes: daily operating profit, weekly operating profit, monthly operating profit, and one quarter. Six months and one year of operating profit. Through the day-to-day operation, a manager who can make profits according to the original city plan can call it "excellent manager"

Realize "profit - à budget - à gross profit - à operating income"

The chief means for the manager to realize the operating profit is to operate in the order of “profit - à expenses - à gross profit - à operating income”. However, the manager does not become an operator overnight. There are many series that cannot be ignored. Not paying attention to these details will have a negative impact on business. They did not put profits first; they did not fully comprehend the two opposites of “cost and benefits”; in many cases they “losed compensation” and satisfied with “daily operating income”.

Being an excellent manager is not an easy task. It is necessary to seek the best balance between operating revenue and gross profit margin. Through the algorithm of “revenue x gross margin”, we constantly seek ways to make both customers and shops win-win. The pursuit of gross profit first.

Understanding breakeven operating income

For any shop, after determining the target profit, the next step is to seek the corresponding operating income. A manager thinks that the sales target is elusive and can never be completed. But this does not mean that no one can achieve gross profit. As a manager, you must understand the very important point in the completion of the planned operating income --- the operating income at the break-even point, and in any case also to achieve this.

The break-even point operating income refers to the operating income that is just able to make up for all necessary costs and expenses in the store, ie equal revenues and expenditures, breakeven, and operating income when the operating profit is zero.

Let's calculate the operating income at the break-even point. assumed:
X = breakeven point sales
F = period fixed fee
V = variable costs such as promotions
S = unit price then SX = VX + F
The sales volume at the breakeven point is X=F/(SV), so the turnover at the breakeven point is SF=(SV)=F/(1-V/S).
As the manager,

First of all, we must ensure that the business volume exceeds the business volume at the break-even point. So how can we do it effectively? The job of the manager is to master the planned operating income in detail and use it effectively. Mastering annual planned operating income;

2. Grasp the planned operating income for the first half and second half of the year;

3. Link the planned operating income for each month; 4. Implement weekly, daily, and even hourly.

Main product realization plan income

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 fee”, then “fixed fee” = F+P, and place it at the position of the numerator of the operating income formula at the break-even point to achieve the target. Planned operating income for profit.
The establishment of individual business income plans for different commodities is a necessary condition for the completion of the plan. Commodities are generally divided into: main products, core products that complete operating income, and in most cases, the manager is responsible for the product; the main product is quasi-leadership; and the main product is inferior to the main product, and is the main product and other product in the future. The proportion of operating income is small, but it is indispensable. Among them, "guaranteing the selling of the main products" is one thing the manager must do. If the flagship product fails, it will become very difficult to realize planned operating income.

As the top leader of the store, the manager shall be fully responsible for the main product, ensure that the main product sells well, and finally complete the planned operating income. It shall:
Personally responsible for the main products; personally dedicated to the scene dedicated to sales; daily, weekly, monthly comparison of planned operating income and actual operating income data; plan operating income can not be completed, with the staff to find appropriate countermeasures; if the measures taken are not To achieve the desired results, the manager can not be discouraged; open the above process, do a good job for employees.
The manager must follow the "SEE (check data) à PLAN (DOC) à DO (preliminary demonstration)" process to open up a good example. Only in this way can the employee be encouraged and motivated. 99% of the success of any organization depends on the capabilities of the leader. The same is true of shops. The manager must ensure that the main merchandise is sold well to ensure that the sales budget is completed. The manager must have two positions, namely, the employee and the manager.

The best-selling main product must also be consistent with ensuring the gross profit margin. With good operating income, problems such as “low gross margin” and “high promotional fees” may arise. Low operating efficiency, but also the manager dereliction of duty, in order to ensure the main merchandise gross margin, the store manager must implement the following strategies: Complete the sales plan of the main merchandise of high-profit single items; Through the core commodities to attract customers; The first main product to attract customers Commodity and high-margin commodity combination to create profit.

Labor cost control

Direct Labor Rate = Direct Labor Cost / Gross Rate
25% or less qualified;
30% or less is good
Less than 35% is not ideal;
More than 35% is too bad and definitely loses money.

Only based on the direct labor rate can judge the quality of the business. Because only people can create operating income and gross profit, other factors only need to create conditions for operating income and gross profit.
The salary costs of employees used to create value, especially the direct labor costs, are the most important expenses. The manager is the highest in labor costs, and he also creates corresponding gross profit. The manager must lead by example to participate in the operation and sales, and in practice, control the labor costs within a certain percentage of gross profit.
There is a saying of the manager: “You can exercise yourself by controlling the ratio of labor costs.” The manager has to bear heavy burdens. In addition to having a strong comprehensive analysis of business indicators, he must also train business talents in practice. For the manager, whether it is for himself or for others, "Teach everything you do and all the work you can do to others."

The key to completing "operating profit" lies in people. To cultivate talents in practice, pay attention to:
Let labor master labor costs and gross profit;
Allow employees to have direct labor cost rates;
Calculate the direct labor rate to see if it is within 25% to master productivity.
It may be that the direct labor cost ratio of most employees is more than 25%, and the ratio is constantly approaching 25% through guidance and help. This is the goal of personnel training.
For employees with a direct labor cost ratio of less than 25%, challenging guidance and help are required, which is a test of the manager’s own ability.

As a "self" operation to accept the operator's request

The above points are actually requirements for "operators." The responsibility of the manager is to accept the operator's requirements as the “own” business principle, because there are managers who own this company and the manager is one of his agents.
It is very important to understand the requirements and aspirations of the business operators to understand what they should do. As a manager, take every conversation with the manager seriously. The main points include:
The operator's requirements and wishes are taken as business data, and operators' requirements and expectations are fulfilled in terms of both quantity and quality.
Fully understand the capabilities of your employees;
Understand the operator's requirements and the gap between themselves, and ask the operator for help.

Reproduced from: Communication home

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