When The New Store Is Never Changed, It Is Not So Simple.

Everyone has a tendency to do things they are familiar with. On the one hand, they are afraid of new things.

The store manager, especially the manager of a large shop, often grows from the tally line or the cash line, so the manager of the tally shop is not familiar with the cash register, and the shop assistant on the receiving line is not familiar with the tally. Even the manager who rises from the tally line is not familiar with all the sales departments.

At this point, the store manager has to take a step forward, do things that he is not good at, do most of the inspections to the departments you are not familiar with, and take a lot of trips; for a simple reason, one or two of the departments you know are already aware of the problems and are within your control.

And you don't know the Department, and you need more time

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A negative example, one of my deputy store manager POP, was very beautiful and praised by leaders at all levels.

When the deputy manager is in charge, he can be on duty independently. In a comfortable office, the favorite thing to do is to write POP in it, and naturally enjoy it in the praise of his subordinates.

I forgot that he was doing the art work with the manager's salary.

In practical work, some shopkeeper or their subordinates' ability is not assured, or they are afraid of their status being replaced. More often than not, they can not analyze what jobs can be allocated to others.

In fact, the method is very simple. In addition to core work such as financial control, personnel performance appraisal, plan making and so on, the rest can empower your subordinates to do so. Don't worry about empowerment, your power will be weakened, and you will become the center of power.

With a leader like you, subordinates will grow faster.

Performance represents everything. A store with good sales performance is often the "production line" led by the operation Department. This is a bit unfair and impossible.

Well, the attention of the company leaders will rise, poor performance shop leaders do not want to go too much, affecting his patrolling shop mood.

What the new manager always does is to apply for some promotions or purchase some special offers, engage in an activity and burn a few fires. This is understandable.

But retail is a vegetative industry. To open a point is to plant a tree. We hope that her roots will grow.

As a

The vision must be outwardly, and after the daily work is authorized by way of authorization, more time will be concerned about the environment, the competitors around me, where we are superior to them, and what areas, schools, units, shopping choices, and what I can do in this area.

Clearly, this is the only way to improve and service targeted stores. - Global Brand Network - good customers! Remember, retail is to compete for customers in an opponent, to win in small wins, to win in greater detail than with your competitors.

You don't have to overlook your customers, but let your customers never be disappointed.