How Can The Management Of Store Personnel Win The Terminal?

Managers should first understand that knowledge of goods, sales skills and display of goods are strong as a manager's own ability. Besides regular training, on-site management is also a process of training guidance.

In operation and management, a lot of information collection and data collection must be done through tables. Floor information for merchandise information, sales data, opponent information and so on is a lot of salesmen 'participation. For example, the information of the same city and the brand can allow the salesperson to get the market, and the view of the salesperson is different, so it is not easy to aggregate.

Just fill in the relevant content, and the last column let the salesperson write the analysis. This angle is not limited. The salesperson is the frontline service personnel. Some views are the most powerful. Many of the information she provides are valuable and available resources.

At the appropriate stage, mass activities can be organized in shopping malls or floors.

The participation of sports meet, Festival Gala and art show can stimulate the enthusiasm of this young team and relieve their work pressure.

Some incentives can not be put on the oral side alone, such as the former volunteer district chief, who has done a lot of work for the floors, even at the expense of their own rest time. During the year-end get-together, you can buy some small gifts on your own floor, and thank you for your service in everyone's applause.

Set up a model so that others can learn from others.

In all the above management activities, the core goal is sales.

The way of store management can be used flexibly because of the person, the place and the place, but the salesperson's sales performance assessment can not be any relaxation. After all, this is her duty. To make a reasonable sales task, and to divide them into months and days, the quality of completion is the criterion for evaluating whether it is excellent or not.

"No pressure, no motivation" stimulates sales enthusiasm from sales tasks.

Morning training alone is not enough. In addition to regular training in the unified organization of the shopping malls, floor managers also need to organize targeted training, adhere to the weekly training, not too long training hours, arrange less than one hour, arrange different training topics, and accumulate training to improve the quality of the salesperson.

Morning meeting time should be appropriate, not too short or too long; the floor supervisor should be well prepared before the meeting, so that the salesperson can feel your attention. Attention should be paid to queue management. The supervisor should first come to the scene, cultivate disciplined timeliness, and develop good habits while training. When training, questions can be timely, so that the listeners can concentrate on energy, and they can also find out whether they understand; arrange lectures or simulated exercises, communicate in advance; the final purpose of the morning meeting is to improve service levels and improve sales.