Summary Of Key Points For Fine Management Of Retail Store Managers

1, let our employees adjust their positive and optimistic attitude, believe and do it, instead of complaining every day, because complaining is spitting to oneself! Emphasize positive energy.

2, let the shopkeeper and the guide member clearly understand their role and responsibilities. The store manager is not a super salesman, but should be a real manager, a hero abdicate, a team in place! The store manager needs to build an elite team.

3., we must do business before and after the day of business.

Understand the target, analyze and conclude, and have a good morning meeting. Know how to do light and prosperous fields.

4, let employees fully understand the shop's goods, sell well and slow sales! Do a good job in the main push display, understand the gold display points output ratio and make timely display adjustment.

There are also some experiences in the work.

1. does the store manager have the target of daily and time?

2. is the use of time meetings for target tracking?

3. is the time interval?

Analysis of the reasons for failure?

4. is there enough way for staff to reach a meeting at the time?

5. do you find out where management needs to be improved through weekly analysis?

6. is there a plan for achieving the goal?

1. find out the best seller every week?

2. is the stock of the best seller enough?

3. does the staff know clearly the stock of the best seller?

4. has the manager analyzed the reasons why the products have become salable?

5. is there a substitute for the best seller?

6. do you teach staff to match best sellers with other products (such as unsalable goods)?

Three, unsalable goods:

1. do you find unsalable products every week?

2. do we pay more attention to unsalable goods, such as adjusting display and so on.

3. is it necessary to set daily sales targets for unsalable products and let employees pay attention to them?

4. does the marketable product with the largest quantity and amount take up other samples?

5., do we teach staff the selling point of unsalable goods?

Four, human effectiveness:

1. do we motivate employees through games?

2. do we regularly train our employees' professional skills?

3. do you know the strength and weakness of employees?

4. is it strong or weak when scheduling?

Five. Ping efficiency:

1. do windows and models often display low priced goods?

2. are colleagues selling cheap goods all the time?

4. do we teach employees to push the selling points of goods?

5. does the local market sell well?

Six, joint rate:

1. has the joint rate been calculated every day?

2. is the target of daily joint rate for employees?

3. do we regularly train the style and color matching ability of products?

4. do you follow up the employees to try on one or more clothes?

5. is training for employees' joint rates?

Seven, unit price per customer / average unit price:

1. are there any selling points for faculty members to sell expensive goods?

2. do you teach employees how to respond to high price objections?

3. is your special item special?

Eight. Sales of Classified Goods:

1. is sales volume analysed through reports?

2. is it necessary to strengthen the category of bad sales?