Be the best store manager

Chapter 1 Preface
People will become close friends because of a chance acquaintance.

I first met Mr. Yu Jieqi in the early summer of 2007.

Because of the working relationship, we need to invite an expert to systematically expand our management team's thinking to continuously improve work performance.As a retail industry expert with both theory and practice, Mr. Yu Jieqi has become our first choice.After a month of research, communication, and refinement, Mr. Yu Jieqi tailor-made a set of very constructive and exciting courses for us—how to retain customers in retail terminal stores, which is still fresh in my memory.Mr. Yu Jieqi's senior attainments and insights in the retail field, supplemented by his humorous and pragmatic teaching style, really impressed me.One is an expert in theory and practice in my country's retail field, and the other is an explorer and practitioner in the development of chain channels. They hit it off.

When it comes to the publication of the book "Being the Best Store Manager—Technology for Doubling Store Performance", it cannot be summed up in a few words.Mr. Yu Jieqi has talked with me about his thoughts on this book many times, and he has been brewing this book for 6 years.Investigating its original intention, we have to start with the development and evolution of my country's retail industry.

The development of the market has its inevitability. In the early 20s, my country's retail industry had just started, and there were no established operating norms and development models. Everything was crossing the river by feeling the stones, not to mention the improvement of services and the innovation of ideas.However, market demand is like a flood that has opened the gates, driving the extensive and rapid development of industry, commerce, and retail.In the following years, the growth rate of total social retail sales has grown by leaps and bounds. Since 90, relying on the capital market, the retail industry has shown a more rapid expansion in a form similar to the financial industry, and the characteristics of large-scale and chained retail industry have become the theme of this period.With the support of sufficient capital flow, the internal management platform and terminal operating environment of the retail industry have been fully upgraded.However, under the market background of excessive competition and rapid expansion of large-scale retail terminals, the sustainable development of the retail industry has become a new topic for business operators.

First of all, the most serious problem is the lack of terminal management talents.As we all know, my country's retail industry and chain industry started late, and the huge market demand stimulated the rapid development of the market, but the supporting management has not yet been established.Being in it, you can clearly feel the industry's thirst for terminal management talents, and innovative middle-level management talents who have mastered modern information technology, service awareness and business philosophy are enthusiastically sought after by the industry.Therefore, strengthening the training of retail terminal management talents has become the key to supporting the sustainable development of the retail industry.

Secondly, with the emergence of overcapacity in the manufacturing industry and the diversification of consumer demand, the buyer's market has been frozen.For retail terminals without physical industries, service is their only product, and high-quality service and its innovative, diversified, humanized, and differentiated operations have become the magic weapon for the retail industry to survive.At present, the service quality, service concept, service skills and other links of my country's retail management personnel are different from those of modern commerce.

Thirdly, due to the intensification of competition in the retail industry, irrational expansion is common, resulting in waste of resources and increase in operating costs, scale and efficiency are reversed, and blindness and rationality are intertwined.In this way, the operating quality of a single store and the profitability per unit area have become rigid indicators for measuring the operating quality of retail terminals.The competition among various retail enterprises eventually evolved into a hand-to-hand combat in terminal stores.How to attract customers, retain customers, and cultivate loyal customers has become the focus of competition, and market competition has put forward higher requirements for efficient operation and refined management of retail terminals.

At the end of 2004, my country's commercial retail industry was fully opened to the outside world.With the successive influx of retail giants from Europe, America and other countries, challenges and opportunities coexist for the national retail industry.The entry of foreign capital has raised new issues for the national retail industry in terms of system construction, process standardization, business philosophy, and service innovation.The national retail industry is either conservative and solidified and waiting to die, or it is striving to become stronger and seeking endogenous changes.

Dual competition requires retailing to return to its roots.The progress and development of business, the intensification and upgrading of competition call for the return of the essence of the retail industry.The essential demand of the retail industry is to meet people's needs for life and entertainment culture, and the so-called suppression of competition, mergers and acquisitions, and resource grabbing are only temporary survival conditions, not long-term solutions.On the premise of fully respecting consumers, how to carry out loyalty marketing, improve service quality, strengthen self-construction, enhance internal strength, and pursue internal innovation are the golden rules for retail enterprises to achieve sustainable development.my country's national retail industry is gradually entering a period of rational development, and will eventually find a balance between speed and system, impetuousness and rationality, and all these can only be realized by a group of high-quality management personnel.The store manager is the lifeline of the retail terminal.

Mr. Yu Jieqi is well versed in the development of my country's national retail industry, and promptly published the book "Being the Best Store Manager—Technology for Doubling Store Performance" to explore a fine-grained operation management that suits the characteristics of my country's national retail industry terminals. the road.It can be said that this book is the product of the call of the times, and its publication will bring fresh air and vitality to the development of my country's national retail industry.

Books are like people. The book "Being the Best Store Manager—Technology for Multiplying Store Performance" continues Mr. Yu Jieqi's consistent rigorous and pragmatic style, with novel viewpoints and sharp writing, which makes it easy to read.If I am allowed to describe this book with beautiful language, then I would say: it will make an ordinary terminal manager grow into an outstanding store manager, and it is also the best choice for commercial retail entrepreneurs, managers, and practitioners. A must read.

For this reason, I am pleased to write a preface, and hope that all colleagues in the retail industry can benefit from this book!
Fan Zhijun——Vice President of Suning Appliance Group, Executive President of North China Headquarters, General Manager of Beijing Regional Management Center

The terminal is the last battlefield of product sales, and the cruelty of its competition can be imagined.In addition, the trend of economic globalization is intensifying. Since 2005, the domestic retail market has been fully opened to the outside world. International chain companies and well-known brand products have also entered the domestic market one after another. The competition among various stores has become anxious.Therefore, store management cannot be done behind closed doors as before, but should introduce new concepts of store management and enrich management techniques.

Thousands of troops are easy to get, but one general is hard to find.The store manager is a small copy of the terminal. An excellent store manager will surely create an excellent store.I believe this is the most profound experience of many dealers.But there are so many stores, and those that can really stand tall in the forest of terminals and grow stronger are rare.The reason is that the ability gap of store managers determines the performance gap between stores.

And how to make a person quickly grow into the best store manager in the moment of extreme market changes, this is the subject that Mr. Yu has been studying for a long time.Now that the fruit is ripe, Mr. Yu will teach it all.In fact, it is not difficult to be the best store manager. As long as you can find a way, you will naturally outline the key points and improve quickly.After reading this book, you will find that it is the trainer by your side. When you encounter any problems in store operation, just open this book, it can let you relax your brows, and at the same time provide you with effective The learning method allows you to enhance your learning ability in today's ever-changing environment, so that your store will always stand in the forefront among many stores.

This book is for the store manager to accurately position and avoid the opportunity cost caused by blindness. It uses the most plain and popular terms to explain the management and operation skills and capabilities that a modern store manager should possess, as well as various common problems encountered in the store. The language was organized and answered.This book mainly includes which aspects to improve to be the best store manager are the most effective, what problems the best store manager should pay attention to at ordinary times, and the key steps to build a golden store, technical problems and solutions in daily store management, in Solutions to common problems in face-to-face sales, standardized operation of daily store procedures, and unique secrets of store personnel management techniques.I believe this book will help those managers who aspire to become the best store managers.

(End of this chapter)