Be the best store manager

Chapter 12 Key Three: Model Replication——Building a High-Efficiency Sales Team

The biggest cost of store management - lack of personnel training
In the management of many stores now, the store manager does not make great efforts to train the staff. Except for some restrictions on objective conditions, the store manager must first measure whether the cost of training can be recovered.Once this issue is mentioned, store managers will have several common reasons, but in fact this is a wrong understanding of personnel training.

The general store manager will say that it is understandable that he does not pay similar time costs. The daily affairs of the store manager are indeed very complicated, and every day is like a battle.However, ignoring the training of clerks will create a vicious circle: if your subordinates are not capable enough, you will be more afraid to authorize, and as a result, you will be busier and your employees will not be able to help you.Many people think that developing people is an important but not urgent thing in the store, so it is often ignored.Therefore, the fundamental solution is for the store manager to fully understand the importance of personnel training, and according to its importance, arrange it in the tasks of the store and implement it effectively.

The most troublesome thing for the store manager is that during the personnel training, the employees can't learn it no matter what.There are generally two possibilities for this: one is that the employees are not cultivable, and the other is that the guidance skills are wrong.The former should be filtered out at the time of recruitment, or use assessment tools in stores to evaluate the potential characteristics of subordinates in advance, so as to select the best ones for training.In terms of skills, the store manager himself needs to strengthen his training.

Most store managers are worried about "teaching the apprentice to starve the master", so they often have the habit of saving their hands when teaching skills.This traditional concept is based on the ancient agricultural society. At that time, there was very little social information and slow progress. People could survive only by personal craftsmanship or kung fu, and even be guaranteed for a lifetime.However, in today's fiercely competitive market environment, it is impossible to succeed alone. Therefore, if the employees are not trained as soon as possible, the job of the store manager or store manager may not be guaranteed, because the effectiveness of the store cannot be brought into play, and the store performance is not good. , the store manager will step down.

"I'm worried about making wedding clothes for others." The manager of a beauty shop explained to me that talent turnover is frequent now, and sometimes the hard-earned talents eventually become the talents of rival stores.Although the flow of talents will cause pain and even harm, but it cannot refuse to employ people or stop personnel training, otherwise it will cause the danger of doing wrong things for the right reasons, just like farmers who are unwilling to plow again when they encounter natural disasters It's the same as when the crew stopped sailing when they encountered wind and waves.Of course, the store manager must take into account the person's loyalty, personality traits, trustworthiness and the store's talent retention strategy when training personnel in order to achieve a comprehensive effect.

For most tasks in the store, the familiarity and mastery of the store manager is much better than that of the employees. Many store managers lack the sense of patience and guidance, or do not trust the store staff to do it.As a result, I have to do everything myself, and I am very tired.A person's strength must be limited, there is no way to take everything into account, employees cannot be trained, and lack of participation, they cannot feel the store's trust in them.At this time, the store manager can first guide the secondary tasks or the tasks that the employees can already undertake step by step, and finally complete the transfer of tasks.

Personnel training is very important for stores. Of course, blind personnel training is not advisable. The store manager must have a clear purpose when conducting personnel training.

Store employees have their own positions and assume certain responsibilities. Therefore, it is very important for employees to improve their professional ethics.When the store manager conducts personnel training, he should focus on training and improving their professional ethics, and require them to be loyal to their duties and love their jobs.

An important purpose of the store manager in personnel training is to improve the professional level of employees.

Through training, not only can employees master the professional skills required for their positions, but also improve their professional skills and master other related technologies.Different positions and positions require different knowledge and skills, and training should be carried out in a targeted manner so that the professional level of employees in different positions can be improved through training.

The basic ability of work and the ability to deal with problems at work are two types of work ability.The basic ability of work refers to the knowledge, skills and psychology required by employees to engage in work, and the ability to deal with problems at work includes the ability to understand and judge, create and develop, communicate and adjust, and organize and lead.In the specific work process of employees, the quantity and quality of tasks completed by employees at work, as well as their labor attitudes at work, such as discipline, coordination, enthusiasm, and sense of responsibility, are all concrete manifestations of work ability.

The personnel training of the store is to improve the working ability of the employees after the training, so that they can give full play to their potential in the workplace.If the working ability of employees has been improved after training, then the effect of training is ideal.

The significance of employee training to store development has been recognized by more and more stores. A survey published in the US "Management News Briefing" in January 1996 showed that: 1% of managers believe that low-level skills due to insufficient employee training are destroying the competitiveness of enterprises; 68% of managers believe that employee training Significantly lower business spending.From this we can see the significance of employee training to the enterprise.

Through training, new employees can adapt to the new environment and master operational skills; old employees can constantly add new knowledge, master new skills, and adapt to the needs of work.The overall level of employee quality can be continuously improved on the basis of training, and the effect of this quality improvement will be reflected in all aspects of the store, thereby enhancing the competitiveness of the store.

After training, employees understand the relationship between their work and other work links and their important role, and they will take the initiative to go to work on time, enhancing their work consciousness and sense of responsibility; the focus of store management can be shifted from annoying mistakes to comparison. Pleasant planning work and encouragement for employees to work up.In addition, training is of great benefit to stores and individual employees.

Training has a great stimulating effect on employees. When employees feel their own value and the reuse of the organization through the vocational training of the store, they will be full of passion for work and full of confidence in themselves. From this perspective, training itself is a an important motivator.Now the store not only provides a lot of training, but also supports individual employees to carry out training that suits their own career paths or their own needs, even if these trainings are not within the store's plan or do not meet the store's established goals.

Training can enable employees to develop themselves, because every employee has a desire to pursue their own development. If this desire is not satisfied, employees will feel that their work is boring and life is boring, which will eventually lead to the loss of employees, especially outstanding employees.For ordinary employees, everyone also hopes to have opportunities for growth and promotion in the store, which requires continuous learning, which can only be obtained through effective training.

Excellence is the result of choice and education
In daily work, the store managers we see are all like clockworks fully wound up. When they don’t stop, besides the duties, other small things are carried on their shoulders, making them very tired all day long, complaining He said that it was all because there were too few excellent employees, and they couldn't do everything well, so in the end they had to do it by themselves, which was very helpless.In fact, excellent employees are selected and educated. If the two key points of recruitment and training are well managed, there will be no worries about the lack of excellent talents.

Recruitment is the core and starting point of all management work. In terms of costs, choosing the wrong talent not only wastes recruitment costs and salaries, but also pays resignation fees, which affects the normal progress of work.If you want to re-recruit, you have to pay the cost and effort of re-recruiting suitable talents.But if the right talent is selected at the first time, the work can be put on the right track in time and the work performance can be improved as soon as possible.In addition, when assigning talents to a position, facing a strange person, it is difficult to believe and judge whether he is competent for the job just based on his resume, and the store may also need to select the most suitable person among people with similar conditions , This requires stores not only to follow certain procedures in the recruitment process, but also to use scientific selection methods.

During the recruitment process, recruiters should pay attention to attracting more candidates.In order to ensure the quality of recruited employees, the store needs to determine the minimum number of applicants based on the actual number of recruits.In the actual recruitment process of the store, we can use a graph called the "applicant screening pyramid" to roughly calculate the approximate number of people who need to apply.

For example, the store decides to recruit 30 employees in the next year. According to experience, they know that after interview and selection, the final selection rate of applicants is 2:1, that is, half of those who pass the final second step and receive the recruitment notice can be hired. .The ratio of the applicants who participated in the interview to the applicants who passed the last second pass is 3:2, and the ratio of the applicants who are notified to participate in the interview to the applicants who actually participate in the interview is 4:3, and the ratio of the total number of applicants It is 6:1.According to the calculation of these ratios, the store must have 720 applicants in order to select 120 candidates with suitable conditions to participate in the interview, and the actual number of interviewees is about 90, from which 60 are selected, and finally among the 60 candidates , half of them were hired.

Stores can employ different strategies to determine job application eligibility at the outset of hiring.One is the high-threshold strategy. First, set the qualifications higher, so that fewer applicants meet the requirements, and then you can spend more time and money carefully selecting the best employees.In this way, the most capable go-getters can be selected.The other is a low-threshold strategy, which sets the qualifications lower, so that more applicants meet the requirements. At this time, the store will have more choices and the cost of recruitment will be lower.This situation is mainly applicable to the recruitment of general employees with low technical content.

The selection of personnel in recruitment should not only refer to accepting people who come to the store to look for jobs.In fact, in order to reduce labor costs, many stores often temporarily find some people to fill the vacancies. These people have not received systematic training, which is one of the reasons for the low professional ability of employees.

To properly select salespeople, stores must define selection criteria.Stores are looking for staff with low turnover, low absenteeism, and strong sales capabilities.Therefore, it is necessary to systematically consider the comprehensive conditions of the applicants, and then select suitable personnel from them.

In personnel selection, it is very important to consider the applicant's gender and age.Different industries have different requirements for the gender and age of recruiters.Stores should select applicants according to their own business operation needs.

Character determines destiny and also reflects a person's potential ability.Most stores tend to choose those who are cheerful, confident, friendly, and relatively stable and energetic as salesmen.These personal qualities can be understood through individual conversations between recruiters and applicants, or recorded materials about personal personality.

As a salesperson, the accumulation of experience is a very important factor in the strength of a person's business ability.Of course, this is not absolute.Faced with many young people seeking sales jobs, they do not have any significant experience before.These applicants can be evaluated on their individual characteristics, as well as on their demonstrated ambition, drive and work ethic.

Many of the products sold and services provided by the store are technically complex, such as household appliances, massage services, beauty services, and so on.Employees have a certain level of education and can quickly master service skills and product technical knowledge, so that they can face customers' technical inquiries and requirements with ease.

After several rounds of testing and selection of applicants, the next step is the final recruitment of basically qualified candidates.

Generally speaking, the hiring decision should follow the following basic principles:
1. Equal opportunity
Those who meet the recruitment conditions shall not be discriminated against or allowed to enjoy privileges because of their ethnicity, personal identity, gender, belief, marital status and other reasons.

2. Power first
Whether the applicant maintains enthusiasm for this job is a basic point that should be paid attention to when making a decision.Studies have shown that individual job performance generally depends on two factors: individual ability and motivation.If two people have basically the same ability but very different enthusiasm, then the final job performance will be different because of the different job enthusiasm.

3. Ability priority
Work experience and work performance are the conditions that the store attaches great importance to when recruiting, that is to say, when other conditions are the same or similar, work ability is given priority.

4. Make the best use of talents
That is to select candidates whose job requirements and qualifications are equivalent.While adhering to the principle of equal competition and merit-based recruitment, we must carefully recruit those who exceed the qualification requirements.Generally speaking, it may not be a good thing to appoint a candidate whose knowledge, experience, skills and quality level are much higher than the job requirements, because his requirements (including salary, working conditions and environment, etc.) possibility also increases.What we are talking about here is to use it with caution, not simply not to use it, but to make judgments and decisions in close connection with factors such as the applicant's work motivation and quality.

While the store manager is doing everything possible to recruit talents, he must also grasp the cost-benefit ratio of recruitment, so as to create the greatest value with the lowest cost.Some people have the idea that talents are the most precious asset, and they must be recruited at all costs. This attitude is commendable, but the recruitment and management of personnel need to be scientific, so as to maximize benefits.Therefore, in the recruitment process, it is necessary to conduct a recruitment cost assessment and an assessment of the recruited personnel to test whether the recruitment plan is successful.

1. Recruitment cost assessment
(1) Overview of recruitment cost assessment

Recruitment cost assessment refers to the process of investigating, verifying and evaluating the cost of recruitment against the budget.

An important index to identify recruitment efficiency is recruitment cost evaluation. If the cost is low and the quality of the recruited personnel is high, it means that the recruitment efficiency is high; otherwise, it means that the recruitment efficiency is low.

In addition, low cost and large number of recruits means low recruitment cost; otherwise, it means high recruitment cost.

We illustrate it with the following formula:

Recruitment unit price = total expenses (yuan) number of recruits (person)
When a store conducts daily recruitment, the cost assessment work is very simple. If it conducts large-scale recruitment activities, the cost assessment work is very complicated, and the assessment work needs to be done carefully.

(2) Recruitment budget

Recruitment budget mainly includes recruitment advertisement budget, recruitment test budget, physical examination budget, and other budgets.Among them, the recruitment advertising budget occupies a considerable proportion. Generally speaking, it is more reasonable to allocate the budget according to the ratio of 4:3:2:1.For example, if the recruitment budget of a store is 10 yuan, then the budget for recruitment advertisements is 4 yuan, the budget for recruitment tests is 3 yuan, the budget for physical examination is 2 yuan, and the other budget is 1 yuan.

Of course, each store company can decide the recruitment budget according to its actual situation.

(3) Recruitment accounting

Recruitment accounting refers to the general term for measuring, auditing, calculating, and recording the use of recruitment funds.

Through accounting, you can know whether the use of funds in recruitment is in line with the budget, and where the main difference occurs.

2. Recruitment evaluation
Recruitment evaluation refers to the process of evaluating the quality and quantity of recruited personnel according to the recruitment plan.

The number of recruited personnel can be represented by the following data:
(1) Recruitment ratio
Recruitment ratio = number of recruits and applicants × 100%

The recruitment ratio is negatively correlated with the quality of the recruits. The smaller the recruitment ratio, the higher the quality of the recruits; otherwise, the lower the quality of the recruits.

(2) Recruitment completion ratio
Recruitment Completion Ratio = Hired Number Planned Hired Number × 100%

If the recruitment completion ratio is equal to or greater than 100%, it means that the recruitment plan has been fully or overfulfilled in terms of quantity; otherwise, it means that the recruitment plan has not been completed.

(3) Recruitment ratio
Recruitment ratio = number of applicants planned number of recruits × 100%

Generally speaking, the applicant ratio is positively correlated with the quality of the recruiters. The larger the applicant ratio, the better the effect of posting recruitment information, and the higher the quality of the recruiters.

In addition to using the two data of recruitment ratio and application ratio to reflect the quality of recruits, the recruiters can also be ranked according to the requirements of recruitment or job analysis to determine the quality.

Employee recruitment is only the selection stage of cultivating outstanding talents. How to make new employees become qualified employees that meet the requirements of the store is a problem to be solved by the internal training of the store.Many companies also regularly hire experts to train employees.

Business ability training is only to teach employees about business, which is not enough for stores.The service quality of a store depends on the performance of employees in the process of providing service to customers. Customers are different, and relying on business ability training cannot solve all the problems employees encounter when serving customers.Because the problems that employees may encounter in interacting with customers are unpredictable, it is difficult to simulate and solve these problems in training.In store training, communication skills training is somewhat more difficult than skill training.

In the training of stores, the following aspects should be paid attention to in the training of personnel who are in direct contact with customers:
1. Store operation policy
In most cases, customers and stores are connected through sales personnel, who are often the spokespersons of the store.Therefore, salespersons should be familiar with store management policies, especially policies that are closely related to customers, such as merchandise operating profit, handling of people who steal merchandise, credit sales, merchandise storage, delivery, and price negotiation.In addition, sales staff should also be familiar with policies such as business hours, break times, lunch and dinner times, remuneration and quota methods, non-sales tasks, and regular assessment standards.

2. Commodity knowledge
The sales staff should have a detailed understanding of the performance, usage methods, advantages and disadvantages of the products in the store, so that the sales staff can provide customers with various reasonable suggestions when customers purchase products, and help customers choose the most satisfactory products. commodity.In addition, salespeople should also understand the advantages and disadvantages of the products offered by competitors.

At the same time, sales staff need to be more familiar with the shelf life and durability of the products sold in the store, which means that sales staff should also know the reputation of the processing and manufacturers represented by the store.

3. Customer type identification
There are different types of customers, which requires the store manager to train the sales staff on how to identify and adapt to the requirements of different types of customers.During the training, the basic types of customers and their reception skills can be summarized and taught to the sales staff. If the sales staff can understand how to receive these customers and make them satisfied, the turnover of the store will be greatly increased.

4. Customer selection criteria
How to discover customers' purchasing criteria and how to respond to their requirements is what store salespeople must learn.Regarding customer purchase criteria, there are generally the following four situations, and there are corresponding sales strategies for these four situations.

(1) Customers are not clear about the criteria for product selection

When customers have no purchase criteria or are unclear, the best sales strategy is to guide customers with the best purchase criteria and make them as influential as possible.

(2) The selection criteria are not clear

When the customer's purchase standard is not clear, the range of products that can meet the customer's needs is often relatively wide.The sales staff can first display the specific products that meet the customer's purchase criteria, so that the customer has a perceptual understanding.This is the easiest thing for a salesperson to do.

If both the salesperson and the customer are willing to make this transaction, and the store has more products available for sale, then a better strategy can be adopted: first help the customer to determine the clear purchase criteria, that is, to help the customer to make a decision. Find out where the problem is, and then recommend products to them.

(3) Customers have clear and definite purchase criteria
For the salesperson, the best strategy is to explain which products meet the selection criteria. All the salesperson has to do is to explain the various characteristics of the product to the customer.If the customer does not agree with the salesperson's suggestion after the conversation, then he will naturally deny his previous request for product specifications.At this time, the salesperson can re-ascertain the customer's purchase criteria, and then recommend suitable products to them.

(4) The customer's purchase criteria are incorrect

This kind of purchase standard has certain contradictions, and it often brings trouble to the purchase decision.There are two basic situations here: First, there are two contradictory requirements for the product that the customer wants.In this case, the best strategy for the salesperson is to let the customer understand that such a product does not exist, and through persuasion, make the customer have a preference for consumption, make a choice between the two requirements, and make The two are consistent.Second, the customer's purchase standard has only one characteristic, and sometimes there are contradictions.For this kind of contradiction, the best strategy is to try to increase the requirements on the good side and minimize the bad factors.

Excellence is the result of selection and education. As long as the recruitment and training of personnel are made scientific and truly valued, I believe the store manager can get twice the result with half the effort. At that time, just sit firmly on the stage and give pointers.

value of copy

The management of chain stores needs to use the 3S principles, namely specialization, standardization and simplification.This is also the secret of its success.When training shop assistants, these standardized and process-oriented things are easy to grasp and only need to be copied simply, but even this simple copy can bring huge benefits to the store.

Take McDonald's as an example. As one of the largest fast food chains in the world, McDonald's does not have many sales skills. It just implements the 3S principle and standardizes everything, including sales.After entering McDonald's, when ordering food, the waiter will ask: "What do you want?" The customer: "I want a chicken burger." "What else do you want?" The customer: "A French fries." The waiter continued to ask : "What else do you want?" Customer: "A big Coke." The waiter didn't stop: "What else do you want?" Customer: "..." As long as the customer doesn't stop, the waiter will keep asking, that's it A simple sentence of "I need something else" can sell one more hamburger every day, and McDonald's stores around the world can increase their revenue by US$32 billion a year, equivalent to RMB 256 billion.This is the enforcement of standardization, the value of duplication.

Therefore, the store manager should be aware of the power of standardization, and program the display of goods, the placement of goods, every detail of customer hospitality, the process of welcoming customers, the steps of sales, the return visits of old customers, the design of promotion methods, etc. Standardization, simply copying, allows shop assistants to create the greatest value.

Good birds choose trees to live in: education and training are an important strategy to retain employees

The loss of outstanding clerks and excessive turnover of clerks will increase the explicit costs of recruitment and training for the store, and there will also be hidden costs such as reduced prestige, low employee morale, interruption of workflow, and customer dissatisfaction.

In recent years, brain drain in all walks of life has been on the rise and has become a bottleneck restricting enterprises.The so-called good birds choose trees to live in, and only by finding out the reasons for brain drain can we find countermeasures and change the status quo.

There are many reasons for the loss of excellent employees:

(1) Most people think that salary is the most effective incentive, which is an important reason for the loss of sales staff.

(2) Some excellent talents finally choose to change jobs after finding a better development space.If the company can increase the value of personal growth and provide more development opportunities, it may be much better.

(3) There are also some shop assistants who are difficult to adapt to the boss's personality, attitude, and working methods, and cannot communicate well with the boss, which leads to the loss of talent in the store.

(4) A store lacks a fair competition environment, and it is difficult to retain talents.

(5) There is no room for heroes, everything is decided by the store manager, and the store staff can't use their abilities at all, so they must choose to find another high branch in the end.

(6) Many clerks have a plan for their careers, hoping that they can make progress from time to time and achieve considerable development. Therefore, they will attach great importance to the company's training mechanism so that they can learn more professional knowledge and skills for the future. lay a solid foundation for development.And this is often the most easily overlooked by store managers.If you don't give your employee regular opportunities to train, he'll fly away.

Facing the severe brain drain environment, how to retain excellent employees so that they can continue to serve the store is the primary task of the current store manager.

First, salary incentives are the most basic method.Investigating the competitiveness of clerk salary in the same industry, making the salary of clerks reach the average level of the same industry is the guarantee of clerks, which can play a role in reassuring people's hearts, so that clerks have no worries.

Second, a comprehensive welfare system is very important to attract and retain shop assistants. This not only brings convenience to shop assistants, relieves shop assistants from worries, increases their loyalty to the company, but also saves shop assistants on personal income tax expenditures, and at the same time increases the company's social prestige.

Third, provide a humanized working environment that suits the clerk's wishes, including working atmosphere, work space, clerk relations, etc., which can make the clerk feel comfortable and improve work efficiency to a certain extent.

"Chana Yayan" is the driving force for progress. Anyone hopes that his ability and efforts will be responded to. Only with a response can he have a sense of accomplishment and redouble his efforts.Therefore, the store manager should seriously consider and deal with the opinions of the employees, regardless of whether they have practical effects on the operation of the store.

People's needs are hierarchical, and only after the lower-level needs are met can the higher-level needs be considered.Salary, as a guarantee to meet low-level needs, is still the last word for the vast majority of people.For stores with low wages, no matter how good the corporate culture is, it is difficult to retain talents.For high-level talents, if the salary is high but lacks training and development opportunities, it is still unattractive.Because in the whole work process, he will feel that he is just a tool to make money and has no opportunity for self-growth, so even if he does not leave the job, he is just dawdling.In this way, not only the work is not enthusiastic, but also a certain efficiency cannot be maintained, resulting in a waste of talents.

According to the 20/80 rule, 20% of the shop assistants in the store create 20% of the wealth, so these [-]% of the shop assistants are the source of value creation for the store, and the store should focus on retaining these [-]% of the shop assistants.Therefore, the store manager should regard the clerk as a working partner, teach the clerk about the professional knowledge of store operation at any time, and explain the real significance of the implementation of any program to the store, so that it can improve its level and grow, and the store can follow suit growing up.

A hero is eager to be useful.He needs opportunities for work performance and a sense of accomplishment. The price of work can not only meet basic needs, but also bring a priceless sense of accomplishment.For example, the establishment of a star duty assistant store manager system, allowing employees to take turns to be on duty, checking the filling of various reports, publicizing and supervising company regulations, etc., so that everyone has a sense of participation, which can not only improve work efficiency, but also reduce the loss of personnel.

Fourth, regularly train the clerks, take the training as a benefit of the clerks, develop it as a corporate culture, and build a learning organization through training.Education and training is an important strategy to retain employees.

Fifth, conduct skillful exit interviews to understand the real reasons for the clerk's resignation and avoid recurrence.

The store manager must regularly understand the psychological dynamics of the store staff, including the latest views, opinions and suggestions on the store, as well as work status, work emotions, personal life problems, etc., and give feedback on the survey results as soon as possible.

Employee management self-assessment content:

①Does my employee fully understand his job responsibilities and job content?
② Do my employees understand what I consider satisfactory performance?

③How much do I know about the step-by-step adaptation methods for new employees?
④ How effective is my step-by-step caring and counseling for new employees?

⑤ The degree of consistency between me and the employees on the concept of personal and team goals

⑥The specific steps I teach to employees: the specific degree of informing, demonstrating, observing, correcting, checking, and understanding
⑦Try to give special guidance to poor performers
⑧ My reaction to the enthusiasm and enthusiasm of employees in learning management skills and knowledge

⑨ My understanding of counter staff management methods
⑩Whether my processing speed is fast for the employee’s feedback
All in all, in the face of staff turnover, the store manager can only avoid this loss by giving them more care, understanding their needs, giving them enough room for growth, and helping them improve and improve.

(End of this chapter)