How to manage supermarket employees well

Reprint the following information for your reference.

Salesman management

1, control the wastage rate

Any shopping mall will face the problem of the loss of sales staff. The nature of employees' work and some age restrictions are the reality of the turnover of salespeople, but the high turnover rate of salespeople will have a great impact on sales. As a manager of a shopping mall, we should fundamentally improve the quality and working mentality of salespeople, convey the corporate culture of the shopping mall for them, make them have confidence and trust in the shopping mall, and really make them feel like a member of the enterprise, thus ensuring the stability of salespeople.

2. Because people create jobs.

The business adjustment of the shopping mall is inevitable, and the personnel will change appropriately at this time. During the adjustment, it is necessary to stabilize the salesperson's mentality, recommend a new counter, avoid the salesperson's worries, and make effective personnel combination at the same time, so that a counter can be properly staffed in management and sales, and pay attention to ensuring sales and facilitating the management of future work. This is also a process of constant adjustment.

3. Make money with harmony and implement humanized management.

The service standards set by the store for the sales staff must be observed, and the principles should be strict and strict, so that the whole team can be orderly and standardized, such as daily attendance, submission of various reports, and on-site labor discipline. , and must be implemented in accordance with the employee management system, and the punishment should not be soft; On the other hand, salespeople are ordinary people, so we should pay attention to their ideological trends. The emotions of salespeople directly affect their enthusiasm for sales, so we should help and care for salespeople who have difficulties in life, reflecting the humanization of management.

There is an example: there is a well-known brand in the shopping mall, and the brand management of the manufacturer is very standardized. In shopping malls, performance, image and management are typical. The clerk at the counter is also a little superior, and is often affirmed and not easy to accept criticism. One of the shop assistants has always done a good job in work attitude and sales performance, and also cooperated with the manager, but he is a little stubborn. Once, he was punished by the supervisor for a small mistake. She's a little bitter. Although she cooperated with the management, she showed extreme reluctance and some resistance. It happened that a few days later, she was ill in the hospital and her family were away. The supervisor came to see her in person to buy nutrition, which made her feel very moved. She has made great changes in her future work.

4. Appropriate use of incentives

Shop assistants will feel a sense of accomplishment if they stand for more than six hours every day. No one wants to fall behind. If a store manager only uses punishment, it is undoubtedly a supervisor. Appropriate incentives will make people accept from the heart and do better. For example, at the morning meeting, when criticizing, you can only talk about phenomena, but you can't mention names. People who make mistakes must know that they are talking about themselves and be moved. It is best to call the roll when praising, which will have a good effect.

For example:

In a newly opened shopping mall, many suppliers are very picky about sales staff, and frequent substitutions affect sales. In a bra counter, the factory director readily accepted a new employee with no sales experience assigned by the mall, and at the same time transferred an experienced manager from other stores. A week before the opening, the new salesman was sent to the head office for internship, training and formal employment. During the visit to the shop, the director praised every progress of the new employees. Since then, the clerk has made great progress, and the manager also found the store manager and said, "Thank you for giving us such a good clerk. Really satisfied. " At the morning meeting the next day, the clerk was praised by name. In the end, she got better and better, and her professionalism, sense of cooperation and sales performance became typical in the bra field.

There are other suppliers envious. Why can't they touch such a good one? Afterwards, the factory director told the truth: the technical content of bras is higher than other categories such as clothing. Of course, I wanted to be experienced at first, but at that time, the mall was understaffed and faced with opening. At that time, I thought of cooperating with shopping malls on the one hand and giving novices a chance on the other. In the management and training of this new employee, she mainly adopts the way of encouragement. At first, she asked the experienced store manager to take her to learn professional knowledge, and at the same time participated in the company's regular training, affirming her progress, making her confident and her business ability growing rapidly. In dealing with interpersonal relationships, the manager will not be jealous of her praise because he has worked for many years. On the contrary, she will inadvertently convey the manager's praise to her, making their cooperation very pleasant. As the head of a store, the store manager pays more attention to making sales performance, and the progress of the clerk is also a good affirmation of her ability.

The factory director also said that the refined daily management of shop assistants ultimately depends on the store manager. After all, factory employees can't expect to be in the store for a long time, so the manager has made good communication and contact with the store. She expressed her satisfaction with the manager, which was better than face-to-face praise, and made the clerk consciously regard the store as his own business, realizing the mutual loyalty between the clerk and the factory and the store.

This is an effective way to manage shop assistants in factories. As a site manager, the incentive method is also applicable.

5, the manager responsibility system

In a counter, the role of the store manager can not be ignored. He is the link between manufacturers and shopping malls, and the core of a counter. He is responsible for the staff, goods, hygiene, display and sales of the counter. Therefore, if you want to manage every counter well, you must first start with the link of managing the store manager. Regular manager meetings can be held to discuss management and sales issues, as well as special training. A good store manager has the deepest understanding of the store and the most say. The store manager can collect information in time to make the store manager feel valued. Although the store manager is only responsible for a few people in a store, due to the special location, the placement of the store manager is not only the post setting, but more importantly, it will play its role to the extreme.

6, partition management, full authorization

From shopping malls to counters, if managers don't know how to authorize, it will inevitably increase the difficulty of work.

As the manager of a floor, there are dozens or hundreds of salespeople to manage, and partition management will improve work efficiency. The practice is to divide the floors according to different categories: men's wear can be divided into formal wear area, leisure area, pants area and shirt and tie area; Women's wear can be divided into women's wear area, bra area and jewelry area. A district chooses an honorary district head, which is an excellent manager in the district. She is mainly responsible for the delivery of some temporary affairs, the collection of reports and the organization of activities outside the morning meeting. The honorary district head is chosen voluntarily by herself and the manufacturer, which will not affect the work, and must have certain leadership ability. In this way, some work is that the floor management personnel authorize the district head, and the district head leads the store manager and the store manager to manage the clerk, forming a kind of refined management, and at the same time reserving managers who can be promoted for the shopping mall.

7. Play the role of the morning meeting

It is very important to manage floors every day. Management is actually a trivial and repetitive thing, but we should avoid turning it into a stereotyped sermon, which will make the sales staff numb and bored. Summarizing the problems of the previous day and arranging the work of the new day is a basic content of the morning meeting, but it also plays a role in training. This kind of training can fully mobilize the participation of the sales staff, such as asking the cosmetics sales staff to talk about makeup artist and make-up demonstrations on the spot for the clothing sales staff, arranging sales simulation drills in advance or temporarily, and introducing the brand for 2 minutes, so that the sales staff can become the protagonists of the morning meeting and realize the training purpose through interaction.

Matters needing attention in the morning meeting:

The morning meeting time should be appropriate according to the situation, not too short or too long;

The floor supervisor should make full preparations before the morning meeting, so that the sales staff can feel your attention;

Pay attention to queue management, the supervisor should be present first, and cultivate discipline, timeliness and good habits when queuing;

If you are training, you can ask questions in time to let the listener concentrate and know if you understand;

Arrange speeches or mock drills and communicate in advance;

The ultimate goal of the morning meeting is to improve the service level and sales, and the sales ranking can be published with sales as the theme as appropriate to encourage;

Managers should pay attention to language art;

8, persistent training

It is not enough to do morning exercises alone. In addition to attending the regular training organized by the shopping mall, the floor manager should also organize targeted training once a week, and the training time should not be too long, less than one hour. Different training topics will be arranged, and the accumulated training will improve the quality of sales staff.

9, managers should have the ability of training and guidance.

When training sales staff, managers should first understand that as managers, they have strong ability in commodity knowledge, sales skills, commodity display and so on. In addition to regular training, on-site management is also a process of training and guidance.

10, learn to apply form management.

In enterprise management, a lot of information collection and data summary must be carried out through tables. Many floors need salespeople to participate in commodity information, sales data, competitor information, etc. For example, the information of the same brand in the same city can be obtained by the sales staff in the market, and the sales staff have different perspectives, so it is not easy to summarize. The floor will publish a standardized form and list the required contents. The salesperson only needs to fill in the relevant contents. In the last column, let the salesperson write the analysis. This angle is not limited. Salespeople are front-line service personnel, and some opinions have the most say. A lot of the information she provided is valuable and available resources.

1 1. Define sales tasks and stimulate sales enthusiasm.

In all the above management activities, the core goal is sales. The way of store management can be flexibly used according to people and places, but the assessment of sales performance of sales staff can not be relaxed. After all, it is her duty. It is meaningless to create sales without making reasonable sales tasks, breaking them down by month and day. The quality of completion is the standard to evaluate their Excellence. Stand standard, smile sweetly, and observe discipline well. "No pressure and no motivation" stimulates sales enthusiasm from sales tasks.

12, organize collective activities and enhance team spirit.

At an appropriate stage, shopping malls or floors can organize collective activities and participate in sports meetings, holiday parties and cultural performances in shopping malls, which can stimulate the enthusiasm of this young team and relieve its work pressure.

13, excellent staff selection

Some incentives can't be just words. For example, the volunteer housekeeper mentioned earlier, he did a lot of work for the floor and even spent his rest time. At the end of the year, you can buy some small gifts on your own floor and thank you for your service in the applause of everyone. Shopping malls should also select excellent employees, set a good example and let others learn.