How Did The New Store Become Popular? Songshan Cotton Store Manager Bairong Gives You Advice

For an enterprise that continues to grow bigger and stronger, opening new stores is a necessary process. The rapid benefits of new stores can not only drive the healthy development of the entire enterprise, but also lay a firm foundation for future development. When a new store opens, personnel arrangement and management strategy need to be adjusted. When everything starts again, how to manage new employees and how to get the new store on track quickly become the problems that every store has to face. We specifically discussed the store management and other issues in detail.

　　 Songshan Cotton Store There are seven stores in Bairong, which operate underwear, socks, pajamas, home clothes and many other brand clothing. Guan Jinhui is the store manager of seven Bairong stores, mainly responsible for the personnel management of each store, and has 26 employees. Guan Jinhui said that the rapid growth of enterprises depends not only on strategy, but also on whether they can cultivate enough talents. For the construction of the new store, she believes that the key is personnel management.

　 Commitment based recruitment

Guan Jinhui said that the first step of new store management is to check recruitment. There are many post-80s and post-90s employees, who are sometimes very personalized and casual, and have some difficulties in management. If you want to select the right person, you must work harder at recruitment. She said that Songshan cotton stores have no certain standards in the employment system. The most important thing is to meet two conditions: first, good character, and second, ability.

in the light of Shopping guide Guan Jinhui said that she would communicate well with the interviewees during the interview and told them that Songshan Cotton Store did not want new employees to take this job as a springboard or stay for a month or two before leaving. Those who come to work here must work for at least one year. At present, employees in Songshan Cotton Store have worked for three or four years in general without special circumstances, although they also left soon after work.

Guan Jinhui also stressed that recruitment is a process of mutual selection. When enterprises choose employees, employees also choose enterprises. Songshan Cotton Store also made a commitment to its employees. First of all, the working atmosphere of Songshan Cotton Store is happy and there will be no intrigues. Secondly, old employees and new employees help each other, and people are called brothers and sisters. Thirdly, Songshan Cotton Store guarantees good treatment and provides food and accommodation, including meal allowance and room allowance. After such one-on-one selection, the new employees of Songshan Cotton Store are the most suitable for this job.

　　 Job rotation training

Guan Jinhui said that when many young job seekers first arrived, they did not know what they would do in the future, but came with a try attitude. This blind attitude determined that they lacked passion and enthusiasm when working. She stressed that for new employees, the enterprise must carry out empathy thinking, help new employees to plan their career, mobilize their initiative and give them room to play.

When it comes to the training and job allocation of new employees, Guan Jinhui concluded that an enterprise should not only know people well, but also maximize the matching between employees and their positions. Therefore, when employees of Songshan Cotton Store first came to the store, they did not immediately go to the store for internship, but arranged them to experience job rotation in seven stores.

For example, let new employees sell socks for a period of time, and underwear for a period of time. All categories are familiar with and sold for a period of time. During this period, slowly observe whether they like to purchase, communicate with customers, or work with their heads down. Then talk to new employees, ask them what they like to do best, and finally determine their suitable positions for special training.

After one month of training, employees can work in any of the seven stores and can be transferred at any time. After the employee has determined the direction, the store manager will help him analyze the growth space of the position and make a career plan. After such special training and practice, new employees are generally familiar with and adapt to the environment, and can further strengthen management and assign sales tasks.

　　 Kinship management

Guan Jinhui said that no matter how warm the cultural atmosphere of an enterprise is, the management system must be strict. Songshan Cotton Store has a very strict set of rules and regulations. For example, you have to clock in and out every day. You must recite 13 shopping guide duties every morning, evening and morning meeting, especially the rules on etiquette and politeness. For new employees, they can be free at the beginning. Once they become regular employees, they will be strictly managed. She also said that in terms of system implementation, the company has always been clear about rewards and punishments. As long as the regulations are not followed, the company will give punishment. For example, once a shopping guide quarrels with a customer, the minor one is a fine, and the severe one is dismissed. If it is the customer's fault and the employee is wronged, the company will give him a bonus as encouragement afterwards.

Although the system is strict, they can be influenced by sincerity and warmth. She said that when she was just a store manager, she was very strict with employees and impatient. Sometimes she criticized employees for not paying attention to the way. Some employees have no words in front of them, but they will send a text message saying they are hurt afterwards. In such a situation, she would apologize to the employees in the morning meeting the next day and promise that this would not happen again. Later, an atmosphere of mutual respect gradually formed. The salesperson is willing to speak out directly and communicate with each other sincerely. Moreover, such a relationship has achieved win-win results, which is not only conducive to common progress, but also conducive to work.

When managing employees, Guan Jinhui did not forget to communicate with their parents, especially when new employees just arrived at the store, and their parents also wanted to know the truth. She said that when children go out, the words of their parents will have an important impact on children. If the work of employees can be supported by their parents, it must be more effective than the management of the store.

　　 Open operation

Songshan cotton store's business strategy has always been flexible adjustment according to the actual situation. When I first came to Bairong, in order to promote the brand well, Songshan Cotton Store launched limited time sales, preferential promotions and other activities. Each category was labeled with special price tags. The store was surrounded by transparent glass design, so that customers could see the products and prices inside at a glance, greatly increasing the number of visitors.

Except that the store manager is an old employee, the shopping guides in the new store are basically new employees. Guan Jinhui said that this arrangement can help new employees start from the foundation and integrate into the store operation faster. In order to motivate employees, she often organizes employees to go to Uniqlo, HM and other stores to observe and learn, then talk about their feelings, discuss together, and apply the successful experience to the practice of the next day. Guan Jinhui said that in terms of sales, she never restricted the free play of shop assistants. In the stores she managed, the shop assistants had strong initiative.

For example, in order to learn from Uniqlo's free shopping model, Songshan Cotton Store has also purchased a lot of large and small baskets for customers to use, allowing customers to purchase freely. However, after a period of observation, some shopping guides put forward that this model can be flexibly used, because they found that many customers like to be introduced and commented on. Therefore, at present, the sales of Songshan cotton stores are half free shopping and half guided shopping, and the effect is much better. Guan Jinhui said with emotion that perhaps this is the best testimony of the initiative of shopping guides.