Introduction: How to operate and manage chain stores? Operations management refers to the planning, organization, implementation and control of the operation process. It is a general term for various management tasks closely related to product production and service creation. Operations management is the most active branch of modern enterprise management science, and it is also a branch where new ideas and new theories emerge. How to operate and manage chain stores

1. Strive to achieve goals:

The company’s sales goals must be achieved by the operations department. When the operations department accepts the sales goals issued by the company, it must first reasonably Assigned to subordinate stores. Properly allocating targets requires a lot of brainpower. Some stores cannot exceed the target without any effort, while the targets set by some stores are far from reality and cannot be achieved. Otherwise, the company's overall plan will fail. Secondly, the completion of the goal requires the operation department to lead the team to achieve it. The most important thing for the operation department is the implementation of process management and standardization, reasonable allocation of inventory, resolution of shortages, etc. Third, the function of the store is to fill in the gaps and provide for sudden emergency needs. Therefore, store operators must understand the changes in the actual environment and the specific conditions of each store. For example, pay attention to the weather forecast, and arrange for each store to have sufficient supplies in advance during the rainy season. Rain gear. Our research data shows that when it is not raining, the maximum number of umbrellas sold in a day is no more than five, while on rainy days the sales of umbrellas are one to two hundred (all stores). While gaining economic benefits, it also reflects our characteristics? Convenience.

2. Sound rules and regulations:

The ancients said that there is no rule without rules. How can employees perform their duties and clarify their responsibilities? Improve work efficiency better and more effectively. Moreover, the current market competition pressure is high, housing labor costs are high, and profitability is limited. It is impossible to set up all positions, and we cannot expect employees to consciously "revolutionize". Therefore, we must formulate more complete rules and regulations.

3. The process is clear and simple:

Supermarkets and convenience stores are labor-intensive industries, so employee salaries are not very high, and the quality of employees is relatively low. However, in the supermarket and convenience store industries, labor turnover is high because of labor, fatigue, and long hours. Therefore, the work process must be formulated in the form of a simple and clear flow chart so that employees can get started with it after receiving a short period of training. In other words, there is The problem can be solved with the operation manual.

4. Inspect carefully:

There is a famous saying in retail management that employees only care about what you inspect and don’t care about what you ask for. This is especially true in supermarkets and convenience stores. People Everyone is inert. If you only assign work without carefully checking the implementation, you will definitely not meet the standards required by the company. One thing we often say to operations staff is: repeat, repeat, repeat, check, check, and check again. Whether the instructions issued by companies with many stores can be implemented directly affects the realization of corporate goals. Therefore, an important job of operations supervisors and store managers is to inspect and supervise the stores' implementation of company instructions.

5. Strict management of loss and damage expenses:

Store cash management, merchandise management, asset management, distribution management, and expense expenses are much more difficult than other business formats. Issues such as whether cash can be withdrawn in full and timely, whether the accounts of goods and assets are consistent, whether distribution differences are abnormal, and whether expenses are reasonable have put forward higher requirements for store managers, and management in this area must not be lax.

6. Take the trouble to train:

Supermarket employees are highly mobile and their cultural level is relatively low, so store training must be standardized and normalized. Training is divided into headquarters training and on-the-job training. Assessment must be conducted after training. Training cannot solve all problems at once. Employees must be trained to make the company's rules and procedures a subconscious behavior in their work.

7. Performance management runs through:

Performance management is a sharp tool to help companies achieve business goals. Performance management is a double-edged sword. If used properly, it can help companies continuously improve work performance. , it becomes a "hot potato" if you don't use it well. Many of our companies have a biased understanding of performance management and have only completed two tasks of performance management: performance goal setting and performance appraisal. Some business managers say to their subordinates: I only want results, not the process.

The boss can say that managers must not have such a view. If managers do not pay attention to the process, there will be no results. Therefore, performance management must pay attention to the process.

8. Timely guidance and correction:

The setting of any enterprise system process cannot be done once and for all. It needs to be continuously revised during business activities to adapt to the normal operation of the enterprise. The word management means being brave enough to manage. Most employees are willing to do things well, but the results may be unsatisfactory due to differences in skills or understanding. It is the unshirkable responsibility of managers to become teachers and coaches and help their subordinates succeed.

9. Sufficient reserve force:

The high turnover of supermarket employees, coupled with the constant need to open stores, requires store managers, managers and employees for each store. Therefore, the operating department must formulate its own reserve talent training plan and actively implement it according to the company's development plan.

10. Prioritize data management:

There are many supermarket stores distributed in different areas. It is difficult to manage them based on experience and must rely on powerful information systems. When managing stores, you must be accustomed to using data: First, you must ensure that the data is accurate. Some companies often complain that system data is inaccurate. Computer calculations must be faster and more accurate than manual calculations. Information is entered by humans. Inaccurate data must be due to human factors. The second is to be able to read data. To solve the problem of accurate data, managers must find problems by looking at the data; third, they must be able to use numbers. When problems are discovered, managers should formulate improvement measures based on the problems reflected in the numbers; fourth, they should formulate plans to prevent the problems from recurring. How to operate and manage chain stores

First, the daily management of the stores is disordered and the service quality cannot be guaranteed.

As consumers, most of us may have encountered such a situation: you arrived at a restaurant, and the reception girl was very beautiful. She invited you into the restaurant with a welcome, but when you arrived at the restaurant There was a lot of tension, the waiters were running around, but no one paid attention to you. After standing for a long time and looking around for a long time, you finally found a seat to sit down. There was a table full of leftovers and no one was clearing them. You kept waving: Waiter! Waiter! Finally, a pretty girl came over with a very good attitude: ?Excuse me, sir. I've kept you waiting for a long time. Do you want to pay? You were dumbfounded immediately. Looking at the waiter, you really couldn't argue with her that you hadn't eaten yet. This exposed the chaos of daily management of the store. It is this kind of disordered management that makes customers leave us, and it is conceivable that we will continue to make profits.

Second, employees lack skills training, work in a hurry, and make constant mistakes.

I believe many friends have a deep understanding of this problem. Without good training, things that are easy for others will be troublesome for novices. Especially in the shopping guide link, untrained shopping guides are constantly driving away your customers.

Third, the cohesion of the store team is not strong and employee collaboration is not smooth.

Chinese people are generally highly intelligent and imaginative, and have not received vocational training. If A thinks something should be done this way, and B thinks it should be done that way, without a standard of measurement, it will naturally be impossible to reach an agreement, and problems will easily arise in mutual cooperation. For example, many restaurants will encounter such a problem; the lobby manager and the head chef are at odds. Why does it not work? The lobby manager complained that we had a hard time selling the dishes ordered by the customers, and the chef often said that the ingredients were not prepared, which made us apologize to the guests and not bring in more ingredients. The head chef also complained: We have There is a backlog of dishes, but you don’t sell them in the lobby. A lot of materials are wasted, and you still let more people come in? In fact, experienced people know that this problem is not difficult to solve. As long as the communication process is standardized, the problem will be solved naturally.

Fourth, the working mood is not high, the sense of burnout increases, and the happiness brought by the work itself is limited.

Often store employees are very motivated and efficient when they first start working. After a while, I found that my work experience had improved a lot, but my work efficiency had decreased. This is due to the store's lack of competition and work incentive mechanism design, and no regular theme activities. Employees' burnout will not only affect work efficiency, but also destroy customers' desire to purchase.

Fifth, store managers are often exhausted, but it is difficult to improve store performance.

Many of our store managers come from the front line and believe that management means leading by example and taking the lead in everything. As a result, I found that I was exhausted every day, but the level of employees was still the same as before. The reason was the lack of scientific methods. I was busy with trivial matters every day, and found that the store performance had declined. Why is this? The reason is very simple: there is no accumulation of experience to form standards, the lack of standardized management, and non-standard management can easily involve too much of the store manager's energy in dealing with various emergencies, leaving no time to take into account the business analysis and management that he should really invest his energy in. management activities.

Sixth, store operations lack procedures, specifications, and forms, resulting in store management being disorganized and making management more difficult.

There are no systematic and standardized management tools. Every time something happens, the store manager spends a long time thinking about what to do. Things add up every day and look different, but many of them are the same. It’s like a person I cross the same river every day and swim across it every day, but I never thought of building a very simple bamboo raft. Every day management requires repeated mental effort. Management could have been simple, but it becomes more difficult without tools.

Seventh, the store operation standards themselves have flaws and are difficult to implement.

Many chain stores see how standardized other companies are, so they can just copy and modify other people’s information. The result is that it is not in line with the actual situation or stage of the company. There is a manual but no standards. What is written is often not done, and what is done is not written. The result is that a lot of information is produced and shelved, or employees spend every day filling out reports. It takes more time to summarize than to do my own work.

Eighth, the management capabilities of each store are uneven, and the service is seriously lacking in consistency.

Many chain companies lack training resumes for store managers and key positions, and have not designed training courses for store managers and key positions. As a result, store personnel rely on seniority for promotion, and the services of each store begin to appear "differentiated", and consumption Customers cannot enjoy the same quality of service in all stores. Over time, these problems begin to become more serious and even affect the company's brand and reputation.

Ninth, store services lack consistency and cannot maintain good quality, making it difficult to maintain long-term customer recognition.

This is due to the lack of supervision mechanism and the inability to comprehensively, continuously and effectively implement standards. With standards in place, the key is to have someone implement them. Many chain stores have no supervision and inspection mechanism at all. We don’t know how the standards are implemented, how well they are implemented, and of course the effects are even less clear!

Tenth, companies want to expand rapidly, but they find that stores Copying cannot be accelerated, and various problems will occur when it is accelerated.

This is mainly due to the fact that the company mainly focuses on the accumulation of capital in its development, but does not form a talent reserve and training mechanism. There are no suitable people, and there is no suitable method to quickly replicate. It suffers from insufficient operation management system software. Good opportunities for development are lost in vain.