The market does not believe in tears. How to deal with ruthless competition and fierce challenges? How to creatively develop a new profit model for pharmacies? How to increase pharmacy sales and improve store performance? These are problems that retail companies urgently need to solve in actual work! The faster a company develops, the higher the requirements for store managers. Store manager training aims to disseminate advanced pharmacy management concepts and marketing skills, improve the store manager's management level, cultivate professionals with retail pharmacy management knowledge and business skills, improve the competitiveness of stores, and lay the foundation for the scale development of chain pharmacies. Good foundation. (1) Basic qualities that a successful drugstore manager should possess. The store manager is the head of a drugstore, and his or her quality directly affects the operation and development of the drugstore. Therefore, store managers should strive to improve their own quality to adapt to the needs of pharmaceutical retail development. 1. High professional ethics. An excellent store manager must have high business ethics, good personal qualities, and a strong sense of responsibility. Strictly abide by the pharmacy operating standards and various rules and regulations, put yourself under the supervision of store staff at all times, and lead by example. Only in this way can you have cohesion and appeal. 2. Good personal reputation. The store manager cannot speak as he pleases, he must be decent, measured and keep his word. As the saying goes, "Words must be followed, and actions must bear fruit." Only in this way can you have an influence on the surrounding clerks and win the trust and praise of the clerks. 3. Positive hard work spirit. In daily operation and management, store managers must act in accordance with objective laws and use their professional knowledge and experience to do a good job in operation and management. When a pharmacy encounters difficulties, the store manager should play a more important role in leading the store staff to overcome difficulties so that the pharmacy can get out of the predicament as soon as possible. 4. High business skills. As the saying goes, "To strike with iron, you must first be strong yourself." Pharmacy store managers must study hard and improve their business skills. Only with excellent business skills can the store staff admire you and recognize you. Store managers should also respect knowledge and talents, and pay attention to the advantages of good-performing store employees, instead of being narrow-minded, jealous and suppressing talents. (2) Store manager’s awareness 1. Crisis awareness: It feels like sitting on the crater of a volcano all the time. The competition in the pharmacy industry is unprecedentedly fierce, and the development of enterprises directly affects the survival and development of individuals. How to use limited resources to seek the maximum space for survival and development of pharmacies has become a difficult problem for store managers. Therefore, they must have a sense of crisis in their work and cannot slack off at all. 2. Operator awareness: When encountering various troubles when opening the door to welcome customers, the store manager should consider the problem from the perspective of the operator, abandon his own thinking, bear the responsibility within his own capabilities, and seek advantages and avoid disadvantages. 3. Coaching awareness: For store clerks, it is better to teach them to "fish" than to "fish". Teach them methods and means, such as product display methods, product combination sales methods, etc., and train their ability to draw inferences from one example. Some new employees have fear when receiving customers, and the store manager should help them eliminate this fear in time. 4. Advance awareness: Maintain a high degree of sensitivity to drug market sales information, competitors, and rival sales trends, prepare early, and feedback information to the headquarters for reference. 5. Awareness of success: The store manager is the owner of a store. He faces many problems every day and can easily become frustrated, so it is important to maintain a good attitude. It should be noted that success not only depends on strong skills, good attitude, connections and opportunities, but more importantly, a mentality of perseverance and unwillingness to admit defeat, that is, perseverance and never giving up. (3) Pharmacy store manager management art: (store manager’s business vision) 1. Adjust measures to local conditions: According to the situation of the business district where the store is located, maximize strengths and avoid weaknesses. For example, there are two chain drug stores around our store, and the competition is extremely fierce. Our store has no obvious advantages in terms of drug prices, varieties, and brand awareness. However, it is the closest to the only second-class hospital in the business district. Based on this geographical advantage, I visited outpatient doctors to guide some prescriptions and increase the number of prescriptions. Increased customer flow, established reputation, and significantly increased sales. 2. Tailor measures to individual circumstances: Don’t expect store clerks to be all-rounders, the key is to let them play to their strengths. The employees of a store are composed of people with different ages, personalities, experiences, and understandings. In order to build an efficient and disciplined team, the store manager should clearly distinguish rewards and punishments and set an example. Use one-on-one conversations to help store employees grow and allow them to identify their shining points and expand on them. 3. Adjust measures to the times: As a store manager, you must learn to set phased goals, determine work priorities, concentrate limited energy and time, and make key breakthroughs. Divide the work focus into three stages: The first stage is to gather popularity. Improve the service environment, improve service quality, maximize the segmentation of the retail pharmaceutical market in the business district, and solve the problem of "why to sell"; in the second stage, product display is carried out, and the product display is determined according to the level of gross profit margin. Always place high-margin products in the most conspicuous place on the counter to solve the problem of "what to sell"; in the third stage, formulate appropriate sales strategies to help store staff analyze the selling points and related sales strategies of high-margin products to solve the problem of "how to sell" . (4) Management functions of the store manager The management functions of the store manager are multi-faceted. In the operation of a pharmacy, planning, guidance, summarizing, etc. are all the main functions of the work. Only by conscientiously performing these management functions can the plan be implemented and the task be successfully completed. 1. Formulate a comprehensive plan. The store manager should formulate a feasibility plan for the pharmacy during operation. It is necessary to determine the short, medium and long-term plans for pharmacy operations, decompose the plans for each period, and design a comprehensive individual plan. It is necessary to make the store staff understand the importance of the plan and give it a goal, otherwise the work will lose its direction. 2. Organize and implement implementation.

Scientifically distribute the determined plans so that each store has its own tasks. On the basis that each store employee has clear tasks, the store manager should actively organize and implement the plan according to the plan. During organizational implementation, people, finances, and materials must be rationally allocated to optimize the combination of resources. 3. Get guidance correctly. It is the main task of the store manager to correctly guide the store staff to complete the planned goals. The store manager should provide guidance on the work of the store staff, and should be involved in the assignment of plans, completion of tasks and the connection between various links, adjust the work plan in a timely manner, and guide all work correctly. 4. Check, analyze and summarize. The store manager should carefully check the assigned work, especially some planned indicators involving key issues, and the inspection can be carried out regularly or irregularly. It is necessary to analyze the work situation in a timely manner and summarize the achievements and shortcomings in the work. (5) The store manager's leadership art refers to the store manager's artistry in command, coordination, service, etc., rather than copying book knowledge in these aspects or using power to suppress others and giving blind orders. 1. Store managers with excellent commanding skills are management talents, good at organization and management, and have strong organizational and commanding abilities. The store manager's commanding art is mainly to mobilize the enthusiasm of store employees and guide them to carry out their work effectively in accordance with the objective requirements of drug store operations. 2. Coordination Art Pharmacies appear to be independent, but in fact they have close ties with purchasing units, drug-buying residents, government law enforcement agencies, etc. This requires store managers to be able to handle various complex relationships and coordinate well with store staff, customers, and superiors and subordinates. relationship between. 3. Service Art Pharmacy management is actually a service job. By providing consultation, explanation, sales and after-sales service to customers, customers can buy the medicines they need, which requires the store manager to have a high service level. , not only can answer all kinds of questions raised, but also serve customers with full enthusiasm. (6) The store manager’s management ability integrates talents from all aspects and carries out a team-style classified management. For a store manager to do this well, the prerequisite must be how you use your talents and how you can make the best use of the talents of the pharmacy. Always keep an open mind. The store manager is the core figure of a store and must be tolerant. Regardless of whether they are new employees or old employees, the store manager should make reasonable use of the abilities of capable people, provide key guidance or recommendations to them, and cultivate outstanding talents for the company. Strengthen the relationship with the store staff. Be careful when doing things and smile when talking; lower your face and chat harmoniously. During working hours, you are the store manager or manager. That is just an appearance, and you will make mistakes. So when others ask you questions, handle them in a harmonious manner and don't make the situation deadlocked, otherwise it will have a negative impact on you. At the same time, you should also use your spare time to integrate into the circle of store employees, and keep abreast of their opinions on the development of the pharmacy and themselves, so as to serve as a reference for the company's development and reform. Adhere to the principle of cultivating people. Evaluate the abilities of store clerks and assign them according to their abilities. For those with weak abilities, arrange them to be trained next to those with strong abilities. The advantage of this is: when the strong person resigns, someone will take over the work he has done, and he can also cultivate more good talents for his pharmacy. But be careful, please don't favor those with strong abilities, treat everyone equally. It's just that the benefits can be paid based on individual abilities. Follow the company's principle of honor first. The honor of employees = the honor of the store = the honor of the store manager = the honor of the company. Therefore, as a store manager, you should always put the honor of the pharmacy in the first place. Good honor can bring about a valuable brand. (7) Key promotion techniques to improve drug store profitability: Imperfect drug store operation and management lead to the loss of customers 1. The drug retail industry is different from other retail industries. The quality of service provided by store staff to customers cannot simply be judged. It is determined by the clerk’s service attitude towards customers, and more importantly, it needs to be reflected in the clerk’s level of medical expertise. The so-called convincing people with reason is to make the clerk's recommendations and introductions more professional. First, customers must recognize your professionalism, and then they may recognize your service attitude. 2. Due to the negative impact of non-standard and unreasonable recommendation behaviors on consumers that are common in the pharmaceutical retail industry, and with the development of social economy, people’s medical and health knowledge has become richer, consumers’ ability to identify things has improved, and clerks’ negative attitude towards customers The recommendation work requires more skill and rationality. Studying consumers' drug-purchasing mentality and improving store staff's product recommendation skills are the keys to successfully recommending high-margin products. 3. In addition to the profit index requirements, the standards for high-margin products selected by drugstore managers are generally categories with large market sales of such products. Generally, one or several of these categories have been sold by consumers. Therefore, in order to increase the sales of high-margin products, drugstore clerks often do not hesitate to maliciously slander and intercept brand products, simply sacrificing brand products in exchange for sales of high-margin products. As everyone knows, branded products in pharmacies are often one of the main factors that attract customers to the store. Giving up branded drugs is equivalent to giving up the customer flow of the store, which is not advisable.

4. In order to improve the profitability of the store, drugstore managers often focus on the sales of high-margin products in the drugstore, while ignoring that only effectively increasing the store's effective customer flow and customer orders is the basis of the store's profitability (8 ). How to improve the sales skills of clerks in recommending high-margin products 1. Know yourself and your enemy, and use customer segmentation strategies to improve the effectiveness of recommended products: For customers who have named medicines, it is necessary to conduct sales of similar high-margin products on the premise of respecting and meeting customer needs. When making recommendations, do not immediately ask customers to give up the medicines they have chosen. Make a reasonable comparison of the advantages and disadvantages of the products between the products chosen by the customers and the products you want to recommend, and use professional knowledge to increase the scientificity and rationality of your recommendations. Sexual, such customers cannot be forcefully recommended. For customers who have not decided which medicine to buy for a certain disease, you can focus on recommending high-margin products to customers, especially the immediate benefits that the product can bring to customers. It is mainly introduced to customers. For geriatric patients, we should pay attention to the low price of drugs; for housewives, we should pay attention to the cost-effectiveness of drugs; for young people, we should pay attention to the efficacy of products and brand awareness and reputation. For housewives and the elderly, we should also pay attention to the recommendation of other household medicines. 2. Avoid the important and ignore the light, give up strongly recommending products with high price sensitivity to customers, and use combination recommendation techniques to recommend high-margin products: the clerk is recommending high-margin products to customers. When purchasing, be sure to pay attention to the customer's sensitivity to product price. On the premise that the clerk has certain medical expertise, it is very necessary for the clerk to recommend other product combination treatments according to the patient's condition. 3. Use retreat to advance. Trust between the clerk and the customer must be established before recommending high-margin products. The key to the success of store clerks in recommending high-margin products lies in their ability to quickly establish trust in the minds of customers. Therefore, it is appropriate to sacrifice the operating interests of some products in exchange for customers' favor, satisfaction, and trust in store clerks. Pave the way for further sales. What you give up is a little profit, and what you get in exchange is a bowl full of gold and silver. 4. Improving your own quality, improving the comprehensive quality of the clerk and the level of medical expertise are the basis for reasonable product recommendation. The sales of retail pharmacies are different from other The retail industry lies in its professionalism. The key to whether the clerk's recommendation can impress customers lies in whether they can recognize the clerk's medical expertise, and training in medical expertise is one of the most effective ways to improve the overall quality of store clerks. 5. Establish Professional image, make full use of the professional image of professional pharmacists in pharmacies to promote the sales of high-margin products in pharmacies. Nowadays, many retail pharmacies, especially some brand chain pharmacies, are actually equipped with professional pharmacists who are resident in the stores. Retail pharmacies should give full play to the professionalism of professional pharmacists. Authoritativeness gives the store clerk more professional recognition when recommending products to customers, and enhances the professionalism of the store clerk's recommended products. (9) The main methods to increase customer purchase rate 1. Establish a customer database and cultivate loyal customers: Divide customers into three categories according to purchase volume and purchase frequency: A. Loyal customers, B. General customers, C. Passing by individual customers and adopt modifications Different marketing and promotion methods are used to achieve their continued loyal purchases through a series of services. Or they are repeat customers in the pharmacy business district you operate, which is very convenient for their purchases. 2. Retain Type A customers through price and service competition: Type A customers refer to regular purchasers: mainly those who need long-term medication. Customers, such as patients with hypertension, diabetes, etc., as well as people who are familiar with the pharmacy's sales staff, products and prices; methods: price discounts, habitual medication, guidance on combined medication to save customers money, door-to-door service, etc. to retain customers This group of old customers, among whom are those who have been taking medicine for a long time, should be managed from the starting point of helping them save money, so that the loyalty of this group of people can be cultivated. Some of these people are old people and they have too much time. If the price is high or the service is not good, you may lose this group of customers. Type: Our drug store is your home medicine box, and we are really working towards this aspect. 3. Expand the coverage area and supply types of the business district to attract B and C customers: print a beautiful picture album or a color single page to introduce the drug store and its features. And send promotional materials to as wide a range as possible in your pharmacy business district. By optimizing the variety structure, the pharmacy has a complete range of varieties. If Type B consumers come here two or three times, they will know that all the medicines they want to buy are available here. For Category C customers, we can recommend the sale of some higher value drugs. 4. Frequently launch new drugs and new medical and health care drugs and methods: attract new customers. New drugs for each system are regularly introduced through small cards and medication guidance is provided. Keeping new drugs launched and recommended is the key to the vitality and attractiveness of this pharmacy. 5. Strive to become the second pharmacy of a nearby hospital: Your pharmacy should have all the special outpatient drugs of the hospital, and the prices should be significantly cheaper than those of the hospital. For some new special drugs, you can enter the pharmacy first, and then ask the manufacturer’s salesperson to inform you. Doctors in the hospital are introduced by the doctor's prescriptions. The pharmacy helps the doctor count the prescription quantity and allows the manufacturer's personnel and doctors to promote and introduce it. 6. The layout of the pharmacy reduces the commercial atmosphere and increases the humanistic relationship with customers in the business district: strengthen the drug use in the pharmacy in the layout Guidance, medication guidance, health care guidance, especially guidance on safe medication use, popularization of medical knowledge, etc. Pharmacies can make full use of the local offices and staff of pharmaceutical manufacturers to put up posters, signboards and in-store wall promotional materials. 7. Increase the business of healthy and beautiful daily necessities: such as health products, cosmetics, and sporting goods. At the same time, it is very possible to sell food.

On the one hand, this is to increase turnover, and more importantly, it can also increase supply sales. 8. Provide free clinics and free use of medical equipment: Free use of medical equipment can attract consumers in the covered business districts or communities and expand and maintain the customer base. During the operation, you can also join forces with the manufacturer's salespersons, who will call in doctors or experts. You only need to provide tables, chairs and tea for free. Or you can have a resident doctor to provide free diagnosis and treatment. Most customers will buy it at the nearest drugstore. 9. Form a specialty pharmacy of a certain type of medicine: while operating general medicines, it should also intentionally feature the best-selling type of medicine in the business district, expand the variety of this type of medicine, increase the range of choices, and train sales staff to become the type of medicine. Experts on diseases and medicines provide customers with truly meaningful medication guidance. It also publicly and regularly introduces the treatment and medication status of this disease at home and abroad. 10. Train salespeople to be experts on medicines and common diseases: Drug sales are characterized by using medicine instead of medicines, having many potential customers, and having special service language requirements: (1). Salespeople should be regularly educated and tested on medical knowledge. In particular, drug use and storage knowledge education, (2). Sales performance and rewards are truly linked; (3) Service quality and rewards are truly linked, and indicators and evaluation methods are set that consumers can easily evaluate the service quality of salespersons. (4). It is the training and competition of sales skills. 11. Frequently carry out promotional activities: According to different climates, solar terms and holidays, and the three golden weeks, launch theme promotion activities with different health and medicine themes, making them a regular method to attract customers. 12. Carry out good internal management to ensure that products are out of stock: the size of sales is directly related to whether the product is out of stock, especially the varieties that are often purchased by Class A customers. Once out of stock, it means that customers may switch to competing pharmacies. products. Therefore, it is necessary to grasp the weekly or monthly sales of some common drugs to ensure continuous supply. 13. Follow the advertisements to sell popular drugs: pay attention to subscribing to a local mainstream media. As soon as a new drug advertisement is published in the local newspaper, contact the distribution unit to purchase the goods. And use billboards to inform customers to prevent some customers from being affected by advertisements but unable to find medicines in your pharmacy. 2. Tips for handling customer complaints in pharmacies (1). The store manager must be familiar with the aspects that are likely to cause customer complaints so that he can effectively prescribe the right medicine to solve the problem. Pharmacy customer complaints mainly fall into the following categories: 1. Complaints about goods: price, quality, lack of accessories, expiration, unclear labeling, out of stock, etc. 2. Complaints about cashiers: poor attitude of employees, improper cashier operations, missing change Not enough change and insufficient change, waiting for too long at checkout, missing customer’s products; 3. Complaints about service: improper restroom settings, lack of communication facilities, insufficient shopping carts, loss and exchange of items stored by customers, unfair lottery and giveaway operations ;4. Complaints about safety: accidents, accidental injuries to customers, lack of access for disabled people, injuries caused by employees’ work; 5. Complaints about the environment: poor hygiene, too loud a radio, inappropriate music played , blocking traffic. The store manager and all employees (2). When handling customer complaints, the priority principles are: 1. When handling customer dissatisfaction and complaints, make customers emotionally respected 2. Keep a calm mood 3. Discuss the matter as it is, Understand your role with a confident attitude 4. Listen to complaints carefully, determine the customer's current mood, and find out the problem 5. Put yourself in the customer's shoes and think about the other party 6. Keep detailed records and thank customers for their problems 7 .Propose solutions: grasp the focus, understand the crux, and deal with it as appropriate according to existing policies. When handling, strive to make solutions that satisfy customers and comply with company and national policies. 8. If it exceeds the scope of authority, it must be reported in a timely manner and Inform the customer of the resolution date. 1. Praise the employee for their work 2. Show patience and concern 3. Let the employee take more responsibility for improving the work process 4. Praise the unknown employees-not just those who are good at expressing themselves of employees 5. Share your insights with employees 6. Encourage employees to do something for themselves 7. Determine salary increases based on performance – not just seniority 8. Encourage innovation 9. Communicate frequently with employees about how their jobs are going 10. Communicate corporate strategies and new policies with employees to help the company 4. Necessary for store managers 1. From the perspective of a pharmacy, although the personal purposes of the store manager's work may be different, in any case, only the development of the pharmacy can be Only when goals are achieved can personal goals be successfully achieved. It can be said that the drug store is a medium for the store manager to make external contacts and interact with all kinds of people, which is of great help to self-training; it can also be said that the drug store is a gilded school for the store manager, where he can increase social Experience lays the foundation for future self-development (many senior managers of pharmacies come from numerous store managers); it can also be said that since working in a pharmacy can get so many benefits, store managers must fully cherish this job and be Have a positive work attitude, full enthusiasm for work, and good interpersonal relationships; be good at cooperating with colleagues, be enthusiastic and reliable, and have the ability to work independently; be creative, constantly improve business skills, fully understand pharmaceutical knowledge, and know the real needs of customers; be able to Demonstrate the added value of the pharmacy and medicines, achieve performance goals, follow the leadership of senior management and be open to learning from those with experience.

2. From the customer's perspective, because store managers often come into contact with customers, their every move, word and deed is directly related to customers' feelings about the pharmacy. Therefore, it is necessary to gain customers' dependence. Not only that, but from customer responses, you can also directly learn the pros and cons of the pharmacy, the medicine, and yourself. Therefore, the importance of customers to pharmacies and store managers is self-evident. So, what characteristics should a store manager that customers like have? Neat appearance, polite and patient, cordial, enthusiastic and friendly; willing to help others, able to provide fast service; able to answer all questions, convey accurate information and introduce the characteristics of the purchased drugs; able to put forward constructive opinions and care about the interests of customers; Worry about customers' concerns, help customers make correct drug choices, patiently listen to customers' opinions and requirements, and remember the preferences of old customers. Always remember: every customer is my good friend; the store manager should be happy to help him; it is the store manager's responsibility to help them make the best choice when buying medicines. 3. Face the store manager’s job squarely. Pharmacy store managers will deal with many people. Sometimes, they also need to play the role of a salesperson. To a certain extent, some drug store managers lack the necessary pride. As a good store manager, he should realize that this is a noble profession. 4. To become an excellent pharmacy store manager, you must undergo long-term professional training and be proficient in medicine, psychology, marketing, performance, eloquence, interpersonal communication, and consulting management. Not only are his hands agile and his limbs diligent, but he is also flexible in thinking. Those who use their hands are workers; those who use their hands and head are helmsmen; those who use their hands, brain, and heart are artists; only those who use their hands, brain, heart, and feet are truly excellent drugstore managers. 5. As a store manager, in addition to medicines, the most important thing I come into contact with every day in the pharmacy is all kinds of consumers. Every consumer has different words, deeds, and attitudes when choosing medicines. How to gain insight into consumers' reactions and needs during the instant transaction process, make immediate judgments, and then take effective countermeasures. These are all things that a modern outstanding store manager must be able to do, but no one can be perfect in life, but at the very least, a store manager must possess the most basic qualities: he must have the drive to do things, and be dedicated to his job. Be able to devote yourself to work; have abundant physical strength and be full of energy when working; be enthusiastic about participating in various tasks. In this way, we can find fun at work and lay a good foundation for self-growth. The top ten roles played by chain store managers For chain companies, there is no doubt that stores are the profit center of the company. Stores are the achievers of sales and gross profit. Although a sparrow is small, it has all the internal organs, so the importance of store managers is self-evident... The problem faced by many chain companies is that the lack of store management personnel seems to have gradually become a management bottleneck. The senior management has ambitious strategic goals, and the middle management has detailed work plans, but often in the place where consumers are directly faced - the execution of the store will be out of shape? There are many reasons for this, but the quality of the store manager himself is undoubtedly one of them. An important reason. Managers who are promoted from within have good business knowledge, but the result after promotion is often the loss of an excellent employee and the addition of a disappointing store manager; recruiting experienced personnel from outside may not be suitable for the company's corporate culture ; Focusing on cultivating "successors" from college students may not be convincing, so what should we do? The author has worked in retail companies for a long time, and has been a store manager and operations manager of a chain store. The director of operations and the vice president in charge of operations understand the store manager’s confusion in the process of growing up, understand the requirements of the store manager’s boss, understand the general manager’s requirements for the store manager’s role in the company, and combine their own and other people’s experiences. , the following suggestions are given to store managers who are about to become store managers and store managers in the process of growth. The role of the store manager in business management I remember a Jackie Chan movie called "Who Am I". In the movie, Jackie Chan couldn't figure out who he was because he lost his memory and was in great pain. It is also important for store managers to know what role they should play. Chain store managers have such contradictions in the chain management system: they have little power (often playing the role of executor) and they have a lot of responsibility: the assets of the store plus the goods are one or two million for a small one, tens of millions or even for a large one. It has hundreds of millions of employees and dozens of employees, all under the management of the store manager. 1. Representative. Just imagine, if we were eating in a restaurant and suddenly found half a caterpillar on the plate, who would we go to? The chef? The waiter? No. We must have said angrily: "Let your manager come out!" Why let the manager come out, because only the manager can represent this restaurant. Likewise in a chain store, the representative is either the general manager of the company or the store manager. At the same time, who represents the company in front of employees is also the store manager, because the highest level of the company that many employees see may be the store manager. Furthermore, because the store is on the front line of sales and knows the customers’ opinions about the store and the company’s products, the store manager is also the customer’s representative in front of the company’s marketing department. 2. Responsible person. In any chain store, the store manager must assume sales tasks and be the person responsible for performance. There is another key responsibility, which is the fire protection responsibility of the store. Almost all chain store managers are responsible for the fire protection of the store. This is very important but is often overlooked by store managers. If a fire occurs in a store, in addition to the direct responsible person, the company's legal representative and the store manager are also responsible. 3. Executor. The store manager is the executor of company policies. The company's personnel system, marketing plan, price policy, as well as the basic requirements for the daily work of the store must be assigned, implemented and inspected by the store manager.

For relatively large stores, the company's marketing department will issue instructions for certain departments of the store, but chain management companies generally require that such instructions must pass through the store manager and then be implemented into specific categories. This is a basic requirement to ensure the integrity of the store. 4. Planners. In store management, this role is often overlooked and more emphasis is placed on the role of execution. As mentioned earlier, the company's marketing policy is in the hands of the store manager. The store manager must also formulate an implementation plan. This is also a planning process. At the same time, according to the different business district environments of each store, the store manager should also have seasonal marketing plans and competitive store plans. Not only must he be able to lead the team into battle, but he must also be able to strategize. 5. Commander. This is the basis for on-site management by store managers. Just imagine how a day's work in a store begins: before the preparations are completed and the store is opened to welcome customers, I believe many store managers will hold a morning meeting to summarize yesterday's sales, share successful sales experiences, and allocate the day's work. Even though the store has the responsibilities of each department and everyone knows what they should do, the store manager's role is like the starter of the 100-meter race, always saying, let's start. 6. Instigators. Most of the daily work in the store is repetitive work. People will get burnt out if they do repetitive tasks every day. At this time, the store manager needs to go to the store to pat the employee on the shoulder, say some encouraging words, and even do some unexpected motivational actions. I remember that in order to motivate employees to achieve a certain sales target, Wal-Mart executives danced a hula dance after success. This was what they wanted. We often say that the condition of a store can reveal the character of a store manager. A store manager with a cheerful personality will lead to a store that is positive and prosperous. On the contrary, behind a lifeless store there must be a store manager who is not very "sunny". 7. Coordinator. If the store is a hypermarket, there will often be competition among departments for resources, such as the position of stacking heads and end shelves. At this time, the store manager needs to consider the overall situation and play the role of a coordinator. Even in a small store, there will be conflicts between sales staff, which require coordination by the store manager. 8. Controller. Inspection is the best means of control. People don't do what you expect them to do, they only do what you check. The operating level of the store is established, but it must be maintained through inspections. When the author was working as the operations director, I visited stores and found phenomena such as a puddle of water on the ground and a "long queue" of customers at the checkout counter. When asked why, some store managers looked aggrieved: It wasn't there when they just passed by. This way - when the situation is good, the leader cannot be seen, but when there is a problem, the leader appears. In fact, what seems to be "not good" is precisely the store manager's lack of control. 9. Teacher. Some store managers often complain that current employees are not as obedient as before and the level of management is not good enough. The reason is often attributed to insufficient training by the company's human resources department. In fact, the best training for store employees or grassroots management is on-site training—guidance at any time and anywhere. The store manager should also summarize his long-term experience into a systematic teaching material. This is a way for the store manager to improve himself. At the same time, store managers cultivate talents, which is a good way to establish workplace relationships. In short, a store manager who cannot train people is not a good store manager. 10. Analyst. To get rid of the image of a big brother who can only "scream and kill", it is necessary for the store manager to learn some financial knowledge. In addition to the ability to manage on-site, you must also be able to calculate accounts and know where the store makes money, where it loses, and whether the losses are too high. Such a store manager is a store manager who can run a business. At this level, the store manager is not far away from promotion. The top ten roles of a store manager seem to be more demanding. But a store is actually a microcosm of a company. The general manager of a company manages the company's people, finances, and materials, as well as the purchase, sale, and inventory of goods; the store manager manages the store's people, finances, and materials, as well as the purchase, sale, and inventory. From a career perspective, store managers have a better chance of becoming the company's business leader because they have practiced a lot. In fact, most of the CEOs of retail companies have management experience as store managers.