You are given the job of general manager in a hotel and supermarket. What should you do?

How to be a manager cannot be summarized in just a few simple sentences. It includes many knowledge points, such as how to formulate directions, annual plans, employee management, financial management, and market areas. Separate,...etc.

Although the management of hotels and supermarkets is not a big subject, its content is intricate and cannot be ignored at all.

Management can be roughly divided into the following points:

(1) Planning

(2) Store management

(1) ), planning

Any business, whether it is a large company or a small store, should make an annual plan. There must be an investment plan before the opening, and a profit and loss plan and an action plan after the opening. The so-called annual (or semi-annual, quarterly, or monthly) plan includes the following important items:

1. Goals:

The overall goals can include: turnover, profit , cost reduction %, number of branch expansions, employee turnover rate %...etc. However, turnover is the most important. Only by increasing turnover can a single store achieve profit margins, cost reduction, employee turnover, etc. Only by continuous segmentation can the turnover target be more accurate. Goal setting must be adjusted upward based on more stringent figures, so that it will not be fantasy or unrealistic. Goals must be numerical, not a bunch of adjectives, without standards, or unmeasurable. The so-called digitalization means that if the goals set are to be practical and feasible, they must be based on past records. Without present and past records, future goals cannot be set. Also, only 2 to 3 goals are enough, not too many. Too many will distract energy, manpower, and financial resources, and will make the main goal appear unclear.

2. Action plan:

Once the goal is set, there must be an action plan. A goal without an action plan is written in vain and is just a fantasy. The so-called action plan is how to achieve the goal. For example, if you set a sales target, the next step is to figure out how to achieve it. There are many ways to achieve the sales target, and each store's situation is different. Here are some examples. : DM______ sheets will be produced every quarter (January, April, July and October before the 10th of the month), of which ______ sheets will be included in the newspaper and ______ sheets will be distributed.

It’s a good idea to ask for joint promotions every quarter. New employees receive education and training for a week before returning to the store to work. The action plan must be specific and achievable within the existing human and financial resources. 3. Cooperation matters with other units:

Some parts of the action plan can be completed independently, but many parts require the cooperation of other units (for example: headquarters, third parties, families, communities...) There is a way to achieve it. Therefore, how other units will cooperate must also be written in the plan.

4. Budget:

Since there are goals and action plans, of course there must be a budget. Without a budget (no matter how much), how can we do things? Don’t you know how much you’re going to spend if you don’t make a budget? I don’t know how to arrange profits and losses and I don’t know whether I have the ability to execute. Budget preparation, for example:

DM:NT$_______/quarter

Salary: NT$_______/month

Promotion: NT$_______/month

p>

Sponsorship: NT$_______/quarter

Water, electricity, gas, transportation...: NT$_______/month...

After the budget is compiled, it can be combined with Only by comparing operating income can we know whether the operating income needs to be adjusted again and whether the content of the action plan needs to be increased or decreased.

After comparing and adjusting several times in this way, the annual plan compiled is probably a more feasible plan.

Any enterprise must have goals. Only with goals can it have a direction and know what it wants to do. No matter how big or small a store is, it must have goals and plans. Small, the plan can be simple, but it cannot be without a plan.

Annual plan form: _____Annual plan: Goal: Action plan: Budget: Other unit cooperation matters: Planner: Date: Year, month, day After the annual plan is finalized, it must be reviewed and compared every month. See if the plan you originally conceived is feasible? How much difference? How to adjust?

(2) Store management

1. Clear division of labor and clear responsibilities:

The most common management problems The place is in a gray area (I don’t know who should be in charge and who should be responsible). Because I don’t know who should do certain things, no one does it. If there is a problem, I don’t know who to turn to to deal with it. In the end, the boss has to take responsibility.

So the store manager should write down the details of each job, and then indicate who is responsible for each job. This is what is called a job description in management. Since entrepreneurs may not have studied management and are not clear about many management details, they must undergo training, otherwise store management will be inefficient.

Internal management can be roughly divided into the following five blocks.

(1) Outside the store: The so-called outside the store refers to how to market your store. This part includes image building, business district cultivation, promotion methods, customer management, event planning... these Who is responsible for the work? Who is going to think? Who will plan? Who will execute it? Let’s take a look at what exactly these tasks include:

A. Image building:

The image or reputation must match the name and reality.

(a) Internal QSC Implementation: This is the most basic work and the most effective work. Customers enjoy a good QSC and the word-of-mouth spread after they recognize the store will lay a solid foundation for the store. (b) Distribution of DM:

Competition in the hotel industry is fierce, and it is certainly not easy to stand out from the crowd. Therefore, we must operate with a more proactive spirit. One of the ways to take initiative is to plan distribution. DM.

The focus of DM distribution is continuity rather than content or design. An annual budget should be prepared to produce DM, and the theme of each DM should be planned in advance. The benefits of joint DM can save costs, increase distribution locations and the number of copies.

When distributing DMs, it is best not to distribute them all at once. You should make some plans for the distribution locations and distribute them in rotation. Hundreds of copies will be distributed every week. It is best if the same location can have a turn once a month. This will not only impress consumers in the business district, but also avoid the waste caused by a rush of consumers when the DM distribution is too effective but there are insufficient seats in the store. DM distribution can be divided into two types: one is mailbox delivery, and the other is newspaper delivery. The mailbox has a smaller reach, while the newspaper (along with the newspaper) has a wider reach. Franchise stores usually use the mailbox method. However, if there is a larger event, it is necessary to use the enclosed report method. The cost of stuffing the mailbox is lower, but the cost of inserting the report is higher.

In the fierce competition, advertising expenditure is indispensable. It is best not to save this investment, but to regard the production and distribution of DM as an investment project rather than an expense project.

(c) Promotional activities:

Be sure to organize some promotional activities under some festivals or other titles, and do not hold any activities at all.

There are three purposes for organizing activities:

(i) Let consumers feel that the store is energetic.

(ii) Retest the abilities of your store staff and tighten everyone’s nerves again.

(iii) Give back to consumers for their love and care over the past period of time. Promotional activities should not be held frequently and should not become a long-term activity. Otherwise, consumers will be paralyzed, lose their sense of freshness, and the effect will be poor. (d) Cooperate with neighbors in the business district to organize charity activities:

(e) Others: such as publishing advertisements in community publications, forming alliances with different industries...

B. Customer management

< p> It is necessary to manage the files of frequent customers and send event information at any time, which is very helpful for the performance of a single store. Customer files are the most important asset of a single store. If you have a customer file, if you can use it well, you can not only create daily performance, but even if you don't want to run the business and have to give in, this customer file can increase the value by at least 20%, but , most hotels do not pay attention to the collection of customer information, which is a pity.

If you want to collect customer information, you must have incentives for customers to leave data. Point cards are a good way, but when giving points cards to customers, you must also ask for basic information from them. Data (such as name, address, phone number, and email), if most customers do not provide it, it means that the point card discount method implemented by the store is not attractive enough, and the store should understand the reason or consider redesigning a more attractive method. .

Someone must do each of the above activities, but who will do it? When to do it? do what? ...This needs to be made clear.

(2) Administrative management

In addition to its own work, there are also some very important management tasks to be done, such as financial management, personnel management, general affairs management, information management, Crisis management...etc.

Being an entrepreneur is not easy. Especially in the early stages of starting a business, you must do everything yourself. Therefore, your concepts and abilities are important factors that determine whether the store can grow.

Regarding financial management, personnel management, etc., because there is too much relevant data, I will not describe it here. Readers can refer to relevant books by themselves.

(3) Cost control

The relatively large items are material costs, personnel costs and rent, followed by water, electricity, telecommunications, taxes and other miscellaneous items. However, the cost control mentioned here refers to controlling unnecessary expenditures in the store. It does not mean being stingy with customers. Not only should we not be stingy with customers, but we should be generous. If the guests feel that the goods are not high-quality or cheap, then the guests will They will leave one by one.