What is the manager's duty?

1, the soul of the store: connecting the preceding with the following, coordinating the left and right, giving consideration to both inside and outside.

How should managers define their roles and what role should managers play? Managers need to be responsible for four aspects, upward to the headquarters, downward to the clerk, outward to the market and inward to the customers. This shows that the responsibility of managers is very important. Managers are the soul of a team. Managers are between bosses and employees and play a connecting role. Managers should be responsible for both the boss and the employees, and at the same time, they should maintain the relationship between the boss and the employees and play a coordinating role.

For shop assistants and customers, the manager plays the role of supporter and coordinator. As a shop assistant, the boss is determined to safeguard the interests of employees and protect their enthusiasm. In front of customers, we uphold the business principles of customer first, customer first and customer is God. Therefore, managers should coordinate the relationship between shop assistants and customers, and the relationship between shop assistants.

As a manager, we must not be confined to stores. We must take a long-term view, collect market information in time, understand the dynamics of competitors, and make corresponding marketing strategies quickly.

Connecting the preceding with the following, coordinating left and right, giving consideration to both inside and outside, is the most test of managers' coordination and communication ability. It is also the responsibility of managers to communicate with headquarters, employees and customers. In the process of communication, managers should coordinate all kinds of relationships. Only in this way can the store develop steadily.

2. Super shopping guide: Know more about stores and marketing than anyone else.

As we all know, the store manager is generally the most active and serious employee in the store before the promotion, and even an excellent shopping guide. The store managers appointed by the superiors are all people with strong sales ability and marketing ability after layers of assessment. Will a person with strong sales ability become an excellent store manager? With this question, let's look at the following examples:

Xiao Zhang has rapidly grown from an ordinary clerk to a gold medal shopping guide in the store. Because of his outstanding performance, warm and thoughtful service and more and more repeat customers, the company promoted him as the store manager.

When he became the store manager, Xiao Zhang thought that everything would be easy, and he didn't have to be so tired as before, because he is now the manager and has something for the clerk to do. So he focused his work on managing the store and assigned tasks to employees every day, thinking that as long as everyone did their jobs well, the business of the store would not be bad. But a few weeks later, a series of problems appeared in the store: there was no goods in the store, and Xiao Zhang knew that he was going to purchase. Headquarters asked Xiao Zhang to do sales analysis, but Xiao Zhang couldn't get it out. The headquarters said to do market research, and Xiao Zhang didn't know where to start. The management of the whole store is getting more and more chaotic and the performance is getting worse.

As can be seen from this example, Xiao Zhang thinks that the manager is more relaxed than the clerk. This view is one-sided. He believes that only with excellent sales ability can he be qualified for the position of store manager. But the store manager tests not only the sales ability, but also various abilities. To be an excellent store manager, you should know: marketing ability, management ability, coordination ability and expression ability.

As an excellent store manager, you must know the store and daily expenses better than anyone else. There should be corresponding measures for the change of store performance. Take precautions, understand the reasons for performance changes and make adjustments, and prescribe the right medicine in time to run a store well.

3. Morale motivator: We should always make unremitting efforts to motivate team morale.

The manager is the signboard of a store and the spiritual pillar of employees. What do you think when you come to work and find that the manager is not here today? You will feel relaxed physically and mentally, even do things carelessly and slowly, and then you will have a psychology. The manager is not here. I am better than the manager for coming so early, but the manager is not as good as me. Over time, there will be disrespect for the store manager and even complaints. Therefore, motivating employees and encouraging team morale is the work that store managers must attach importance to. Nobuyuki Yanagida, a famous Japanese shop sales expert, once said: As a store manager, besides managing goods, the more important job is to manage his own shop assistants and arouse their enthusiasm.

Herzberg, an American psychologist and management theorist, said that employees should be encouraged to persevere, not only at the end of the month and the end of the year, but every day, every employee and every work link. Therefore, eight principles should be followed to motivate employees.

(1) The principle of combining multiple objectives.

In the incentive mechanism, setting goals is the key link. Goal setting must reflect organizational goals and employee needs.

② The principle of combining material incentives with spiritual incentives.

Material motivation is the foundation, and spiritual motivation is the foundation. On the basis of the combination of the two, gradually transition to spiritual encouragement.

③ Guiding principles

Only by transforming the external incentive measures into the' conscious will' of the motivated can the incentive effect be achieved. Therefore, the guiding principle is the inherent requirement of the incentive process.

④ Rationality principle

The principle of incentive rationality includes two meanings: First, the incentive measures should be moderate. According to the value of the goal itself, determine the appropriate incentive amount; Second, rewards and punishments should be fair.

⑤ Principle of clarity

The principle of clear motivation includes three meanings: first, clear. The purpose of motivation is what needs to be done and what must be done; Second, openness. Especially when a large number of employees pay attention to bonus distribution and other issues, it is even more important. Third, intuitive. When implementing material rewards and spiritual rewards, it is necessary to express their indicators intuitively, summarize and reward and punish them. Intuition is directly proportional to the psychological effect of motivation.

⑥ Timeliness principle

Grasping the opportunity of encouragement, the effect of "giving charcoal in the snow" and "giving an umbrella after the rain" is different. The more timely the incentive, the more conducive to pushing people's passion to a climax and continuously and effectively exerting people's creativity.

⑦ The principle of combining positive and negative incentives

The so-called positive motivation is to reward employees for their expected behavior in line with organizational goals. The so-called negative motivation is to punish employees for unexpected behaviors that violate organizational goals. Both positive and negative incentives are necessary and effective, not only affecting the parties, but also indirectly affecting others around them.

⑧ On-demand incentive principle

The starting point of motivation is to meet the needs of employees, but the needs of employees vary from person to person and from time to time. Only the measures to meet the most urgent needs (leadership needs) have high potency and strong incentive intensity. Therefore, leaders must make in-depth investigation and study, constantly understand the changing trend of employees' demand level and demand structure, and take targeted incentive measures to receive practical results.

Every employee is eager for motivation, and the store manager is the best motivator. Although incentives should adhere to so many principles, it is actually a very simple matter. Motivation is very simple, that is, to make employees feel valued, respected and appreciated, and to make employees feel their own value and contribute to the store. In this way, they will be happy from the heart and do their work voluntarily.

4. Trouble Terminator: All questions are over here.

I once had coffee with my friends in a coffee shop. This restaurant is very luxurious in decoration and unique in layout, which is first-class in the local area. Usually, customers order a cup of coffee before they get a nice snack. But after we ordered coffee, the snacks didn't come. Because I like this kind of snack very much, I asked the waiter why he didn't send it. The waiter said, sorry, we don't have any snacks today. Later, I met the store manager, and the store manager verbally said yes, but still said no. Then I didn't continue to insist.

Which is more important, snacks or customers? Facing the strong demand of customers, the store manager only needs to offer a snack to solve the problem. What a small thing, the manager didn't do it well, so he lost a customer.

As a matter of fact, the shop is not busy either, so we can make snacks when we have time. The most fundamental reason is that the store manager does not pay attention to the needs and feelings of customers and has no sense of responsibility of "all troubles stop here".

In daily store operation, stores will encounter many troubles and problems. If employees can solve it, they must be urged to solve it. If the employee can't solve it, the store manager must stand up in time or help the employee solve the problem. In short, you can't let troubles and problems slip away from your eyes. This execution attitude is not only based on solving a single problem, but also conducive to setting an example for employees and improving the execution of stores.

5. Performance implementer: lead the team to achieve performance goals like a coach.

The purpose of opening a shop is to make a profit. If you want to make a profit, you must maintain the growth of your performance. How to evaluate the quality of a shop? Is to see the growth of your performance. Shops with poor performance can't do well in other aspects. So what is the growth of performance?

Depends on the following formula:

If managers want to achieve the goals of the headquarters, they must strive to bring the team well. Therefore, it is necessary for the store manager to formulate and decompose the marketing objectives of the store, and decompose them into monthly objectives, weekly objectives and daily objectives, and implement them one by one. Implement it to individuals. Let employees define their daily tasks and goals under the guidance of clear goals. Implement the sales and marketing plan of the mall.

In the management process of the store team, although the store manager can't simply do the work of selling, shopping guide and serving customers every day, he should also arrange tasks reasonably like a coach to assist employees in execution. The manager plays a good role as a model and a leader. Only by leading employees to fight for performance and the world can they become a qualified leader.