Management Methods Of Clothing Distributors

Business is not so smooth sailing. It is normal for all kinds of problems to emerge in an endless stream. Of course, in the commercial field, any problem can be solved at the technical level. The core is the cost of solving the problem. At the same time, before solving the problem, we should first understand the problem behind the problem or the core. What is the last thing to do in business? The popular point is how to make money and how money comes from. It's just two directions. Open source and throttling, the money earned through external operation is called open source. The money saved by internal management is called throttling. In the early stage, it is often ignored by bosses. Internal management is simple and extensive. At least, the configuration and attention of the background management department is far less than that of the front desk. Operation and management Department. According to reason, there are two sources of money for making business. Open source and throttle can create profits. But most bosses think that making money in business mainly depends on open source to make money. As for how to achieve cost control through throttling, savings are less considered.

　　 1. The skills of employees

What is the biggest cost of the company? The lack of supporting professional and technical staff, in most of the distributors, there is a lack of a systematic training system for employees. For employees' vocational skills, they are mostly looking forward to their employees' early accumulation, or after they enter the company, they can bring the old workers to the area, or simply rely on their employees to accumulate slowly in the actual work.

The lack of professional skills, low efficiency, serious waste and waste will directly lead to unnecessary cost increase. In the current off-season, is it necessary to get the job done? clothing If the manufacturer asks the salesperson to come for training, the experience sharing of the old staff will be good, even if it is to buy some related technical books and discs to the employees. At the same time, the use of the current market off-season, relatively relaxed time, we should consider increasing the frequency of internal training and technical training.

　　 Two. Cleaning up work standards and procedures.

What should be done for each job? What is the implementation standard? What is the promotion process? These situations should be clear and unified so that the efficiency of the work can be ensured, of course. Distributor Every work should be done in a specific way, and every employee involved has standards. However, these standards are the standards of employees themselves. The trouble is that the standard of each employee is different. This will inevitably lead to problems in management and command, and the difficulty of improving the utilization rate of resources, and even lead to internal disputes.

When the current market is out of season, we must clean up the current working standards of the company and make a unified one to avoid the increase in the internal friction caused by the different standards. Furthermore, the relevant workflow will take advantage of this opportunity to clean up and express the actual operation process in the form of internal seminars. Based on the actual implementation, the analysis and discussion will be carried out one by one, and the process links will be determined and scheduled.

　 Three, customer resources cleaning

do business If you want to make money, you can still have a low season in the market. If you have difficulty in opening up, you must speed up the transfer of direction, improve efficiency in internal management, reduce internal friction, and realize the purpose of saving money. Maybe some bosses will think that doing business also depends on making money outside the performance. This province can save a few money. In fact, extensive management will inevitably lead to the high cost of internal actual management, and even some dealers spend more money on internal management every year than they earn. That is to say, the cost control space of the dealer's internal management is still very large. The continued stability and growth of profits often involve more internal management and cost control. That's why the bigger the company is, the more stingy it is.