Gold Medal Store Manager'S 6 Greatest Skill "Let Shop Profits Explode"

The storefront you manage must be profitable to prove your value, and in the process of achieving your goal, your management and leading by example will be extremely important. Therefore, 50% of the realization of the turnover target depends on your personal outstanding performance.

First, there are no targets, all directions, and goals.

The store manager is the head and leader of the clothing store.

What is the specific work of the store manager? Today, the excellent manager refers to the person who can achieve the target operating profit.

Operating profit includes daily operating profit, weekly operating profit, monthly operating profit and one quarter.

Six months, a year's operating profit.

Through a day to a year's operation, a manager who can make profits according to the original city plan can be called an excellent store manager.

Two, to achieve "profit - money - gross profit - operating income".

The chief means for a manager to achieve business profits is to operate according to the order of "profit - money - gross profit - operating income".

However, the store manager can not become a manager overnight. There are many series that can not be ignored.

Ignoring these details will have a negative impact on business.

No profit is put in the first place; there is no deep understanding of the two opposites of "cost and benefit"; many cases are "lost and paid"; and they are satisfied with the "daily revenue".

To become an excellent shop manager is not an easy task. We must pursue the best balance point of "gross profit margin of operating income X". We should constantly seek ways to win both customers and stores through the algorithm of "gross profit margin of operating income X" and pursue the first profit margin.

For any shop, after determining the target profit, the next step is to seek the corresponding business income. The manager thinks that the sales target is beyond expectation and can never be completed.

But this does not mean that no one can achieve gross profit.

As a store manager, you must understand the very important point in completing the planned revenue, namely the breakeven point of business revenue, and do it anyway.

Breakeven point of business revenue refers to: just to make up for all the necessary cost of the store's operating income, that is, equal revenue and expenditure, profit and loss balance, operating profit of Zero operating income.

Let's calculate the operating income of breakeven point.

Assume:

X= breakeven point sales

Fixed charges during F=

V= variable costs such as promotion

S= unit price

Then SX=VX+F

The breakeven point is X=F/ (S-V), so the turnover of breakeven point is SF= (S-V) =F/ (1-V/S).

As a store manager, we must first ensure that the volume of business exceeds the breakeven point.

So, how can we do it effectively? The manager's job is to master the planned revenue and make effective use of it.

1. master annual planned revenue;

2. master the planned revenue of the first half and second half of the year;

3. link the planned revenue per month;

4. implement weekly, daily or even every hour.

As long as the operating income slightly exceeds the break even point, the surplus will be turned into profit.

According to the calculation method of the last section, we regard the target profit (P) as a "fixed cost", then the "fixed cost" =F+P is placed at the location of the molecule of the break even point operating income formula, and the planned revenue of the target profit can be achieved.

According to different commodities, formulating their respective business income plans is a necessary condition for completing the plan.

Commodities are generally classified as: the core commodities that are the main commodities and the business income to be completed. In most cases, they are responsible by the store manager; the quasi flagship products are inferior to the flagship ones, which are the main commodities and other commodities in the future.

The proportion of operating income is small but indispensable.

Among them, "ensuring the sale of the main products" is a must for the store manager.

If the main product fails, it will be very difficult to achieve planned revenue.

As the highest leader in the store, the store manager should take full responsibility for the main products, ensure that the main products are sold well, and finally achieve the planned revenue.

Personally responsible for the main products; personally attend to the site dedicated to sales; daily, weekly, monthly comparison of planned business revenue and actual operating income data; when the planned business income can not be completed, and employees to find the corresponding countermeasures; if the measures do not achieve the desired effect, the shop manager can not be discouraged; open the above process, do a good example of the staff.

The store leader must follow the "SEE (check data) PLAN (take the lead") DO (take the lead) process, open your heart as an example, only to encourage and drive employees, and the success of any organization depends on the ability of the leader, and the same is the case in the store.

The shop chief should ensure the best selling of the main products to ensure the completion of the sales budget. The shop chief must be in two position, that is, the staff and the head of the store.

The sale of the main products should also be consistent with the gross margin.

At the same time, there may be "low gross margin" and "high promotional fee".

Business efficiency is low, and the manager is dereliction of duty. In order to ensure gross profit margin, the store manager must implement the following strategies; complete the sales plan of the high profit single products, and attract customers through core commodities; create a profit by combining the commodities of the first flagship product with the customers of the high quality products.

Direct labor rate = direct labor / gross rate

25% below qualified;

30% the following is not bad.

35% below is not ideal;

More than 35%, too bad.

We can judge whether the business is good or bad according to the direct labor rate.

Because only people can create business income and gross profit. Other factors only need to create operating income and gross profit conditions.

Employees' wages, especially the direct labor cost, are the most important funds for creating value. The store manager is the highest in the labor cost, and he also creates the corresponding gross profit.

The manager must set an example to participate in the operation and sale, and in practice, control the labor cost in a certain percentage of gross profit.

There is a shopkeeper's famous saying: "we can exercise ourselves by controlling the rate of labor costs."

The manager of a store should shoulder heavy burdens, and not only have a strong ability of comprehensive analysis of operational indicators, but also cultivate business talents in practice.

For the store manager, whether he is to himself or to others, "impart all the work you do and what you can do to others."

The key to "operating profit" lies in people.

We should pay attention to training talents in practice.

1. let manual labor and gross profit be mastered.

2. let employees master the rate of direct labor costs.

3. calculate the direct labor rate to see if it is within 25% of the productivity.

4. most employees may have a direct labor cost ratio of more than 25%, and the ratio of guidance and assistance will keep close to 25%. This is the goal of personnel training.

5., for employees with a direct labor cost ratio of less than 25%, they should be given a challenging guidance and help, which is also a reflection of their ability.

Six, as "self" business to accept the operator's request.

The above points are actually the requirements for "operators".

The duty of a shop keeper is to accept the requirements of the operator as a "business standard" of himself, because there are operators who have this company, and the store manager is one of his agents.

It is very important to accept the requirements and wishes of the operators to understand that they should do the work.

As a manager, we should take every conversation with the manager seriously.

The main points include:

1., the requirements and wishes of the operators should be regarded as the specific data of the operation data, and the requirements and expectations of the operators from the two aspects of quantity and quality should be completed.

2. fully understand the capabilities of their employees;

3. understand the difference between the operator's requirements and himself and ask the operator for help.