Reflections On A Case Of Dealer Management

After finishing a training for a women's wear brand, a trainee (terminal boss) told me about such a matter that troubled her for nearly half a year. I think it is very representative. Now it is sorted out and shared with everyone, hoping to bring some help to the vast number of operators.

The customer runs a women's wear brand in a county-level city, with 3 stores (2 floor shops, one shopping mall), with an annual purchase volume of about 2 million 500 thousand, of which one is the best shop floor and the purchase volume is about 1 million 500 thousand, which should belong to the outstanding category in the local industry.

In my brief communication with her, I felt her persistence, tenacity, dedication and indomitable personality. She was the kind of person who did business as a lifelong career.

But it is such an excellent customer who has no choice but to give up the management of her main shop (the best floor shop mentioned above). What is the reason?

The main store has 7 employees (1 shopkeeper and 6 Shopping Guide). I don't know when it started. The customer found that the store manager was far away from her, and the staff did not listen to her.

Event 1: the customer asked the staff to carry out a large sale of goods after work at night, but the shopkeeper took the staff from the same day at 4 p.m., and the customers came in. Most of the customers did not pay attention to it (which was secretly told by an employee). It was not ready until 7 o'clock. When the customer came to the store to pick up the money when they finished work, the shopkeeper told him that the bill had been checked, and the account was checked. There was no profit or loss.

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Event 2: the customer orders to Shenzhen in late March, explaining that the manager did not manage the shop these days, and sent her performance to her cell phone every day. She had to call at any time.

But in the days when ordering in Shenzhen, she did not receive a message or phone call. She was most worried about something. She called the shop and asked the staff that everything was fine.

When ordering the goods returned, I found that she ordered the 3 days, and the store's performance was not as good as the usual day when she asked the shopkeeper why she said no guests. The other employees also hesitated to say that there were no guests. But according to her understanding, the business on the side of the competition was much worse than her home, but it did not drop.

A few days later, she knew that the days she was away, the shopkeeper often left early and was late. One day, the class was less than 3 hours away.

Event 3: during the May 1 period, business was booming. Customers asked the store manager and the other 2 colleagues to stay for overtime. They promised no problem. But by 6 o'clock in the afternoon, the boss found that the three people were not working overtime at all. (all of them had left when the boss came home halfway to dinner). They also turned off their mobile phones and waited for second days to work.

This is just 3 more representative events in recent times. After each incident, the customer has also asked the manager to communicate with other employees, but the effect is not ideal, and even more and more communication tends to deteriorate.

后來這位客戶通過一段類似于地下黨的工作后，慢慢的了解到了一些真實的原因：那位店長經常在背后說客戶的壞話，說客戶做人差、小氣、陰險、喜歡罵人、給的工資低等等，同時也經常在員工面前說，客戶常在她面前說A員工不好，B員工怎么的不行，C員工生活不檢點等類似于挑撥老板與員工的話語，來中傷店老板進而引起這些員工對老板反感，促使這幾個人抱團來抵抗老板(加上店長有5人，最核心的有3人)，最終導致平時老板一對這些人進行批評，或言語稍有過激時，他們就說大不了不干了以離職相逼的話語，重要的是這些都是老員工，能力都相當不錯，這也是為什么客戶對他們投鼠忌器的原因。

If they could resign, they could not find so many people to replace them (and the other two shop staff lacked), and they would not be grateful to them for communication and kindness.

For operators, such a thing is really a headache, for the above customer, I did not give her a standard answer, and finally just told her three ideas.

First, the key person of all events, the store manager, is worth staying, leaving behind any advantages and disadvantages, leaving no advantages or disadvantages, and giving a definite answer after comparison.

Second, if those who are willing to fight, if they want to quit, then the next thing to do is to think about how to quit, whether to dismiss or dismiss, how to appease the people who have not been dismissed, and how to maximize the normal operation of the store.

Third, if you do not dismiss, you have to think about how to solve the conflict between yourself and your employees (previous contradictions), how to let employees believe in your words, and how to make the remaining staff walk with you through this special period, so that they can have confidence and hope for the future of the shop and their future.

(you may say, Mr. Bao, you are not responsible for this, and you have to give the customer a solution. In fact, we have encountered many similar problems, but we all know that he has no standard and fixed answers. Even if the same method is used, different operators will have great deviations in execution, which will lead to entirely different results, because this is very related to the process or details of the execution, so we can only provide solutions).

I asked the assistant how to solve it after I returned. I called the assistant on the phone and asked her: "on the third day after returning, she immediately dismissed the store manager and a stubborn old employee." (in her original words, these two are stubborn people), and at the fastest speed (in face of the notice, on the spot, clearing the salary and letting them go away on the spot), promoted another old employee to be the shop assistant. At the same time, they asked the employees who had worked there to have a meal and did a good job in the ideological work, which depicted the bright future of the future. Written here, you may ask, the last one.

Before the shop hand is not recruited, he will replace himself in the store first, and sometimes he will deploy two other store employees to the top.

Now the store business is much better than before. The ability to substitute for the class is still good, and the work is harder than before. It is also very good for the staff to cooperate with each other. After observing it for a period of time, she will turn to raise the salary and finally solve the problem that has troubled her for nearly half a year, and she can also sleep well.

(maybe the event resolution is not as smooth as this customer described, so good, but I believe her sales team and business condition must be better than before.

Commented on her practice in this matter: we can use these words: Thunder and lightning, breaking the big and small, breaking each other, making peace and mercy.

1, as a manager, we always encounter problems like this. When we encounter, we can not evade it. Instead, we must face it and examine the root and seriousness of these problems. Especially for small problems, we should not just think small and harmless, but do not solve them. We need to know that fewer problems will accumulate.

2, when you find that a problem has begun to interfere with your normal operation, it is necessary to solve it with the fastest speed, even if you do not know 100% of your grasp, do not do it because you are afraid of solving it.

Because, as long as you have to solve it, you can maximize the containment of the problem, and in the process of solving, you will find many solutions and ideas that you didn't think of before, and you will have a harvest.

Growth is a process of constantly finding problems, facing problems and solving problems.

There is no opportunity for growth without problems. Without facing problems, there is no courage to solve problems, and no way to solve them. You can't grow and become strong without solving problems.