There Are Seven Main Technologies In Regular Meetings.

1. when data communicate with employees, we often use the following statement: "we are going to finish higher today than yesterday!" "today's VIP has not completed the target task."

"You should try to improve in service."

"A and B are the best clothes for sale in the near future. We should take the lead this week."

Analysis: do you often just stop here? When you lack the specificity of data, the meaning you want to express is greatly reduced.

When you set your goals, you intend to accomplish today's performance higher than yesterday. You need to tell your employees whether you need to sell more than 1 main push items or do more VIP today, or strengthen our collocation skills to make the couplet 2, and so on.

When you find that shops do not achieve VIP, you need to tell employees how many goals and tasks we have done, how much we have done.

The specificity of data can make you more persuasive.

When you tell your employees that the service needs improvement, for example, you need to make it clear that you didn't smile at customers today, asking customers, you only asked a customer, and it was done under the reminder of everyone.

When you say that A and B are best sellers in the near future, you need to tell the staff how much the specific sales volume of last two weeks is in the sales products this season, and use specific data to strengthen employees' confidence in the main push and sales promotion.

2. target specific when our store manager is holding regular meetings, he often tells us.

"Today our goal is to achieve XX business volume, A needs to complete XX, B needs to complete XX, C needs to complete XX."

Analysis: many shopkeeper will think that the goal setting is in place, the overall goal is finished, everyone has the corresponding task assignment.

In fact, such a goal assignment will make employees feel that their goals are pure figures, and they will not be clear about how to achieve this goal.

The specific requirements of the target let every employee know what to achieve XX goals, and what concrete methods and specific decomposition objectives need to be accomplished.

For example, if the A staff is to complete the target task of 2500 yuan today, then we need to let the staff know that we need to sell at least 2 main promotional items today, or sell a 2000 yuan jacket to match a 500 yuan lower garment to complete, or complete 2 VIP to achieve the goal.

3., when the store's performance drops due to various reasons such as weather and off-season, or when the store needs to sprint better performance, the store manager will often work out corresponding methods for target performance.

For example, "because the recent weather has been raining continuously, the passenger flow has been greatly reduced. From today on, our colleagues should increase the sales rate and improve the sales of our VIP customers."

Analysis: when the performance is affected by the weather, the way of the store manager is to increase the rate and strengthen the VIP, which are all very good ideas.

The problem is that the store manager only makes suggestions, but does not give the staff the specific operation methods, so that the method is difficult to be applied in practice.

Let's put it another way to see if it will be better: "recently, the weather is relatively slow, and there are fewer customers in the shops. We should try our best to improve the joint list and do more VIP customer business to improve our performance.

Then how can we improve the couplet? Can we try our clothes on clothes without customers, simulate our customers' sales process, and be more familiar with the characteristics, collocation and sales skills of clothes.

As for increasing our VIP customer sales, can we start with 10 VIP customer calls per day, telling customers to come to new models and invite them to come shopping?

4. the action is specific when our store manager confirms that the goal of the service is to ask the customer's surname.

What we are going to do is ask customers' surnames. From now on, every member of our staff is going to take action. "Analysis: if the store manager merely stops telling employees that today's service target is to ask the customer's surname, but does not tell each employee how to implement it, there is often a lack of unified and effective action in the implementation process.

A good store manager will encourage employees to share how to ask their customers' surnames, whether they introduce themselves or try them out, and enhance their impression through staff demonstrations, so that every employee can clearly identify their names for different styles of guests.

The concretion of action makes the manager's work more executive and makes the actions of employees more efficient.

5., look back at the details of our store manager's review.

Or when employees perform, they often say, "today we are all working very hard, and we have done a good job."

Analysis: when we review our work, the main purpose is to summarize the areas where we have done well and improve badly.

The concreteness of the review is that we should aim at the goal of the day, do what we have done, fail to do, who has done it and who has not done it, give a summary to the staff. The more concrete the review is, the more we can let the employees know that you are concerned about their performance, and the harder they will be to achieve your goal.

According to the review of employees' performance, let's take a simple example as a demonstration: "today, we have booked the target of the main push. The situation is that A has pushed 2 items, B has pushed 1 pieces of C, and it has not been launched. For every customer, A has taken out the main push to encourage trial wear, and C has basically not recommended to customers. Today, we advocate praising customers and finding customers' bright spots. B did a good job, gave every customer a proper compliment, and completed 3 VIP."

When we have specific goals, specific data analysis, specific implementation methods, specific action follow-up and specific review and summary, we believe that our performance goal will become a concrete target that can be seen, touched and achieved.

The two of regular meetings is to achieve consistent goals and achieve consistent actions.

The performance of regular meetings is recognized by every employee in the goals, methods and operations of the regular meeting. It also shows the consistency of the staff's goals and overall performance goals, the consistency of goals and methods.