店长日常管理工作

2021年1月15日发(作者：华明素)
complete temporary tasks assigned by the Manager. Second, characteristic functions 1, according to the company, bility of threequirements of the management system, responsible for bility of threend the formulation of major rules and regulations, and is responsible for training, implementation, inspection and guide its operation; 2, the company responsible for the Department (workshop) annual and monthly economic responsibility economic responsibility system and various special formulation, revision, inspection, evaluation, internal evaluation, summary, approved and communicated, audits, surveys, feedback from senior Department assessment; 3, responsible for the company's long-term plan, annual plan of work; 4, is responsible for the company's monthly operating conditions analysis and monthly focus assessment focus; 5 rules and regulations, the company responsible for the development, examination, inspection and training,
Discovery Manager. 10 quality accidents of work, the company responsible for the Department of investigation, judge, processing, analysis, summary and reporting; 11, and is responsible for implement implementation implementation national of financial system, and financial discipline, according to company bility three ofs, developed company financial management and financial supervision system (including funds costs approval system, and borrowing approval system, and settlement system cash management system,), by Manager approved Hou seriously organization implementation, and implementation, and
终端门店管理我 们分为五大体系，分别为门店管理、人员管理、后勤管理、信息
管理、日常管理等五项终端管理体系，这 五大终端管理体系，贯穿整个终端门店
由上到下、由里到外，包含了人、事、地、物等等系统地列举终端 门店的完整管
理体系。这也是店长的管理五大体系，店长管理五大体系如下：。
一、店长的门店管理
所谓的店长的门店管理：是指针对门店本本身的相关硬件设施、设备、环 境、文
宣、广告、货品陈列等等的硬件管理，其中重点包含以下八项：
1、企业宣传广告；
2、门店卖场布局与动线规划；
3、产品陈列；
4、灯光、音响、空调设备调控与维护；
5、POP与促销广告；
6、环境的整洁；
7、整体形象。
二、店长的人员管理
门店人员管理包含：
1、人力资源的需求整编；
2、招聘；
3、入职；
4、培训；
5、绩效考核；
6、离职；
等等人力资源日常简易管理。P S：培训含职前训练（新人培训、脱岗培训）、在
职培训（专业培训、在岗培训）
三、店长的后勤管理
店长的后勤管理包含：
1、财务管理（主要以日常营业报表整理为主）；
complete temporary tasks assigned by the Manager. Second, characteristic functions 1, according to the company, bility of threequirements of the management system, responsible for bility of threesystem and the formulation of major rules and regulations, and is responsible for training, implementation, inspection and guide its operation; 2, the company responsible for the Department (workshop) annual and monthly economic responsibility economic responsibility system and various special formulation, revision, inspection, evaluation, internal evaluation, summary, approved and communicated, audits, surveys, feedback from senior Department assessment; 3, responsible for the company's long-term plan, annual plan of work; 4, is responsible for the company's monthly operating conditions analysis and monthly focus assessment focus; 5 rules and regulations, the company responsible for the development, examination, inspection and training,
Discovery Manager. 10 quality accidents of work, the company responsible for the Department of investigation, judge, processing, analysis, summary and reporting; 11, and is responsible for implement implementation implementation national of financial system, and financial discipline, according to company bility three ofs, developed company financial management and financial supervision system (including funds costs approval system, and borrowing approval system, and settlement system cash management system,), by Manager approved Hou seriously organization implementation, and implementation, and
2、仓储管理（主要以进出货报表管理为主）；
3、工程维护（客户安装与维修为主）等三大板块。
四、店长的信息管理
门店的信息管理涵盖：
1、市场地板行业信息收集、分类整理、资料档案管理；
2、当地竞品产品、促销、活动等等信息收集、分类整理、资料档案管理；
3、客户档案管理与客户异议处理。
五、店长的营业管理
店长的日常营业管理包含：
1、每日营业前、中、后的门店管理；
2、销售团队的日常监督与激励管理；
3、日常小组（早晚会）会议管理；
4、培训与客户异议处理；
5、其他临时突发事件处理。

我们今天先来谈简单谈一下“店长的日常营业管理”
众所周知终端的最高领导是店长，一个终 端能不能做到优秀，店长是其中起决定
作用的关键人物。您了解合格的店长一天都需要做哪些工作吗？下 面我们来看看
店长的日常营业管理事务有哪一些。
一、营业前的准备
很多人都知 道店长在日常管理商店的时候非常繁忙，但很少人知道，早在店门
打开之前的，店长就要开始忙碌。店长 要在顾客走进店门之前就做好这些准备：
1.人员签到和检查：
A.确保所有当班人员提前到店并签到；
B.确认人员的工作服装整洁，胸牌正确佩戴；
C.确认上级是否有要交办的事务；
complete temporary tasks assigned by the Manager. Second, characteristic functions 1, according to the company, bility of threequirements of the management system, responsible for bility of threend the formulation of major rules and regulations, and is responsible for training, implementation, inspection and guide its operation; 2, the company responsible for the Department (workshop) annual and monthly economic responsibility economic responsibility system and various special formulation, revision, inspection, evaluation, internal evaluation, summary, approved and communicated, audits, surveys, feedback from senior Department assessment; 3, responsible for the company's long-term plan, annual plan of work; 4, is responsible for the company's monthly operating conditions analysis and monthly focus assessment focus; 5 rules and regulations, the company responsible for the development, examination, inspection and training,
Discovery Manager. 10 quality accidents of work, the company responsible for the Department of investigation, judge, processing, analysis, summary and reporting; 11, and is responsible for implement implementation implementation national of financial system, and financial discipline, according to company bility three ofs, developed company financial management and financial supervision system (including funds costs approval system, and borrowing approval system, and settlement system cash management system,), by Manager approved Hou seriously organization implementation, and implementation, and
D.召开晨会，晨会的内容应该包括：
*点名，检查签到本；
*传达公司文件。包含通知、调令、店长会议情况；
*宣布昨日营业额、达成率、今日营业指标；
*沟通今日人员的工作计划与主要职责要求；
*对店员进行有关的日常培训；
*对前一工作日工作情况进行回顾和总结；
*对于当日要促销的，要做好促销活动的说明。
2.店面的整理和检查：
A.带领店员打扫卫生，并根据设定好的查检表（可参照5S）进行检查；
B.开启照明、空调和音 响，确保整个店面明亮舒适，空调温度适中（一般保持
为27摄氏度），气味清晰，声音大小适中，音乐 适合店面使用；
C.确保店面整洁无杂物，尤其是收银台和接待区；
D.检查饮用水、纸杯等接待用品，保证供应充足。
3.商品和营业材料的检查：
A.检 查所有陈列样品，做到数量种类完备，外观完好，功能正常（电器类）；促
销商品和促销价格标牌的摆放 醒目；
B.清点存货，做相应的补货或调剂；
C.检查商品宣传资料，保证版本最新，对于要发放的材料如单张、传单要保证
数量充足；
D.检查店外宣传品的状态并确保在标准状态；
E.检查商品包装袋数量和促销品，保证数量充足。
4.现金和报表的检查：
A.检查收银机、POS机工作正常，备用金（零钱）、收据和发票充足；
B.整理和确认前一工作日的报表，并传送公司。
二、营业中的管理
complete temporary tasks assigned by the Manager. Second, characteristic functions 1, according to the company, bility of threequirements of the management system, responsible for bility of threesystem and the formulation of major rules and regulations, and is responsible for training, implementation, inspection and guide its operation; 2, the company responsible for the Department (workshop) annual and monthly economic responsibility economic responsibility system and various special formulation, revision, inspection, evaluation, internal evaluation, summary, approved and communicated, audits, surveys, feedback from senior Department assessment; 3, responsible for the company's long-term plan, annual plan of work; 4, is responsible for the company's monthly operating conditions analysis and monthly focus assessment focus; 5 rules and regulations, the company responsible for the development, examination, inspection and training,
Discovery Manager. 10 quality accidents of work, the company responsible for the Department of investigation, judge, processing, analysis, summary and reporting; 11, and is responsible for implement implementation implementation national of financial system, and financial discipline, according to company bility three ofs, developed company financial management and financial supervision system (including funds costs approval system, and borrowing approval system, and settlement system cash management system,), by Manager approved Hou seriously organization implementation, and implementation, and
在做好了营业准备之后，店门打开，店长就要开始关注这些方面：
1.顾客接待：
A.亲自接待第一位顾客（表现您的重视，同时也向店员做出示范）；
B.随时关注店内顾客的状态，随时准备帮助店员回答他们的问题，以及处理他
们的不满与投诉。
2.店面维护：
A.随时检查店面的光线、温度和气味情况；
B.随时关注地面杂物情况，确保店面整洁通畅；
C.随时检查店面的设备，如照明、空调、音响等。音乐尽可能有较多选择，不
要反复放同样的音乐。
3.人员管理：
A.随时检查店员的仪容仪表，及时做出提醒和更正；
B.随时关注店员的销售方法和技巧，做出适当的调整和辅导；
C.随时关注店员的工作状态，必要时做轮休或换班；
D.对店员的求助及时回应，协助处理突发事件。
4.商品和营业材料的管理：
A.随时检查样品和存货情况，对出现的问题做及时处理，并及时订货；
B.随时关注宣传品、促销品和包装袋的数量情况，及时补充和订货。
5.信息收集和管理：
A.随时收集顾客的反馈，并记录整理；
B.有空时找机会到同行那儿去了解情况，打听竞争对手的产品和促销情况；
C.多了解周边商家的促销和销售情况，随时寻找机会。
6.午餐：
A.合理安排店员轮流就餐；
B.收银工作交班时应及时监督；
C.检查上午的营业指标，做出调整和促进；
complete temporary tasks assigned by the Manager. Second, characteristic functions 1, according to the company, bility of threequirements of the management system, responsible for bility of threend the formulation of major rules and regulations, and is responsible for training, implementation, inspection and guide its operation; 2, the company responsible for the Department (workshop) annual and monthly economic responsibility economic responsibility system and various special formulation, revision, inspection, evaluation, internal evaluation, summary, approved and communicated, audits, surveys, feedback from senior Department assessment; 3, responsible for the company's long-term plan, annual plan of work; 4, is responsible for the company's monthly operating conditions analysis and monthly focus assessment focus; 5 rules and regulations, the company responsible for the development, examination, inspection and training,
Discovery Manager. 10 quality accidents of work, the company responsible for the Department of investigation, judge, processing, analysis, summary and reporting; 11, and is responsible for implement implementation implementation national of financial system, and financial discipline, according to company bility three ofs, developed company financial management and financial supervision system (including funds costs approval system, and borrowing approval system, and settlement system cash management system,), by Manager approved Hou seriously organization implementation, and implementation, and
D.跟进店员的工作完成情况。
7.高峰期：
A.紧密关注存货和备用金情况，并及时做应对处理；
B.敦促店员做好店内人流量记录，并抓紧机会加强促销工作开展；
C.检查上午的营业指标，做出调整和促进；
D.跟进店员的工作完成情况；
E.注意店内形迹可疑的人员，做好防盗工作；
8.晚餐：
A.合理安排店员轮流就餐；
B.收银工作交班时应及时监督；
C.检查当天的营业指标，记录整理；
D.与店员交流当天的营业情况，了解他们的想法和状态，并给予适当支持。
三、营业结束
终于到了打烊时间，忙碌的一天结束了。但是，一名优秀的店长可不能就这么拍
拍屁股下班。在下班之前 ，店长还要做好这些工作：
1.店面清理：
A.安将店外的宣传品等收回店内，安排店员分工做好店面的卫生打扫；
B.关好空调、音响和灯；
C.饮用水等材料不足的，预订第二天送达；
D.锁好店门。
2.商品和营业材料整理：
A.清点样品和存货，做好存货清点和补货申请；
B.清点宣传资料、促销品和包装袋，不足则要补货。
3.人员：
A.店员下班签字；
B.向店员表达感谢（注意一定要诚恳，因为正是有了他们，您的工作才更有价
complete temporary tasks assigned by the Manager. Second, characteristic functions 1, according to the company, bility of threequirements of the management system, responsible for bility of threesystem and the formulation of major rules and regulations, and is responsible for training, implementation, inspection and guide its operation; 2, the company responsible for the Department (workshop) annual and monthly economic responsibility economic responsibility system and various special formulation, revision, inspection, evaluation, internal evaluation, summary, approved and communicated, audits, surveys, feedback from senior Department assessment; 3, responsible for the company's long-term plan, annual plan of work; 4, is responsible for the company's monthly operating conditions analysis and monthly focus assessment focus; 5 rules and regulations, the company responsible for the development, examination, inspection and training,
Discovery Manager. 10 quality accidents of work, the company responsible for the Department of investigation, judge, processing, analysis, summary and reporting; 11, and is responsible for implement implementation implementation national of financial system, and financial discipline, according to company bility three ofs, developed company financial management and financial supervision system (including funds costs approval system, and borrowing approval system, and settlement system cash management system,), by Manager approved Hou seriously organization implementation, and implementation, and
值）；
C.如第二天不上班，应提前做好代理店长的安排。
4.现金和报表的整理：
A.清点收银机的现金，确认无误后锁入保险箱或存入银行指定账号；
B.清点发票，数量不足时提前做好申领；
C.整理当天营业报表，准备第二天提报。
四、店长营业管理注意事项
以上是门店营业管理硬指标，所有的事都必须在店长与全体的店 员（促销员、
导购员、后勤人员）等的全力配合下，才能够完成当天的完美营业状态，所以每
一 个门店的组成分子的协作，店长的门店团队建设、沟通和激励是非常的重要，
尤其是心态建设。

1、一日之计在于晨
店面每天开始营业前的店员心态调整是非常重要的，开店前 的早会，是激励员工
士气的最好时机，千万别一早就开始训话，我想没有一个人会有好心情的，没有好心情下来的工作我想会有效率，那是不可能的，早会时间不宜过长，以十五分
钟最适合。
2、业绩取决于团队建设
一家门店的整体业绩如果是靠一个人完成，那是一种危机，团队的协 作与沟通是
整体门店业绩提升的主要管理要点，而良好的沟通环境与技巧，是非常重要的。
3、执行力是门店管理的指标
一家门店管理的好不好，就看执行力的效率与绩效，执行力的四 个要素就是团队
建设共识、培训、激励和绩效考核。
4、日常心态建设与培训
人有 了想法才有了看法与说法和做法，一切的想法都是来自于日常所接触环境、
人、事物所造成的影响，根据 过去自己所接受的信息与知识，加以判断而采取处
complete temporary tasks assigned by the Manager. Second, characteristic functions 1, according to the company, bility of threequirements of the management system, responsible for bility of threend the formulation of major rules and regulations, and is responsible for training, implementation, inspection and guide its operation; 2, the company responsible for the Department (workshop) annual and monthly economic responsibility economic responsibility system and various special formulation, revision, inspection, evaluation, internal evaluation, summary, approved and communicated, audits, surveys, feedback from senior Department assessment; 3, responsible for the company's long-term plan, annual plan of work; 4, is responsible for the company's monthly operating conditions analysis and monthly focus assessment focus; 5 rules and regulations, the company responsible for the development, examination, inspection and training,
Discovery Manager. 10 quality accidents of work, the company responsible for the Department of investigation, judge, processing, analysis, summary and reporting; 11, and is responsible for implement implementation implementation national of financial system, and financial discipline, according to company bility three ofs, developed company financial management and financial supervision system (including funds costs approval system, and borrowing approval system, and settlement system cash management system,), by Manager approved Hou seriously organization implementation, and implementation, and
理的手段和方法 ，所以日常的门店和店员的观察、聆听与同理心的应用是非常需
要的技巧，有效且针对性的培训课程，有 利于门店团队人员的素质提升有所帮助。
5.营业结束的总结与反省
每日的营业打烊检讨与 反省的习惯，不是例行公式，而是必须确实执行，也不是
交代了事，那是修正与提升营业绩效与业绩的最 有效的习惯，有效的营业打烊简
短会议，有助于让整个门店让全体门店经营者(店员、店长以及老板)了 解门店经
营情况与修正改善缺失，时间跟早会一样不宜过长，以十五分钟最适合，这不是
仪式， 最后的“各位同仁辛苦了，回家路上一路小心注意”虔诚地由店长的口中
娓娓道出，记住千万别敷衍了事 、态度随便。
6、店长的以身作则
上梁不正下梁歪，中梁不正倒下来，店长就像是一个中梁 砥柱，店长的行为举止
如果有所偏斜，整家店的经营管理，就很容易倾斜与下滑，店长的以身作则，是< br>整家门店经营管理制度与政策，可以得到彻底执行的风向标。