Some people in charge of the shop are not active in doing sales work personally. They like to deal with some non sales jobs. They feel that this is more valuable. How should we deal with this?

The key to this problem is that we need to clearly define the management mode of different types of shops in regional multi store management.

The management mode of shops mainly depends on the size of the shops, followed by brand positioning.

The scale of shops includes the size of shops and staffing. We can generally divide them into several categories:

Large shops: shop area is more than 150 square meters (area is a reference factor, more critical is staffing), shop assistants configured more than 6 people, such shops scheduling is often the shop manager on the middle class, also called the administrative class.

The manager's function is mainly based on shop management, and does not bear personal sales targets. Therefore, most of them only need assistance in busy places.

At this time, the more important responsibility is the overall control.

Medium-sized shops: the shop area is about 60-150 square meters, and the general staff allocation is 4-5 people.

This shop manager is also mainly shop management, and does not need to assume personal sales targets, but because the shop is small, shop work is not so much, so a lot of time also need to do sales, generally can distribute the sales performance to the shop assistant.

Small stores: the shop area is about 40-60 square meters, and the salesperson has 3 people.

Such store managers usually lay equal emphasis on store management and sales.

Also in a certain class, they usually have to take personal or class sales targets.

Counter: in department stores.

Relatively small area, shop business is very few, so store managers should sell mainly.

According to the above classification, I think from the shop scheduling, distribution of sales indicators, you can make clear the center of focus of the shop.

For large and medium-sized shops, the store manager does not have to spend too much time personally receiving customers. Even if the manager is a super salesperson, she should also be a salesperson through teaching and counselling.

In addition, brand positioning also has a certain impact. Generally speaking, the high-end brand store manager, besides shop management, is more concerned with serving important customers, and more inclined to serve rather than sell.