Fashionable goods are women's eternal choice. Fashion clothes and accessories in boutiques, fashion bags in boutiques, woolen bears in toy stores, daily necessities and snacks packed in supermarkets are all women's favorite.

For example, Miss Tan tried on two suits, a dress and a female suit. The hostess of the clothing store said, "the two sets are good for you to wear, and the dress is casual for the weekend. It's very suitable for you to wear such a white-collar dress to work, two sets of it, and twenty percent off for you." Miss Tan is naturally full of joy. When she thinks of the effect she wears, what is the investment?

The discount attracted more women. To some extent, everyone likes to be petty and cheap, especially women. These are "twenty percent off outlets for the store". Sign It usually captures the hearts of women.

At the front of the clothing store, you should display the eye-catching models or the most fashionable ones. clothing It reflects women's new fashion styles and suitable circumstances. You might as well put a sign "no male entry" at the door of the shop. Of course, the purpose of doing so is not to turn men out, but to make them. Couture It looks more unique.

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Talent construction is an important part of the development of store organization. The competition among modern enterprises is the competition of talents, so we can see the importance of talent training. But in reality, many managers think that talent training is only a matter of the boss or company's human resources department, and can not be struck with "eight poles". Of course, this is extremely wrong. The responsibility of each store manager is more serious and more direct in the exploration, training and application of shop sales talents. However, due to lack of ideological understanding, many shop managers often make two mistakes in their practical work: laissez faire and abandonment.

Some shop managers, on the face of it, trust the shop assistants and leave the work to the bottom. In the end, their own "full trust" brought back complaints and distrust from the shop assistants, and even led to abortion. In fact, laissez faire is the biggest distrust. No blind faith in inspection and supervision is actually the fig leaf of the manager's dereliction of duty, which is the chief culprit that causes talent to be buried or lost. Because once people are allowed to "let go", they will "flow".

Everyone has their own advantages and weaknesses. If they only see the weakness of their employees and abandon them, then such a store manager is a "real talent killer". If he is "long enough to make up for short", such a leader is a "chronic talent killer". Because ignoring his weaknesses and letting go, these weaknesses are likely to become "fatal injuries" and will eventually destroy the talent. At the same time, "long not to make up for short" will make subordinates think that they only have output in the company, without growth, and their internal imbalance will also be lost.

"Iron Camp Camp soldiers", a lot of shop distress personnel drain. In fact, compensation can catch the hearts of employees. Because the person who knows most about himself is himself, but he is the most afraid to face himself. He knew where he could not, but he was embarrassed to say it directly. At this point, he would be confused and entangled. He needed someone to help him and even force him. Employees often feel inferior to their weaknesses, and they feel there is a crisis, but they dare not speak publicly. Therefore, forcing them to correct bad habits and make up for their weaknesses is the responsibility of every manager. If a leader lets subordinates feel that you not only abandon them, but follow you to correct their own shortcomings, they will be confident and full of unimaginable passion for work. Such a leader can really lead a good soldier in order to really make the team cohesive and stick together.

Especially when facing major problems or important tasks, people often hesitate to retreat. This time, the store manager must push ahead, and must intervene very meticulously, so he can not let his subordinates be left behind. Encounter problems; sometimes out of business, and then tired to communicate with several responsible person, listen to the report, make suggestions. Such frequent interference is, on the surface, a "distrust" of their subordinates. In fact, on the contrary, I absolutely believe that my team can accomplish their work - in fact, they often overfulfill them. The reason for this is to share the joy of their periodic achievements and enjoy the process. Two, we should find out problems in the process or new innovations in a timely manner, and optimize them at once, saving time and avoiding detours.