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Sales Manager Seminar课长培训,中国培训师大联盟 www.china-,Training Objectives培训目标,To learn more about Carrefours mission and Sales Manager responsibilities.更多地了解家乐福的使命和课长的职责 To Learn how to better communicate with the team学习如何更好地与我的团队沟通. To learn how to better develop my team 学习如何更好地发展团队 To learn how to plan my work and manage my time 学习如何计划我的工作和管理我的时间,Understanding Carrefours Mission and Sales Managers Responsibilities,Carrefours Mission & Goals,Business strategy &Capabilities,People Requirements,Requirements of DepartmentHeads,Business knowledge Technical skills Communication skills People management & development skills Time management and action planning skills Others,Carrefour Concepts Four Policies Localization Turnover Market share,Employee Needs,Human resources management strategy & practices,Understanding Carrefours Mission and Sales Managers Responsibilities理解家乐福的使命和课长的职责,家乐福的使命和目标,经营策略和能力,人员要求,对于课长的要求,商业知识 技术能力 沟通能力 人员管理和发展能力 时间管理和计划制定能力 其它,家乐福理念 四大政策 本地化 营业额 市场份额,员工需求,人力资源管理策略和操作,Mission of Carrefour家乐福的使命,Our Mission我们的使命 Our People我们的员工 Our Resources我们的方法,All our efforts are directed towards customer satisfaction. Our retailing activities seek to meet changing customer demands, in terms of product selection and quality, at the most competitive prices我们尽一切努力最大程度地满足顾客的要求我们的零售行业通过选择商品，提供最佳品质及最低价格，以满足客户多变的要求 Highly-motivated associates are our main asset. Individual initiative and delegation of responsibilities are carried out in a spirit of solidarity and common interest.我们最主要的财产是士气高昂的员工. 每一个员工应在团结奋斗及目标一致的基础上，充分发挥主动性及责任。 Our business is based on simple, straightforward concepts. To remain competitive, we constantly adapt our resources to achieve optimal distribution efficiency.我们的理念简单而直接为了在竞争中取得优势，我们必须最大限度地使用资源使之发挥作用。,OUR GOAL我们的目标 OUR VALUES|我们的价值,We aim to be an international force with a significant presence in each market. By constantly seeking to gain market share, we will strengthen the Groups independence and raise its value over the long term 我们的目标是成为一个国际性公司，并在每个市场中占有重要比例。通过市场占有率的扩大，我们将不断加强公司的独立性及增加公司长期的企业价值。 We aim to develop mutually beneficial synergies with all our business partner. We seek to adapt to the specific environment of each country where we operate and to serve as a benchmark in terms of business values wherever we are present. 我们强调协调与合作伙伴之间的关系，增进双方共同的利益。我们要尽力融合各国特殊 的环境，成为同业间的楷模。,家乐福的使命 MISSION OF CARREFOUR,我们的一切工作的核心是为了让顾客满意。,Customer Satisfaction顾客满意,All Our Efforts Must Be Directed Towards Customers Satisfaction.,Carrefour Concepts家乐福的理念,Customer Satisfaction First!顾客的满意为优先 One stop shopping一次购足 Low price超低售价 Free Parking免费停车 Self Service自助式服务 Freshness and Quality新鲜和品质,Carrefour Four Policies家乐福四大政策,Management Level管理层,Assets 资产,Merchandise 商品,All Equipment in good condition所有器材处于良好状态 Price价格 Clean干净 Full满 Listen to customers倾听客户需要 Competitors survey竞争调查,Get the best assortment 作出最好货品分类排列 get the best conditions 提供最好的条件 React to competitors price level 对竞争对手的价格作出反应 Check volume orders and sales quantities检查销售量 push for promotions 促销 Communication with negotiator 与谈判者交流,人力资源,Know your staff 了解员工 Train 培训 Communication 交流 Initiative & creative 主动性与创造性 Link between management team and my team 管理团队和我的团队之间的练习,Re source,Human,Main Responsibilities of a Sales Manager课长的主要职责,Assets 资产 Store clean and full.保持卖场整洁，商品充足 Good implantation respecting the price range.根据不同价格档位，良好展示商品， Check the cleanliness of the uniform of the staff.检查员工是否着装整洁 Storage well arranged.保持库存井井有条 Listen to customers and react positively.倾听顾客意见，作出积极反应 Have a sales spirit.展现生意人的精神 Display with volume.保持充足的商品展示 Respect and make respecting the safety rules of fire fighting and hygiene regulations.遵守火灾和卫生等安全规章制度 Follow competitors price level.关注竞争对手的价格水准 Propose equipment investment.提议购置新设备 Full respect of the regulation and law of China & Carrefours store procedures.完全遵守中国的法规和家乐福店的制度 Have a store spirit.展现家乐福店的精神,Human 人员 Help the staff to have a commercial and professional attitude in any case.使员工在任何情况下要表现出商业人士的职业态度 Communicate stores information.传达有关家乐福店的信息 Give clear responsibilities to the staff.明确员工的工作职责 Check weekly the punch card.每周检查工时卡 Train your staff with a training plan根据培训计划培训员工 React on the quality of the work of the staff.根据员工的工作质量作出反应 Plan and propose promotion.计划并推荐提升人员,Main Responsibilities of a Sales Manager课长的主要职责,Merchandise 商品 Follow assortment (No shortage).保证品种 (没有缺货) Facing and display reflecting the sales quantities.排面和展示要反映销售量 Check stock cards.检查库存卡 Stock level respecting the forecast.库存量反映预见的销售量 Plan promotional and seasonal events one month before.提前一个月准备促销和季节性活动 Good communication with negotiators.跟谈判员保持良好沟通 Inform the negotiators of your low sales items.向谈判员通报滞销的单品 Follow and anticipate the new market trends.遵循并预见市场走向 Propose new item to improve assortment according to customers demands.根据顾客的需求，提议新的单品，以改进品种搭配,Finance 财务 Follow the procedures.遵守制度 Good checking on the receiving and returning reports.认真检查收货和退货单 Valid purchase report.对证采购单. Provide exact financial documents.提供正确的财务报告 Reach the forecast figures.完成预见的指标 Propose improvements to over the forecasted figures.提议超过指标的改进方法 Well control of all the lines of your department bulletin.全面控制部门业绩表的各个方面,The Importance Of Managerial Skills管理层管理技能的重要性,The Role Of Managers经理的角色,Managing tasks 管理任务 Leading people领导员工 To make sure work gets done and people get satisfied.确保工作得以圆满完成并且员工获得满足。,Role Transition 1角色转换(一),Role Transition 2角色转换 (二),The Roles Of An Effective Manager一个有效经理的角色,A bridge between business goals and business results连接经营目标与经营结果的一座桥梁 A bridge between employees and the top management连接员工和高层管理的一座桥梁 A coach for employee development员工发展的指导者 An initiator of continuous improvement持续不断改进的倡导者,我的角色My Role,Management Of My Team 团队管理,Management and Development of the Team团队管理和发展,Communication with the Team团队沟通,Self Management自我管理,Communication with the Team团队沟通,Effective Communication Skills有效沟通技能 How to ask questions如何提问 How to listen如何倾听 Building relationships建立关系,Communication,Self Development,Team Development,Three Types Of Questions三种不同类型的问题,Funnel Model 漏斗模式,What Do You Listen For?你听什么？,Facts事实 Emotions情感 Relationship关系 Implied隐含,Model For Better Communication有效沟通模式,障碍 Barriers,Message Sent/Message Received发出信息/接收信息,Message Sent发出信息,No Communication无沟通,Partial Communication部分沟通,Complete Communication完全沟通,1.,2.,3.,Message Sent发出信息,Message Received接收信息,Message Received接收信息,Getting to Know Your Employees and the Communication Cycle 了解你的员工及沟通环,Thought 想法,Words & non-words 言语和非言语,Transmission 传送,Reception 接收,Decoding 理解,Feed back 反馈意见,Sender 提供者,Receiver接收者,Effective Listening Skills有效的倾听技巧,Paraphrasing Words意译语句 Paraphrasing Feelings意译感情 Reflecting 复述 Redirecting引导,Calms a Conflict or an Intensive Situation 缓和一场争执或一个紧张的局面 Helps You Control Emotions and Build a Constructive Relationship有助于控制自己的情绪, 建立起良好的关系 Encourages Other People to Share Information 鼓励对方提供信息,Paraphrasing 1意译一,Increases the Other Persons Trust in You加强对方对自己的信任感 Gives Others a Chance to Clarify or Explain给对方一个澄清或解释的机会 Helps Other People Clarify Their Own Thinking帮助对方澄清观点 Emphasizes Important Points强调要点,Paraphrasing 2意译二,Examples Of Paraphrasing and Reflecting意译和复述实例,It sounds like what you are saying is that you dont want to take over the task.听起来你的意思好象是说你不想接受这项任务。 What Im hearing is 我的理解是. You are feeling really frustrated about work.工作确实让你感到沮丧。 It sounds like something is bothering you.听上去好象什么事困挠着你,Reflecting and Redirecting引导,A Tool for Guiding the Content of Information Exchange: 主导信息交流内容的一个有效工具,Active Listening + An Open (probing) Question 积极倾听 + 开放式（探究式）问题,Questions For Directing可以用来引导对方的问题,Ask “How.”, not “Why. ”问如何.，而非为何. How are you going to change the situation?你希望如何去改变现状呢? How shall I improve in order to get the deal?如何改进才能谈成这笔生意? How could we get these even better?我们怎样才能使这些更完善?,Examples Of Directing引导实例,After paraphrasing, asking another question. For example: 在意译完对方所讲的话之后，再提一个问题。如： Just now you mentioned that one big challenge in management is motivation. Would you please tell me how do you motivate your employees?刚才您提到管理中的一个较大的挑战就是激励员工，那么您是如何调动员工的积极性的呢？,Verbal and Nonverbal Signals 言语和非言语信号,Making Sounds Like: Ah., Mmm., etc.适当使用鼓励性词语，如：啊.、呃.等 Saying: Go on, Tell me more, etc.说：请说下去，请再详细地谈谈等 Repeating Key Points on Words重复关键词语 Paraphrasing, Reflecting & Directing进行事实复述、感情意译和引导,Triads Role Play Recording List三人角色扮演记录单,Building Relationship 培养关系,Establish your credibility树立你的威信 Develop mutual trust培养相互的信任 Respect your team尊重你的团队,How to take over your position as Sales Manager如何树立课长的威信,Individual meeting with your team members给每个团队成员单独见个面 Use tools to help you manage利用工具来帮助你来管理 Be strong and energetic表现坚强、充满活力 Always be in charge, never lose control永远掌握主导权，决不可失去控制 Always be aware of what your team is doing时时了解你的团队在做什么 Do it from the very beginning, do not wait一开始就做起来，不可等待,Meeting Team Members Individually单独会见团队成员,Introduce each other相互介绍,Communicate your expectation表达你的期望,Lead the meeting主导谈话,Listen to him/her注意倾听,Exercises: How Well Do You Know Your Colleague? Asking Questions 练习：你对员工了解多少？ 提问,How Long Has He/She Been Married? 我或他是否已婚? 是否有小孩? If Not, Does He/She Have a Fiance? 如果未婚，我或他是否有对象？ What Food Does He/She Like Best? 我和他各自最喜欢吃什么？ What Hobbies Does He/She Have? 我和他各自有什么兴趣爱好？ What is His/Her Education and working Background? 我和他各自教育 和工作背景如何？ What is the Most Important Challenge in Your Work? 工作中你最大的挑战是什么？,Develop Mutual Trust 培养相互信任关系,Fairness公平 Honesty诚实 Openness 开放 Accessibility平易近人,To Respect My Team,To Respect My Team Means To Spend Time With Them To Respect Means To Communicate With My Team Through Good Morning Briefing Meeting Training Visit To The Shelves To Respect Means To Listen To My Team,Talk About Competitors New Products, New Collections Department Bulletin Procedures .,尊敬你的团队,尊重意味着花一些时间和团队成员在一起 尊重意味着通过下列方式进行交流 问 早上好 简要介绍 会议 培训 参观他的货架 尊重意味着要进行倾听,谈它其他竞争对手 新产品,新展示 课绩效 程序 .,Manage and Develop My Team 管理和发展团队,Understand where your employees are: To Know Graph andSkill inventory 知道你的员工工作能力如何：了解图和技能储备图 Three general methods to develop team members:发展员工的三种基本方式: Task Assignment Skills委派任务的技能 Coaching and Feedback Skills指导和反馈技能 Teamwork and Motivation团队合作和激励,Understand Where Your Employees Are 明白员工的能力水平,Synergy协作性,Antagonism对立性,Required Level要求的水准,Creativity创造性,Responsibilities职责,A,B,C,D,A is a new employee是新员工 B has reached required level达到了要求的水准 C is very skilled是有经验、熟练的员工 D is low at skills but has a negative attitude是技能差、态度又消极,Three General Methods to Manage三种管理方式,Method 3: Cooperation Control方式 3 ：合作参与 委派、控制 Method 2 :NegotiableCommunication方式 2： 可协商交流 Method 1 : Not NegotiableTraining方式 1 : 不可协商 培训,Synergy协作性,Antagonism对立性,Required Level要求的水准,Creativity创造性,Responsibilities职责,A,B,C,D,Skill Inventory 技能储备,1=Can Perform Well 1=做的很好 2=Can Perform 2=可以做 3=Needs to Learn 3= 需要学习改进,What Can You Know from the Skill Inventory技能储备图能告诉你什么,Who is generally strong?谁的能力比较强 Who is generally weak?谁的能力比较弱 Where my team is strong?我的团队强在何处 Where my team is weak?我的团队弱在何处？ How to solve the problem如何加强 Cross training and backup building交叉培训、人才备份,Cross-Training and Backup Building交叉培训、人才备份,Have one employee train another what he/she is strong at让一个某方面比较强的员工教另一个这方面比较弱的员工 Be aware of the seniority (face) issue注意资历和面子问题 Make sure tasks get done first and then consider training of employees首先考虑任务得以完成，然后是员工的培养,How to Manage My Team如何管理团队,Content内容 To Know 了解 To Respect尊重 To Anticipate预见 To Motivate 激励 To Reprimand批评 To Fire开除,Give clear objectives,To Reprimand,Immediately point out the wrong-doings and to correct Without weakness Without hesitation Why reprimand?,If it is reached Congratulate Give new objectives Promotion,If it is not reached Correct Go back to the former objectives Stand-by,提出明确的目标,批评,立即指出其不恰当之处并予以纠正 没有缺点 毫不犹豫 为什么要提出批评?,如果实现了 祝贺 提出新的目标 再创佳绩,如果没有实现 批评改正 回到先前的目标 继续,To Fire开除,To Push Our Team To A Higher Level Of Professional Skill. 促使我们团队达到更高的专业技能水平 Those Who Dont Want To Follow, We Have To Sanctions. We Have To Consider, If Necessary The Company Policies 对于那些不想合作的成员，我们就必须根据公司政策，在必要时考虑予以解雇。 Otherwise The Other Good Members Of My Team Will Not Understand否则其他优秀的团队成员就会不理解,Assigning Tasks委派任务,1.Analyze the Task 分析任务 2.Analyze Your Employees 分析员工 3.Consider Your Task Goals & Objectives 考虑任务的总体目标和具体目标 4.Consider Your Employee Development Goals & Objectives考虑培养员工的总体目标和具体目标 5.Find an Appropriate Balance Point and Assign the Task 找到适当的平衡点来委派任务,Are You Task Oriented or Relationship Oriented? 你是以工作任务为导向还是以关系为导向,Task Oriented以工作任务为导向 Relationship Oriented以关系为导向,People & Tasks Considerations有关人与任务的考虑,Tasks 任务,People (Relationship)人 (关系),Importance 重要性,Technical Maturity技术成熟度,Urgency 紧急性,Work Expectation 工作期望,Technical issue技术性,Who did it before谁以前做过,Routine 事务性,Who has the skill谁具备技能但未做过,Difficulty 难度,Who may do it after training 经培训或指导后能做,Knowledge required需什么知识,Assigning Tasks委派任务,People and Task Considerations以人还是以任务为导向 Cross-training 交叉培训 Building back-Up 做好人才备份 Assigning Task 委派任务 Task assignment worksheet 任务委派练习单,Task Assignment Skills委派任务技能,Explain what to do and how to do解释该做什么，如何做,Explain why if they do not know解释为什么要这样做，如果他不清楚,Communicate expectation/requirements说明你的期望或要求,Set timeline设定期限,Always check一定要检查,Defining Feedback and Coaching定义反馈与指导,Feedback 反馈 Letting people know what and how they are doing as soon as you know在了解到员工的工作情况后，马上让他/她知道自己做得如何 Coaching 指导 A two-way discussion that aims to improve performance是一种双向式讨论，旨在提高工作绩效,Feedback反馈,What are the different types of feedback?反馈意见的不同形式有哪些？ Positive积极的 Negative消极的 Corrective改进的 None无反馈 Which one usually is the most effectiveand why?哪种反馈意见通常是最有效的？ 为什么？,How give feedback effectively: BEER Model如何有效的给予反馈：“啤酒”模式,Effective feedback:有效的反馈： describes the specific Behavior描述了具体行为 includes an Example of that behavior包括所列行为的一个例子 describes how the behavior has exceeded, met or failed to meet your Expectations描述该行为如何超出、达到或无法达到您的期望和要求 describes the Results of the behavior描述这些行为所导致的结果,Corrective Feedback - Example改进型反馈意见 - 例子,Recently you failed to finish your task on time 最近你没有按时完成任务。 Last Friday, for example, I didnt get the report until 5:00, and that was the third time in four weeks it was late (Specific Example).比如说，上周五， 我没能在五点之前收到报表， 这已经是在四周之内第三次延误了(具体例子) Finishing work on time is a must for a qualified assistant. 按时完成任务，是成为一个合格的助理的起码要求。(期望) So we were not able to adjust selling prices in time which will do harm to our sales (Result)所以， 我们无法及时调整价格，我们的销售受到不利影响。(结果),Positive Feedback: Example积极型反馈实例,Recently you have been performing well. (Behavior)最近你的工作表现很好。 (行为) The survey reports you handed in for the past two months were very complete, accurate and helpful. (Example)这两个月你上交的市调报告非常全面、准确、有效。 (例子) We adjusted prices according to the reports and our sales have increased 15% over that of the first quarter. (Result) 我们根据你作的报告调整了价格， 我们的销售比上个季度增长了15%。 (结果) If you keep performing well like this, you will soon become the best assistant. (Expectation)如果你一直这样努力的干下去，你会成为一名优秀的助理。 (期望),Coaching 指导,Think of someone in your life - a teacher, parents, a friend - who was a good coach or mentor回想在你生命中的某个人： 一位教师、父母亲、朋友-谁给过您好的指导与反馈意见 What was good about that person?这个人好在哪里？ What did they do?他们是怎么做的？ How did you feel?您的感觉如何 How did you respond?您的反应如何？,What Does TEAM Mean?团队的含义,Together共同 Each每人 Achieve实现 More更多,Conditions For Team Success团队成功的条件,Shared Vision目标一致 Understanding of the Team团队互相理解 (责任明确) Communication沟通 Strong Leadership强而有力的领导 Involve the Right People to Ensure Commitment选择适合的团队成员 Experienced Help Where Necessary互助合作,What Motivates People ?什么能够激励人？,Need for Affiliation归属需要 Need for Power权力需要 Need for Achievement成就需要,Note: Do not give too much at a time, because people forget very soon注意：一次不要给得太多，因为人们忘得很快,To Motivate激励,Honest诚实,Respect of Company Policy遵照公司政策,Motivation激励,Confidence自信,Performance业绩,Promotion提升,Enjoyment乐趣,Energy Created Through Motivation 激励所产生的能量,+,+,_,No Motivation没有激励,No Confidence不自信,No Performance无业绩,Resignation 辞职,No Enjoyment没有乐趣,_,聪明目标SMART Objective,Specific具体 Measurable可衡量 Achievable (Controllable)可实现（控制） Results-Oriented (Output)以结果为导向（输出） Time-Based (Deadline)以时间为基础（限期）,SMART,SMART Goals聪明目标,Goals without SMART非聪明目标 Increase turnover提高营业额 Train more employees培训更多的员工,Goals with SMART聪明目标 In the last quarter of 2000 My department will increase turnover by at least 5% over the same period last year. 2000 年第四季度，跟去年同期相比，提高营业额 5%。 By the end of November , I will have two employees trained on how to use Pacific Four. 到十一底，教会两个员工如何使用 Pacific Four,Self Management and Development自我管理和发展,Time management时间管理 Anticipation (Planning) 预见,Time Declaration时间宣言,Today, A Catch of the Business World Is:当今企业界脍炙人口的一个口号是： Work Smarter, Not Harder!蛮干不如巧干！ Time Is Money时间就是金钱,Sources of Stress时间紧迫的原因,Concept of Time缺乏时间概念 Not enough delegation 缺乏授权 Lack of Scheduling 缺乏计划（短期） Lack of Planning缺乏计划（长期）,To Anticipate,To Anticipate Events To Anticipates Is: To Be Creative To Use a Good Strategy To Choose the Right Promotion at the Right Time To Have Good Business Sense To Prepare My Team for an Action To Anticipate: Means We Have To Forecast New Projects,预见,对特殊事件或活动的预见 预见是指: 有创造性 运用适当的策略 在适当的时间选择适当的促销方案 有良好的商业意识 为我的团队准备行动方案 预见是指：必须对新项目进行预测,?,Anticipate预见,Ask Your self:问你自己： What will be selling well in the coming six months接下来六个月，什么单品会畅销 What might not be selling well in the coming six months 接下来六个月，什么单品应该清仓 What can I/my team do to prepare for the upcoming busy period (big promotion event, festival)?为即将到来的繁忙季节(大型促销活动)，我和我的团队现在能做些什么准备工作 What might go wrong in my department and what can I do now to prevent it?我的部门可能会出现什么问题，我如何应对,Prioritizing轻重缓急,1,3,2,4,Urgent紧急,Not Urgent不紧急,Important 重要,Not Important 不重要,Effective Planning Tools有效的计划工具,Calendar 月历 (每日,每周,每月) Daily to Do List 每日工作清单,Appointment Calendar工作月历,Meetings & Events会议和重要的节庆活动、大型促销 Major Projects Allocation of Time Block主要项目整段时间的分配 Monthly appointment List每月会见计划 Deadlines期限,Promotion proposal,interview candidates 14:00- 15:00,Days off,Finish TG schedule for November,Sales Manager Training,Days off,Days off,Days off,促销报告,面试两位应聘人 14:00- 15:00,休息日,完成11月份的TG安排表,课长会议,休息日,休息日,休息日,每日工作清单Daily To Do List,Sources来源 Immediate Tasks眼下紧迫任务 Calendar Items 月历项目 Based on Degree of Importance in Relation to Ones Life/Business Goals依据各人生活、工作目标的重要性程序,Daily To Do List每日工作清单,Prioritized (A, B, C,)按 轻重缓急 顺序进行排列 Sequenced (A1, A2, A3,)对每项工作内容进行有序的排列 Control Time for the Day掌握当天的时间 Visually Prominent放在显眼的位置 Cross Through as Complete Tasks also Cross Through on Master Task List完成一项任务后将其从清单中删除 同时将其从所有任务清单中删除 Review Progress at End of Day检查当天任务完成的情况 Make Plan for Next Day!制定第二天的计划,Daily to Do List 每日工作清单,Date:日期：10/3,User使用人：Wang Jun,Daily to Do List 每日工作清单,Date:日期：10/3,User使用人：Wang Jun,How To Deal With Interruptions如何处理干扰,Dealing with Interruptions-Strategies处理干扰的策略 Phone Calls电话访谈 Dropper-inners and Unscheduled Meetings来访者和不定期的会议 Crisis危机 Paper and Messy Desks文稿和杂乱的办公桌 Keep Your Task List Prominent把任务清单放在比较显眼的位置,Time Analysis时间运用分析,Time 用时,Results 收效,20%,Paretolls Eighty-Twenty Principle帕特雷80/20原理(或八/二分成法),80%,80%,20%,Time Analysis时间运用分析,Study your Calendar and Daily to Do List and Consider:研究你的工作月历和每日工作清单，考虑： When is the best time to do some planning？什么时段最好是用来做一些计划性的工作？ TG schedule, Promotion Events, Market Survey？TG计划表、促销活动、市场调查？ When is the best time to do some paper work such as writing reports？什么时段最好是用来做一些文牍工作，如写报告？ When is the best time to meet with suppliers？什么时段最好是用来跟供应商面谈？ When is the best time to do financial work？什么时段最好是用来做财务性的工作？ Calculation, Analysis, Checking financial documents？计算、分析、检查财务票
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