Sales Manager Seminar 课长培训
Training Objectives
培训目标
To learn more about Carrefour’s 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 Carrefour’s Mission and Sales Managers’ Responsibilities
Carrefour’s Mission &
Goals
Business strategy &Capabilities
People Requirements
Requirements of Department Heads
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 Carrefour’s 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 Group's 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
Customer Satisfaction
顾客满意
All Our Efforts Must Be Directed Towards Customers Satisfaction.
我们的一切工作的核心 是为了让顾客满意。
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
F
i
n
a
n
c
e 财 务
Analysis of monthly Department bulletin 每月部门报告分析
React when disparities between budget and actual 当财政预算与实际开销出现不同时应作出反应
Check follow-up of procedures 检查跟踪工作程序
Work on annual budget 制定年度财政预算
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 competitor's 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
R e
s o u r c e
H u m a n
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 competitor‘s 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 & Carrefour's 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 store’s 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 customer's 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
高层经理
Top-Level Managers
中层经理 Middle-Level Managers
一线主管 Supervisors
构思 CONCEPTUAL
人际交往 INTERPERSONAL
技术 TECHNICAL
管理层 管理技能 Managerial Level Managerial Skill
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)
Input
投入
Manager 管理者
Doer
做事者
Input
投入
Output
产出
Output
产出
Role Transition [2]
角色转换 (二)
Input
投入
Controllers 控制者
Work Results
工作结果
Input
投入
Leader
领导者
Employee Satisfaction
员工满意
Work Results
工作结果
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
上级
Direct Reports
下属
Subordinates
供应商及客户
Suppliers and Customers
同级管理者
Peers
我 I
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
Communication
Self
Development
Team Development
Funnel Model
漏斗模式
Open Question 开放式问题
Probing Questions探究式问题
Closed Questions 封闭式问题
Communication
Self
Development
Team Development
What Do You Listen For?
你听什么？
Facts 事实
Emotions 情感
Relationship 关系
Implied 隐含
Communication
Self
Development
Team Development
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
Barriers 障碍
Language 语言 Assumption 假设
Distraction 干扰
Experience 经验 Emotion 情绪
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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]
Communication
Self
Development
Team Development
Increases the Other Person's 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]
Communication
Self
Development
Team Development
Examples Of Paraphrasing
and Reflecting
意译和复述实例
It sounds like what you are saying is that you don't 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 I'm 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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
Meeting Team Members Individually
单独会见团队成员
Communication
Self
Development
Team Development
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？
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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 and Skill 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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
Three General Methods to Manage
三种管理方式
Method 3: Cooperation & Participation Delegation; Control 方式 3 ：合作参与 委派、控制
Method 2 :Negotiable Communication 方式 2： 可协商交流
Method 1 : Not Negotiable Training 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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
To Reprimand
Give clear objectives
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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 Don't 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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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 effective…and why? 哪种反馈意见通常是最有效的？ 为什么？
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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 didn't 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)
Communication
Self
Development
Team Development
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？
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
+
+
{
}
_
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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）
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
?
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
2000
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 One's Life/Business Goals 依据各人生活、工作目标的重要性程序
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
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
Communication
Self
Development
Team Development
Time Analysis 时间运用分析
Time 用时
Results 收效
20%
Paretoll's Eighty-Twenty Principle 帕特雷80/20原理(或八/二分成法)
Communication
Self
Development
Team Development
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、检查财务票据？
When is the time you have to stay in the store? 什么时段你必须待在卖场里？
Action Planning: A Better Way
制定行动计划：一个更为有效的方法
Who Will Do What by When? 谁、到何时、做什么？
A Plan for Monitoring and Reporting Progress 制定监控和汇报进展情况的计划
Action Planning Worksheet 行动计划工作单
Project项目: ____________________________________ Date日期: ___________ Pages页数: ______
Action Plan 行动计划 Risk Management Plan 风险管理计划
Step Who Will do What by When Possible Prob. Cont. Action Who Responsibility. 步骤 实施人员 将做什么 至何时 可能的问题 应急措施 实施人员
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
Reporting Time Reporting Location Team Coordinator Team Members 报告时间：___________ 报告地点：___________ 小组协调人：__________ 小组成员：____________________________
Action Planning Worksheet 行动计划工作单
Project:项目 开店 Date日期: ___________ Pages页数: ______
Action Plan行动计划 Risk Management Plan风险管理计划
Step Who Will do What by When Possible Prob. Cont. Action Who Resp. 步骤 实施人员 将做什么 至何时 可能的问题 应急措施 实施人员
___ ________ ___________________________ ________ ___________ ____________ ___________ ___ ________ ___________________________ ________ ___________ ___________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
___ ________ ___________________________ ________ ____________ ____________ ___________
Reporting Time Reporting Location Team Coordinator Team Members 报告时间：___________ 报告地点：___________ 小组协调人：__________ 小组成员：____________________________
1
2
3
4
安装货架
清洁
订货
收样
上架
收货
贴价格标签
最终价格市调
11/1-11/17
12/05
12/07
11/12-12/07
11/11-11/25
11/12-12/07
12/01
12/08
延误
延误
不干净
仓库没有准备好
没问题
加班
加班
加班
清洁公司
暂时存放在卖场里
5
6
7
8
9
10
供应商
团队／收货处／保安
主管／助理／谈判员
工程部／团队
团队／清洁公司
助理／谈判员／主管
收货处／理货员
团队
销售主管及助理
10/20-11/08
11/08
设计排面
安装设备
团队
没问题
延误
Monitoring & Reporting Progress
监控和汇报进展情况
Report what was supposed to happen 汇报应该发生的事情
Report what actually did happen 汇报实际发生的事情
Report any problems that have arisen 汇报已经产生的所有问题
Summarize the revised action plan 总结修改过的行动计划
Common Action Planning Errors
制定行动计划时常见的错误
Failure to Assign Responsibility (Who) 没有分配具体的职责（谁）
Failure to Identify All Significant Action Steps in Sufficient Detail (What ) 没有详细地确定所有重要行动步骤（什么）
Failure to Specify Timing (When) 没有确定具体时间（何时）
Failure to Allow Enough Time 没有给予充足的时间
Failure to Allocate Necessary Resources 没有配给必要的资源
Failure to Sufficiently Monitor Progress 没能有效地监控进展情况
Failure To Allow Enough Time
没有给予充足的时间
Murphy's Law 默菲定律
Optimistic Estimates of Task Duration 乐观地估计完成任务所需的时间
Failure to Consider Action Step Dependencies 没有考虑行动步骤的关联性
Failure to Maximize Parallel Actions 没有制定更多的同步行动
Questions:
How to push the pivot forward？
What does the output mean?
1
4
Question:
What kind of barriers do you encountered in the game
EX:
Question: How many things in brown within this room?
Divide trainees into groups of 3 and have one trainee act as a Sales Manager and communicates with another trainee who play the role of
customers
bosses
employees
peers (Negotiators)
The third trainee observes the role-plays and comments on the performance of the Sales Managers using the observation sheet.
4
4
4
22
After showing the example, have trainees do a skill inventory for their departments
2
5
27
28
Have trainees fill out the task assignment worksheet.
If the trainees are new Sales Managers, they might not be able to do this exercise.
Do some task assignment role-plays here.
First ask trainees what kinds of feedback there are and then do the Blind Obstacle Course exercise.
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Here we do the lifting person exercise.
One trainee lies on the table and other trainees lift the person each up using only two fingers.
After the exercise, debrief the meaning of the exercise.
Discuss what motivates people.
There are many motivators other than money.
Different people are motivated by different motivators.
Sales Managers should make good use of the resources that they have to motivate their employees
26
Before showing this slide, do the throwing paper ball exercise.
After showing the example of smart goals, have trainees make smart goals for their departments.
Start the time management section with the case study “ A day of Sales Manager Li)
Sales Manager Li’s mistakes in time management
No anticipation
No schedule
No delegation
No Priority
24
After explaining this matrix, do the Priority Case Studies.
After showing the example, have trainees do a calendar
After showing the example, have trainees do their Daily To Do List for tomorrow
