Post by account_disabled on Mar 4, 2024 2:06:33 GMT -10
The performance indicators used at the point of sale were unclear and difficult for store staff to understand. There were no defined quantitative tools available for control at points of sale. A qualitative control of the establishments was not carried out, being relegated to the "Subjectivity" of the store manager in terms of reviewing the visual merchandising, plv (place of sale advertising), order and state of the store's warehouse. With the aim of reversing this situation, the need to develop five comprehensive plans that would promote positive change in the company was raised and programmed. Project execution specific action plans were implemented to address the identified areas of improvement, always with the focus of improving orientation towards the final consumer and, therefore, results. Methodologies and indicators were incorporated to measure the return of.
These actions: proactivity in sales: a mentality and culture change plan was designed for both store managers and salespeople. They were given greater importance in the organization , transforming them from passive elements to active elements in obtaining results. The responsibilities of store managers were redefined, involving them in Bank User Number Data the implementation of processes at points of sale and working with new indicators and a new vision of the establishment. Training and motivation of employees: established and implemented a training program for store managers and salespeople. Training sessions were carried out both at the central facilities and in the establishments, covering topics such as: empowerment of sales talent. Knowledge and sensitivity towards the final consumer. Improved results. Information management. The recovery of motivation was achieved through meetings with the.
Team of each establishment, giving them the opportunity to express their concerns and ensuring visibility of the situation at each point of sale. Flexibility and mobility of employees between points of sale: being aware of the company's existing philosophy of not moving store managers and salespeople from their usual establishment, each establishment was evaluated, focusing on those with the best indicators and highest income. It was identified that the establishments operated with independent procedures, allowing each store manager to implement them according to their own criteria , which resulted in a lack of improvement opportunities for the other points of sale in the chain. An improvement plan was established for each store manager , highlighting their strengths and weaknesses, and a person responsible for implementing good practices at the point of sale was designated.